all q & a issued by pmi 1 1. a project is: a. a set of sequential activities performed in a...

1All Q & A Issued by PMI

1. A project is:

A.A. A set of sequential activities performed in a process or system.A set of sequential activities performed in a process or system.B.B. A revenue-generating activity that needs to be accomplished A revenue-generating activity that needs to be accomplished

while achieving customer satisfaction.while achieving customer satisfaction.C.C. An ongoing endeavor undertaken to meet customer or market An ongoing endeavor undertaken to meet customer or market

requirements.requirements.D.D. A temporary endeavor undertaken to create a unique product, A temporary endeavor undertaken to create a unique product,

service, or result.service, or result.

Introduction


2. Project management is:

A.A. The integration of the critical path method and the Earned The integration of the critical path method and the Earned Value Management system.Value Management system.

B.B. The application of Knowledge, skills, tools and techniques to The application of Knowledge, skills, tools and techniques to project activities to meet project requirements.project activities to meet project requirements.

C.C. The application of knowledge, skills, wisdom, science, and art The application of knowledge, skills, wisdom, science, and art to organizational activities to achieve operational excellence.to organizational activities to achieve operational excellence.

D.D. A subset of most engineering and other technical disciplines.A subset of most engineering and other technical disciplines.


3. Managing a project includes:

A.A. Balancing the competing demands for quality, scope, time, and Balancing the competing demands for quality, scope, time, and cost.cost.

B.B. Integrating requirements of profitability, low cost, and legal Integrating requirements of profitability, low cost, and legal responsibility.responsibility.

C.C. Implementation of software, hardware, and other systems to Implementation of software, hardware, and other systems to enhance organizational efficiency.enhance organizational efficiency.

D.D. Supporting human factors, communications, discipline, and Supporting human factors, communications, discipline, and performance management .performance management .


4. A program is a:

A.A. Grouping of related tasks lasting one year or less.Grouping of related tasks lasting one year or less.B.B. Group of related projects managed in a coordinated way.Group of related projects managed in a coordinated way.C.C. Project with a cost over $1 million .Project with a cost over $1 million .D.D. Sequence of steps constituting a project .Sequence of steps constituting a project .


5. One goal of portfolio management is to:

A.A. Manage various contents of the project file.Manage various contents of the project file.B.B. Manage the levels of financial authority to facilitate project Manage the levels of financial authority to facilitate project

decision-making.decision-making.C.C. Maximize the value of the portfolio by careful examination of Maximize the value of the portfolio by careful examination of

candidate projects and programs for inclusion in the portfolio candidate projects and programs for inclusion in the portfolio and timely exclusion of projects not meeting the portfolio’s and timely exclusion of projects not meeting the portfolio’s strategic objectives .strategic objectives .

D.D. Applying resource-leveling heuristics across all the Applying resource-leveling heuristics across all the organization’s projects .organization’s projects .


6. International factors to be considered by the project team generally include all of the following EXCEPT :

A.A. Time-zone differences.Time-zone differences.B.B. National and regional holidays.National and regional holidays.C.C. Travel requirements for face-to-face meetings .Travel requirements for face-to-face meetings .D.D. Project reporting formats .Project reporting formats .


7. Cultural and social environmental aspects to be considered by the project team include all of the following areas EXCEPT:

A.A. Economic.Economic.B.B. Occasional.Occasional.C.C. Educational .Educational .D.D. Demographic .Demographic .


8. In understanding the project environment, all of the following are true EXCEPT:

A.A. Project are planned and implemented in a social, economic, and Project are planned and implemented in a social, economic, and environmental context .environmental context .

B.B. Projects may have intended positive and/or negative impacts.Projects may have intended positive and/or negative impacts.C.C. Projects may have unintended positive and/or negative impacts .Projects may have unintended positive and/or negative impacts .D.D. The project team rarely should consider the political and physical The project team rarely should consider the political and physical

environmental contexts of the project .environmental contexts of the project .


9. Organizations perform work to achieve a set of objective. All of the following are true about projects and operations work EXCEPT:

A.A. Both projects and operations are constrained by limited resources Both projects and operations are constrained by limited resources B.B. Operations are ongoing and repetitive, while project are temporary and Operations are ongoing and repetitive, while project are temporary and

unique.unique.C.C. Both projects and operations are planned, executed, and controlled .Both projects and operations are planned, executed, and controlled .D.D. All activities in the organization can be addressed within the All activities in the organization can be addressed within the

organization’s normal operational limits, Therefore, projects are rarely organization’s normal operational limits, Therefore, projects are rarely utilized as a means of achieving an organization’s strategic plan .utilized as a means of achieving an organization’s strategic plan .


10. Key features of a project management office ( PMO )generally include all of the following EXCEPT:

A.A. Delivering specific project objectives and controlling the assigned Delivering specific project objectives and controlling the assigned project resources to best meet objectives of the project. project resources to best meet objectives of the project.

B.B. Identification and development of project management Identification and development of project management methodology, best practices, and standards.methodology, best practices, and standards.

C.C. Centralized repository and management for both shard and unique Centralized repository and management for both shard and unique risks for all project.risks for all project.

D.D. A mentoring platform for project managers .A mentoring platform for project managers .


11. Project managers or the organization can divide projects into phases. Collectively, these phases are known as the:A.A. Project waterfall. Project waterfall.

B.B. Project life cycle.Project life cycle.

C.C. Project life stages.Project life stages.

D.D. Project life quality circle .Project life quality circle .

Project Life Cycle and Organization


12. All of the following are true about project phases and the project life cycle EXCEPT:

A.A. The completion and approval of one more deliverables characterizes a The completion and approval of one more deliverables characterizes a project phase. project phase.

B.B. The project life cycle defines the phases that connect the beginning of a The project life cycle defines the phases that connect the beginning of a project to its end.project to its end.

C.C. The transition from one phase to another within a project's life cycle The transition from one phase to another within a project's life cycle generally involves, and usually defined by, some form of technical generally involves, and usually defined by, some form of technical transfer or handoff .transfer or handoff .

D.D. Cost and staffing levels are generally steady throughout the project life Cost and staffing levels are generally steady throughout the project life cycle .cycle .


13. Which of the following is not true about project stakeholders?

A.A. They are individuals and organizations that are actively supportive They are individuals and organizations that are actively supportive of the project. of the project.

B.B. They are individuals and organizations that are actively involved in They are individuals and organizations that are actively involved in the project.the project.

C.C. They are individuals and organizations whose interests may be They are individuals and organizations whose interests may be affected as a result of project execution or project completion .affected as a result of project execution or project completion .

D.D. They are individuals and organizations that may exert influence They are individuals and organizations that may exert influence over the project’s objectives and outcomes .over the project’s objectives and outcomes .


14. In considering project stakeholders, the project management team must do all of the following EXECPT:

A.A. As much as possible, create conflicts among stakeholders to allow As much as possible, create conflicts among stakeholders to allow the project team to get its work done. the project team to get its work done.

B.B. Identify the stakeholders.Identify the stakeholders.

C.C. Determine stakeholders’ requirements and expectations .Determine stakeholders’ requirements and expectations .

D.D. To the extent possible, manage stakeholders’ influence in relation To the extent possible, manage stakeholders’ influence in relation to the requirements to ensure a successful project.to the requirements to ensure a successful project.


15. Organizational cultures:

A.A. Are generally similar and indescribable. Are generally similar and indescribable.

B.B. Are generally unique and indescribable.Are generally unique and indescribable.

C.C. Have no impact on a clearly defined project .Have no impact on a clearly defined project .

D.D. Often have a direct influence on the project.Often have a direct influence on the project.


16. The project manager has the highest level of independence and authority in a_________organization.

A.A. Strong Matrix. Strong Matrix.

B.B. Weak matrix.Weak matrix.

C.C. Projectized .Projectized .

D.D. Functional.Functional.


17. The project manager has the lowest level of authority in a_________organization:

A.A. Functional. Functional.

B.B. Weak matrix.Weak matrix.

C.C. Strong matrix .Strong matrix .

D.D. Projectized.Projectized.


18. A project coordinator may typically be found in a_________organization:

A.A. Projectized. Projectized.

B.B. Strong matrixStrong matrix

C.C. Weak matrix.Weak matrix.

D.D. Balanced matrixBalanced matrix


19. The project manager is more likely to have a full-time role in a_________organization:

A.A. FunctionalFunctional

B.B. Weak matrix .Weak matrix .

C.C. Projectized.Projectized.

D.D. Small capitalizationSmall capitalization


20. A common title for the project manager’s role in a projectized organization is:

A.A. Project managerProject manager

B.B. Project coordinator .Project coordinator .

C.C. Project coach.Project coach.

D.D. Project Expediter.Project Expediter.


21. All of the following are generally true about the project management office (PMO) EXCPT :

A.A. It may provide project management support functions.It may provide project management support functions.

B.B. It should be located in a bright, well-ventilated centralized area.It should be located in a bright, well-ventilated centralized area.

C.C. It may provide training, software, standardized policies, and It may provide training, software, standardized policies, and procedures .procedures .

D.D. It may be responsible for achieving the results of the project.It may be responsible for achieving the results of the project.


22. Different or conflicting objectives among project stakeholders :

A.A. Should be encouraged.Should be encouraged.B.B. Should be ignored.Should be ignored.C.C. Can make it difficult for project managers to manage Can make it difficult for project managers to manage

stakeholder expectations .stakeholder expectations .D.D. Generally makes it easy for project managers to Generally makes it easy for project managers to

manage stakeholder expectations .manage stakeholder expectations .


23. For a large, complex project with cross-functional project needs, the following organizational structure gives considerable

authority to the project manager : A.A. A strong matrix organization.A strong matrix organization.

B.B. A balanced matrix organization.A balanced matrix organization.

C.C. A weak matrix .A weak matrix .

D.D. A functional organization.A functional organization.


24. All of the following statements about the level of authority of the project manager are true EXCEPT :

A.A. In a functional organization, the project manager has little or no In a functional organization, the project manager has little or no authority.authority.

B.B. In weak matrices, the project manager role is more that of a In weak matrices, the project manager role is more that of a coordinator or expediter than that of a manager.coordinator or expediter than that of a manager.

C.C. The balanced matrix organization does not provide the project The balanced matrix organization does not provide the project manager with the full authority over the project and project funding. manager with the full authority over the project and project funding.

D.D. Authority of the project manager is limited in a strong matrix Authority of the project manager is limited in a strong matrix organization.organization.


25. All of the following statements about the project life cycle and the product life cycle are true EXCEPT:

A.A. The product life cycle generally starts with the business plan, and The product life cycle generally starts with the business plan, and continues through idea, to product, ongoing operations, and product continues through idea, to product, ongoing operations, and product divestment .divestment .

B.B. The project life cycle also identifies the transitional actions at the end The project life cycle also identifies the transitional actions at the end of the project to link the project to the ongoing operations of the of the project to link the project to the ongoing operations of the performing organization .performing organization .

C.C. Generally, a product life cycle is contained within the project life cycle. Generally, a product life cycle is contained within the project life cycle.

D.D. Generally, a project life cycle is contained within one or more product Generally, a project life cycle is contained within one or more product life cycle.life cycle.


26. The five project Management process Groups are :

A.A. Planning, checking, directing, monitoring, and Planning, checking, directing, monitoring, and recording.recording.

B.B. Initiating, planning, executing, monitoring and Initiating, planning, executing, monitoring and controlling, and closing .controlling, and closing .

C.C. Planning, executing, directing, closing, and Planning, executing, directing, closing, and delivering. delivering.

D.D. Initiating,Initiating, executing monitoring, evaluating, and executing monitoring, evaluating, and closing.closing.

Project Management Process


27. Project Management Process Groups are :

A.A. Overlapping activities that occur at varying levels of Overlapping activities that occur at varying levels of intensity throughout the project.intensity throughout the project.

B.B. Overlapping activities that occur at the same level of Overlapping activities that occur at the same level of intensity throughout each phase of the project.intensity throughout each phase of the project.

C.C. Discrete, one-time events. Discrete, one-time events. D.D. Discrete, repetitive events that occur at the same level of Discrete, repetitive events that occur at the same level of

intensity throughout each phase of the project.intensity throughout each phase of the project.


28. The linkages between project management process Groups are best described by the following : A.A. The work breakdown structure links process Groups.The work breakdown structure links process Groups.

B.B. Process groups are linked by their planned Process groups are linked by their planned objectives—the summary objective of one often becomes objectives—the summary objective of one often becomes the detailed action plan for another.the detailed action plan for another.

C.C. Process Groups are linked by the objectives they produceProcess Groups are linked by the objectives they produce—the output of one process often becomes an input to —the output of one process often becomes an input to another process, or is a deliverable of the project . another process, or is a deliverable of the project .

D.D. There are no significant links between discrete process There are no significant links between discrete process Groups.Groups.


29. The relationship between project Management process Groups and project life cycle phases is best

described by the following : A.A. They are unrelated, incompatible concepts.They are unrelated, incompatible concepts.B.B. They are the same concept described by different terms They are the same concept described by different terms

to satisfy application area extensions.to satisfy application area extensions.C.C. Phases cross process Groups such that closing one Phases cross process Groups such that closing one

process Group provides an input to initiating the next process Group provides an input to initiating the next phase . phase .

D.D. Process Groups interact within a project phase and also Process Groups interact within a project phase and also may cross the project phases.may cross the project phases.


30. Reviewing the initiating processes at the start of each phase :

A.A. Is wasteful and should be avoided whenever possible.Is wasteful and should be avoided whenever possible.B.B. Helps to keep the project focused on the business need Helps to keep the project focused on the business need

that the project was undertaken to address.that the project was undertaken to address.C.C. Helps ensure that the project continues regardless of Helps ensure that the project continues regardless of

changes in the business needs . changes in the business needs . D.D. Helps ensure continuous employment of project team Helps ensure continuous employment of project team

members even if the project is unlikely to satisfy the members even if the project is unlikely to satisfy the business need that it was undertaken to address.business need that it was undertaken to address.


31. Identifying which quality standards are relevant to the project and determining how to satisfy them should be addressed during : A.A. The conceptual phase.The conceptual phase.

B.B. The planning process.The planning process.C.C. Project implementation . Project implementation . D.D. Risk identification.Risk identification.


32. The schedule control process for a project :

A.A. Focuses on stating the project earlier than scheduled.Focuses on stating the project earlier than scheduled.B.B. Is necessary for controlling changes to the project Is necessary for controlling changes to the project

schedule.schedule.C.C. Is concerned only with activities that are on the critical Is concerned only with activities that are on the critical

path. path. D.D. Should focus entirely on activities that are difficult to carry Should focus entirely on activities that are difficult to carry

out.out.


33. For a project to be successful, the project team must generally do all of the following EXCEPT : A.A. Comply with requirements to meet stakeholder needs, wants, Comply with requirements to meet stakeholder needs, wants,

and expectations.and expectations.B.B. Balance the competing demands of scope, time, cost, quality, Balance the competing demands of scope, time, cost, quality,

resources, and risk to produce a quality product. .resources, and risk to produce a quality product. .C.C. Apply all processes within the project Management process Apply all processes within the project Management process

Groups uniformly to meet the project objectives . Groups uniformly to meet the project objectives . D.D. Select appropriate processes within the project management Select appropriate processes within the project management

process Groups that are required to meet the project process Groups that are required to meet the project objectives.objectives.


34. An underlying concept for the interaction among the project management processes is the :

A.A. Plan-do-check-act cycle (as defined by Shewhart and Plan-do-check-act cycle (as defined by Shewhart and modified by Deming).modified by Deming).

B.B. Plan-do-analyze-check-act-standardize cycle (as Plan-do-analyze-check-act-standardize cycle (as defined by Shewhart and modified by Deming) .defined by Shewhart and modified by Deming) .

C.C. Ready-aim-fire cycle linked by results . Ready-aim-fire cycle linked by results . D.D. Conceptualize-design-execute-finish (CDEF) cycle.Conceptualize-design-execute-finish (CDEF) cycle.


35. All of the following are characteristics of project Management process Groups EXCEPT : A.A. The process Groups are linked by the objectives they produce.The process Groups are linked by the objectives they produce.

B.B. The output of one process generally becomes an input to another The output of one process generally becomes an input to another process or is a deliverable of the project .process or is a deliverable of the project .

C.C. All of the processes will be needed on all projects, and all of the All of the processes will be needed on all projects, and all of the interactions will apply to all projects or project phases . interactions will apply to all projects or project phases .

D.D. When a project is divided into phases, the process groups are When a project is divided into phases, the process groups are normally repeated within each phase throughout the project’s life normally repeated within each phase throughout the project’s life to effectively drive the project to completion.to effectively drive the project to completion.


36. The Initiating process Group consists of the processes that :

A.A. Facilitate the formal authorization to start a new project or a Facilitate the formal authorization to start a new project or a project phase.project phase.

B.B. Deploy risk mitigation strategies.Deploy risk mitigation strategies.C.C. Establish and describe the need for a project selection Establish and describe the need for a project selection

process . process . D.D. Approve the market analysis to ensure resolution of contract Approve the market analysis to ensure resolution of contract

disputes.disputes.


37. Tools included in integrated change control are all of the following EXCEPT :

A.A. Project management methodology.Project management methodology.B.B. Expert judgment.Expert judgment.C.C. Project management information system . Project management information system . D.D. Project plan updates.Project plan updates.

Project Integration Management


38. Which is an acceptable cause for “re-baselining” a $10 million project?

A.A. The client has authorized a $100,000 addition to the scope of The client has authorized a $100,000 addition to the scope of the project .the project .

B.B. The contractor’s company has instituted a Quality program in The contractor’s company has instituted a Quality program in which it has pledged to spend one million dollars during the which it has pledged to spend one million dollars during the next year. next year.

C.C. The productivity in the Drafting Department is lower than The productivity in the Drafting Department is lower than anticipated, which has resulted in 1,000 additional hours over anticipated, which has resulted in 1,000 additional hours over what was budgeted. what was budgeted.

D.D. The Engineering Department has converted to a new $200,000 The Engineering Department has converted to a new $200,000 CAD system .CAD system .


39. Which process is included in project integration management?

A.A. Develop project management plan .Develop project management plan .B.B. Control scope definition. Control scope definition. C.C. Review scope verification. Review scope verification. D.D. Conduct procurement surveillance .Conduct procurement surveillance .


40. The configuration management system is a collection of formal documented procedures used to apply technical and administrative direction and

surveillance to: A.A. Identify and correct problems arising in functional areas Identify and correct problems arising in functional areas of project implementation.of project implementation.

B.B. Identify and document the functional and physical Identify and document the functional and physical characteristics of a product or component. characteristics of a product or component.

C.C. Test new systems. Test new systems. D.D. Estimate and control riskEstimate and control risk . .


41. A change Control Board (CCB) is:

A.A. A formally constituted group of stakeholders responsible for A formally constituted group of stakeholders responsible for ensuring that only a minimal amount of changes occur on the ensuring that only a minimal amount of changes occur on the project .project .

B.B. An information group that has oversight of project implementation. An information group that has oversight of project implementation. C.C. A formally constituted group of stakeholders responsible for A formally constituted group of stakeholders responsible for

reviewing, evaluating, approving. Delaying, or rejecting changes to reviewing, evaluating, approving. Delaying, or rejecting changes to the project, with all decisions and recommendations being the project, with all decisions and recommendations being recorded.recorded.

D.D. The project manager and several key team members working to The project manager and several key team members working to ensure cost and schedule control during the life of the project.ensure cost and schedule control during the life of the project.


42. The Integrated Change Control Process Includes all of the following change management activities EXCEPT: A.A. Reviewing and approving requested changes .Reviewing and approving requested changes .

B.B. Resource leveling. Resource leveling. C.C. Maintaining the integrity of baselines by relapsing only Maintaining the integrity of baselines by relapsing only

approved changes for incorporation into project products or approved changes for incorporation into project products or services, and maintaining their related configuration and services, and maintaining their related configuration and planning documentation.planning documentation.

D.D. Controlling and updating the scope, cost, budget, schedule, Controlling and updating the scope, cost, budget, schedule, and quality requirements based upon approved changes, by and quality requirements based upon approved changes, by coordinating changes across the entire project.coordinating changes across the entire project.


43. Benefit measurement methods for project selection include all of the following EXCEPT:

A.A. Comparative approaches.Comparative approaches.

B.B. Linear programming method. Linear programming method.

C.C. Scoring models.Scoring models.

D.D. Benefit contribution.Benefit contribution.


44. Actions and activities that are necessary to satisfy completion or exit criteria for the project, and to confirm that the project has met all sponsor, customer, and other stakeholders’ requirements, are addressed:

A.A. As part of the administrative closure procedure.As part of the administrative closure procedure.B.B. Following the plan as outlined in the Quality Following the plan as outlined in the Quality

Management process.Management process.C.C. As requested by upper management.As requested by upper management.D.D. As the last step in project management.As the last step in project management.


45. All of the following are characteristics of the project management information

system (PMIS) EXCEPT : A.A. It is standardized set of automated tools available within the organization and It is standardized set of automated tools available within the organization and integrated into a system.integrated into a system.

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

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

D.D. It is used by the project management team primarily to generate presentations It is used by the project management team primarily to generate presentations to key stakeholders. Typically, a separate, manual system is used for the to key stakeholders. Typically, a separate, manual system is used for the Integrated Change Control process, to facilitate feedback and control changes Integrated Change Control process, to facilitate feedback and control changes across the project.across the project.


46. All of following are characteristics of the project charter EXCEPT: A.A. It is the document that formally authorizes a project.It is the document that formally authorizes a project.

B.B. It is issued by a project initiator or sponsor external to the It is issued by a project initiator or sponsor external to the project organization, at a level that is appropriate to funding project organization, at a level that is appropriate to funding the project. the project.

C.C. It is used primarily to request bids for different phases of It is used primarily to request bids for different phases of project.project.

D.D. It provides the project manager with the authority to apply It provides the project manager with the authority to apply organizational resources to project activities.organizational resources to project activities.


47. All of following are true about the project scope statement EXCEPT: A.A. It is an output of scope verification.It is an output of scope verification.

B.B. It describes, in detail, the project's deliverables and It describes, in detail, the project's deliverables and the work required to create those deliverables. the work required to create those deliverables.

C.C. It provides a common understanding of the project It provides a common understanding of the project scope among all project stakeholders .scope among all project stakeholders .

D.D. It describes the project’s major objectives.It describes the project’s major objectives.

Project Scope Management


48. An approved change request impacting project scope is:

A.A. Any modification in technical specifications as defined Any modification in technical specifications as defined in the WBS.in the WBS.

B.B. Any change in project authorization. Any change in project authorization. C.C. Any change in project personnel .Any change in project personnel .D.D. Any modification to the agreed-upon project scope Any modification to the agreed-upon project scope

baseline, as defined by the approved project scope baseline, as defined by the approved project scope statement, WBS, and WBS dictionary.statement, WBS, and WBS dictionary.


49. Which of the following is not true of the project scope management plan? A.A. It provides guidance on how project scope will be defined It provides guidance on how project scope will be defined

and documented.and documented.

B.B. It provides guidance on how project scope will be verified.It provides guidance on how project scope will be verified.

C.C. It provides guidance on how project scope will be managed It provides guidance on how project scope will be managed and controlled.and controlled.

D.D. It is separate from the project plan.It is separate from the project plan.


50. The project scope change control system includes all of the following EXCEPT: A.A. Documentation.Documentation.

B.B. Tracking systems . Tracking systems .

C.C. Approval levels.Approval levels.

D.D. Evaluation process.Evaluation process.


51. Which of the following is not an output of scope change control? A.A. Recommended corrective action.Recommended corrective action.

B.B. Scope baseline updates . Scope baseline updates .

C.C. Requested changes.Requested changes.

D.D. Performance reports.Performance reports.


52. Scope verification:

A.A. Is the process of obtaining the shareholder's formal Is the process of obtaining the shareholder's formal acceptance of the completed project scope and associated acceptance of the completed project scope and associated deliverables.deliverables.

B.B. Refers to the final project report describing the project at Refers to the final project report describing the project at completion . completion .

C.C. Is not necessary if the project completes on time and on Is not necessary if the project completes on time and on budget.budget.

D.D. Occurs only when revisions or change orders are made to the Occurs only when revisions or change orders are made to the project.project.


53. Which of the following statements is true about the WBS?

A.A. The WBS is a deliverable-oriented hierarchical decomposition The WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables.the project objectives and create the required deliverables.

B.B. The WBS is an unstructured list of activities in chart form . The WBS is an unstructured list of activities in chart form .

C.C. The WBS is the same as the organizational breakdown The WBS is the same as the organizational breakdown structure.structure.

D.D. The WBS refers to the bill of materials.The WBS refers to the bill of materials.


54. The following is an example of a constraint:

A.A. A predefined budget.A predefined budget.

B.B. The threat of a strike by a subcontractor . The threat of a strike by a subcontractor .

C.C. Relationship with the seller.Relationship with the seller.

D.D. The method used to measure project performance.The method used to measure project performance.


55. An input to scope definition is:

A.A. The type of contract detail language.The type of contract detail language.

B.B. Preliminary project scope statement . Preliminary project scope statement .

C.C. Work breakdown structure (WBS).Work breakdown structure (WBS).

D.D. DecompositionDecomposition


56. What is the WBS typically used for?

A.A. To organize and define the total scope of the project.To organize and define the total scope of the project.

B.B. To identify the logical person to be project sponsor . To identify the logical person to be project sponsor .

C.C. To define the level of reporting the seller provides the To define the level of reporting the seller provides the buyer.buyer.

D.D. As a record of when work elements are assigned to As a record of when work elements are assigned to individuals.individuals.


57. The following is true about the WBS:

A.A. The WBS is another team for the Gantt chart .The WBS is another team for the Gantt chart .

B.B. Each descending level of the WBS represents an Each descending level of the WBS represents an increasingly detailed definition of the project work . increasingly detailed definition of the project work .

C.C. Work not in the WBS is usually defined in the scope Work not in the WBS is usually defined in the scope statement of the project.statement of the project.

D.D. The WBS shows only the critical path activities.The WBS shows only the critical path activities.


58. An output of scope definition is:

A.A. Work breakdown structure (WBS) .Work breakdown structure (WBS) .

B.B. Resource breakdown structure (RBS) .Resource breakdown structure (RBS) .

C.C. Project scope statement .Project scope statement .

D.D. Schedule delays control plan.Schedule delays control plan.


59. The main difference between the tow types (Arrow Diagramming Method and Precedence Diagramming Method) of the critical path method of scheduling

is: A.A. Depiction of the activity on the logic diagram.Depiction of the activity on the logic diagram.

B.B. Arrow diagramming method is a deterministic method, whereas Arrow diagramming method is a deterministic method, whereas the precedence diagramming method is a probabilistic method .the precedence diagramming method is a probabilistic method .

C.C. Precedence diagramming method is a deterministic method, Precedence diagramming method is a deterministic method, whereas the Arrow diagramming method is a probabilistic methodwhereas the Arrow diagramming method is a probabilistic method

D.D. Arrow diagramming method is a more accurate method.Arrow diagramming method is a more accurate method.

Project Time Management


60. The duration of the schedule activity is affected by

all the following EXCEPT: A.A. The estimated activity resource requirements .The estimated activity resource requirements .B.B. The resources assigned to the schedule activity .The resources assigned to the schedule activity .C.C. The availability of the resources assigned to the The availability of the resources assigned to the

schedule activity.schedule activity.D.D. Using the Arrow diagramming method instead of the Using the Arrow diagramming method instead of the

precedence diagramming method of scheduling.precedence diagramming method of scheduling.


61. The “fast-tracking” method of schedule compression involves:

A.A. The use of industrial engineering techniques to improve The use of industrial engineering techniques to improve productivity, thereby finishing the project earlier than originally productivity, thereby finishing the project earlier than originally planned.planned.

B.B. Performing activities in parallel, thereby increasing risk.Performing activities in parallel, thereby increasing risk.

C.C. Going on a “mandatory overtime schedule” in order to complete Going on a “mandatory overtime schedule” in order to complete the project earlier.the project earlier.

D.D. Assigning “dedicated teams” to the critical path activities.Assigning “dedicated teams” to the critical path activities.


62. An example of a “soft logic” dependency, as opposed to “hard logic” dependency, is: A.A. Project A, the company’s participation in a pump industry trade Project A, the company’s participation in a pump industry trade show, depends on the successful completion of project B, which show, depends on the successful completion of project B, which is building the prototype pump that is going to be displayed. is building the prototype pump that is going to be displayed.

B.B. To install the plumbing and electrical work at the same time on a To install the plumbing and electrical work at the same time on a single-family dwelling.single-family dwelling.

C.C. For the shrink-wrapping on the finished box of software to depend For the shrink-wrapping on the finished box of software to depend on enclosing the manual and software first.on enclosing the manual and software first.

D.D. To schedule the final testing activity of a computer to start To schedule the final testing activity of a computer to start seventy-two hours “burn-in” period .seventy-two hours “burn-in” period .


63. Inputs to activity

definition include: A.A. Work breakdown structure, project schedule, and network Work breakdown structure, project schedule, and network

diagram. diagram.

B.B. Project schedule, progress reports, and change requests.Project schedule, progress reports, and change requests.

C.C. Project network diagram, constraints, and durations.Project network diagram, constraints, and durations.

D.D. Project scope statement, work breakdown structure, and Project scope statement, work breakdown structure, and project management plan .project management plan .


64. A schedule compression technique to determine how to obtain the greatest amount of compression for the least

incremental cost is called: A.A. Crashing. Crashing. B.B. PERT.PERT.C.C. ADM or PDM forward and backward pass to determine ADM or PDM forward and backward pass to determine

the critical path .the critical path .D.D. Fast tracking .Fast tracking .


65. Bar charts are useful in determining:

A.A. The level of effort of an activity. The level of effort of an activity.

B.B. Activity start and end dates, as well as expected.Activity start and end dates, as well as expected.

C.C. Availability of resources assigned to perform an activity Availability of resources assigned to perform an activity

D.D. Relative priority of activities .Relative priority of activities .


66. The precedence diagramming Method provides project managers with knowledge of:

A.A. All levels of the work breakdown structure. All levels of the work breakdown structure.

B.B. Activities likely to be involved in the project integration Activities likely to be involved in the project integration and resource allocation functions.and resource allocation functions.

C.C. A graphical representation of interdependencies of A graphical representation of interdependencies of activities. activities.

D.D. The project completion date.The project completion date.


67. The critical path is established by calculating the following dates:

A.A. Start-to-start, start-to-finish, finish-to-finish finish-to-start. Start-to-start, start-to-finish, finish-to-finish finish-to-start.

B.B. Early start, early finish, late start, late finish.Early start, early finish, late start, late finish.

C.C. Predecessor –to-successor, predecessor-to-predecessor, Predecessor –to-successor, predecessor-to-predecessor, successor-to-successor. successor-to-successor.

D.D. Primary-to-secondary, primary-to-finish, secondary-to-Primary-to-secondary, primary-to-finish, secondary-to-secondary, finish-to-finish.secondary, finish-to-finish.


68. The project Time Management Processes include:

A.A. Activity definition, activity sequencing, activity execution, Activity definition, activity sequencing, activity execution, and activity duration estimating. and activity duration estimating.

B.B. Activity definition, activity sequencing, and activity Activity definition, activity sequencing, and activity duration estimating.duration estimating.

C.C. Activity identification, activity execution, and activity Activity identification, activity execution, and activity resultsresults

D.D. Activity determination, activity duration estimating, activity Activity determination, activity duration estimating, activity implementation, and activity results.implementation, and activity results.


69. All of the following are true about resource leveling EXCEPT:

A.A. Can be used to keep selected resource usage at Can be used to keep selected resource usage at a constant level during specific time periods. a constant level during specific time periods.

B.B. Often results in a projected duration for the Often results in a projected duration for the project that is longer than the preliminary project project that is longer than the preliminary project schedule.schedule.

C.C. Is sometime called the resource-based method.Is sometime called the resource-based method.D.D. Is used to develop a meaningful WBS.Is used to develop a meaningful WBS.


70. The following is true about critical chain:

A.A. It is a technique that allows development of an optimum It is a technique that allows development of an optimum project schedule when resources are unlimited. project schedule when resources are unlimited.

B.B. It is a technique that modifies the project schedule to It is a technique that modifies the project schedule to account for limited resources.account for limited resources.

C.C. It is another name for the bar chart.It is another name for the bar chart.D.D. It is primary used to ensure safety in major construction It is primary used to ensure safety in major construction

projects.projects.


71. Crashing in time management is:

A.A. A schedule compression technique that typically includes A schedule compression technique that typically includes reducing schedule activity durations and increasing the reducing schedule activity durations and increasing the assignment of resources to schedule activities. assignment of resources to schedule activities.

B.B. A schedule compression technique in which phases or A schedule compression technique in which phases or activities that normally would be done in sequence are activities that normally would be done in sequence are performed in parallel .performed in parallel .

C.C. The timely input of data to calculate the critical path.The timely input of data to calculate the critical path.D.D. Equivalent to minimizing float.Equivalent to minimizing float.


72. Output from the activity resource estimating process includes:

A.A. Job descriptions. Job descriptions. B.B. Salary schedules .Salary schedules .C.C. Identification and description of the types and Identification and description of the types and

quantities of resources required.quantities of resources required.

D.D. Analogous estimatingAnalogous estimating..


73. All of the following choices represent inputs to the activity resource estimating process EXCPT: A.A. Organizational process assets. Organizational process assets.

B.B. Activity list .Activity list .

C.C. The actual final cost of the last project.The actual final cost of the last project.

D.D. Enterprise environmental factorsEnterprise environmental factors..


74. As one of the tools and techniques of activity sequencing, a lead

A.A. Directs a delay in the successor activity. Directs a delay in the successor activity. B.B. Could be accomplished by a finish-to-start relationship Could be accomplished by a finish-to-start relationship

with a delay time .with a delay time .C.C. Means the successor activity cannot start until after the Means the successor activity cannot start until after the

predecessor is completed.predecessor is completed.

D.D. Allows an acceleration of the successor activityAllows an acceleration of the successor activity..


75. The “three-point estimates” method for estimating activity duration duffers from the “single point, most-likely estimate” method

in that it uses: A.A. An average of the three estimated durations to estimate An average of the three estimated durations to estimate

activity duration. activity duration.

B.B. ““Dummy” activities to represent logic ties .Dummy” activities to represent logic ties .

C.C. ““Free float” instead of “total float” in the schedule Free float” instead of “total float” in the schedule calculations.calculations.

D.D. Bar charts instead of logic diagrams to portray the Bar charts instead of logic diagrams to portray the schedule.schedule.


76. Analogous duration estimating is:

A.A. Bottom-up estimating.Bottom-up estimating.

B.B. Frequently used to estimate project duration when Frequently used to estimate project duration when there is a limited amount of detailed information .there is a limited amount of detailed information .

C.C. Similar to multiple duration estimating.Similar to multiple duration estimating.

D.D. Deductive estimatingDeductive estimating..


77. The critical chain:

A.A. Focuses on managing the resources applied to buffer Focuses on managing the resources applied to buffer activities.activities.

B.B. Alters the required dependencies in the project schedule to Alters the required dependencies in the project schedule to optimize resource constraints .optimize resource constraints .

C.C. Adds duration buffers that are work schedule activities to Adds duration buffers that are work schedule activities to maintain focus on the total float of network paths.maintain focus on the total float of network paths.

D.D. Adds duration buffers that are non-work schedule activities Adds duration buffers that are non-work schedule activities to maintain focus on the planned activity durations.to maintain focus on the planned activity durations.


78. In rolling Wave Planning:

A.A. Focus is maintained on long-term objectives, allowing near-Focus is maintained on long-term objectives, allowing near-term objectives to be rolled out as part of the ongoing wave term objectives to be rolled out as part of the ongoing wave of activities.of activities.

B.B. The work to be accomplished in the near term is planned in The work to be accomplished in the near term is planned in detail at a low level of the WBS .detail at a low level of the WBS .

C.C. The work far in the future is planned in detail for WBS The work far in the future is planned in detail for WBS components that are at a low level of the WBS.components that are at a low level of the WBS.

D.D. A wave of detailed activities is planned during strategic A wave of detailed activities is planned during strategic planning to ensure that project milestones are achieved.planning to ensure that project milestones are achieved.


79. Project Cost Management includes all the following processes EXCEPT:

A.A. Cost Estimating.Cost Estimating.

B.B. Resource Leveling .Resource Leveling .

C.C. Cost Budgeting.Cost Budgeting.

D.D. Cost ControlCost Control..

Project Cost Management


80. Which of the following is not true about cost estimates?

A.A. Are generally expressed in units of currency (dollars, euro, Are generally expressed in units of currency (dollars, euro, yen. etc.).yen. etc.).

B.B. The costs for schedule activities are estimated for all The costs for schedule activities are estimated for all resources that will be charged to the project .resources that will be charged to the project .

C.C. Do not generally consider information on risk responses.Do not generally consider information on risk responses.

D.D. Involve developing an approximation of the costs of the Involve developing an approximation of the costs of the resources needed to complete each schedule activity.resources needed to complete each schedule activity.


81. Project cost control includes all the following EXCEPT:

A.A. Informing appropriate stakeholders of approved changes.Informing appropriate stakeholders of approved changes.

B.B. Monitoring cost performance to detect and understand Monitoring cost performance to detect and understand variances from the cost baseline .variances from the cost baseline .

C.C. Recording all appropriate changes accurately against the Recording all appropriate changes accurately against the cost baseline .cost baseline .

D.D. Allocating the overall estimates to individual work Allocating the overall estimates to individual work packages, in order to establish a cost baseline.packages, in order to establish a cost baseline.


82. An activity cost estimate includes all of the following resource categories EXCEPT:

A.A. labor.labor.

B.B. Materials .Materials .

C.C. Equipment .Equipment .

D.D. Time shortagesTime shortages..


83. Parametric cost estimating involves:

A.A. Defining the parameters of the project life cycle.Defining the parameters of the project life cycle.B.B. Calculating individual cost estimates for each work Calculating individual cost estimates for each work

package .package .C.C. Using a statistical relationship between historical data Using a statistical relationship between historical data

and other variables to calculate a cost estimate .and other variables to calculate a cost estimate .D.D. Using the actual cost of a similar project to estimate total Using the actual cost of a similar project to estimate total

project costs.project costs.


84. Analogous estimating:

A.A. Uses bottom-up estimating techniques.Uses bottom-up estimating techniques.

B.B. Uses the actual cost of previous, similar projects as the Uses the actual cost of previous, similar projects as the basis for estimating the cost of the current project .basis for estimating the cost of the current project .

C.C. Is used most frequently in the later stages of a project .Is used most frequently in the later stages of a project .

D.D. Summarizes estimates for individual work items.Summarizes estimates for individual work items.


85. Which of the following represents processes concerned with establishing and controlling the cost baseline? A.A. Resource planning and cost containment.Resource planning and cost containment.

B.B. Cost estimating and cost budgeting .Cost estimating and cost budgeting .

C.C. Cost budgeting and cost control .Cost budgeting and cost control .

D.D. Resource planning, cost estimating, and cost control.Resource planning, cost estimating, and cost control.


86. Given: BAC = 200 ACc = 120 EVc = 80 CPIc = 0.666Assuming that current variances are atypical, and that similar variances will not occur in the future, the

estimate at completion (EAC) is: A.A. 120.120.

B.B. 160.160.

C.C. 200.200.

D.D. 240.240.


87. Given: BAC = 200 ACc = 120 EVc = 80 CPIc = 0.666Assuming that current variances are typical of future

variances, the estimate at completion (EAC) is:

A.A. 220.220.

B.B. 260.260.

C.C. 300.300.

D.D. 320.320.


88. The cost baseline has all the following characteristics EXCEPT:

A.A. It is a time-phased budget that will be used to measure It is a time-phased budget that will be used to measure and monitor cost performance on the project.and monitor cost performance on the project.

B.B. It shows the actual cost expenditures throughout the life It shows the actual cost expenditures throughout the life of the project.of the project.

C.C. It is developed by summing estimated costs by period.It is developed by summing estimated costs by period.

D.D. It is usually displayed in the form of an S-curve.It is usually displayed in the form of an S-curve.


89. The estimate at completion (EAC) is the projected or anticipated total final value for a schedule activity, WBS component, or project when the defined work of the project is completed. To determine the EAC, assuming no management intervention, which of the

following information is needed? A.A. The earned value (EV) and the actual cost to date (ACc).The earned value (EV) and the actual cost to date (ACc).B.B. The cost performance index (CPI) and the cost variance (CV).The cost performance index (CPI) and the cost variance (CV).C.C. The actual cost to date (ACc) and the cost performance index The actual cost to date (ACc) and the cost performance index

(CPI).(CPI).D.D. The actual cost to date (ACc) and the estimate to complete The actual cost to date (ACc) and the estimate to complete

(ETC).(ETC).


90. The cost management plan has all of the following characteristics EXCEPT:

A.A. It is based on the project cost estimates, and is separate from the It is based on the project cost estimates, and is separate from the project plan.project plan.

B.B. Can establish variance thresholds for costs or other indicators.Can establish variance thresholds for costs or other indicators.

C.C. May be formal or informal, highly detailed or broadly framed. May be formal or informal, highly detailed or broadly framed.

D.D. Documents the cost management processes and their associated Documents the cost management processes and their associated tools and techniques.tools and techniques.


91. Your schedule analysis has shown that your project has a high likelihood of experiencing a schedule overrun. You know this because the cumulative EV is

much: A.A. Higher than the cumulative AC.Higher than the cumulative AC.

B.B. Higher than the cumulative PV.Higher than the cumulative PV.

C.C. Lower than the cumulative PV. Lower than the cumulative PV.

D.D. Lower than the cumulative CPI.Lower than the cumulative CPI.


92. Which of the following choices indicates that your project is 9% under budget?

A.A. The cumulative AC was 100, and the cumulative EV was 110.The cumulative AC was 100, and the cumulative EV was 110.

B.B. The cumulative PV was 100, and the cumulative AC was 110.The cumulative PV was 100, and the cumulative AC was 110.

C.C. The cumulative AC was 110, and the cumulative EV was 100.The cumulative AC was 110, and the cumulative EV was 100.

D.D. The cumulative EV was 100, and the cumulative PV was 110.The cumulative EV was 100, and the cumulative PV was 110.


93. Earned value technique (EVT) can best be defined as:

A.A. Analysis of the value of the equipment that has been Analysis of the value of the equipment that has been installed as of the data date.installed as of the data date.

B.B. Analysis of the sum of the labor costs, which have Analysis of the sum of the labor costs, which have been incurred on the project to date.been incurred on the project to date.

C.C. A method of project performance measurement.A method of project performance measurement.D.D. A method of measuring the amount of money that has A method of measuring the amount of money that has

been spent to date.been spent to date.


94. During the sixth monthly update on a ten-month, $30.000 project, the analysis shows that the cumulative PV is $20.000. the cumulative AC is $10.000, and the cumulative EV is $15.000 In planning its action, management can conclude all of the following

from these figures EXCEPT: A.A. Less has been accomplished than was planned.Less has been accomplished than was planned.B.B. Less has been spent than planned.Less has been spent than planned.C.C. Continuing performance at the same efficiency with no management Continuing performance at the same efficiency with no management

intervention, the project will probably be completed ahead of intervention, the project will probably be completed ahead of schedule and over budget.schedule and over budget.

D.D. Continuing performance at the same efficiency with no management Continuing performance at the same efficiency with no management intervention, the project will probably be completed behind schedule intervention, the project will probably be completed behind schedule and under budget.and under budget.


95. In the earned value technique, cost variance is computed as:

A.A. EV minus PV.EV minus PV.

B.B. EV minus AC.EV minus AC.

C.C. AC minus EV.AC minus EV.

D.D. PV minus EV.PV minus EV.


96. Earned value (EV) involves all of the following EXCEPT :

A.A. The originally allocated budget amount.The originally allocated budget amount.

B.B. Actual cost.Actual cost.

C.C. Value of the budgeted cost of work performed.Value of the budgeted cost of work performed.

D.D. Budgeted amount for the work actually Budgeted amount for the work actually completed.completed.


97. If cumulative = 100, cumulative EV = 98, and cumulative AC = 104, the project is : A.A. Ahead of schedule.Ahead of schedule.

B.B. Headed for a cost overrun.Headed for a cost overrun.C.C. Operating at project cost projections.Operating at project cost projections.D.D. Likely to come in under budget at completionLikely to come in under budget at completion.. Cumulative data for questions 98-99Cumulative data for questions 98-99Item PV AC EVItem PV AC EV11 10.000 11.000 10.00010.000 11.000 10.00022 9.000 8.000 7.0009.000 8.000 7.00033 8.000 8.000 8.0008.000 8.000 8.00044 7.000 7.000 5.0007.000 7.000 5.000


98. Which item is Most over budget? :

A.A. Item 1.Item 1.

B.B. Item 2.Item 2.

C.C. Item 3Item 3

D.D. Item 4.Item 4.


99. Which item has the LOWEST SPI?

A.A. Item 1.Item 1.

B.B. Item 2.Item 2.

C.C. Item 3Item 3

D.D. Item 4.Item 4.


100. Inputs to quality control include all of the following EXCEPT:

A.A. Work performance information.Work performance information.

B.B. Quality management plan.Quality management plan.

C.C. Quality checklists.Quality checklists.

D.D. PERT chart.PERT chart.

Project Quality Management


101. One of the fundamental tenets of modern quality management is:

A.A. Quality is planned and inspected in.Quality is planned and inspected in.B.B. Quality dose not cost.Quality dose not cost.C.C. Quality is planned, designed, and built in——not Quality is planned, designed, and built in——not

inspected in.inspected in.D.D. Quality requires constant inspectionQuality requires constant inspection..


102. Understanding, evaluating, defining, and managing expectations are essential to satisfying:

A.A. Customer requirements.Customer requirements.

B.B. The scope statement.The scope statement.

C.C. Upper management.Upper management.

D.D. Functional requirementsFunctional requirements..


103. All of the following represent, or result from, the primary benefit of meeting quality requirement EXCEPT: A.A. Lees rework.Lees rework.

B.B. Higher productivity.Higher productivity.

C.C. Lower costs.Lower costs.

D.D. Fewer change ordersFewer change orders..


104. “Design of experiments” is a statistical method that helps: A.A. Determine how various elements of a system interrelate.Determine how various elements of a system interrelate.

B.B. Identify which factors may influence specific variables of Identify which factors may influence specific variables of a product or process.a product or process.

C.C. Establish a standard by which to measure performance.Establish a standard by which to measure performance.

D.D. Compare actual or planned project practices to those of Compare actual or planned project practices to those of other projects .other projects .


105. The quality management plan provides input to————and must address quality control (QC), quality assurance (QA), and continuous process improvement for

the project. A.A. The overall project management plan.The overall project management plan.

B.B. The WBS.The WBS.

C.C. The project scope.The project scope.

D.D. External stakeholder External stakeholder ..


106. Quality assurance (QA):

A.A. Is the application of planned, systematic quality activities to ensure Is the application of planned, systematic quality activities to ensure effective policing of the conformance of the project team to approved effective policing of the conformance of the project team to approved specifications .specifications .

B.B. Is primarily concerned with providing the project team and Is primarily concerned with providing the project team and stakeholders with standards, by which the project performance is stakeholders with standards, by which the project performance is measured.measured.

C.C. Is the application of planned, systematic quality activities to ensure Is the application of planned, systematic quality activities to ensure that the project will employ all processes needed to meet that the project will employ all processes needed to meet requirements.requirements.

D.D. Generally reduces the probability of project completion on schedule.Generally reduces the probability of project completion on schedule.


107. A—————is a specific type of histogram, ordered by frequency of occurrence, which shows how many defects were generated by

type or category of identified cause A.A. Pareto chart.Pareto chart.

B.B. Bar chart .Bar chart .C.C. Network diagram.Network diagram.D.D. Critical path.Critical path.


108. Quality costs include all of the following EXCEPT:

A.A. Appraisal.Appraisal.B.B. Prevention .Prevention .C.C. External failure.External failure.D.D. Computer operations.Computer operations.


109. Investment in product quality improvement, especially defect prevention and appraisal,

can often be borne by: A.A. The acquiring organizationThe acquiring organizationB.B. The project management team .The project management team .C.C. Executive management .Executive management .D.D. The project .The project .


110. Tools and techniques of quality control include all

of the following EXCEPT: A.A. Flowcharting.Flowcharting.

B.B. Pareto chart .Pareto chart .C.C. Control charts .Control charts .D.D. Estimates of control tendency .Estimates of control tendency .


111. The use of quality management processes and activities aims to provide a

higher degree of: A.A. Needs satisfaction.Needs satisfaction.B.B. Process capability .Process capability .C.C. Product improvement .Product improvement .D.D. Project team performance.Project team performance.


112. Quality and grade are not the same. A fundamental

distinction is that: A.A. Grad is a category assigned to products or services having the Grad is a category assigned to products or services having the

same functional use, but different technical characteristics.same functional use, but different technical characteristics.B.B. Low quality may not be a problem; low grade is always a problemLow quality may not be a problem; low grade is always a problemC.C. Determining and delivering the required levels of quality are not Determining and delivering the required levels of quality are not

included in the responsibilities of the project manager and the included in the responsibilities of the project manager and the project team .project team .

D.D. Determining and delivering the required levels of grade are not Determining and delivering the required levels of grade are not included in the responsibilities of the project manager and the included in the responsibilities of the project manager and the project team.project team.


113. A control chart has all of the following characteristics EXCEPT:

A.A. It illustrates how a process behaves over time.It illustrates how a process behaves over time.B.B. It is used to determine whether or not a process It is used to determine whether or not a process

is stable or has predictable performance .is stable or has predictable performance .C.C. It illustrates how various factors might be linked It illustrates how various factors might be linked

to potential problems or effects.to potential problems or effects.D.D. It can be used to monitor any type of output It can be used to monitor any type of output

variable.variable.


114. Quality ——————is the application of planned, systematic quality activities to ensure that the project will employ all processes

needed to meet requirements. A.A. Planning.Planning.B.B. Assurance.Assurance.C.C. Improvement.Improvement.D.D. Benchmarking.Benchmarking.


115. In Quality Planning:

A.A. The primary benefit of meeting quality The primary benefit of meeting quality requirements is the reduced expense associated requirements is the reduced expense associated with project quality management activities.with project quality management activities.

B.B. Cost-benefit tradeoffs must be considered.Cost-benefit tradeoffs must be considered.C.C. The primary cost of meeting quality requirements The primary cost of meeting quality requirements

is increased rework.is increased rework.D.D. Benefits cannot be evaluated in relation to costs.Benefits cannot be evaluated in relation to costs.


116. All of the following are characteristics of benchmarking

EXCEPT: A.A. It involves comparing actual or planned project practices to It involves comparing actual or planned project practices to

those of other projects to generate ideas for improvement.those of other projects to generate ideas for improvement.B.B. It involves comparing actual or planned project practices to It involves comparing actual or planned project practices to

those of other projects to provide a basis by which to measure those of other projects to provide a basis by which to measure performance.performance.

C.C. It involves comparing actual or planned project practices to It involves comparing actual or planned project practices to those of other projects within the performing organization or those of other projects within the performing organization or outside of it.outside of it.

D.D. It involves comparing actual or planned project practices to It involves comparing actual or planned project practices to those of other projects only within the same application area.those of other projects only within the same application area.


117. All of the following are true about Six sigma EXCEPT:

A.A. It is a quality improvement initiative undertaken It is a quality improvement initiative undertaken by the performing organization.by the performing organization.

B.B. It can improve the quality of the project’s It can improve the quality of the project’s management.management.

C.C. It can improve the quality of the project’s product.It can improve the quality of the project’s product.D.D. It focuses on systematically correcting mistakes It focuses on systematically correcting mistakes

revealed by thorough inspection.revealed by thorough inspection.


118. Project team members are draw from all available sources, both internal and external. When the project management team is able to influence or direct staff assignments, characteristics to consider include all

of the following EXCEPT: A.A. Availability.Availability.B.B. Political philosophy.Political philosophy.C.C. Ability.Ability.D.D. Experience.Experience.

Project Human Resource Management


119. It is important that the staffing management plan addresses how team members will be released when they are no longer needed on the project for all of the following reasons

EXCEPT: A.A. To reduce cost.To reduce cost.B.B. To improve morale when smooth transitions to upcoming To improve morale when smooth transitions to upcoming

projects are already planned .projects are already planned .C.C. To optimize the utilization of enterprise material resources. To optimize the utilization of enterprise material resources. D.D. To eliminate payments for people who are finished with their To eliminate payments for people who are finished with their

assignments.assignments.


120. To be effective, recognition and rewards systems should have the following characteristics

EXCEPT: A.A. There should be clear criteria for rewards and a planned There should be clear criteria for rewards and a planned

system for their use.system for their use.B.B. Recognition and rewards should be based on activities and Recognition and rewards should be based on activities and

performance under a person’s control.performance under a person’s control.C.C. Recognition and rewards should consider cultural Recognition and rewards should consider cultural

differences. differences. D.D. Make the required performance unachievable for most team Make the required performance unachievable for most team

members, to ensure that all team members strive for members, to ensure that all team members strive for excellence throughout the project.excellence throughout the project.


121. Co-location is one of the tools and technique to:

A.A. Plan the organizational structure.Plan the organizational structure.B.B. Develop the project team.Develop the project team.C.C. Acquire the project team. Acquire the project team. D.D. Plan the project resources.Plan the project resources.


122. The project human resource management processes include the following: A.A. Leadership, team building, and negotiation.Leadership, team building, and negotiation.

B.B. Recruitment, labor relations, and personnel Recruitment, labor relations, and personnel administration .administration .

C.C. Organizational structure planning, team building, Organizational structure planning, team building, communication, and labor relations. communication, and labor relations.

D.D. Human resource planning, acquire project team, Human resource planning, acquire project team, develop project team, and manage project team.develop project team, and manage project team.


123. Tools and techniques to acquire the project team include all of the following EXCEPT:

A.A. Per-Assignment.Per-Assignment.B.B. Acquisition .Acquisition .C.C. Staffing management plan. Staffing management plan. D.D. Negotiation.Negotiation.


124. All of the following are outputs of human resource planning EXCEPT: A.A. Roles and responsibilities.Roles and responsibilities.

B.B. Project organization charts.Project organization charts.C.C. Staffing management plan. Staffing management plan. D.D. Project interfaces.Project interfaces.


125. Management of the project team is complicated:

A.A. When team members are co-located.When team members are co-located.B.B. When minor problems do not impact the project When minor problems do not impact the project

completion date or budget targets. completion date or budget targets. C.C. When team members are accountable to both When team members are accountable to both

a functional manager and the project manager. a functional manager and the project manager. D.D. When formal training plans are implemented.When formal training plans are implemented.


126. The responsibility assignment matrix (RAM):

A.A. Is used for development of the project budget.Is used for development of the project budget.B.B. Is developed at the activity level and used to closely Is developed at the activity level and used to closely

link project roles and responsibilities to project network link project roles and responsibilities to project network activities. activities.

C.C. Is used to show the connections between work that Is used to show the connections between work that needs to be done and project team members . It can needs to be done and project team members . It can show responsibilities at various levels of detail. show responsibilities at various levels of detail.

D.D. Is used to identify accountabilities in individual Is used to identify accountabilities in individual performance appraisals.performance appraisals.


127. A resource histogram has all the following

characteristic EXCEPT: A.A. It generally shows that the project has insufficient resources It generally shows that the project has insufficient resources

to be competed on schedule .to be competed on schedule .B.B. It is a tool of the staffing management plan.It is a tool of the staffing management plan.C.C. It illustrates the number of hours that a person, department, It illustrates the number of hours that a person, department,

or entire project team will be needed each week or month or entire project team will be needed each week or month over the course of the project. over the course of the project.

D.D. It can include a horizontal line that represents the maximum It can include a horizontal line that represents the maximum number of hours available from a particular resource. Bars number of hours available from a particular resource. Bars that extend beyond the maximum available hours identify that extend beyond the maximum available hours identify the need for a resource leveling strategy .the need for a resource leveling strategy .


128. Team-building activities have all of the following

characteristics EXCEPT: A.A. Some group activities, such as developing the WBS, can increase Some group activities, such as developing the WBS, can increase

team cohesiveness when that planning activity is structured and team cohesiveness when that planning activity is structured and facilitated well .facilitated well .

B.B. Should only be considered after major conflicts within the project Should only be considered after major conflicts within the project team, since they generally waste precious resource time and team, since they generally waste precious resource time and cause schedule delays.cause schedule delays.

C.C. Are particularly valuable when team members operate virtually Are particularly valuable when team members operate virtually from remote locations, without the benefit of face-to-face contact. from remote locations, without the benefit of face-to-face contact.

D.D. Can vary from a five-minute agenda item in a status review Can vary from a five-minute agenda item in a status review meeting to an off-site, professionally facilitated experience meeting to an off-site, professionally facilitated experience designed to improve interpersonal relationships .designed to improve interpersonal relationships .


129. Training has all of the following characteristics

EXCEPT: A.A. Includes all activities designed to enhance the competencies of Includes all activities designed to enhance the competencies of

the project team members.the project team members.B.B. Can be formal or informal. Examples of training methods include Can be formal or informal. Examples of training methods include

classroom, online, computer-based, on-the-job training from classroom, online, computer-based, on-the-job training from another project team member, mentoring, and coaching.another project team member, mentoring, and coaching.

C.C. If project team members lack necessary management or If project team members lack necessary management or technical skills, the project should be abandoned and deemed technical skills, the project should be abandoned and deemed outside the core competencies of the performing organization. outside the core competencies of the performing organization.

D.D. If project team members lack necessary management or If project team members lack necessary management or technical skills, such skills can be develop as part of the project technical skills, such skills can be develop as part of the project work.work.


130. Effective team development strategies and activities are expected to increase the team’s performance, which increases the likelihood of meeting project objectives. The evaluation of a team’s effectiveness can include all of the following

indicators EXCEPT: A.A. Improvement in skills that allow a person to perform assigned Improvement in skills that allow a person to perform assigned activities more effectively. activities more effectively.

B.B. Improvements in competencies and sentiments that help the Improvements in competencies and sentiments that help the team perform better as a group.team perform better as a group.

C.C. Increased intensity of conflict among project team members. Increased intensity of conflict among project team members.

D.D. Reduced staff turnover rate.Reduced staff turnover rate.


131. During the course of many projects, negotiations are:

A.A. Primarily the concern of contract administration. Primarily the concern of contract administration.

B.B. Likely for staff assignments.Likely for staff assignments.

C.C. A direct result of ineffective decision-making. A direct result of ineffective decision-making.

D.D. Conducted by senior executives.Conducted by senior executives.


132. Questions that may arise when planning the acquisition of project team members generally include all of the following

EXCEPT: A.A. Whether the human resources come from within the organization Whether the human resources come from within the organization or from external, contracted sources . or from external, contracted sources .

B.B. The costs associated with each level of expertise needed for the The costs associated with each level of expertise needed for the project.project.

C.C. Senior executive compensation. Senior executive compensation. D.D. The extent of assistance that the organization’s human resource The extent of assistance that the organization’s human resource

department can provide to the project management team.department can provide to the project management team.


133. All of the following are true about conflict EXCEPT:

A.A. It should be addressed early . It should be addressed early .

B.B. It should be addressed usually in private.It should be addressed usually in private.

C.C. It should be addressed only when it escalates and at a It should be addressed only when it escalates and at a special team meeting. special team meeting.

D.D. It should be addressed using a direct, collaborative It should be addressed using a direct, collaborative approach.approach.


134. The major process of project communications management are:

A.A. Communications planning, information distribution, performance Communications planning, information distribution, performance reporting, and manage stakeholders. reporting, and manage stakeholders.

B.B. Communications planning, response planning, progress reporting, Communications planning, response planning, progress reporting, and information distribution.and information distribution.

C.C. Communications planning, information distribution, schedule Communications planning, information distribution, schedule reporting, and stakeholder analysis. reporting, and stakeholder analysis.

D.D. Communications planning, change reporting, project records, and Communications planning, change reporting, project records, and acceptance.acceptance.

Project Communication Management


135. Attributes of a communications management plan can include all of the following EXCEPT: A.A. The information that will be distributed to stakeholders. The information that will be distributed to stakeholders.

B.B. How often information will be distributed.How often information will be distributed.

C.C. The layout of the information and the method of The layout of the information and the method of transmission. transmission.

D.D. All memos, correspondence, reports, and documents All memos, correspondence, reports, and documents related to the project from all personnel.related to the project from all personnel.


136. Inputs to communications planning include:

A.A. Enterprise environmental factors, organizational process Enterprise environmental factors, organizational process assets, project scope statement, and project management assets, project scope statement, and project management plan. plan.

B.B. Stakeholder requirements, project logistics, project budget, Stakeholder requirements, project logistics, project budget, and project schedule.and project schedule.

C.C. Stakeholder analysis, communication barriers, and Stakeholder analysis, communication barriers, and organizational structure. organizational structure.

D.D. Stakeholder survey, RAM, WBS, and administrative Stakeholder survey, RAM, WBS, and administrative procedures.procedures.


137. Manual filing systems, electronic databases, project management software, and systems that allow access to technical documentation are

examples of: A.A. Information distribution. Information distribution.

B.B. Internal communication systems.Internal communication systems.

C.C. Information gathering and retrieval systems. Information gathering and retrieval systems.

D.D. Project records.Project records.


138. Communications technology factors that can affect the project include all of the following EXCEPT:

A.A. The length of the project. The length of the project.

B.B. The availability of technology.The availability of technology.

C.C. Executive requirements. Executive requirements.

D.D. The urgency of the need for information.The urgency of the need for information.


139. Tools and techniques for performance reporting include all of the following EXCEPT:

A.A. Information presentation tools. Information presentation tools.

B.B. Decision tree analysis.Decision tree analysis.

C.C. Cost reporting systems. Cost reporting systems.

D.D. Status review meetings.Status review meetings.


140. As part of the communications process, the sender is responsible for:

A.A. Ensuring the receiver agrees with the message. Ensuring the receiver agrees with the message.

B.B. Confirming that the information is properly understood.Confirming that the information is properly understood.

C.C. Presenting the information in the most favorable Presenting the information in the most favorable manner. manner.

D.D. Interpreting the message correctly.Interpreting the message correctly.


141. Information typically required to determine project columniations requirements includes all of the following

EXCEPT: A.A. Project organization and stakeholder responsibility Project organization and stakeholder responsibility relationships. relationships.

B.B. Logistics of how many persons will be involved with the Logistics of how many persons will be involved with the project and at which locations.project and at which locations.

C.C. Disciplines, departments, and specialties involved in the Disciplines, departments, and specialties involved in the project. project.

D.D. The availability of in-place technology at the project The availability of in-place technology at the project location.location.


142. As part of the communications process, the receiver is responsible for: A.A. Agreeing with the sender’s message. Agreeing with the sender’s message.

B.B. Pretending that the message is received only partially, Pretending that the message is received only partially, to encourage further discussions.to encourage further discussions.

C.C. Making sure that the information is received in its Making sure that the information is received in its entirety and understood correctly. entirety and understood correctly.

D.D. Specifying that the message is not understood, unless Specifying that the message is not understood, unless it is reduced to writing.it is reduced to writing.


143. The performance reporting process involves the collection of all baseline data, and distribution of performance information to stakeholders. Performance reporting should generally provide information

on: A.A. Scope. Schedule, cost, and quality. Scope. Schedule, cost, and quality.

B.B. Reward and recognition information system.Reward and recognition information system.

C.C. Performance appraisals. Performance appraisals.

D.D. Exceptional performance.Exceptional performance.


144. Communicating has many dimensions that include all of the following EXCEPT:

A.A. Written and oral, listening, and speaking. Written and oral, listening, and speaking.

B.B. Internal and external.Internal and external.

C.C. Conceptual and definitive. Conceptual and definitive.

D.D. Formal and informal.Formal and informal.


145. All of the following are information distribution method EXCEPT:

A.A. Project meetings. Project meetings.

B.B. Hard-copy document distribution.Hard-copy document distribution.

C.C. Inputting data into a spreadsheet. Inputting data into a spreadsheet.

D.D. Electronic communication and conferencing tools.Electronic communication and conferencing tools.


146. The total number of communication channels for a project with n=12 stakeholders is:

A.A. n(n – 1)/2 . n(n – 1)/2 .

B.B. 2n/(n – 1).2n/(n – 1).

C.C. 2(n – 1)/n. 2(n – 1)/n.

D.D. 47 communications channels.47 communications channels.


147. Specific results from lessons learned generally include all of the following EXCEPT:

A.A. Update of the lessons learned knowledge base . Update of the lessons learned knowledge base .

B.B. Updating the statement of work to reflect training and Updating the statement of work to reflect training and learning requirements.learning requirements.

C.C. Input to knowledge management system. Input to knowledge management system.

D.D. Updated corporate policies, procedures, and processes.Updated corporate policies, procedures, and processes.


148. Strategies typically used to deal with threats or risk that may have negative impacts on project objectives if they occur include all of the following

EXCEPT: A.A. Interpret. Interpret.

B.B. Avoid.Avoid.

C.C. Transfer. Transfer.

D.D. Mitigate.Mitigate.

Project Risk Management


149. Risk transference nearly always involves:

A.A. Eliminating risk through beta testing. Eliminating risk through beta testing.

B.B. Policies and procedures for a response system.Policies and procedures for a response system.

C.C. Accepting a lower profit if some activities overrun. Accepting a lower profit if some activities overrun.

D.D. Payment of a risk premium to the party taking on the Payment of a risk premium to the party taking on the risk.risk.


150. To be successful, the organization should be committed to addressing the management of risk:

A.A. Just before a meeting with a client. Just before a meeting with a client.

B.B. Proactively and consistently throughout the project.Proactively and consistently throughout the project.

C.C. As soon as time and cost estimates are ready. As soon as time and cost estimates are ready.

D.D. Early in the execution phase.Early in the execution phase.


151. In risk response planning, an acceptance strategy indicates that the project team has decided:

A.A. To agree with the project manager. To agree with the project manager.

B.B. To eliminate a specific threat.To eliminate a specific threat.

C.C. Not to change the project management plan to deal Not to change the project management plan to deal with a risk, or is unable to identify any other suitable with a risk, or is unable to identify any other suitable response strategy. response strategy.

D.D. To purchase insurance.To purchase insurance.


152. An output of risk identification is:

A.A. A risk register. A risk register.

B.B. Expected monetary value of the risk events.Expected monetary value of the risk events.

C.C. Corrective actions. Corrective actions.

D.D. The plan for mitigation.The plan for mitigation.


153. A thorough review of———will help identify potential risks to the project:

A.A. Risk identification checklists based on historical Risk identification checklists based on historical information and knowledge. information and knowledge.

B.B. The project’s change control system.The project’s change control system.

C.C. The project's mission statement. The project's mission statement.

D.D. The project’s budget.The project’s budget.


154. All of the following are inputs to risk identification EXCEPT:

A.A. Risk management plan. Risk management plan.

B.B. Project management plan.Project management plan.

C.C. Work-around plan. Work-around plan.

D.D. Project scope statement.Project scope statement.


155. The major processes of risk management are:

A.A. Planning identification, documentation, and assessment. Planning identification, documentation, and assessment.

B.B. Identification, planning, evaluation, response development, Identification, planning, evaluation, response development, mitigation, and documentation.mitigation, and documentation.

C.C. Identification, response development, assessment, and Identification, response development, assessment, and documentation. documentation.

D.D. Planning, identification, qualitative analysis, quantitative Planning, identification, qualitative analysis, quantitative analysis, response planning, and monitoring and control.analysis, response planning, and monitoring and control.


156. Outputs from risk response planning include all of the following EXCEPT:

A.A. Risk register updates. Risk register updates.

B.B. Corrective actions.Corrective actions.

C.C. Risk-related contractual agreements. Risk-related contractual agreements.

D.D. Project management plan update.Project management plan update.


157. The tools and techniques of quantitative risk analysis are:

A.A. Contracting, contingency planning, alternative Contracting, contingency planning, alternative strategies, and insurance. strategies, and insurance.

B.B. Interviewing, historical results, workaround, and Interviewing, historical results, workaround, and additional response development .additional response development .

C.C. Checklists, damage control reports, standard Checklists, damage control reports, standard allowances, and inspection. allowances, and inspection.

D.D. Data gathering and representation techniques, and Data gathering and representation techniques, and quantitative risk analysis and modeling techniques.quantitative risk analysis and modeling techniques.


158. As an output of quantitative risk analysis, the risk register is updated. These updates include:

A.A. Prioritized list of quantified risks . Prioritized list of quantified risks . B.B. Probabilistic analysis of the threats to ignore and Probabilistic analysis of the threats to ignore and

opportunities to accept .opportunities to accept .C.C. Checklists, corrective actions, and quantified decision Checklists, corrective actions, and quantified decision

trees. trees. D.D. Direction, resources, and costs.Direction, resources, and costs.


159. Evaluating the impact of a risk on project objectives (e.g., cost, schedule, scope, and quality) has the

following characteristics EXCEPT: A.A. Relative scales for impact are simply rank-ordered descriptions, such Relative scales for impact are simply rank-ordered descriptions, such

as “very low”, ”low”, “moderate”, “high”, and “very high”. These as “very low”, ”low”, “moderate”, “high”, and “very high”. These descriptors reflect increasingly extreme impacts as defined by the descriptors reflect increasingly extreme impacts as defined by the organization . organization .

B.B. Numeric scales can be used to assign values to the impacts. These Numeric scales can be used to assign values to the impacts. These values may be linear or nonlinear .values may be linear or nonlinear .

C.C. Usually, the risk-rating rules are specified by the organization in Usually, the risk-rating rules are specified by the organization in advance of the project and can be tailored to the specific project. advance of the project and can be tailored to the specific project.

D.D. The impact on project objectives should be only assessed at the end of The impact on project objectives should be only assessed at the end of the project, as part of the lessons learned.the project, as part of the lessons learned.


160. The outputs from risk monitoring and control include all of the following EXCEPT:

A.A. Requested changes . Requested changes .

B.B. Work breakdown structure (WBS) .Work breakdown structure (WBS) .

C.C. Recommended corrective actions. Recommended corrective actions.

D.D. Updates to the risk registerUpdates to the risk register..


161. The Delphi technique has all of the following characteristics EXCEPT: A.A. It is a way to reach a consensus of experts on a subject It is a way to reach a consensus of experts on a subject

such as project risk . such as project risk . B.B. It is a technique in which project risk experts participate It is a technique in which project risk experts participate

anonymously .anonymously .C.C. It helps reduce bias in the data and keeps any one It helps reduce bias in the data and keeps any one

person from having undue influence on the outcome. person from having undue influence on the outcome. D.D. It is an ancient Greek technique to ensure that actions of It is an ancient Greek technique to ensure that actions of

subordinates are aligned with the vision of senior subordinates are aligned with the vision of senior executivesexecutives..


162. The Risk Score:

A.A. Is calculated by multiplying the probability of a risk Is calculated by multiplying the probability of a risk occurring times its impact (ratio scale) on an objective occurring times its impact (ratio scale) on an objective (e.g., cost, time, scope, or quality) if it does occur. (e.g., cost, time, scope, or quality) if it does occur.

B.B. Is the sum of squares of the scale values assigned to the Is the sum of squares of the scale values assigned to the estimates of probability and impact .estimates of probability and impact .

C.C. Cannot be used to determine whether a risk is Cannot be used to determine whether a risk is considered low, moderate or high. considered low, moderate or high.

D.D. Is a very effective technique for risk avoidance.Is a very effective technique for risk avoidance.


163. Sensitivity analysis:

A.A. Examines the extent to which the uncertainty of project Examines the extent to which the uncertainty of project objectives affects each project element simultaneously. objectives affects each project element simultaneously.

B.B. Examines the extent to which the uncertainty of each Examines the extent to which the uncertainty of each project element affects the objective being examined project element affects the objective being examined when all other uncertain elements are held at their when all other uncertain elements are held at their baseline values. baseline values.

C.C. Is a method for assessing stakeholders tolerance to risk. Is a method for assessing stakeholders tolerance to risk. D.D. Cannot be used to determine which risks have the most Cannot be used to determine which risks have the most

potential impact on the project.potential impact on the project.


164. Decision tree analysis has all of the following characteristics EXCEPT:

A.A. It is usually structured using a decision tree diagram that describes a It is usually structured using a decision tree diagram that describes a situation under consideration, and the implications of each of the situation under consideration, and the implications of each of the available choices and possible scenarios. available choices and possible scenarios.

B.B. It incorporates the cost of each available choice, the probabilities of It incorporates the cost of each available choice, the probabilities of each possible scenario, and the rewards of each alternative logical each possible scenario, and the rewards of each alternative logical path. path.

C.C. It is primarily a descriptive technique and cannot be effectively used It is primarily a descriptive technique and cannot be effectively used in quantitative risk analysis.in quantitative risk analysis.

D.D. Solving the decision tree provides the expected monetary value (or Solving the decision tree provides the expected monetary value (or other measure of interest to the organization) for each alternative, other measure of interest to the organization) for each alternative, when all the rewards and subsequent decisions are quantifiedwhen all the rewards and subsequent decisions are quantified ..


165. The risk management plan generally includes all of the following EXCEPT:

A.A. Methodology. Methodology.

B.B. Definition of risk probability and impact. Definition of risk probability and impact.

C.C. Responses to individual risks.Responses to individual risks.

D.D. Probability and impact matrixProbability and impact matrix..


166. Qualitative risk analysis assesses the priority of identified risks using all of the following

EXCEPT: A.A. Probability of occurring of identified risks. Probability of occurring of identified risks. B.B. Impact on project objectives if the identified risks do Impact on project objectives if the identified risks do

occur. occur. C.C. A mathematical technique to create a false impression of A mathematical technique to create a false impression of

precision and reliability .precision and reliability .D.D. Risk tolerance of the project constraints of cost, Risk tolerance of the project constraints of cost,

schedule, scope, and qualityschedule, scope, and quality..


167. As an output of risk monitoring and control, an update risk register generally contains some or all of the

following EXCEPT: A.A. The work breakdown structure (WBS). The work breakdown structure (WBS). B.B. Outcomes of risk reassessments, risk audits, and Outcomes of risk reassessments, risk audits, and

periodic risk reviews. periodic risk reviews. C.C. Updates to probability, impact, priority, response plans, Updates to probability, impact, priority, response plans,

ownership, and other elements of the risk register.ownership, and other elements of the risk register.D.D. The actual outcomes of the project's risks, and of risk The actual outcomes of the project's risks, and of risk

responsesresponses..


168. Expected monetary value (EMV) analysis has all of the following characteristics

EXCEPT: A.A. It is a statistical concept that calculates the average outcome It is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not when the future includes scenarios that may or may not happen. happen.

B.B. The EMV of opportunities will generally be expressed as The EMV of opportunities will generally be expressed as positive values, while those of risks will be negative. positive values, while those of risks will be negative.

C.C. EMV analysis cannot be used effectively in decision tree EMV analysis cannot be used effectively in decision tree analysis.analysis.

D.D. EMV is calculated by multiplying the value of each possible EMV is calculated by multiplying the value of each possible outcome by its probability of occurrence, and adding them outcome by its probability of occurrence, and adding them together.together.


169. All of the following are inputs to the plan purchases and Acquisitions process EXCEPT:

A.A. Project scope statement. Project scope statement. B.B. Enterprise environmental factors. Enterprise environmental factors. C.C. Application area extensions.Application area extensions.D.D. Work breakdown structure.Work breakdown structure.

Project Procurement Management


170. The buyer structures procurement documents to accomplish all of the following

EXCEPT: A.A. Facilitate an accurate and complete response from Facilitate an accurate and complete response from

each prospective seller. each prospective seller. B.B. Include the relevant contract statement of work and Include the relevant contract statement of work and

any required contractual provisions. any required contractual provisions. C.C. Include a description of the desired form of the Include a description of the desired form of the

response.response.D.D. Provide a list of potential bidders to each prospective Provide a list of potential bidders to each prospective

seller.seller.


171. Generally, a bid differs from a proposal in that the term:

A.A. Proposal is used when source selection will be Proposal is used when source selection will be based on price. based on price.

B.B. Proposal is used when the project time frame is Proposal is used when the project time frame is limited.limited.

C.C. Bid is used when source selection will be based on Bid is used when source selection will be based on price.price.

D.D. Proposal disregards price considerations.Proposal disregards price considerations.


172. Approved change requests can include all of the following EXCEPT: A.A. Modifications to the terms and conditions of the Modifications to the terms and conditions of the

contract. contract. B.B. Modification to the description of the products, Modification to the description of the products,

services, or results to be provided.services, or results to be provided.C.C. Seller invoices.Seller invoices.D.D. Modification to pricing.Modification to pricing.


173. Which of the following is false about advertising as a tool and technique of the request

seller responses process? A.A. It is sometimes required on government projects. It is sometimes required on government projects. B.B. It can often be used to expand the existing lists of It can often be used to expand the existing lists of

potential sellers.potential sellers.C.C. It can cause public pressure resulting in bid disputes.It can cause public pressure resulting in bid disputes.D.D. It can be placed in general circulation publications, It can be placed in general circulation publications,

such as newspapers, or in specialty publications, such as newspapers, or in specialty publications, such as professional journals.such as professional journals.


174. The payment system includes all of the following characteristics EXCEPT: A.A. Appropriate reviews and approvals by the project Appropriate reviews and approvals by the project

management team. management team. B.B. Payments are made in accordance with the terms of the Payments are made in accordance with the terms of the

contract.contract.C.C. Negotiations occur over price and other terms of the Negotiations occur over price and other terms of the

contract.contract.D.D. Payments to the seller are usually handled by the Payments to the seller are usually handled by the

accounts payable system of the buyer.accounts payable system of the buyer.


175. The buyer, usually through its authorized contract administrator, provides the seller with———as an output of the

contract closure process. A.A. A formal written notice that the deliverables have been A formal written notice that the deliverables have been accepted or rejected. accepted or rejected.

B.B. Letters of commendation to all project staff.Letters of commendation to all project staff.C.C. Informal notice of acceptance of the deliverables.Informal notice of acceptance of the deliverables.D.D. A copy of the internal notice of completion provided to A copy of the internal notice of completion provided to

senior management.senior management.


176. Which category of contract is often used for a well-defined product?

A.A. Unit-price contract. Unit-price contract. B.B. Fixed-price or lump-sum contract.Fixed-price or lump-sum contract.C.C. Cost-reimbursable contract.Cost-reimbursable contract.D.D. Partnership contract.Partnership contract.


177. Constructive changes are:

A.A. Postponed as long as possible to protect the Postponed as long as possible to protect the budget. budget.

B.B. Viewed as negative, quantified, and tabulated.Viewed as negative, quantified, and tabulated.C.C. Uniquely identified and document by project Uniquely identified and document by project

correspondence.correspondence.D.D. Submitted for bids to the relevant vendor list.Submitted for bids to the relevant vendor list.


178. The procurement audit has all of the following characteristics EXCEPT: A.A. It maintains a complete file of contract-related It maintains a complete file of contract-related

records. records. B.B. It is a structured review of the procurement process.It is a structured review of the procurement process.C.C. It is a review of various processes from plan It is a review of various processes from plan

purchases and acquisitions through contract purchases and acquisitions through contract administration.administration.

D.D. Its objective is to identify successes and failures that Its objective is to identify successes and failures that warrant recognition.warrant recognition.


179. Which of these terms is one of the three used to describe contested changes and constructive changes where the buyer and seller cannot agree on compensation for the change, or cannot agree that a

change has even occurred? A.A. Forcing. Forcing. B.B. Mediation.Mediation.C.C. Complaints.Complaints.D.D. Disputes.Disputes.


180. Different types of contracts are more or less appropriate for different types of purchases. Contracts generally fall into one of the following broad categories

EXCEPT: A.A. Request for proposal (RFP). Request for proposal (RFP). B.B. Fixed-price or lump-sum contracts.Fixed-price or lump-sum contracts.C.C. Cost-reimbursable contracts.Cost-reimbursable contracts.D.D. Time and material (T&M) contracts.Time and material (T&M) contracts.


181. All of the following are true about the statement of work (SOW) EXCEPT:

A.A. It can include specifications, quantity desired, quality levels, It can include specifications, quantity desired, quality levels, performance data, period of performance, work location, and performance data, period of performance, work location, and other requirements. other requirements.

B.B. It should be as ambiguous, as incomplete, and as wordy as It should be as ambiguous, as incomplete, and as wordy as possible to allow for future negotiations .possible to allow for future negotiations .

C.C. It describes the procurement item in sufficient detail to allow It describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of prospective sellers to determine if they are capable of providing the item .providing the item .

D.D. It can be revised and refined as required as it moves through It can be revised and refined as required as it moves through the procurement process until incorporated into a signed the procurement process until incorporated into a signed contract.contract.


182. Outputs from the contract closure process include all of the following EXCEPT:

A.A. Closed contract(s). Closed contract(s). B.B. Formal confirmation of deliverable acceptance or Formal confirmation of deliverable acceptance or

rejection.rejection.C.C. The request for proposal (RFP) or request for The request for proposal (RFP) or request for

quotation (RFQ), and the seller’s working quotation (RFQ), and the seller’s working proposal.proposal.

D.D. Lessons learned documentation.Lessons learned documentation.


183. Evolution criteria are developed and used to rate or score proposals. These criteria have all of the following characteristics

EXCEPT: A.A. They can be objective, such as, “The proposed project manager They can be objective, such as, “The proposed project manager

needs to be a certified project management professional (or needs to be a certified project management professional (or PMP). PMP).

B.B. They can be objective, such as, “The proposed project manager They can be objective, such as, “The proposed project manager needs to have documented previous experience with similar needs to have documented previous experience with similar projects”projects”

C.C. They can be limited to purchase price if the procurement item is They can be limited to purchase price if the procurement item is readily available from a number of acceptable sellers.readily available from a number of acceptable sellers.

D.D. They generally require specification of the name of the They generally require specification of the name of the transportation organization responsible for delivery of procured transportation organization responsible for delivery of procured items.items.


184. All of the following are tools and techniques for selecting sellers EXCEPT:

A.A. Independent estimates. Independent estimates. B.B. Weighting system.Weighting system.C.C. Screening system.Screening system.D.D. Resource distribution system.Resource distribution system.


185. A cost-plus-fixed-fee (CPFF) contract has all of the following characteristics EXCEPT:

A.A. Seller is reimbursed for allowable costs for performing Seller is reimbursed for allowable costs for performing the contract work. the contract work.

B.B. Seller receives a fixed fee payment calculated as a Seller receives a fixed fee payment calculated as a percentage of the actual project costs.percentage of the actual project costs.

C.C. Seller receives a fixed fee payment calculated as a Seller receives a fixed fee payment calculated as a percentage of the estimated project costs .percentage of the estimated project costs .

D.D. The fixed fee dose not vary with actual costs unless The fixed fee dose not vary with actual costs unless the project scope changes.the project scope changes.


186. Baseline is the approved:

A.A. Project schedule and budget. Project schedule and budget. B.B. Description in the project charter.Description in the project charter.C.C. Time phased plan, plus or minus approved Time phased plan, plus or minus approved

project scope, cost, schedule, and technical project scope, cost, schedule, and technical changes.changes.

D.D. Starting point for contract negotiations.Starting point for contract negotiations.

Glossary


187. A code of accounts:

A.A. Is any numbering system used to uniquely Is any numbering system used to uniquely identify each component of the work breakdown identify each component of the work breakdown structure. structure.

B.B. Includes work packages, used to track phase Includes work packages, used to track phase completion.completion.

C.C. Is an organizational scheme to keep track of Is an organizational scheme to keep track of contracts.contracts.

D.D. Charts elements of the WBS against the Charts elements of the WBS against the timeline.timeline.


188. A stakeholder is a(n):

A.A. Project engineer. Project engineer. B.B. Individual or agency that controls contingency Individual or agency that controls contingency

funds.funds.C.C. Organization’s corporate attorney.Organization’s corporate attorney.D.D. Person or organization that is actively involved in Person or organization that is actively involved in

the project, or whose inertest may be positively the project, or whose inertest may be positively or negatively affected by execution or completion or negatively affected by execution or completion of the project.of the project.


189. Scope planning for a project is:

A.A. The project specification that includes design The project specification that includes design principles and project objectives. principles and project objectives.

B.B. A three-level project work breakdown A three-level project work breakdown structure.structure.

C.C. The process of creating a project scope The process of creating a project scope management plan.management plan.

D.D. The record showing that all project The record showing that all project deliverables are completed satisfactorilydeliverables are completed satisfactorily..


190. Scope definition is:

A.A. The process of developing a detailed project The process of developing a detailed project scope statement as the basis for future scope statement as the basis for future project decisions. project decisions.

B.B. Determining the responses needed to Determining the responses needed to perform project activities .perform project activities .

C.C. Analysis of activity sequence, duration, and Analysis of activity sequence, duration, and resource requirements.resource requirements.

D.D. A written statement identifying the quality A written statement identifying the quality standards relevant to the projectstandards relevant to the project..


191. All of the following are characteristics of a work package EXCEPT:

A.A. It is a deliverable or project work component at the lowest It is a deliverable or project work component at the lowest level of each branch of the work breakdown structure. level of each branch of the work breakdown structure.

B.B. It is a summary task at the top level of the WBS .It is a summary task at the top level of the WBS .C.C. It includes the schedule activities required for completion It includes the schedule activities required for completion

of the deliverable or project work component.of the deliverable or project work component.D.D. It includes the schedule milestones required for It includes the schedule milestones required for

completion of the deliverable or project work component.completion of the deliverable or project work component.


192. In what way does free float differ from total float?

A.A. Free float is the amount of total float that does not affect the Free float is the amount of total float that does not affect the end date, whereas total float is the accumulated amount of free end date, whereas total float is the accumulated amount of free float. float.

B.B. There is no difference—the two terms are functionally There is no difference—the two terms are functionally equivalent .equivalent .

C.C. Free float is the amount of time that a schedule activity can be Free float is the amount of time that a schedule activity can be delayed without delaying the early start of any immediately delayed without delaying the early start of any immediately following schedule activities, whereas total float is concerned following schedule activities, whereas total float is concerned with delays that do not affect the project finfish date.with delays that do not affect the project finfish date.

D.D. An activity’s free float is calculated by subtracting its total float An activity’s free float is calculated by subtracting its total float from the critical path’s total float.from the critical path’s total float.


193. The project’s performance measurement baseline: A.A. Is used for management control. Is used for management control. B.B. Changes frequently .Changes frequently .C.C. Documents relevant standards.Documents relevant standards.D.D. Generally can be changed by the project Generally can be changed by the project

team.team.


194. What does cost of quality mean?

A.A. The sacrifice of unessential project objectives The sacrifice of unessential project objectives to meet essential quality standards. to meet essential quality standards.

B.B. The life cycle cost of the project .The life cycle cost of the project .C.C. Determining the costs incurred to ensure Determining the costs incurred to ensure

quality .quality .D.D. The cost of meeting project objectives .The cost of meeting project objectives .


195. FFP is an acronym for:

A.A. Free-Flow performance. Free-Flow performance. B.B. Firm-Fixed-Price .Firm-Fixed-Price .C.C. Free-From project .Free-From project .D.D. Fixed-File procurement .Fixed-File procurement .


196. A chart of accounts:

A.A. Is used to monitor project costs by WBS elements. Is used to monitor project costs by WBS elements. B.B. Is any numbering system used to monitor project Is any numbering system used to monitor project

costs by category (e.g., labor, supplies, materials, costs by category (e.g., labor, supplies, materials, and equipment) .and equipment) .

C.C. Is developed as part of the project charter .Is developed as part of the project charter .D.D. Provides a graphical representation of project costs Provides a graphical representation of project costs

in relation to the project schedule .in relation to the project schedule .


197. The approved project baseline should be changed:

A.A. When a sequence of activities has taken longer than When a sequence of activities has taken longer than originally planned. originally planned.

B.B. To reflect approved project scope, cost, schedule, To reflect approved project scope, cost, schedule, and technical changes .and technical changes .

C.C. When the productivity within a certain discipline has When the productivity within a certain discipline has been higher than originally planned .been higher than originally planned .

D.D. When a high-duration activity has been When a high-duration activity has been accomplished “out-of-sequence”. accomplished “out-of-sequence”.


198. All of the following are true about the product life cycle EXCEPT:

A.A. It is collection of generally sequential, non-It is collection of generally sequential, non-overlapping product phases. overlapping product phases.

B.B. The last product life cycle phases a product is The last product life cycle phases a product is generally the product’s deterioration and death .generally the product’s deterioration and death .

C.C. Generally, a project life cycle is contained within one Generally, a project life cycle is contained within one or more product life cycles .or more product life cycles .

D.D. Generally, a project life cycle is contains one or more Generally, a project life cycle is contains one or more product life cycles.product life cycles.


199. The performance measurement baseline: A.A. Typically covers the schedule, and occasionally the Typically covers the schedule, and occasionally the

cost parameters of a project, but may not include cost parameters of a project, but may not include technical and quality parameters. technical and quality parameters.

B.B. Changes frequently to accommodate current Changes frequently to accommodate current information about the project .information about the project .

C.C. Is the approved plan for the project work against which Is the approved plan for the project work against which project execution is compared and deviations are project execution is compared and deviations are measured for management control .measured for management control .

D.D. Generally changes at regular project review meetings Generally changes at regular project review meetings in order to keep the customer happy.in order to keep the customer happy.


200. Workaround is:

A.A. A response to a negative risk that has occurred. A A response to a negative risk that has occurred. A workaround is not planned in advance of the workaround is not planned in advance of the occurrence of the risk event. occurrence of the risk event.

B.B. A contingency plan .A contingency plan .C.C. Implementation of the contingency plan for a positive Implementation of the contingency plan for a positive

risk event .risk event .D.D. Using global sourcing to continue project development Using global sourcing to continue project development

around the clock.around the clock.