PMP Mock Exams.docx

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PMP Mock Exams

Based on PMBOK 5th Edition

Here are 200 objective type sample questions and their ansers are !iven just belo to them"#his e$am is just to !ive you an idea o% type o% questions hich may be as&ed in PMP

'erti%ication E$ams" Even e have ta&en %ull care to !ive correct ansers %or all the questions

but it is recommended to veri%y these ansers"

(n e$amination you ill !et each question one by one on computer screen

(1) ) business case* hich helps to determine hether a project is orth the investment* is

created on the basis o% the %olloin! e$cept %or

)" Mar&et +emand

B" Ecolo!ical (mpacts

'" ,ocial -eed

+" )vailability o% .unds

)nser/+

Hint/ )vailability o% %unds is not a criterion %or a business case"

(2) ou are in char!e o% developin! a ne product %or an or!ani1ation" our quality metrics are

based on the 0th percentile o% each o% the last three products developed" #his is an e$ample o%/)" ,tatistical samplin!

B" Metrics

'" Benchmar&in!

+" Operational de%initions

)nser/ '

Hint/ PMBOK 5* Pa!e 334* Benchmar&in! de%inition6

(3) #he to closin! procedures are called/

)" 'ontract closure and scope veri%ication

B" 'lose Procurements and 'lose Project

'" Project closure and product veri%ication

+" Project closure and lessons learned



)nser/ B

Hint/ PMBOK 5* Pa!e 43* #able 783 'losin! Process 9roup

(4) +urin! the develop schedule process* the Project Mana!er may have to !o throu!h several

iterations o% the schedule be%ore establishin! the schedule baseline" )ll o% the %olloin! are tools

and techniques that may be used durin! this process/

)" 'ritical Path Method* 9E:#* :esource :equirements

B" :esource ;evelin! Heuristics* Mathematical )nalysis* 'alendars

'" ,chedule compression* :esource optimi1ation techniques* 'ritical chain method

+" 9E:#* PE:#* ;eads and ;a!s

)nser/'

Hint/ PMBOK 5* Pa!e 43* #able 783 +evelop ,chedule/ #ools < #echniques

(5) =hich o% the %olloin! models o% con%lict resolution allos a coolin! o%% period* but seldom

resolves the issue in the lon! term>

)" Problem solvin!

B" =ithdraal

'" .orcin!

+" ,moothin!

)nser/B

Hint/ =ithdraal is a temporary solution that evades problem8solvin! as much as possible"

(6) (n communication* the receiver decodes the messa!es based on all but the %olloin!/

)" 'ulture

B" ,emantics

'" ;an!ua!e

+" +istance

E" Knoled!e

)nser/ +

Hint/ +istance isn?t amon! the criteria %or interpretin! a messa!e received

(7) Ho much time does the typical project mana!er spend communicatin! both %ormally and

in%ormally>

)" @0840A



B" 5080A

'" 4080A

+" 58C0A

)nser/ +Hint/ ith and amon! all the sta&eholders includin! sponsor* customers* vendors* project team*

PMO and upper mana!ement"

(8) 9roup brainstormin! encoura!es all o% the %olloin! e$cept/

)" #eam buildin! ) project mana!er %acilitates communication

B" )nalysis o% alternatives

'" 'onver!ent thin&in!

+" Dninhibited verbali1ation

)nser/ '

Hint/ #he objective o% Brainstormin! is to !enerate diverse ideas"

(9) #he critical element in a project?s communication system is the/

)" Pro!ress report

B" Project directive

'" Project mana!er

+" 'ustomer

)nser/ '

Hint/ ) project mana!er %acilitates all project8related communication

(10) ,ystem inte!ration consists o%/

)" )ssurin! that the pieces o% a project come to!ether at the ri!ht time

B" Plannin! %or contin!encies that may occur throu!hout the li%e cycle o% the project

'" #he pieces o% the project %unction as an inte!ration unit

+" a and c

)nser/ +

Hint/ (nte!ration means brin!in! to!ether o% the components"

(11) Per%ormance revies are held to/

)" 'orrect the project mana!er?s mista&es"



B" Provide %or ansers %or upper levels o% mana!ement

'" #o assess project status or pro!ress

+" #o apprise the project costs and cost trends o% the project

)nser/ 'Hint/ +e%inition o% Per%ormance revies* Pa!e 5@C* PMBOK 5

(12) ) comple$ project ill %it best in hat type o% or!ani1ation>

)" .unctional

B" 'ross8%unctional

'" Matri$

+" Balanced

)nser/'

Hint/ ) matri$ or!ani1ation is best %or comple$ projects because o% the mi$ o% %unctional

e$pertise and project mana!ement %ocus"

(13) =hich o% the %olloin! could be an appropriate =B, code %or a or& pac&a!e at the %ourth

level in a =B, here the top level code is 3"0>

)" 3"@

B" 3"3"3"3

'" 3"2"7"@

+" a and c

E" b and c

)nser/E

Hint/ Both B and ' %ollo the correct %ormat

(14) =hich o% the %olloin! Project ,cope Mana!ement processes involves subdividin! the

major project deliverables into smaller* more mana!eable components>

)" Plan ,cope Mana!ement

B" +e%ine ,cope

'" alidate ,cope

+" 'ontrol ,cope

E" 'reate =B,



)nser/E

Hint/ Project deliverables are bro&en into or& pac&a!es un 'reate =B, process

(15) #he revie o% &ey deliverables and project per%ormance at the conclusion o% a project phase

is called/

)" phase e$it

B" &ill point

'" sta!e !ate

+" a and c

E" a* b and c

)nser/E

Hint/ PMBOK 5* Pa!e @3* ,ec 2"@"2 Project Phases

(16) Project scope is/

)" )ll the or& that must be done in order to deliver a product accordin! to the speci%ied

%eatures and %unctions* only"

B" #he %eatures and %unctions that are to be included in a product or service"

'" ) narrative description o% or& to be per%ormed under contract"

+" a and b

E" all o% the above

)nser/)

Hint/ Project scope means all the or& and only the or& required to complete the project

success%ully

(17)#he unique identi%iers assi!ned to each item o% a =B, are o%ten &non collectively as/

)" #he or& pac&a!e codes

B" #he project identi%iers

'" #he code o% accounts

+" #he element accounts

)nser/'

Hint/ PMBOK 5* Pa!e 372* =B,

(18) #he sender o% a messa!e is responsible %or/



)" 'on%irmin! the messa!e is understood

B" Ensurin! the receiver a!rees ith the messa!e

'" ,chedulin! communication e$chan!e

+" Presentin! the messa!e in the most a!reeable manner )nser/ )

Hint/ #he objective o% communication is to ensure that the messa!e is conveyed"

(19) =hat are the best uses o% PE:#/

)" Dsed in the plannin! phase to do F hat i% %or the project"

B" )ssist in the controllin! o% chan!es to the project"

'" (s used in the process o% preparin! a =B, %or the project"

+" #o measure %uture consequences o% activities"

E" a and d"

)nser/ E

Hint/ PMBOK 5* Pa!e 557* ,ee PE:# de%inition

(20) 'han!e requests can occur due to/

)" )n e$ternal event such as a chan!e in !overnment re!ulation"

B" )n error or omission in de%inin! the scope o% the product"

'" )n error or omission in de%inin! the scope o% the project"

+" a and c

E" all o% the above

)nser/E

Hint/ 'han!e requests are made to ensure that the planned outcome o% the project is achieved

(21) ) project mana!ement plan is/

)" ) ) %ormal* approved document used to !uide project e$ecution* monitorin!* and control"

B" ) document issued by senior mana!ement that provides the project mana!er ith the

authority to apply or!ani1ational resources to project activities"

'" ) narrative description o% products or services to be supplied"

+" ) document describin! the or!ani1ational brea&don structure o% the company"

)nser/)



Hint/ PMBOK 5* Pa!e 557* ,ee Project Mana!ement Plan de%inition

(22) =hich o% the %olloin! is -O# an e$ample o% a type o% schedule report>

)" 9antt chart

B" Milestone chart'" .ishbone dia!ram

+" -etor& dia!ram

)nser/'

Hint/ ) %ishbone dia!ram is meant %or cause and e%%ect analysis"

(23) #he most important criteria in decidin! to initiate a project selection method is/

)" ,ta&eholder?s vision

B" ;o cost opportunity

'" Environmental consideration

+" 'apability

)nser/'

Hint/ PMBOK 5* Pa!e 30* Projects and ,trate!ic Plannin!

(24) =hich o% the %olloin! is correct order %or sta!es in #uc&man ladder>

)" .oamin!* ,teamin!* -ormin!* Per%umin!* +ispersin!

B" .ormin!* ,tormin!* Protectin!* -ormin!* )djournin!

'" .ormin!* ,tormin!* -ormin!* Per%ormin!* )djournin!

+" .ramin!* ,tormin!* -ormin!* Protectin!* )djournin!

)nser/'

Hint/ PMBOK 5* Pa!e 24

(25) #hree major processes in Project Human :esource Mana!ement are/

)" ,ta%% recruitment* project sta%% plannin! and team buildin!

B" Plan H:M* )cquire Project #eam and +evelop Project #eam

'" :eardin!* salary revies and penalties

+" ,ta%% acquisition* sta%% trainin!* sta%% deployment

)nser/B



Hint/ PMBOK 5* Pa!e 25* .i!ure C83

(26) ) project is de%ined as/

)" ) process o% considerable scope that implements a plan"

B" )n endeavor* hich is planned* e$ecuted* and controlledG per%ormed by peopleG andconstrained by limited resources"

'" ) temporary endeavor underta&en to create a unique product or service"

+" )n objective based e%%ort o% temporary nature"

)nser/'

Hint/ ) project is alays temporary and every project !ives a unique product or service"

(27) =hich o% the %olloin! is not a 9eneral mana!ement technique>

)" Ma&e8or8buy analysis

B" )nalysis o% alternatives

'" )pplyin! PMBOK concepts

+" ;ateral thin&in!

)nser/)

Hint/ )pplication o% PMBOK is project mana!ement

(28) )ccordin! to PMBOK* project mana!ement processes are or!ani1ed into %olloin! order o%

process !roups/

)" (nitiatin!* plannin!* e$ecutin!* monitorin!* and closin!

B" +esi!nin!* developin!* testin!* and implementin!

'" (nitiatin!* desi!nin!* plannin!* e$ecutin!* controllin!* and closin!

+" (nitiatin!* plannin!* e$ecutin!* monitorin! and controllin!* and closin!

)nser/+

Hint/ PMBOK 5* Project Mana!ement Process 9roups

(29) must be measured re!ularly to identi%y variances %rom the plan"

)" ,ta&eholder requirements

B" Project per%ormance

'" ,chedule pro!ress

+" 'ost



)nser/B

Hint/ Project per%ormance must be measured at re!ular intervals"

(30) ) project &ic& o%% meetin! is usually conducted to/

)" ,etup project team and announce the PM assi!nmentB" #o dra%t project charter

'" Build up team spirit

+" +e%ine project scope and develop =B,

)nser/)

Hint/ ) &ic&8o%% meetin! !ets the project team onboard and announces the mana!er

(31) =hich o% the %olloin! is not an e$ternal8unpredictable ris&>

)" 'han!es in !overnment re!ulations

B" -atural ha1ards

'" Dne$pected environmental side e%%ects

+" (n%lation

)nser/+

Hint/ (n%lation rate is &non and predictablen

(32) Maslo ran&ed Human needs %rom the hi!hest to loest/

)" ,el% actuali1ationG sel% promotionG socialG security and physiolo!ical needs

B" ,el% esteemG sel% actuali1ationG socialG security and physiolo!ical

'" ,el% actuali1ationG sel% esteemG socialG security and physiolo!ical

+" ,el% %ul%illmentG sel% esteemG socialG security and physiolo!ical

)nser/'

Hint/ :e%er )braham Maslo?s hierarchy o% needs"

(33) =hich o% the %olloin! statements concernin! contract type is correct>

)" ) %i$ed price contract contains the most ris& %or the buyer"

B" 'ost reimbursable contracts o%%er sellers the hi!hest pro%it potential"

'" #ime and materials contracts are hybrid o% cost reimbursable and %i$ed8price contracts""

+" Dnit price contracts are ille!al in many jurisdictions"



)nser/'

Hint/ PMBOK 5* Pa!e 74@ #ime and Material 'ontracts

(34) Her1ber! identi%ied %actors* hich* i% present* ill lead to increased motivation" ) typical

%actor ould be/

)" 9ood supervision

B" Iob security

'" :e!ular promotions

+" 9ood salary

E" ) dental plan

)nser/'

Hint/ :e%er to Her1ber!?s #o .actor #heory

(35) our customer as& %or a small chan!e in the project* hich as not bud!eted in the project"

(t is a small e%%ort as compared to the total project and you need the !oodill %or a multimillion

dollar on the pipeline" ou ill

)" :e%use to do the or&

B" )!ree to do the or& at no char!e

'" +o the or& and bill him later

+" )ssess the cost and schedule impact and tell them you ill %ormali1e the chan!e request

)nser/+

Hint/ (mpact o% every chan!e must be assessed and should !o throu!h chan!e control

(36) ou are responsible %or ensurin! that your seller?s per%ormance meets contractual

requirements" .or e%%ective contract administration* you should/

)" Hold a bidders con%erence

B" Establish the appropriate contract type

'" (mplement the contract chan!e control system

+" +evelop a statement o% or&

)nser/'

Hint/ PMBOK 5* Pa!e 77* ,ec 32"7"2"3 'ontract 'han!e 'ontrol ,ystem

(37) #he three major causes o% chan!e on a project are/



)" :eplacement o% the project mana!er or &ey project team membersG chan!es in priorities

by senior mana!ementG and contractual di%%iculties""

B" 'han!es in the relative importance o% time* resources* or cost G ne &noled!e about the

deliverableG and technolo!ical uncertainty

'" Errors in the initial assessment o% ho to achieve the !oal o% the projectG ne in%ormationabout the project deliverableG and a ne mandate

+" Dnavailability o% resources promised by the %unctional mana!ersG cost overrunsG and

chan!es in customer requirements

)nser/'

Hint/ ,cope chan!e and estimation errors are the main causes

(38) #he purpose o% the revie o% deliverables and project per%ormance at the conclusion o% a

project phase is to/

)" +etermine ho many resources are required to complete the project accordin! to the

project baseline

B" )djust the schedule and cost baselines based on past per%ormance

'" Obtain customer acceptance o% project deliverables

+" +etermine hether the project should continue to the ne$t phase

)nser/+

Hint/ 'losure o% a project phase is a point to reassess the on!oin! project pro!ress and chan!e or

terminate the project i% necessary" PMBOK 5* Pa!e @3* ,ec 2"@"2

(39) our project is in the %inal test sta!e* the user acceptance test" (t meets all the product specs

and is under planned costs" (n term o% schedule* this project is ahead" our customer met you and

requested that he ill not accept the product unless you ma&e several chan!es" =hat you should

do is/

)" 9et the list o% the chan!es and estimate all o% them" (% the total cost is still ithin the

baseline* you ill do it

B" Estimate the costs and send this to your customer requestin! contract modi%ication

'" )s& the customer to %ile a chan!e request+" ,it ith the customer to revie the product specs and tell himJher that you have

completed the project"

)nser/'

Hint/ )ll the chan!e requests must be made %ormal

(40) #he delphi Method is best suited %or/



)" +ecision8ma&in!

B" 'ost 'ontrol

'" Overhead rate estimatin!

+" #eam discussions)nser/)

Hint/ (t can be used to vote %or a decision"

(41) =hich o% the %olloin! methods is least li&ely to be used %or e$plainin! project plannin!

!uidelines to the team>

)" Project O%%ice Memo

B" Project o%%ice directive

'" Project team meetin!

+" .ormal project report

)nser/+

Hint/ ) report !ives in%ormation about hat happened and doesn?t tal& about plannin! or !ive

!uidelines or directives"

(42) Projects are initiated in response o%/

)" ,ta&eholder?s pressure

B" Business needs

'" #echnolo!ical obsolescence

+" )ll o% the above

)nser/+

Hint/ )ll those %actors contribute toards project initiation"

(43) #he party that needs the chan!e resultin! %rom the project* and ho ill be its custodian on

completion is the/

)" Oner

B" ,ponsor

'" 'ustomer

+" 'lient

)nser/)



Hint/ Project oner is the custodian

(44) ) document or tool hich describes hen and ho human resources ill be brou!ht onto

and ta&en o%% the project team is called a/

)" ,ta%%in! Mana!ement Plan

B" :esponsibility )ssi!nment Matri$ :)M 6"

'" Or!ani1ational Brea&don ,tructure OB,6"

+" :esource )ssi!nment 'hart

)nser/)

Hint/ PMBOK 5* Pa!e 245* ,ta%%in! Mana!ement Plan

(45) (n hich type o% or!ani1ation is team buildin! li&ely to be most di%%icult>

)" .unctional

B" Projecti1ed

'" Matri$

+" Project e$pediter

E" Project coordinator

)nser/'

Hint/ #he team members report to multiple mana!ers in matri$ or!ani1ations"

(46) ) tool hich lin&s the project roles and responsibilities to the project scope de%inition iscalled/

)" ,cope +e%inition Matri$

B" :esponsibility )ssi!nment Matri$

'" :oles )ssi!nment Matri$

+" Project ,cope and :oles Matri$

)nser/B

Hint/ PMBOK 5* Pa!e 242 :esponsibility )ssi!nment Matri$

(47) =hich o% the %olloin! are outputs %rom the Plan 'ommunications Mana!ement process>

)" Project records

B" 'ommunications mana!ement plan

'" Per%ormance reports



+" .ormal acceptance

E" b and c

)nser/B

Hint/ PMBOK 5* Pa!e 2* .i!ure 3083(48) =hich o% the %olloin! statement is correct>

)" Process 9roups are same as Project Phases

B" Each Process 9roup has a mapped Project Phase

'" Process 9roups are not Project Phases

+" Monitorin! and 'ontrol Process 9roup applies only in monitorin! and control phase

E"

)nser/c

Hint/ PMBOK 5* Pa!e @20* )3"7 Project Mana!ement Process 9roups

(49) #he sendin! or conveyin! o% in%ormation %rom one place to another is the process o%/

)" -etor&in!

B" #ransmittin!

'" Encryptin!

+" Promotin!

)nser/B

Hint/ PMBOK 5* Pa!e 2C7* ,ec 30"3"2"7 'ommunication Models

(50) #he three major types o% communication are/

)" =ritten and oral* and verbal and nonverbal"

B" erbal* %ormal documentation* in%ormal documentation"

'" erbal* ritten* and !raphic"

+" erbal* ritten* and electronic"

)nser/)


(51) )ll o% the %olloin! are communication methods E'EP#/



)" Memos

B" 9rapevine

'" ideos

+" (nstant messa!in!)nser/B

Hint/ PMBOK 5* Pa!e 2C5* ,ec 30"3"2"@

(52) 'ommunication is the P:(ME responsibility o% a Project/

)" Mana!er in a ea& matri$

B" Mana!er in a projecti1ed environment

'" 'oordinator

+" E$peditor

)nser/+


(53) =hat are the %our parts o% the communications model>

)" ,endin!* :eceivin!* +ecodin!* and 'omprehendin!

B" ,ender* Messa!e* Medium* :eceiver

'" 'ommunicator* Messa!e* :eceiver* +ecoder

+" 'ommunicatin!* #ransmittin!* :eceivin!* 'omprehendin!

)nser/B

Hint/ PMBOK 5* Pa!e 2C7* ,ec 30"3"2"7

(54) (n ne!otiations beteen the %unctional department mana!ers and the project mana!ers*

hich con%lict mana!ement approach must be aimed at>

)" =in8;ose

B" =in8=in

'" ;ose8;ose

+" -one o% the above

)nser/B

Hint/ ) project success also contributes to or!ani1ation?s !roth" ) in8in scenario is a pre8

requisite"



(55) ) leadership style in hich the project mana!er shares problems ith team members and

%ormulates solutions as a !roup is called/

)" )utocratic

B" Persuasive

'" Participative

+" ;aisse18%aire

)nser/'

Hint/ Participative style aims %or team consensus

(56) ) type o% or!ani1ation in hich the project mana!er has little %ormal authority and basically

acts as a sta%% assistant to an e$ecutive ho is ultimately responsible %or the project is called/

)" Balanced matri$

B" =ea& matri$

'" Projecti1ed

+" ,tron! matri$

)nser/B

Hint/ (n a ea& matri$ or!ani1ation* PM is at times restricted to the role o% e$pediter"

(57) 'reate =B, process belon!s to/

)" (nitiation Process 9roup

B" Plannin! Process 9roup

'" E$ecutin! Process 9roup

+" Monitorin! < 'ontrollin! Process 9roup

)nser/ B

Hint/ PMBOK 5* Pa!e 43* #able 783

(58) (n hich o% the %olloin! or!ani1ations is the project mana!er role li&ely to be that o% sta%%

assistant>

)" =ea& matri$

B" .unctional

'" Balanced matri$

+" a and b



E" )* B* and '

)nser/+


(59) Project :is& Mana!ement includes all o% the %olloin! processes e$cept/)" :is& Luanti%ication

B" :is& (denti%ication

'" :is& )nalysis

+" :is& :esponse +evelopment

E" :is& :esponse 'ontrol

)nser/E

Hint/ :is&s are controlledG :is& :esponses are not

(60) Dsin! the PMBOK de%inition o% contin!ency reserve* hich o% the %olloin! statements

about contin!ency reserves is %alse>

)" ) contin!ency reserve is a separately planned quantity used to allo %or %uture situations

hich may be planned %or only in part"

B" 'ontin!ency reserves may be set aside %or &non un&nons"

'" 'ontin!ency reserves may be set aside %or un&non un&nons"

+" 'ontin!ency reserves are normally included in the project?s cost and schedule baselines"

)nser/'

Hint/ 'ontin!ency reserve is allocated %or identi%ied ris&s" :e%er to PMBOK !lossary de%inition"

(61) =hich o% the %olloin! is true about a ris&>

)" ) ris& can be de%lected or trans%erred to another party throu!h a contract or insurance

policy"

B" :is&s involve the chance o% both a pro%it and a loss"

'" -o opportunities are associated ith a ris&* only losses"

+" a and c

E" a and b

)nser/E

Hint/ ) :is& can be positive or ne!ative" (t can be trans%erred as a miti!ation technique"



(62) ) contin!ency plan is/

)" ) planned response that de%ines the steps to be ta&en i% an identi%ied ris& event should

occur"

B" ) or&around

'" ) reserve used to allo %or %uture situations hich may be planned %or only in part"

+" a and c

E" a and b

)nser/)

Hint/ ) contin!ency plan is a response planned %or ris& that ere identi%ied in the plannin! sta!e"

=or&arounds are responses %or ris&s that have popped up hile or&in! on the project * and

ere le%t unidenti%ied in earlier sta!es" ) reserve is also considered in a contin!ency plan to

respond to the ris& event* but the reserve in itsel% is not a plan" #here%ore option ' is also

incorrect"

(63) +e%lection or trans%er o% a ris& to another party is a type o%>

)" :is& Miti!ation

B" :is& )cceptance

'" :is& )voidance

+" ,trate!y %or ne!ative ris&s

)nser/+

Hint/ PMBOK 5* Pa!e 7@@* ,ec 33"5"2"3

(64) Mana!ement reserves are used to handle hich type o% ris&>

)" Dn&non un&nons

B" Knon un&nons

'" business ris&s

+" pure ris&s

)nser/)

Hint/ PMBOK 5* Pa!e 33 8 ;ast para!raph* Pa!e 730 8 2nd para!raph"

(65) =hich o% the %olloin! is considered durin! the Procurement Plannin! Process>

)" =hether to procure

B" Ho to procure and ho much to procure



'" =hat and hen to procure

+" b and c

E" )* B* and '

)nser/EHint/ Procurement plannin! covers all the questions"

(66) .rom a buyer?s standpoint* hich o% the %olloin! is true>

)" Procurement plannin! should include consideration o% potential subcontracts

B" Procurement plannin! does not include consideration o% potential subcontracts since this

is the duty o% the contractor"

'" ,ubcontractors are %irst considered durin! the ,olicitation Process

+" none o% the above

)nser/)

Hint/ PMBOK 5* Pa!e 75 8 Project Procurement Mana!ement

(67) =hich o% the %olloin! is true about procurement documents>

)" Procurement documents are used to solicit proposals %rom prospective sellers"

B" (nvitation %or Bid and :equest %or Proposal are to e$amples o% procurement documents"

'" Procurement documents should be structured to %acilitate accurate and complete

responses %rom prospective sellers"

+" B* and '

E" )* B* and '

)nser/E

Hint/ )ll the %actors are important %or procurement mana!ement"

(68) =hich o% the %olloin! is a method %or quanti%yin! qualitative data in order to minimi1e the

e%%ect o% personal prejudice on source selection>

)" =ei!htin! system

B" ,creenin! system

'" ,electin! system

+" none o% the above

E" )* B* and '



)nser/)

Hint/ PMBOK 5* Pa!e 77* 3st Para!raph

(69) =hich o% the %olloin! are e$amples o% indirect costs>

)" ,alaries o% corporate e$ecutivesB" ,alaries o% %ull8time project sta%%

'" Overhead costs

+" ) and B

E" ) and '

)nser/E

Hint/ Project team salaries are classi%ied as direct costs"

(70) =hich o% the %olloin! contract types places the !reatest ris& on the seller>

)" 'ost8plus8%i$ed8%ee contract

B" 'ost plus8incentive8%ee contract

'" .i$ed8price8incentive contract

+" .irm8%i$ed8price contract

)nser/+

Hint/ .irm8%i$ed price contracts don?t accommodate any ris& materiali1ation

(71) (n hich o% the %olloin! contract types is the seller?s pro%it limited>

)" 'ost8plus8percenta!e8cost contract

B" 'ost8plus8%i$ed8%ee contract

'" .i$ed8price8plus8incentive

+" B and '

E" none o% the above

)nser/+

Hint/ .i$ed %ee and incentives are usually lesser than the pro%its e$pected in percenta!e cost

contract"

(72) ) cost8plus8incentive8%ee 'P(.6 contract has an estimated cost o% 320*000 ith an a!reed

pro%it o% 30A o% the costs" #he actual cost o% the project is 370*000" =hat is the total

reimbursement to the seller>



)" 3@7*000

B" 3@2*000

'" 3@0*000

+" 372*000)nser/)

Hint/ #he incentive is calculated on alloable costs

(73) #he outputs o% the Monitor and 'ontrol project or& are utili1ed as inputs %or the

Per%ormance o% (nte!rated 'han!e 'ontrol to !ive the %olloin! outputs* e$cludin!"

)" )pproved 'han!e :equests

B" 'han!e ;o!

'" 'han!e :equests

+" Project Mana!ement Plan Dpdates

)nser/'

Hint/ ,ee outputs o% Per%orm (nte!rated 'han!e 'ontrol

(74) Dnder hat circumstances is it better %or a contractor to subcontract>

)" #he #he subcontractor possesses special technical and en!ineerin! s&ills that the

contractor does not have"

B" #he or& to be subcontracted represents almost all o% the overall or& e%%ort"

'" #he subcontractor can per%orm the or& at a loer cost than the contractor"

+" all the above

E" a and c

)nser/E

Hint/ =or& is subcontracted on capability and cost8savin!s %actors"

(75) :amcharan* the project mana!er %or a lo!istics project success%ully undertoo& all the project

activities and reached the %inal 'lose Project or Phase process that used the %olloin! inputs

e$cept %or"

)" )ccepted +eliverables

B" Enterprise Environmental .actors

'" Project Mana!ement Plan

+" Or!ani1ational Process )ssets



)nser/B

Hint/ Enterprise Environmental .actors aren?t required %or closin!"

(76) =hich o% the %olloin! demonstrates a !ood ne!otiation s&ill>

)" Be ready to !et the deal at any costB" Ensure that you !et the most out o% it

'" O%%er more %or less

+" )s& hi!h and o%%er lo

)nser/+

Hint/ PMBOK 5* Pa!e 53* 7" -e!otiation

(77) ) narrative account o% products* services or results to be achieved under a project comes in

the %orm o%

)" Project ,tatement o% =or&

B" ,trate!ic Plan

'" Product ,cope +escription

+" Project Mana!ement Plan

)nser/)

Hint/ ,tatement o% or& !ives the description o% or& to be completed

(78) #he Frule o% sevenF as applied to process control charts means that /

)" (% there are seven points on one side o% mean* then an assi!nable cause must be %ound"

B" ,even consecutive points are ascendin!* descendin!* or the same"

'" )t least seven quality inspectors should be in place %or every thousand employees

+" ) process is not out o% control hen at least seven measurements %all outside the loer

and upper control limits"

)nser/)

Hint/ PMBOK 5* Pa!e 27 'ontrol charts

(79) #here is project ith 'P( o% 0"3 and #'P(N3"00003 this project is/

)" Overbud!et and hard to complete

B" Dnderbud!et

'" Overbud!et and early in its evolution



+" -o in%erence can be made

)nser/)

Hint/ 'P(3 means over8bud!ets* #'P(3 means harder to complete

(80) ) collection o% !enerally sequential project phases hose name and number are determined by the control needs o% the or!ani1ation or or!ani1ations involved in the project* is called/

)" Project li%e cycle

B" Product li%e cycle

'" Port%olio mana!ement

+" Pro!ram mana!ement

)nser/ )

Hint/ PMBOK 5* Pa!e 7* sec 2"@ Project li%e cycle

(81) =hich o% the %olloin! activities do not %all under the 'losin! Process 9roup>

)" +ocument lessons learned

B" )pplyin! appropriate updates to OP)

'" :ecommendin! preventive action

+" Per%ormin! team members assessment

)nser/ '

Hint/ -o preventive actions are recommended in closin! phase

(82) =ho is not responsible %or ris& identi%ication or reportin!>

)" Project mana!er

B" Project team member

'" Project sta&eholder

+" .unctional Mana!er

)nser/ +

Hint/ .unctional mana!er is not responsible %or project success or %ailure

(83) #hree Point ,tatistical Estimatin! .ormula 9roup" E$pected alue N

)" Optimistic Q @ Most ;i&ely6 Q Pessimistic 6 $ 4

B" Optimistic Q @ Most ;i&ely6 Q Pessimistic 6 divided by 4

'" Optimistic Q @ Most ;i&ely6 $ Pessimistic 6 divided by 4



+" Optimistic Q @ Q Most ;i&ely6 Q Pessimistic 6 divided by 4

)nser/ B

Hint/ ) sum o% si$ values must be divided to !et an avera!e"

(84) Parametric estimatin! is a technique here)" is less costly* less time consumin! and less accurate"

B" an al!orithm is used to calculate cost or duration based on historical data and project

parameters"

'" uses an avera!e o% most li&ely* optimistic and pessimistic activity durations

+" ) and B

)nser/ B


(85) =hat does #LM stand %or>

)" #ime Luality Mana!ed

B" #ar!et Luality Mana!ement

'" #otal Luality Mana!ement

+" #ime Luote Mana!ement

)-,=E:/ '

Hint/ #LM is a continuous improvement technique to enhance quality"

(86) E$amples o% Projects include/

)" (mplementin! a ne business procedure or process

B" 'onstructin! a buildin! or %acility

'" +esi!nin! a ne transportation vehicle

+" )ll o% the )bove

)-,=E:/ +

Hint/ )ll projects have a de%inite be!innin! and conclusive end"

(87) Projects are underta&en at all levels o% the or!ani1ation>

)" #rue

B" .alse

'" #hey are not related to each other



+" -either true nor %alse

)-,=E:/ )

Hint/ Projects have restrictions ithin the per%ormin! or!ani1ation" #hey are driven by scope o%

or&"

(88) " means that every project has a de%inite be!innin! and a de%inite end"

)" Overall

B" Project 'hart

'" #emporary

+" +uration

)-,=E:/ '

Hint/ )ll projects are temporary

(89) (n case o% an e$ternal (# project* the project initiator or sponsor must have provided the

%olloin! in%ormation e$cludin!"

)" Project ,tatement o% =or&

B" )!reements

'" Business 'ase


)-,=E:/ +

Hint/ OP) isn?t a part o% project authori1ation %or a contract"

(90) =ho should be involved in the project plannin! phase>

)" #he Project Mana!er"

B" #he customer"

'" #he ,ub8contractorsJvendors"

+" #he project team members"

E" )ll o% the above"

)nser/ E

Hint/ )ll sta&eholders available must be involved

(91) #he success%ul project mana!ers spend most o% their time/

)" Plannin! ith their personnel"



B" Plannin! ith top mana!ement"

'" 'ommunicatin! ith project team"

+" ,tudyin! project results"

)nser/ 'Hint/ ) project mana!er spends C0 percent o% the time in communication"

(92) 'ost Plus (ncentive .ee 'P(.6 contracts provide/

)" ) reimbursement o% alloable cost o% services per%ormed plus an a!reed upon percenta!e

o% the estimated cost as pro%it"

B" ) reimbursement o% alloable costs plus a %i$ed %ee hich is paid proportionately as the

contract pro!resses"

'" #he supplier ith a %i$ed price %or a delivered per%ormance plus a predetermined %ee %or

superior per%ormance"

+" -one o% the above"

)nser/ )

Hint/ #he terms are a!reed upon in the a!reement

(93) Project success depends on a number o% interrelated %actors* includin! time* cost and scope

control" #he success o% any project depends primarily on/

)" 'ustomer acceptance o% deliverable"

B" 'ustomer satis%action irrespective o% outcome"

'" 'ustomer compromise in de%inin! its needs"

+" E$ceedin! customer requirements throu!h !old platin!"

)nser/ )

Hint/ =ritten approval o% 'ustomer acceptance in required %or closure

(94) =hich o% the %olloin! is the most e%%icient means o% product quality inspection/

)" ,tatistical samplin!"

B" 300A inspection"

'" user revie"

+" ) and '"

)nser/ )

Hint/ (t is not alays %easible to chec& every product item



(95) ) complete set o% concepts* terms and activities that ma&e up a pro%essional %ield* project

mana!ement %ield or an area o% speciali1ation is &non as/

)" Knoled!e )rea

B" +omain Knoled!e

'" Project Mana!ement Process

+" Project Mana!ement 9roup

)nser/ )

Hint/ ,ee the de%inition o% Knoled!e )rea in PMBOK 'hapter 7"

(96) Pareto )nalysis* cause and e%%ect dia!rams and %lo charts are used in quality"

)" 'ontrol"

B" )ssurances"

'" Plannin!"

+" eri%ication"

)nser/ )

Hint/ PMBOK 5* Pa!e 252* ,ec "7"2 'ontrol Luality/ #ools and #echniques

(97) (n a multi8cultural environment* it is critical to establish a corporate culture that %acilitates/

)" Problem8solvin! throu!h di%%erent approaches"

B" ;earnin! and communication"

'" Partnerships* stron! alliances and joint ventures"

+" -e!otiations"

)nser/ B

Hint/ ;earnin! about diverse teams and e%%ective team communication is vital %or project

success"

(98) ) condition hich ill lead an or!ani1ation toards con%lict is/

)" 'on%lict o% interest"

B" .avoritism

'" :esolved prior con%licts"

+" Both ) and B"

E" )ll o% the above"



)nser/ +

Hint/ )ny unethical or unjust practice can lead to con%licts"

(99) #he contemporary vie o% con%lict is that/

)" 'on%lict is bad"B" 'on%lict is caused by trouble ma&ers"

'" 'on%lict should be avoided"

+" 'on%lict is o%ten bene%icial"

E" )* B and '"

)nser/ +

Hint/ 'on%lict can help breed ne perspectives* identi%y ris&s and %ind innovative solutions

(100) (n !eneral a project charter covers/

)" Project justi%ication* bac&!round* scope* objectives* available resources* or!ani1ational

responsibilities* a project schedule* estimates* procurement schedule* and any imitations

that top mana!ement ants to apply"

B" Project justi%ication* bac&!round* scope* objectives* available resources* or!ani1ational

responsibilities* detailed project schedules* estimates* and detailed procurement schedules

responsibilities* a project schedule* and any limitations that top mana!ement ants to

apply"

'" Project justi%ication* description* details o% sponsor and project mana!er** bud!et*

assumptions and constraints* boundaries to apply"

+" Project scope* objectives* available resources* responsibilities* a project schedule*

estimates* procurement schedules* and any limitations that top mana!ement ants to

apply"

)nser/ '

Hint/ PMBOK 5* Pa!e 382* Project 'harter

(101) ) project mana!er has increased project costs by D, 5*000* but completed the projectsi$ ee&s earlier than planned" =hat tool is best described here>

)" :esource levelin!

B" +uration compression

'" 'rashin!

+" .ast trac&in!



)nser/ '

Hint/ 'rashin! is a schedule compression technique that employs more resources to %inish sooner

(102) =hich o% the %olloin! is most true>

)" ;a! is the ma$imum amount o% time a tas& can be delayed ithout delayin! the earlystart o% its successor"

B" ;a! may be determined by ma&in! a %orard pass"

'" ;a! is delay in start time* caused by delay in %inish o% predecessor activity"

+" ;a! is the ma$imum amount o% time a tas& can be delayed ithout delayin! the project"

)nser/ '

Hint/ ;a! is time duration by hich an activity is delayed because o% predecessor activity" ,ee

PMBOK 9lossary de%inition"

(103) )s project mana!er you should dedicate a primary %ocus to/

)" Mana!in! all chan!es immediately as they sur%ace"

B" .ormally documentin! all chan!es"

'" 'ommunicatin! authori1ed chan!es to senior mana!ement and &ey sta&eholders"

+" Preventin! unnecessary chan!es"

)nser/ +

Hint/ (t is important to ensure that only necessary chan!es are made to the baselines"

(104) #he behavioral responsibilities o% a project mana!er may also include dealin! ith/

)" :e!ulatory Personnel

B" #he le!al environment

'" Environmental (ssues

+" )ll o% the above

)nser/ +

Hint/ ) project mana!er must address all the %actors that are li&ely to in%luence the project"

(105) #he major purpose o% project status reports is to/

)" Or!ani1e and summari1e the in%ormation so that all sta&eholders are in%ormed

B" (n%orm upper mana!ement o% the project problems

'" (n%orm the client about the chan!es that have completed



+" Provide in%ormation to mana!ement and client

)nser/ )

Hint/ ,tatus reports are meant to !ive a periodic summary o% project pro!ress

(106) Most project mana!ement leadership theories %ocus on all o% the %olloin! e$cept /)" Personal characteristics o% the project mana!er

B" Personal traits o% the subordinates

'" Behavioral styles o% the project mana!er

+" Dse%ulness o% authority and poer and leadership

)nser/ B

Hint/ Personality types o% team members are covered in human resource mana!ement

(107) ,ummary bud!et is arrived at durin! the phase o% the project/

)" (nitiation

B" Plannin!

'" (mplementation

+" E$ecution

)nser/ )

Hint/ Mentioned in the Project 'harter

(108) Historical records durin! closin! are use%ul to and %or %uture

projects/

)" Predict trends* hi!hli!ht problems"

B" )naly1e successes* short%alls

'" )naly1e stren!ths* document results

+" Iusti%y results* set standards

)nser/ )

Hint/ Historical in%ormation aids in e$pert jud!ment

(109) our client in%orms that his company has a problem ith the current desi!n specs o% your

product and ho it ill inter%ace ith the e$istin! systems" (% this occurs* it could be a major

problem %or your project" #he client is comin! to your o%%ice in a ee& to discuss the problem

and to see hat your team can do to overcome this setbac&" )ll previous meetin!s ere in%ormal



ith this client* but no he ants a %ormal meetin!" =hat should you do to prepare %or this

meetin!/

)" Dpdate the schedules and assume an active role since the client has not !iven you the

speci%ics o% the potential problem

B" Ma&e sure that the team has increased productivity so the client can see ho e%%icientyour team is per%ormin!

'" )ssemble the team and as& them to prepare an a!enda %or topics to discuss

+" Ma&e sure that each team member has his assi!nment in preparation %or any handouts and

needed plans

)nser/ '

Hint/ (t is time %or brainstormin! to !ather ideas* hypotheses* and possible solutions"

(110) #he de%initive terms o% a contract are ritten durin! hich o% the %olloin! contract

phases>

)" 'ontract phase

B" Post aard phase

'" )ard phase

+" Pre aard phase

E" :equirement phase

)nser/ '

Hint/ 'onduct Procurement process aims at %inali1in! the )!reements that constitute the

contract"

(111) ) document that %ormally reco!ni1es the e$istence o% a project is a /

)" 9antt 'hart

B" =B,

'" Project 'harter

+" ,cope statement

)nser/ '

Hint/ PMBOK 5* Pa!e 382* Project 'harter authori1es a project

(112) ,ome or!ani1ations are no usin! 4 ,i!ma %or quality control compared to the usual/

)" 2 si!ma



B" 7 si!ma

'" @ si!ma

+" 5 si!ma

)nser/ BHint/ 78si!ma is less ri!orous and precedes 48si!ma hich is hi!hest"

(113) :educin! the impact o% a ris& event by reducin! the possibility o% its occurrence is/

)" :is& avoidance

B" :is& acceptance

'" :is& miti!ation

+" 'ontin!ency plannin!

)nser/ )

Hint/ PMBOK 5* Pa!e 55C* ,ee PMBOK 9lossary de%inition o% :is& )voidance"

(114) (n hich o% the %olloin! project mana!ement process !roups are the most time and

money typically spent>

)" (nitiatin!

B" Plannin!

'" E$ecutin!

+" 'ontrollin!

)nser/ '

Hint/ ) lar!e portion o% project bud!et and duration is used in E$ecutin! Process !roup" Pa!e 54*

,ec 7"5 E$ecutin! Process !roup* PMBOK 5

(115) reco!ni1es that a project or phase should be!in and commits the or!ani1ation to do

so/

)" (nitiatin! Process

B" ,olicitation Process

'" ,copin! Process

+" Plannin! process

)nser/ )

Hint/ 'reation o% project charter is the speci%ic activity that does it in (nitiatin! Process"



(116) ) supplier has ithdran %rom your project" ) ne supplier has been added" His labor

%orces are due to arrive at the job site tomorro" ou should/

)" Meet ith the supplier alon! ith his team and establish yoursel% as the authority in

char!e"

B" Brin! your team in %or introductions and establish a communications e$chan!e

'" Brin! out the communication mana!ement plan

+" Brin! out the project plan"

)nser/ )

Hint/ 9round rules have to be set as the %irst thin!"

(117) ) ne project mana!er is about to be!in creatin! the project?s scope o% or&" One

sta&eholder ants to add many items to the scope o% or&" )nother sta&eholder only ants to

describe the %unctional requirements" #he project is important %or the project mana!er?s company

but a seller ill do the or&" =hich o% the %olloin! ould you advise the project mana!er to

do>

)" #he scope o% or& should be !eneral to allo the seller to ma&e its on decisions"

B" #he scope o% or& should be !eneral but the mana!ement must allo clari%ications later"

'" #he scope o% or& should be detailed to allo clari%ications later"

+" #he scope o% or& should be as detailed as necessary %or the type o% project"

)nser/ +

Hint/ +etailed requirements ill !ive clarity* elaborate sta&eholders requirements and

e$pectations"

(118) )%ter the &ic&o%% meetin!* to team members en!a!e in a casual conversation about the

project objectives and deliverables" (t is clear they heard di%%erent messa!es durin! the meetin!"

One member is so adamant that the other member !ives up ar!uin! the point" )%ter tal&in! to the

project mana!er* the second member con%irms that the %irst member is mista&en" )t this point*

hat is the BE,# course o% action>

)" #he second team member should send the other team member an e8mail describin! hat

he discovered"

B" )t the ne$t project meetin!* the team member should as& the mista&en team member to

describe his interpretation so the project mana!er can !et everyone on the same pa!e"

'" #he project mana!er should send out an e8mail to the team restatin! the project objectives

and deliverables"

+" )t the ne$t project meetin!* the project mana!er should spend time reviein! a

documented scope statement ith the !oal o% identi%yin! this and other %alse assumptions"



)nser/ +

Hint/ )ddressin! the issue in the meetin! and %indin! out all anomalies is needed"

(119) +urin! project e$ecution* a project team delivers a project deliverable to the customer"

Hoever* the customer neither ac&noled!es the deliverable nor says i% it is acceptable* althou!h

an approval is required" =hat is the BE,# thin! to do>

)" 'ontinue ith the project

B" +ocument the situation

'" 'ontact mana!ement %or help

+" 'all a meetin! o% the team

)nser/ '

Hint/ #he issue needs to be escalated to the upper mana!ement

(120) ou are mana!in! a si$8month project and have held bi8ee&ly meetin!s ith your project

sponsors" )%ter %ive8and8a8hal% months o% or&* the project is on schedule and bud!et* but the

sponsors are not satis%ied ith the deliverables" #his situation ill delay the project completion

by one month" #he MO,# important process that could have prevented this situation is/

)" :is& monitorin! and control"

B" ,chedule control"

'" :e!ular al&throu!hs and si!n8o%%s

+" ,cope chan!e control"

)nser/ '

Hint/ Periodic al&throu!hs* revies* and audits help in !au!in! sta&eholder satis%action early

and plannin! %or chan!es" ,i!n8o%%s avoid leavin! room %or %uture

disputes"

(121) =hen you are closin! out a project* hat must you do>

)" Provide project %eedbac& to the team

B" Obtain si!n o%% %rom the customer

'" :evie project documentation %or completeness

+" Dpdate the project plans

)nser/ B

Hint/ 'ustomer?s acceptance is the primary necessity



(122) .inancial controls that need to be considered %or project plan development do not include/

)" #ime reportin!

B" ,tandard contract provisions

'" Process audits+" )ccountin! codes

)nser/ '

Hint/ Process )udits aren?t required %or .inance and )ccountin!

(123) ) project mana!er has been or&in! on a project %or si$ months ith the same team yet

the team still shos a lac& o% support %or the project" #he best thin! %or the project mana!er to do

ould be to>

)" :e8evaluate the e%%ectiveness o% the reard system the project mana!er has put in place

B" tal& to each team member?s boss

'" :e8plan the project

+" #ell the team he needs its support

)nser/ )

Hint/ #he project mana!er must %ind out the causes o% lac& o% motivation

(124) ) project has several teams" #eam ' has repeatedly missed several deadlines in the past

causin! #eam + to have to crash the critical path several times" )s the project leader %or #eam +*

hat should you do>

)" Meet ith mana!ement alone

B" Meet ith the project mana!er alone

'" Meet ith the project mana!er and mana!ement

+" Meet ith the project mana!er and the team ' leader

)nser/ +

Hint/ #he issue must be resolved beteen the team leads in the presence o% project mana!er

(125) #he current update to the schedule per%ormance report shos no schedule variance" Based

upon the reportin!* you have told the client that the project is on time" Hoever* your team

members &no that a major milestone has just been missed and that the project ill not meet its

startup date" #his is an indication o% poor>

)" 'ommunication mana!ement plannin!

B" ,cope mana!ement plannin!



'" #eam trust

+" ,chedule plannin!

)nser/ )

Hint/ #here is a communication !ap ithin the team(126) ) project mana!er is assi!ned a project ith a team that has already been selected" #he

%irst thin! the project mana!er should %ind out about the team is>

)" =hat is each team member?s %avorite color

B" Each team member?s objectives %or or&in! on the project

'" ) list o% each team member?s tas&s

+" Each team member?s role in the project plan

)nser/ +

Hint/ (t is important %or the PM to &no each member?s role and responsibility

(127) )n advisor to a ne project mana!er tells the project mana!er to create lessons learned

document at the end o% a project" ) lessons learned document includes>

)" )ny variances and the causes o% the variances

B" :eports %rom the customer

'" :eports %rom mana!ement

+" ) list o% all the plans

)nser/ )

Hint/ ;essons are learned %rom the mista&es and ho they ere caused to be able to avoid them

in %uture"

(128) )bdullah* a project mana!er in R 'ompany is mana!in! a project on (# and is loo&in!

%or historical data on the usa!e o% the previous so%tare and applications in the companyG he ill

!et it in"

)" -espaper )rchives

B" Or!ani1ational Process )ssets

'" Mana!ement (n%ormation ,ystem

+" Enterprise Environmental .actors

)nser/ B

Hint/ Historical in%ormation is available in OP)



(129) #he project is completed and the %inal deliverable !iven to the customer but the customer

re%uses to ta&e any action to !ive %inal acceptance on the project" #he project mana!er should>

)" :epeatedly as& %or %inal acceptance

B" )s& the team %or assistance

'" +ocument the situation

+" +o nothin! because there is nothin! that can be done

)nser/ '

Hint/ +ocumentation o% ne scenarios may help develop a plan %or a similar situation in %uture"

(130) =hat do &noled!e* s&ills* tools and techniques stand %or hen applied to the activities o%

a project* i% it also entails e%%ective mana!ement o% a process"

)" Human :esource Mana!ement

B" Project Mana!ement

'" .inancial Mana!ement

+" Project Mana!ement Process

)nser/ B

Hint/ #o!ether it is called Project Mana!ement

(131) #he Precedence +ia!rammin! Method /

)" has %inish8to8start tas& relationships and provides the %le$ibility o% lead and la! time to the

activitiesG

B" has the activity on the arro"

'" is also &non as )rro +ia!rammin! Method"

+" is used to ma&e precedence dia!rams"

)nser/ )

Hint/ PMBOK 5* Pa!e 354 Precedence +ia!rammin! Method

(132) 9antt charts are !reat %or/

)" ,hoin! tas&s relationships

B" #rac&in! actual vs planned

'" Optimum :esource utili1ation

+" b and c



)nser/ +

Hint/ ) 9antt 'hart !ives quic& insi!hts into tas& schedules and resource utili1ations

(133) Dltimate responsibility %or quality mana!ement in the project rests ith the>

)" Project en!ineer B" Purchasin! a!ent

'" Luality mana!er

+" #eam members

)nser/ +

Hint/ )ll team members are responsible %or quality

(134) +esi!n o% e$periments>

)" identi%ies hich %actors may in%luence speci%ic variables o% a process or product

B" identi%ies hich variables don?t have any in%luence on quality

'" determines hat a quality outcome is

+" is a method %or research and development

)nser/ )

Hint/ PMBOK 5* Pa!e 27C8@0 +esi!n o% e$periments

(135) ou are a project mana!er %or a major in%ormation systems project" ,omeone %rom the

quality department comes to see you about be!innin! a quality audit o% your project" #he team*already under pressure to complete the project as soon as possible* ta&es objection to the audit"

ou should e$plain to the team that the purpose o% a quality audit is>

)" part o% an (,O C000 investi!ation

B" to chec& i% the customer is %olloin! its quality process

'" to identi%y lessons learned that can improve per%ormance on the project

+" to chec& the accuracy o% the costs submitted by the team

)nser/ '

Hint/ ) quality audit helps to determine i% the project activities comply ith or! processes"

(136) ou mana!e a project hose team members have diverse s&ills and e$pertise" ou ant to

encoura!e your sta%% to pool its &noled!e on project issues to ma&e the best decisions possible"

#he most appropriate mana!ement style to use is/

)" ;aisse18%aire



B" +emocratic

'" )utocratic

+" +irective

)nser/ )Hint/ ;aisse18%aire style depends on trust and !ivin! %reedom to ma&e decisions

(137) #he types o% poer that have substantial in%luence on both subordinates and upper

mana!ement are/

)" .ormal < e$pert

B" :eard < penalty

'" E$pert < re%erent

+" .ormal < re%erent

)nser/ '

Hint/ E$pertise E$pert6 and 'harisma :e%erent6 to!ether ma&e the best combination

(138) our pre%erred resource is not available at the time needed" =hat is the best thin! to do>

)" -e!otiate ith mana!ement to !et the resource

B" )ssess your alternatives

'" Be!in the tas& early

+" Dse reserves to increase resources assi!ned to those tas&s"

)nser/B

Hint/ ) revie o% available options helps ma&e better stoc& o% the current situation

(139) )n important piece o% hardare ill be late" =hat is the %irst thin! to do>

)" +iscuss ith team

B" Dse schedule reserves

'" Dse alternate vendor

+" 9o to customer or mana!ement

)nser/ )

Hint/ #o evaluate the impact and available options* discuss ith team



(140) ) project has e$perienced si!ni%icant delays due to equipment problems* sta%% attrition* and

slo client revies" #he project is @0A complete and has used 40A o% the available calendar

time" =hat is the .(:,# thin! you should do>

)" :e8baseline the schedule to re%lect the ne date

B" )naly1e the critical path activities %or potential to %ast trac& or crash the schedule

'" +ocument the lac& o% pro!ress and associated issues to mana!ement

+" (denti%y tas&s that have required more time than planned

)nser/ +

Hint/ (t is time to conduct a root8cause analysis

(141) ) %unctional mana!er ants to ma&e a chan!e to the time associated ith a tas&* but there

is not enou!h reserve to accommodate the chan!e" =ho should authori1e the chan!e>

)" ,enior mana!ement

B" #he %unctional mana!er

'" #he project mana!er

+" #he team member per%ormin! the or&

)nser/ '

Hint/ Project Mana!er has the required authority amon! those listed

(142) +urin! the course o% a project you have motivated team members* mana!ed con%lict*

per%ormed personnel administrative %unctions and ne!otiated %or more resources" #hese aree$amples o%/

)" 9eneral Project Mana!ement

B" Project Human :esource Mana!ement

'" Project E$ecution

+" ) Projecti1ed or!ani1ation

)nser/)

Hint/ Per%ormin! diverse %unctions in an attribute o% 9eneral Mana!ement

(143) ou have been promoted to Mana!er* 'ontinuous Process (mprovement" our ne

position/

)" (s a project because the or& ill be per%ormed by people

B" (s not a project because 'ontinuous Process (mprovement ill continue inde%initely



'" (s a project because it is constrained by limited resources

+" (s a project because improvements must be planned* e$ecuted* and controlled

)nser/B

Hint/ (t is a position that ill aid process improvement across or! processes(144) =hich o% the %olloin! is not a Project Mana!ement &noled!e area>

)" Project Luality Mana!ement

B" Project Procurement Mana!ement

'" Project 'on%i!uration Mana!ement

+" Project :is& Mana!ement

)nser/ '

Hint/ 'on%i!uration Mana!ement is not a &noled!e area"

(145) #he state o% bein! totally anserable %or the satis%actory completion o% a speci%ic

assi!nment is called/

)" )uthority

B" )ccountability

'" :esponsibility

+" .iduciary

)nser/B

Hint/ )ccountability means to be anserable* responsible and accountable %or project success or

%ailure

(146) ou are responsible %or the communication controls %or the 9enesis series o% satellites"

our current assi!nment is/

)" Project mana!ement

B" .unctional mana!ement

'" .acility mana!ement

+" Pro!ram mana!ement

)nser/+

Hint/ (t is collection o% projects %or each satellite in the series

(147) =or& pac&a!es are used to /



)" :epresent units o% or& at a level here or& is per%ormed"

B" +istin!uish one pac&a!e %rom all others assi!ned to a sin!le %unctional !roup"

'" ;imit or& to be per%ormed to relatively short periods o% time"

+" )ll o% the above")nser/ +

Hint/ PMBOK 5* Pa!e 324* 32* 350

(148) -etor& plannin! methodsPE:#J'PMJP+M6/

)" )re usually too complicated %or practical use on most projects

B" :equire hi!hly trained specialists %or e%%ective use

'" )lays require computer support to be practical

+" )re based on %lo charts and they allo observation o% hat happens to the projectschedule hen chan!es occur to a tas&?s start and stop dates

)nser/ +

Hint/ #hey are all related to project schedule

(149) Earned value can be described as/

)" #he value o% the equipment that has been installed as o% the current date

B" #he sum o% the labor costs that have been incurred on the project date

'" ) method o% measurin! project per%ormance

+" ) method o% measurin! the amount o% money that has been spent to date

)nser/ '

Hint/ PMBOK 5* Pa!e 57* 9lossary de%inition o% Earned alue

(150) ) role o% the chan!e control board ''B6 is to/

)" issue chan!e requests

B" represent top mana!ement interests in initiatin! innovation

'" revie the impact o% chan!e requests on project costs* schedule* and speci%ications

+" schedule chan!es into PE:# netor&s

E" identi%y ne areas o% project or&

)nser/ '

Hint/ ''B revies the chan!es to assess the impact



(151) Luality control is/

)" identi%yin! hich quality standards are relevant to the project and determinin! ho to

satis%y them

B" monitorin! speci%ic project results to determine i% they comply ith relevant quality

standards and identi%yin! ays to eliminate causes o% unsatis%actory per%ormance

'" evaluatin! overall project per%ormance on a re!ular basis to provide con%idence that the

project ill satis%y the relevant quality standards

+" ta&in! action to increase the e%%ectiveness and e%%iciency o% the project so as to provide

added bene%its to both the per%ormin! or!ani1ation and the project customer

E" assumin! the production o% !oods that meet the hi!hest standards o% lu$ury

)nser/ B

Hint/ PMBOK 5* Pa!e 57@* 9lossary de%inition o% 'ontrol Luality

(152) 'ost o% quality is a concept that includes/

)" the cost necessary %or ensurin! con%ormance to requirements

B" the li%e cycle cost o% the project

'" all research and development costs related to the project

+" only the cost o% the quality control %unction

E" ) and B

)nser/ )

Hint/ 'ost o% con%ormance is included in 'ost o% Luality"

(153) #he pillars6 o% quality is are6 /

)" Luality is %ree

B" +oin! it ri!ht the %irst time

'" Rero de%ects

+" Process improvement

E" B and '

)nser/ E

Hint/ +e%ect prevention is most important" (t leads to 1ero de%ects"

(154) Luality assurance is/



)" top mana!ement?s intention re!ardin! quality

B" %unctions determinin! implementation o% the quality policy

'" actions to provide con%idence o% satis%yin! quality requirements

+" responsibilities and processes hich implement quality mana!ementE" all o% the above

)nser/ '

Hint/ Luality )ssurance is ensurin! that the quality e$pectations are met by means o%

implementin! standards and veri%yin! compliance"

(155) #he 1ero de%ects concept/

)" is a per%ormance standard %or mana!ement

B" is a motivational technique that promotes Fdoin! it ri!ht the %irst timeF

'" is used by mana!ement to communicate to all employees that everyone should do thin!s

ri!ht the %irst time

+" ) and '

E" B and '

)nser/ +

Hint/ ) hi!h standard %or chec&in! de%ects* it sets the bar %or de%ect8tolerance as 1ero"

(156) =hen appointed* a project mana!er has the inherent %orms o% le!itimate poer conveyed

to him" #he three %orms o% le!itimate poer are/

)" absolute* direct* and indict

B" direction* coordination* and liaison

'" %ormal* in%ormal* and persuasive

+" %ormal* reard* and direct

E" %ormal* reard* and penalty

)nser/ E

Hint/ ) PM is authori1ed to ma&e decisions about team* reard and impose penalties on the

members"

(157) #he %ive types o% con%lict resolution are listed belo and represent* in !eneral order o%

importance* the methods a project mana!er should use to mana!e con%lict" #he one used most

o%ten by project mana!ers to resolve con%lict is/



)" con%rontation

B" compromise

'" smoothin!

+" %orcin!E" ithdraal

)nser/ )

Hint/ 'on%rontation uses communication to sort out con%licts

(158) #he process o% !ettin! a !roup o% diverse individuals to or& e%%ectively to!ether as a team

is the de%inition o%

)" leadership

B" project mana!ement

'" the project mana!er?s responsibilities

+" implementation

E" team buildin!

)nser/ E

Hint/ PMBOK 5* Pa!e 53@* 7"2 #eam Buildin!

(159) =hich contract type should be used by the oner on a hi!h ris& project>

)" 'ost plus percenta!e o% cost

B" 'ost plus incentive %ee

'" ;ump sum

+" .i$ed price plus incentive %ee

E" ' and +

)nser/ '

Hint/ 'ost plus incentives or percenta!e cost may not be economical"

(160) #he technique used under the Luantitative :is& )nalysis that helps to determine hich

ris&s have the most potential impact on the project is called

)" ,ensitivity )nalysis

B" E$pected Monetary value )nalysis

'" Modelin! and ,imulation



+" E$pert Iud!ment

)nser/ )

Hint/ :e%er PMBOK 5* Pa!e 77* ,ec 33"@"2"2

(161) Project ris& is characteri1ed by three %actors/)" ,everity o% impact* duration o% impact and cost o% impact

B" (denti%ication* type o% ris& cate!ory and probability o% impact

'" :is& event* ris& probability and the amount at sta&e

+" Occurrence* %requency and cost

)nser/ '

Hint/ (t is important to &no the ris& event that can ta&e place* ho much is it probably and hat

ill be its impact i% it occurs"

(162) -ame the ethical code you?ll be required to adhere to as a PMP/

)" PM( Policy o% Ethics

B" PM( 'ode o% Ethical 'onduct

'" PM( 'ode o% Pro%essional Ethics < ,tandards

+" PM( 'ode o% Ethics and Pro%essional 'onduct

)nser/ +

Hint/ PMBOK 5* Pa!e 2* Project Mana!ement (nstitute 'ode o% Ethics and Pro%essional 'onduct

(163) =hich is not another term %or contract>

)" )!reement

B" Purchase Order

'" Proposal

+" Memorandum o% Dnderstandin!

)nser/ '

Hint/ ) proposal is just an o%%er or a bid request"

(164) =hich o% the %olloin! situations describes a violation o% the Project Mana!ement (nstitute

'ode o% Ethics and Pro%essional 'onduct>

)" )cceptin! a !i%t that is ithin the customary !uidelines o% the country or province you

are currently or&in! in"



B" Dse o% con%idential in%ormation to advance your position or in%luence a critical decision"

'" 'omplyin! ith las and re!ulations o% the state or province in hich project

mana!ement services are provided

+" +isclosin! in%ormation to a customer about a situation that may have an appearance o%

impropriety"

)nser/ B

Hint/ (t?s unethical to use any con%idential in%ormation %or personal !ains"

(165) ou are or&in! in a country here it is customary to e$chan!e !i%ts beteen contractor

and customer" our company code o% conduct clearly states that you cannot accept !i%ts %rom any

client" .ailure to accept the !i%t %rom this client may result in termination o% the contract" #he

action to ta&e in this case ould be/

)" Provide the customer ith a copy o% your company code o% conduct and re%use the !i%ts"

B" E$chan!e !i%ts ith the customer and &eep the e$chan!e con%idential

'" :eport the matter to your project sponsor and Jor your le!al o%%ice %or assistance"

+" )s& the project sponsor or project e$ecutive to e$chan!e !i%ts"

)nser/ '

Hint/ (t is best to share in%ormation ith sponsor* company mana!ement or desi!nated

department"

(166) )n e$ample o% a con%lict o% interest ould be/

)" )s a public o%%icial you ma&e a decision about a contract aard that ill bene%it you

personally

B" ou and a %unctional mana!er disa!ree ith a tas& cost estimate

'" our sponsor decides to cancel your project because it no lon!er supports the company

strate!y

+" our personality con%licts ith that o% a &ey member o% your project team"

)nser/ )

Hint/ Bein! involved in ma&in! decisions that mi!ht a%%ect a person or any o% his personalcontacts

(167) #he strate!ies under the tool o% ,trate!ies %or ne!ative :is&s or #hreats and hich

typically deal ith threats or ris&s that may have ne!ative impacts on project objectives i% they

occur includes all e$cept/

)" )void



B" Miti!ate

'" #rans%er

+" )ccept

)nser/ +Hint/ :e%er PMBOK 5* Pa!e 7@@* ,ec 33"5"2"3

(168) Project Mana!ers can contribute to their or!ani1ation?s &noled!e base and to the

pro%ession o% project mana!ement most e%%ectively by/

)" +evelopin! and implementin! a project revie and lessons learned process

B" Establishin! strict !uidelines %or protectin! intellectual property

'" Promote the use o% ad hoc project mana!ement

+" Ensurin! that all project plans are developed be%ore the project team is %ormed

)nser/ )

Hint/ )ll project documents can become a part o% OP)"

(169) .or a %estival* you !ive your !overnment client a leather brie% case hich is a!ainst the

la" ou are in violation o% the responsibility to/

)" 'omplete your or& ithin the bud!et

B" 'omply ith re!ulations"

'" Provide accurate in%ormation"

+" ,ave company costs"

)nser/ B

Hint/ Bribin! is ille!al and unethical"

(170) ou have just chan!ed jobs and discovered that your ne employer routinely violates

O,H)JEP) and a%%irmative action requirements on projects" ou should %irst/

)" +o nothin!" (t?s not your problem

B" ,tart by as&in! mana!ement i% they are aare that re!ulations are bein! violated

'" #al& to the corporate le!al department

+" (n%orm the appropriate !overnment a!encies about the violations

)nser/ B

Hint/ :eportin! the issue or brin!in! it up %or discussion is the %irst thin! to do"



(171) +urin! your assi!nment as project mana!er* you add a ne member to your project team"

#his ne team member as recently hired %rom a competitor and o%%ers to share a substantial

amount o% proprietary in%ormation %rom his previous company" #his in%ormation could put you

and your team in a very stron! position %or %uture business" ou are aare o% a non8compete

clause in the ne hire?s condition o% employment" ou should/

)" )ccept the in%ormation and a!ree to &eep it con%idential beteen you and the ne hire"

B" :evie the condition o% employment ith the ne hire and advise her to reconsider the

o%%er"

'" :evie the in%ormation and only accept only hat may have a direct impact on the

project?s %inancial status"

+" (!nore the o%%er to share and move %orard ith the project

)nser/ B

Hint/ Be%ore proceedin!* you must ensure that no a!reements or re!ulations are breached"

(172) Be%ore reportin! a perceived violation o% an established rule or policy the project mana!er

should/

)" +etermine the ris&s associated ith the violation

B" Ensure there is a reasonably clear and %actual basis %or reportin! the violation

'" (!nore the violation until it actually a%%ects the project results

+" 'onvene a committee to revie the violation and determine the appropriate response

)nser/ B

Hint/ :eport a problem only hen it can be substantiated by clear proo%s"

(173) ) response to a ne!ative ris& event is &non as a/

)" =or& (tem

B" =or& Pac&a!e

'" =or&around

+" =or& brea&don structure

)nser/ '

Hint/ =or&around is de%ined as response to a ne!ative ris& event %or hich no prior response as

planned"

(174) Lualitative :is& )nalysis ill be per%ormed under /

)" (nitiation Process 9roup





+" Monitorin! and 'ontrollin! Process 9roup

)nser/ BHint/ PMBOK 5* Pa!e 43* Project Mana!ement Process 9roup and Knoled!e area Mappin!

(175) )cquire Project team process ill be per%ormed under/

)" (nitiatin! Process 9roup



+" Monitorin! and 'ontrollin! Process 9roup

)nser/ '

Hint/ PMBOK 5* Pa!e 43* Project Mana!ement Process 9roup and Knoled!e )rea Mappin!

(176) #he objectives o% Project :is& Mana!ement includes

)" #o increase the li&elihood and impact o% positive events

B" #o decrease the li&elihood and impact o% ne!ative events

'" Only )

+" Both ) < B

)nser/ +

Hint/ PMBOK 5* Pa!e 70C

(177) (n a !roup o% @ members* 3 member has been added" Ho many communication channels

are there no /

)" 5

B" 7

'" 30

+" 20

)nser/ '

Hint/ #he %ormula to calculate the number o% communication channels on a project is --836J2*

here -Nthe number o% team membersJsta&eholders

(178) =hich o% the %olloin! statements is correct>



)" #here are some core processes and some %acilitatin! processes"

B" PM( is not any more responsible %orm PMBOK"

'" PMBOK ill be chan!ed every year in +ecember"

+" -e PMBOK has 30 process !roups and @ processes")nser/ +

Hint/ PMBOK 5* Pa!e 43* Project Mana!ement Process 9roup and Knoled!e )rea Mappin!

(179) =hich o% the %olloin! is not an input to +evelop Project 'harter/

)" 'ontract

B" Project ,tatement o% =or&

'" Enterprise Environmental .actors


E" Project Mana!ement (n%ormation ,ystem

)nser/ E

Hint/ )ll e$cept PM(, are inputs in developin! Project 'harter"

(180) =hich o% the %olloin! is a technique used to 'reate =B,/

)" Or!ani1ational Process )ssets

B" +ecomposition

'" =B, +ictionary

+" 'on%i!uration Mana!ement ,ystem

)nser/ B

Hint/ PMBOK 5* Pa!e 304* 'reate =B,

(181) =hich o% the %olloin! is not an input to +e%ine )ctivities process/

)" =B, +ictionary

B" Or!ani1ational Process )ssets

'" Project ,cope ,tatement

+" =or& Brea&don ,tructure

E" ,chedule -etor& #emplates

)nser/ E



Hint/ )ll but ,chedule -etor& #emplates are inputs to the process

(182 ) =hich o% the %olloin! is not an output o% Estimate )ctivity :esources/

)" )ctivity :esource :equirements

B" :esource Brea&don ,tructure'" :esource 'ate!ories and #ypes

+" :esource Mana!ement Plan

)nser/ +

Hint/ :esource Mana!ement Plan is created as a part o% Plan H:M process

(183) =hich o% the %olloin! is a tool used in Estimate )ctivity +urations/

)" )nalo!ous Estimatin!

B" =or& Brea&don ,tructure #emplates

'" 'ritical Path Method

+" ,chedule -etor& #emplates

)nser/ )

Hint/ )nalo!ous estimatin! is used to estimate activity duration based on historical data"

(184) 'rashin!* and .ast trac&in! are techniques used in the %olloin! process/

)" ,chedule +evelopment

B" )ctivity +e%inition

'" 'reate =B,

+" :esource )llocation

)nser/ )

Hint/ Both are schedule compression techniques

(185) =hich is not a technique used %or Estimate 'osts process/

)" )nalo!ous Estimatin!

B" Bottom8up Estimatin!

'" Parametric Estimatin!

+" endor Bid )nalysis

E" :esource ;evelin!



)nser/ E

Hint/ :esource levelin! is used in schedule mana!ement and not required in cost estimation"

(186) =hich is not a tool used in Luality Plannin! process /

)" 'ost8Bene%it )nalysisB" Benchmar&in!

'" +esi!n o% E$periments

+" 'ost o% Luality 'OL6

E" Process )nalysis

)nser/ E

Hint/ Process )nalysis is used in Per%orm Luality )ssurance

(187) 6 =hat are three tools used in 'ontrol Luality process/

)" Benchmar&in!* 'ost o% Luality 'OL6 and 'ause and E%%ect +ia!ram

B" 'ost o% Luality 'OL6* 'ause and E%%ect +ia!ram and 'ontrol 'harts

'" 'ontrol 'harts* .lochartin! and Process )nalysis

+" Pareto 'hart* 'ontrol 'harts and 'ause and E%%ect +ia!ram

)nser/ +

Hint/ 'ontrol Luality uses seven basic quality tools

(188) =hich o% the %olloin! Human :esource process !enerates :oles < :esponsibilities/

)" Plan Human :esource Mana!ement

B" )cquire Project #eam

'" +evelop Project #eam

+" Mana!e Project #eam

)nser/ )

Hint/ Plan Human :esource Mana!ement employs :)'( Matri$ to create responsibility chart

(189) 'o8;ocation is a techniques hich means/

)" Placin! many or all o% the most active project team members in the same physical

location to enhance their ability to per%orm as a team"

B" Placin! many or all o% the most active project team members in the same physical

location to reduce the cost o% the project



'" Per%ormin! a complete project at a sin!le location

+" Per%ormin! a project at various locations"

)nser/ B

Hint/ Bein! co8located means bein! at one place(190) Mana!e ,ta&eholders is a part hich o% the %olloin! &noled!e area/

)" Human :esource Mana!ement

B" Project (nte!ration Mana!ement

'" Project ,cope Mana!ement

+" Project 'ommunications Mana!ement

E" Project ,ta&eholder Mana!ement

)nser/ E

Hint/ Project ,ta&eholder Mana!ement is the &noled!e area that deals ith mana!in!

sta&eholders"

(191) =hich o% the %olloin! is not correct about 'ommunications Mana!ement Plan document/

)" (t contains ,ta&eholder communication requirements

B" (t contains the details o% Person responsible %or communicatin! the in%ormation

'" (t contains .requency o% the communication* such as ee&ly

+" (t contains Methods or technolo!ies used to convey the in%ormation* such as memoranda*e8mail* andJor press releases

E" (t contains total cost o% communication"

)nser/ E

Hint/ #here is no calculation o% communication costs in a project

(192) =hich is not a tool used %or Plan :is& :esponses process/

)" :is& )udits

B" )voidance

'" #rans%er

+" Miti!ate

E" E$ploit

)nser/ )



Hint/ :is& )udits are not strate!ies or responses %or ris& handlin!

(193) )dvertisin! is a technique used in hich o% the %olloin! process/

)" ,elect ,ellers

B" :equest ,eller :esponses'" 'ontract )dministration

+" 'ontract 'losure

)nser/ B

Hint/ (t is to invite sellers to bid %or contracts

(194) =hich o% the %olloin! de%inition is not correct/

)" Plan Human :esource Mana!ement 8 (denti%yin! and documentin! project roles*

responsibilities* and reportin! relationships* as ell as creatin! the sta%%in! mana!ement

plan"

B" )cquire Project #eam 8 Obtainin! the human resources needed to complete the project

'" +evelop Project #eam 8 (mprovin! the competencies and interaction o% team members to

enhance project per%ormance

+" Mana!e Project #eam 8 #rac&in! team member per%ormance* providin! %eedbac&*

resolvin! issues* and coordinatin! chan!es to enhance project per%ormance"

E" #eam Buildin! 8 .ormin! a team %rom scratch %or a ne project"

)nser/ E

Hint/ #eam buildin! is process o% helpin! people or& ith each other in a team havin! a

common !oal"

(195) =hich o% the %olloin! de%inition is not correct/

)" 'ontract 'losure 8 completin! and settlin! each contract* includin! the resolution o% any

open items* and closin! each contract"

B" Plan Purchases and )cquisitions 8 selectin! a buyer to purchase any product or service"

'" ,elect ,ellers 8 reviein! o%%ers* choosin! %rom amon! potential sellers* and ne!otiatin!

a ritten contract ith a seller"

+" :equest ,eller :esponses 8 obtainin! in%ormation* quotations* bids* o%%ers* or proposals*

as appropriate

E" Plan Procurement 8 documentin! products* services* and results requirements and

identi%yin! potential sellers

)nser/ B



Hint/ Buyers are never selected"

(196) =hich o% the %olloin! is not correct/

)" PMO 8 Pro!ram Mana!ement O%%ice

B" :B, 8 :esource Brea&don ,tructure'" :)M 8 :esource )ssi!nment Matri$

+" :.P 8 :equest %or Proposal

E" #LM 8 #otal Luality Mana!ement

)nser/ '

Hint/ :)M re%ers to :esponsibility )ssi!nment Matri$

(197) =hich o% the %olloin! is not correct /

)" 'ost o% Luality 'OL6/ +eterminin! the costs incurred to ensure quality

B" 'rashin!/ ) speci%ic type o% project schedule compression technique per%ormed by ta&in!

action to decrease the total project schedule duration"

'" #otal Luality Mana!ement/ ) common approach to implementin! a quality improvement

pro!ram ithin an or!ani1ation

+" :is& :e!ister/ #he ris& re!ister details all identi%ied ris&s* includin! description* cate!ory*

cause* probability* impact on objectives* proposed responses* oners* and current status"

E" ,imulation/ prototypin! o% a project to chec& i% proposed desi!n ill or& or not"

)nser/ E

Hint/ ,imulations are mostly used in estimation" ,ee 9lossary de%inition on Pa!e 542* PMBOK 5

(198) Most schedule simulations are based on some %orm o% hich o% the %olloin!>

)" +elphi

B" PE:#

'" 'PM

+" Monte 'arlo )nalysis

)nser/ +

Hint/ PMBOK 5* Pa!e 30* ,imulation is most commonly done usin! Monte 'arlo analysis

(199) =hat is critical path>

)" #he shortest path throu!h the netor&* hich represents the lon!est amount o% time in

hich a project can be completed"



B" #he path ith 1ero %loat"

'" #he lon!est path throu!h the netor&* hich represents the shortest amount o% time in

hich a project can be completed"

+" #he path ith the most activities ith the lon!est durations"

E" b and c

)nser/ '

Hint/ 'ritical path is lon!est path and shortest amount o% time in hich a project can be

completed"

(200) (n the communication process* FnoiseF is the ord used to describe %actors and %orces

inhibitin! the e$chan!e o% in%ormation beteen to or more parties" -oise includes all o% the

%olloin! but

)" 'ulture

B" Behavior

'" ;an!ua!e

+" #raditional ay o% doin! thin!s

E" ;oud tal&in!

)nser/ E

Hint/ -oise doesn?t mean loudness" (t is about any barrier in communication"

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