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SAMPLEPMPPREPARATORYQUESTIONSANDANSWERS160FreePMPExamPrepQuestions(ObtainedfromPMConnection:http://www.pmconnection.com/modules.php?name=Web_Links&l_op=viewlink&cid=9)http://www.bestsamplequestions.com/pmp-sample-questions/pmp-sample-questions.html1.RegardingmanagementandleadershipallofthefollowingaretrueexceptA.Onaproject,particularlyalargerproject,theprojectmanagerisgenerallyexpectedtobetheproject'sleaderaswell.B.TechnicalleadershipisofprimaryimportanceinprojectmanagementC.ManagingisprimarilyconcernedwithconsistentlyproducingkeyresultsexpectedbystakeholdersD.Leadinginvolvesestablishingdirection,aligningpeople,motivatingandinspiringAnswer:B2.Acompanyhastomakeachoicebetweentwoprojects,becausetheavailableresourcesinmoneyandkindarenotsufficienttorunbothatthesametime.Eachprojectwouldtake9monthsandwouldcost$250,000.Thefirstprojectisaprocessoptimizationwhichwouldresultinacostreductionof$120,000peryear.Thisbenefitwouldbeachievedimmediatelyaftertheendoftheproject.Thesecondprojectwouldbethedevelopmentofanewproductwhichcouldproducethefollowingnetprofitsaftertheendoftheproject:1year:$15,0002year:$125,000

3year:$220,000Assumedisadiscountrateof5%peryear.Lookingatthepresentvaluesoftheseprojects'revenuesinthefirst3years,whatistrue?A.Bothprojectsareequallyattractive.B.Thefirstprojectismoreattractivebyapp.7%.C.Thesecondprojectismoreattractivebyapp.5%.D.Thefirstprojectismoreattractivebyapp.3%.Answer:D3.Aproductionprocesshasbeendefinedaspartofanindustrialequipmentmanufacturingproject.Theprocessisintendedtoproducesteelboltswithalengthof20cm.Theacceptablecontrollimitsare19.955cmand20.045cm.Themeasurementsmadeattheendoftheprocessyieldedthefollowingresults:

20.033cm,19.982cm,19,995cm,20.006cm,19.970cm,19.968cm,19.963cm,19.958cm,19.962cm,19.979cm,19.959cm.Whatshouldbedone?A.Theprocessisundercontrol.Itshouldnotbeadjusted.B.Theprocessshouldbeadjusted.C.Thecontrollimitsshouldbeadjusted.D.Themeasuringequipmentshouldberecalibrated.Answer:B4.Whatarethe4stagesofteamdevelopment?A.Forming,Storming,Norming,Performing.B.Enthusiasm,Hope,Panic,Solution.C.Assignment,Kickoff,Training,Communicating.D.Direction,Motivation,Cooperation,Collaboration.

Answer:A5.DuringasoftwareprojectEarnedValueAnalysisisperformedandgivesthefollowingresults:EV:523,000;PV:623,000;AC:643,000.Whichresultsarecorrect?A.CV:+120,000;SV:+100,000.B.CV:+100,000;SV:+120,000.C.CV:-100,000;SV:-120,000

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D.CV:-120,000;SV:-100,000.Answer:D6.WhichofthefollowingisnotnormallyanelementoftheProjectCharter?A.Theformalauthorizationtoapplyorganizationalresourcestoprojectactivities.B.Workpackagedescriptions.C.Thebusinessneedthattheprojectwasundertakentoaddress.D.TheproductdescriptionorareferencetothisdocumentAnswer:B7.Whichprocessisappliedtobreakdowntheprojectintosmaller,moremanageableelements?A.ScopePlanning.B.ActivityDurationEstimating.C.ScopeDefinition.D.ScopeVerification.Answer:C8.WhichofthefollowingToolsandTechniquesarepartofRiskManagementPlanning?A.Riskplanningmeetings.B.Documentationreviews.C.Dataprecisionrankings.D.Diagrammingtechniques.Answer:A9.Allofthefollowingstatementsconcerningprojectstakeholdersaretrue

exceptA.Differencesbetweenoramongstakeholdersshouldberesolvedinfavorofthecustomer.B.Managingstakeholderexpectationsmaybedifficultbecausestakeholdersoftenhaveverydifferentobjectives,thatmaycomeintoconflict.C.Projectstakeholdersmayinfluencethecourseoftheprojectanditsresults.D.Differencesbetweenoramongstakeholdersshouldberesolvedinthemostcostefficientmannerconsistentwithprojectobjectives.Answer:D10.WhichofthefollowingistheoutputofSourceSelection?A.Proposals.

B.Evaluationcriteria.C.Contractnegotiation.D.Contract.Answer:D11.Whichofthefollowingstatementsisnottrue?A.Standardsandregulationsaremandatory.B.AccordingtoISO,standardsarenotmandatory,butregulationsare.C.Standardsoftenbeginasguidelinesthatarenotmandatory.Withlaterwidespreadadoption,theycanbecomedefactoregulations.D.Standardsandregulationsaresocio-economicinfluencestoaproject.Answer:A12.Whichtypeofleadershipisbestsuitedforoptimizingteamperformanceinprojects?

A.Democraticleadership.B.Participativeleadership.C.Autocraticleadership.D.BenevolentauthoritativeleadershipAnswer:B13.Whereistheresultnode(outcome)shownonatypicalIshikawaorFishbonediagram?A.Top.B.Bottom.C.Righthandside.

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D.Center.Answer:C14.Aprojectmanagementteamhassubcontractedworktoaservicecompany.Theprocessofensuringthatthisservicecompany'sperformancemeetscontractualrequirementsiscalledA.ContractAdministration.B.StaffAcquisition.C.ContractCloseout.D.ContractNegotiationAnswer:A15.Whatareworkaroundsinprojectmanagement?A.Workaroundsareessentiallythesameasrework.B.Workaroundsarealternativestrategies.C.Workaroundsareunplannedresponsestoemergingrisksthatwerepreviouslyunidentifiedoraccepted.D.WorkaroundsareactivitiesperformedaccordingtoapplicablecontingencyplansAnswer:C16.Whatarefaitsaccomplis?A.AFrenchdinnerafterakick-offmeeting.B.Unachievabledeliverables.C.Accomplishedobjectives.D.Decisionsmadeearlierwhichlimittheoptionsfordecisionmaking.Answer:d

17.DuringexecutionofaprojectwhichisperformedforacustomeronaT&M(TimeandMaterial)contractbaseanewprojectmanageristakingovertheassignment.Hediscoversthattwomembersassignedtotheprojecthavechargedtimewithoutperforminganywork.Uponfurtherinvestigation,hedeterminesthatthisoccurredbecausetherewerenootherprojectassignmentsavailableforthesepeople.Thecustomerisunawareofthesefacts.Whatshouldtheprojectmanagerdo?A.Trytofindsomeproductiveworkforthesestaffmembersintheprojectandleavethemontheteam.B.Thebestthingistodonothing.Thecustomerwillnotrealizetheproblemanyway.C.Trytofindaresponsiblepersonfortheover-assignmentwhocanbe

madeaccountable.D.Takethetwopeopleofftheteamimmediatelyandarrangefortherefundoftheexcesschargestothecustomer.Answer:d18.Inthefollowingnetworklogicdiagramstartdatesaredefinedasearlymorning,finishdatesareevening.Iftasksarescheduledtobeginatearlystartdate,whatistrue?A.ActivityBhasafreefloatof10d.B.ActivityBhasatotalfloatof10d.C.ActivityAhasafreefloatof10d.D.ActivityAhasatotalfloatof10d.Answer:B19.WhichofthefollowingisnotconsideredtobepartofProjectResource

Management?A.Workingstaff.B.Materials.C.Equipment.D.Timeandmoney.Answer:D20.ToolsandTechniquesofRiskResponsePlanningincludeA.Identifying,quantitativeandqualitativeanalysis,monitoringandcontrol.B.Avoidance,transference,mitigation,acceptance.C.Identification,assessmentofmagnitudeandprobability,assessmentof

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costsofresponse.D.RiskmanagementreviewsAnswer:B21.AprojectmanagerperformsEarnedValueAnalysisandfindsthefollowingvalues:EV:100,000;PV:125,000;AC:100,000A.Theprojectisonschedulebutcostsexceedbudget.B.Theprojectisonscheduleandonbudget.C.Theprojectisbehindschedulebutonbudget.D.Thenprojectisbehindscheduleandcostsexceedbudget.Answer:C22.Whatare"GlobalLiteracies"?.A.Theabilitytoreadreportswritteninmanydifferentlanguages.B.Theabilitytosucceedinacrossculturalenvironment.C.Theabilitytodevelopinternationallyacceptedcontracts.D.TheabilitytocommunicateusingdrawingsandpictogramswhichareunderstoodallovertheworldAnswer:B23.Duringaprojectthescopeofproductpurchasedonacostreimbursablecontracthasincreased.Inthecontractthecontractorsindirectcostsarecalculatedas20%ofthedirectcosts.Whatismostlikelytobetrue?A.Thecontractorsindirectcostswillincreaseandthecustomerspaymentforthemwillincrease,too.B.Thecontractorsindirectcostswillincreasebutthecustomerspayment

forthemnot.C.Neithertheindirectcostsnorthecustomerspaymentforindirectcostswillincrease.D.Thecontractorsindirectcostswillnotincreasebutthecustomerspaymentforthemwill.Answer:D24.Aprojectmanagementteamisevaluatingthecausesthatmightcontributetounsatisfactoryperformanceandquality.Whichofthefollowingstatementsisnottrue?A.Normalprocessvariationisattributabletorandomcauses.B.Specialcausesareeasiertopredictandhandlethanrandomcauses.C.Specialcausesareunusualevents.D.Aprocesscanbeoptimizedtolimitthebandwidthofvariationsdueto

randomcauses.Answer:B25.Youareperformingaprojectmanagementauditinyourcompanyandfindthatmostoftheprojectplansareneitherconsistentnorup-to-date.Whichofthefollowingstatementsisnottrue?A.Projectsshouldneverbeexecutedwithoutavalid,updatedandworkingprojectplan.B.Theprojectplanissecondarybecauseitisonlytheresultsthatmatter.C.Agreatdealofeffortisrequiredtodevelopandupdateaprojectplan,butthebenefitsincludelesspressureonallstakeholdersandaresultingproductthatwillsatisfytherequirements.D.Poorplanningisoneofthemajorreasonsforcostandtimeoverruns.Answer:B

26.Whatisactiveriskacceptance?A.Creatingcontingencyreservesinmoneyandtime.B.Developingaplantominimizepotentialimpact.C.Developingaplantominimizeprobability.D.MakingadditionalresourcesavailableAnswer:A27.ProjectcostsareoverbudgetwhenA.CPI>1.B.CPI

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D.SPI=1.Answer:B28.Whichofthefollowingstatementsisnottrue?A.Onlythosewhorealizethatculturaldifferencesarearesourcetobefullyutilizedwillsurvive.B.Thereisacommongroundforpeoplefromdifferentculturesonwhichtheycaninteractwithoutunsolvableconflicts.C.Culturaldifferenceswillalwaysbeanobstacletobeovercome.D.Cultureisacriticalleverforcompetitiveadvantage.Answer:C29.Whatisaqualityaudit?A.Ateammeetingdedicatedtomeasuringandexaminations.B.Aqualitybasedinspectionofworkresults.C.Astructuredreviewofqualitymanagementactivities.D.Ameetingwiththecustomertoidentifyqualityrequirements.Answer:C30.Youareassignedastheprojectmanagerinaprojectwithanaggressiveschedule.Duringarecentmeetingyourteamcomplainedaboutthehighpressureappliedandthemanyhoursofoverworktime.Whatisthepreferredsolutiontohandletheproblem?A.Trytoobtainadditionalbudgetandtime.B.Improveteamcommunicationandavailabilityofhighqualitydataonrisks.Usethisinformationtoenableyoutomakewell-foundeddecisionsearlier.C.Theproblemmightbethecustomerdisturbingprojectrhythm.Keephim

ondistancefromtheteam.D.Applyfasttrackingtoshortenprojectdurationwithoutadditionalwork.Answer:A31.Activity1hasadurationof20days,Activity2of10days,Activity3of5daysandActivity4of6days.WhatistheminimumtotaldurationbetweentheMilestonesAandB?A.36daysB.37daysC.39daysD.42daysAnswer:B32.WhichofthefollowingstatementsistrueconcerningScopeDefinition?A.TheActivityListisaprincipleoutputusedforresourceallocationandis

aninputtonetworkdiagramming.B.TheScopeStatementisaprincipleoutputcontaininganarrativedescriptionofprojectworkanddeliverables.C.TheProjectCharterisaprincipleoutputandauthorizestheproject.D.TheWorkBreakdownStructureisaprincipleoutputandshouldbebrokendowntoalevelwhichallowssufficientaccuracyinplanning.Answer:D33.Allthefollowingstatementsregarding"whistleblowing"aretrueexceptA.Itisthetermusedtodefineanemployeesdecisiontodiscloseinformationonunethical,immoralorillegalactionsatworktoanauthorityfigure.B.Anemployeeshouldalwaysdiscussthematterwithpeopleexternaltothecompanybeforefollowingthe"chainofcommand"anddiscussitwith

theimmediatesuperior.C.Theconsequencesofwhistleblowingareoftenextremeandincludepossiblebeingbrandedashavingbadjudgment,firing,civilactionandimprisonment.D.Carefullyconsideredwhistleblowingcanleadtotheendofunethicalbusinesspractices.Answer:B34.Whichofthefollowingstatementsisnottrue?A.Attributesamplingistheprocessofassessingwhetherresultsconformtospecificationsornot.

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B.PreventionmeanskeepingerrorsoutoftheprocessC.Variablessamplingmeansthattheresultisclassifiedintooneofthe3categories:"acceptable"-"acceptableafterrework"-"rejected".D.Inspectionmeanskeepingerrorsoutofthehandsofthecustomer.Answer:C35.Whyshouldassumptionsbedocumented?A.Assumptionsmightprovetobewrong.Knowingwhichassumptionswereincorrectallowsbaselineadjustmentsincaseofprojectcrisis.B.AssumptionanalysisisavaluabletoolandtechniqueofRiskIdentification.C.Assumptionslimittheprojectmanagementteam'soptionsfordecisionmaking.D.Incaseofscheduleorbudgetoverruns,thedocumentationofassumptionssupportsaclearassignmentofresponsibility.Answer:B36.AllthefollowingstatementsaretrueexceptA.Itisaxiomaticofthequalitymanagementdisciplinethatthebenefitsoutweighthecosts.B.Qualityshouldbetestedandinspectedintoworkresultsonaregularbase.C.Theprimarycostofmeetingqualityrequirementsistheexpenseassociatedwithprojectqualitymanagementactivities.D.Theprimarybenefitofmeetingqualityrequirementsislessrework,whichmeanshigherproductivity,lowercosts,andincreasedstakeholder

satisfaction.Answer:B37.WhichofthefollowingstatementsaboutdiagrammingmethodsisnotA.PDMisthesameasAON.B.ADMisthesameasAOA.C.GERTisthesameasSystemDynamicsModel.D.GERTandSystemDynamicModelareexamplesofconditionaldiagrammingmethodsAnswer:C38.Aprojectismanagedbyaprojectcoordinator.Whichofthefollowingstatementsismostlikelytobetrue?A.Theperformingorganizationisaweakmatrix.B.Theperformingorganizationisdoing"managementbyprojects".

C.Theperformingorganizationisastrongmatrix.D.Theperformingorganizationisprojectized.Answer:A39.Whichofthefollowingstatementsconcerningcross-culturaldifferencesistrue?A.Thereisnoone"bestway"forprojectorganization.B.Somecultureshavevalues,somenot.C.Culturaldilemmasshouldbedeniedtonotallowthemtodisruptprojectwork.D.Communicatingacrossculturesshouldonlybedoneusinglanguage.Thenonverbaldimensionbearstoomanyrisks.Answer:A40.Whataredummyactivities?

A.ActivitiesinPDMwhicharenotnecessaryandcanbedroppediftimeisrunningout.B.ArrowsinADMwhichrepresentdependenciesbetweennodeswithoutrealactivities.C.Activities,whichcanbepassedtotheteammemberswiththelowestIQ.D.ActivitiesinPDMwhicharenotperformedbyteammembers.Answer:B41.Whichofthefollowingarenotcostofquality?A.Preventioncosts.B.Failurecosts.

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C.Transportationcosts.D.Appraisalcosts.Answer:c42.Whatisatriggerinprojectriskmanagement?A.Anexpectedsituationcausinganunidentifiedriskeventtooccur.B.Awarningsignthatanidentifiedriskeventmighthaveoccurred.C.Anunexpectedsituationcausinganidentifiedriskeventtooccur.D.Anunexpectedsituationcausinganunidentifiedriskeventtooccur.Answer:b43.Accordingtotheprojectplan,acontractorisscheduledtodeliversomesoftwarecomponentsattheendoftheday.Aregularpaymentisduetobemadetothiscontractortomorrow.Theprojectteamreceivedanotethismorninginformingthemthatthesoftwaredeliverywillbedelayedby2weeks.Thismorning,theprojectteamreceivedanotethatthesoftwarewillbedelayedby2weeks.Howshouldtheprojectmanagementteamreact?A.Theprojectmanagementteamshoulddelaypaymentfor2weeks.B.Theprojectmanagementteammustimmediatelyfindadifferentcontractor.C.Theprojectmanagementteamshouldconductameetingwiththecontractortoresolvethedeliveryissuesbeforemakingthepayment.D.Theprojectmanagementteamshouldmakethepaymentandrescheduletheprojectplan.

Answer:C44.Inasoftwarecompanyalargenumberofsimultaneouslyperformedprojectsutilizethesamegroupsofhumanandotherresources.Whatisthetermcommonlyusedforthissituation?A.Concurrentengineering.B.Resourceover-allocation.C.Resourcepooling.D.ProgrammanagementAnswer:c45.WhatdoestheacronymRAMcommonlystandforinprojectmanagement?A.ResponsibilityAssignmentMatrix.B.RemotelyAppliedMeasurements.C.RiskAwareManagement.

D.RandomlyAccessibleMaterial.Answer:A46.Whatisnothandledasaconstraintinprojectmanagement?A.Lawsandregulations.B.Limitsofauthorization.C.Teampreferences.D.Physicalconstraints.Answer:C47.AprecontractagreementthatestablishestheintentofapartytobuyproductsorservicesiscalledaA.Sellerinitialresponse.B.Sellerimmediateresponse.C.Letterofintent.

D.Letterofcredit.Answer:C48.Whatshouldnotbepartofariskmanagementplan?A.Rolesandresponsibilitiesforhandlingrisks.B.Timingofriskmanagementactivities.C.Themanagerialapproachtowardsrisk.D.IndividualrisksAnswer:D49.AprojectmanagerperformsEarnedValueAnalysisandfindsthefollowingresults:

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EV:250,000;PV:200,000;AC275,000BACis500,000.Whatisright?A.EAC=400,000B.EAC=550,000C.BTC=400,000D.ETC=75,000.Answer:B50.Theconstructionofaresidentialhomewillcostacertainamountpersquarefootoflivingspace.Thisisanexampleofwhattypeofestimating?A.Analogousestimating.B.Bottom-upestimating.C.Top-downestimating.D.Parametricmodeling.Answer:D51.Whichofthefollowingshouldnotbereasonforrebaselininginaproject?A.Scopechanges.B.Costvariances.C.Majorschedulechanges.D.NewinformationindicatingthatthebasisfortheoriginalprojectcostestimateswasincorrecAnswer:B52.Whenachangecontrolsystemsprovisionforchangeswithoutformal

reviewincaseofemergencyisbeingutilizedA.Changescanbesimplyappliedwithoutfurthermanagerialactivitiesiftheyhelpsolvingtheproblem.B.Changesmuststillbedocumentedandcapturedsothattheydonotcauseproblemslaterintheproject.C.Anewchangecontrolboard(CCB)shouldbeestablished.D.Theprojectbaselinemustbechangedaswell.Answer:B53.WhichofthefollowingisgenerallynotregardedtobeamotivatoraccordingtoFrederickHerzberg?A.Workingconditionsandinterpersonalrelations.B.Responsibilityforenlargedtask.C.Interestinthetask.

D.Recognitionforachievement.Answer:A54.CompaniesandinstitutionscommonlyhireleaderswithA.Astrongpositioninnegotiating.B.Experienceintrickingbusinesspartners.C.Integrityandexpertise.D.Astronglinktolocaltraditions.Answer:C55.YouaretheprojectmanagerandhavecontractedwithaserviceprovidertodevelopacomplicatedsoftwaresolutionThissoftwareisnecessarytocontrolthemachineryequipmentwhichyourprojectteamwilldevelop.Itisalump-sumcontractwithadditionalincentivesformeetingpredefinedscheduletargets.Thepaymentscheduleandincentivesareasfollows:

10%withorder20%aftersubmissionofprototype(+5%ifdeliveredoneweekearly)50%afterproductdelivery(+5%ifdeliveredoneweekearly)20%afterfinalproductacceptance(+5%ifdeliveredoneweekearly)Yesterdaythecompanysubmittedtheprototypetoyourprojectteam.Thiswas2weeksafterthescheduleddeliverydateand3weeksafterthedatenecessarytoqualifyfortheincentivepayment.Thismorning,themanagerofthecontractorapproachedyoutoaskforchangestothepaymentschedule.Theyfoundthattheirinitialworkand

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costsweremuchhigherthanoriginallyexpectedandtheynowwishtoincreasethesecondpaymentto30%andreducethefinalpaymentto10%.Duringthediscussionyougottheimpressionthatthecompanyisinseriousfinancialtrouble.Whichofthefollowingmightbethemostappropriateinitialstep?E.Offertopay25%nowandtoreducethefinalpaymentdownto15%.F.Pointoutthatthecontractorisnotinapositiontodemandachangetothecontract.G.Demandanurgentmeetingwiththeseller.H.Revisittheplanningprocessesofprojectriskmanagementtounderstandtheupcomingrisksinconjunctionwiththesellerbeforeanyfurtherdecisionsaremade.Answer:D56.Areviewofmanagementprocessesandtheassociateddocumentationiscommonlycalled.Audit.A.Inspection.B.Testingandmeasuring.C.Screening.Answer:A57.WhichofthefollowingistrueinregardtotheCodeofAccounts?.Itallowsonetoeasilyidentifythebreakdownleveloftheitemintheresourcestructure.A.Itdescribesthecodingstructureusedbytheperformingorganizationto

reportfinancialinformationinitsgeneralledger.B.ItisthecollectionofuniqueidentifiersgenerallyassignedtoWBSitems.C.Itdefinesethicalbehaviorintheprojectandtheresponsibilitiestothecustomerandtheprofession.Answer:C58.Youareamemberofyourcompany'sprojectoffice.Thecompanyisrunningmanyconcurrentprojects;mostofthemsharearesourcepool.Understandinghowresourcesareutilizedacrossprojectsisseenasbeingessentialtocosteffectivenessandprofitability.Yourecentlyreceivedaninquirytoassessthebenefitsofusingprojectmanagementsoftwaretomanagethecompany'sprojectportfolio.Whichofthefollowingistrue?.Projectmanagementsoftwarehasthecapabilitytohelporganize

resourcepools.A.Projectmanagementsoftwarewilldramaticallysimplifythetaskoflevelingresourcesacrossprojectswithdifferentprojectmanagementteams.B.Supportingprojectportfoliomanagementisnottheprojectoffice'sbusiness.C.Evaluatingprojectmanagementsoftwareisnottheprojectoffice'sbusiness.Answer:A59.WhatareSMARTobjectives?.Objectivesspecifiedwithfarmoredetailthannecessaryforasuccessfulproject.A.Easilyachievableobjectives.

B.Objectivesthatshouldbeachievedinordertoattainformalrecognition.C.Objectivesthathavespecific,measurable,assignable,realisticandtimerelatedspecifications.Answer:D60.Youhavebeenassignedtoanewprojectandhavefinishedthescopestatement.YouandyourteamarenowgoingtocreateaWorkBreakdownStructure.YouarespendingalotoftimediscussinghowtocreateacompletelydecomposedWorkBreakdownStructure.Whichofthefollowingisnotrelevanttothisdiscussion?

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.Status/completionismeasurable.A.Time/costiseasilyestimated.B.Start/endeventsareclearlydefined.C.Resourceavailabilitycanbereliablyforeseen.Answer:D61.AprojectmanagerperformsEarnedValueAnalysisandfindsthefollowingresults:AC:220,000,PV:250,000,EV:220,000.A.CV=0.B.CV=30,000.C.CV=-30,000.D.CV=1Answer:A62.Duringacompanyevent,youhadtheopportunitytotalktoacolleagueprojectmanager.Hetoldyouthatinhiscurrentprojectactualcostsare15%undercumulatedcostsscheduledfortoday.Whatdoyouthink?A.Theinformationavailableisnotsufficienttoassessprojectperformance.B.Theprojectwillprobablybecompletedwithtotalcostsremainingunderbudget.C.Asignificantcostincreaseduringthefurthercourseoftheprojectwillprobablybringthecostsbacktobaselinelevel.D.Originalcostplanningmusthavebeenpoortoallowthisvariance.Answer:A

63.Whichistrueregardingprojects?A.Aprojectisauniqueserviceundertakentocreateatemporaryproduct.B.Aprojectisauniqueendeavorundertakentocreateatemporaryservice.C.Aprojectisatemporaryendeavorundertakentocreateauniqueproductorservice.D.AprojectisatemporaryproductundertakentocreateauniqueendeavororserviceAnswer:C64.Whichofthefollowingstatementsdescribestherelationshipbetweenprojectphasesandtheprojectlifecycle?A.Theprojectlifecyclecontainstheiterativeincrementalelementsinsideaprojectphase.B.Collectively,theprojectphasesareknownastheprojectlifecycle.

C.Theprojectlifecycleisregardedasasequenceofprojectactivitieswhilephasesaredefinedtocontroltheoverlappingofactivities.D.TheprojectlifecyclecontainstherepetitiveelementsinsideaprojectphaseAnswer:B65.Aprojectmanagementteamdiscusseswhatscopemeansinaproject.AllofthefollowingstatementsaretrueexceptA.Theprocesses,tools,andtechniquesusedbyprojectscopemanagementaremostlydependingontheapplicationarea.B.Productscopeincludesfeaturesandfunctionsthataretobeincludedinaproductorservice.C.Projectscopeincludestheworkthatmustbedoneinordertodeliveraproductwiththespecifiedfeaturesandfunctions.

D.ProjectScopeManagementincludestheprocessesrequiredtoensurethattheprojectincludesalltheworkrequiredandonlytheworkrequired.Answer:A66.WhatistheS-curveinprojectmanagement?A.Agraphthatisgeneratedifanormalcurveisintegrated.B.Agraphthatistobeintegratedtogenerateanormalcurve.C.Ametaphoricdescriptionoftheshorttermuncertaintiesthatarepresentineveryproject.D.Thegraphthatdescribesthetypicalgrowthofearnedvalueduringthecourseoftheproject.

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Answer:D67.Theoutputoftheresourceplanningprocessisadocument"resourcerequirements".Thisadescriptionofwhattypesofresourcesarerequiredinwhatquantities...A.wherethetermresourcesislimitedtoequipmentandmaterials.B.foreachelementatthelowestleveloftheworkbreakdownstructure.C.wherethetermresourcesislimitedtohumanresources.D.tobeobtainedsolelyfromtheperformingorganization.Answer:B68.ThemajoroutputdocumentofScopedefinitionisthe.A.HierarchicallystructuredWBS.B.FlatActivityList.C.NarrativeScopeStatement.D.TheProjectCharterfortheprojectmanagerAnswer:A69.InregardsofacostbaselineallofthefollowingistrueexceptA.Itisatime-phasedbudgetthatwillbeusedtomeasureandmonitorcostperformanceontheproject.B.Itcanbeeasilycreatedandupdatedasnecessary.C.Itisdevelopedbysummingestimatedcostsbyperiod.D.ItisusuallydisplayedintheformofanS-curve.Answer:B70.WhichisnottrueinregardofRoI(ReturnonInvestment)?A.Itdefinesthecumulatednetincomefromaninvestmentatagivenpointin

timeorduringadefinedperiod.B.Itincludesinvestment,directandindirectcostsandmayincludeallowancesforcapitalcost,depreciation,riskofloss,and/orinflation.C.Itisgenerallystatedincurrencyunits,asapercentageorasanindexfigure.D.Itisthetimewhencumulatednetincomeisequaltotheinvestment.Answer:D71.RegardingDelphiTechniqueallofthefollowingstatementsaretrueexceptA.Itisawaytoreachaconsensusofexperts.B.Expertsareidentifiedbutparticipateanonymouslywhileafacilitatorusesaquestionnairetosolicitideas.C.Theexpertsareencouragedbythefacilitatortomakedirectcontactwitheachotherduringtheassessmentprocesstocreateahighernumberof

feedbackloops.D.Theresponsesaresubmittedandarethencirculatedtotheexpertsforfurthercomment.Answer:C72.RegardingqualityandgradeallofthefollowingstatementsaretrueexceptA.Lowqualityisalwaysaproblem;lowgrademaynotbe.Gradeisacategoryorrankgiventoentitieshavingthesamefunctionalusebutdifferentrequirementsforquality.Qualityisthetotalityofcharacteristicsofanentitythatbearonitsabilitytosatisfystatedorimpliedneeds.Qualitycansimplybeimprovedthroughintelligenttestingandexamining,upgradingrequiresadditionalexpenses.Answer:D73.Networktemplateswhichcontainonlyportionsofanetworkareoften

referredtoasA.SubnetsorfragnetsB.SubprojectsC.ProgramsD.WBSitemsAnswer:B74.Inmakinganinvestmentinaproject,investorsrequirecompensationforwhichofthefollowing?A.Therisk-freerateofreturnplusariskpremiumplusapremiumforinflation.

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B.Sacrificeofimmediateuseofcashforconsumptionorotherinvestments,possibilityofinflationandrisk.C.Paybackperiodinyearsxinvestmentx(1+discountrate)periods.D.Inflationanddepreciation.Answer:B75.AsummaryactivityinanetworklogicdiagramisoftenreferredtoasaA.Hammock.B.Dangler.C.Milestone.D.Subtask.Answer:A76.Whenaprojectphaseisfinished,thisisalsoknownasa____.A.KillpointB.MilestoneC.ScopecreepD.QualitymetricsAnswer:A77.Ongoingprojectplanningisalsoknownas________.A.RollingwaveplanningB.BuildupplanningC.ActivityplanningD.ProjectprocessesAnswer:A78.A______looksatdeterminingiftheprojectideaisarealisticproject.

A.CaseprojectstudyB.FeasibilitystudyC.MatrixstudyD.DemandstudyAnswer:B79.Youaretheprojectmanagerforaseminarandtrainingsessionthatapproximately2,000-2500employeeswillbeattending.Youhaverentedahallfortheseminar;however,youareunsureexactlyhowmanypeoplewillattend.Moreover,thenumberoftablesrequiredwillchangedependingonattendance.Thecostofthefurnitureshouldbeconsidered?A.VariablecostB.DirectcostC.Fixedcost

D.TransientcostAnswer:A80.Whichofthefollowingisthecorrectformulaforcalculatingpresentvalueofabusinessororganization?Note:R=Interestrate,n=timeperiodsA.PresentValue=FutureValue/(1+R)nB.PresentValue=FutureValue/(1-R)nC.PresentValue=(1+R)nD.PresentValue=(1-R)n/FutureValueAnswer:A81.Anarrativedescriptionofproductsorservicestobesuppliedundercontractiscalled:A.theprojectplan.

B.astatementofwork.C.anexceptionreport.D.Paretoanalysis.Answer:B82.Anexampleofscopeverificationis:A.reviewingtheperformanceofaninstalledsoftwaremodule.B.managingchangestotheprojectschedule.C.decomposingtheWBStoaworkpackagelevel.D.performingabenefit/costanalysistodetermineifweshouldproceedwiththeproject.

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Answer:A83.Whichofthefollowingisnotanexampleofasourceofscopechange?A.avariationingovernmentregulations.B.failuretoincludearequiredfeatureinthedesignofatelecommunicationsystem.C.aneedtoengageinbottom-upcostestimating.D.introducingtechnologythatwasnotavailablewhenscopewasoriginallydefined.Answer:C84.Thesubdivisionofmajorprojectdeliverables,asidentifiedinthescopestatement,intosmaller,moremanageablecomponentsiscalled:A.parametricestimation.B.scopedefinition.C.feasibilityanalysis.D.benefit-costanalysis.Answer:B85.Theprocessofestablishingclearandachievableobjectives,measuringtheirachievement,andadjustingperformanceinaccordancewiththeresultsofthemeasurementiscalled:A.strategicplanning.B.alternativeobjectivesinventory.C.managementbyobjectives.D.contingencyplanning.Answer:C

86.Configurationmanagementis:A.usedtoensurethatthedescriptionoftheprojectproductiscorrectandcomplete.B.thecreationoftheworkbreakdownstructure.C.thesetofproceduresdevelopedtoassurethatprojectdesigncriteriaaremet.D.amechanismtotrackbudgetandschedulevariances.Answer:A87.Afundamentaltenetofmodernqualitymanagementholdsthatqualityismostlikelytobeachievedby:A.planningitintotheproject.B.developingcarefulmechanismstoinspectforquality.C.strivingtodothebestjobpossible.

D.conductingqualitycircleactivities.Answer:A88.Yourmostrecentprojectstatusreportcontainsthefollowinginformation:BCWP=3,000,ACWP=3,500,andBCWS=4,000.Theschedulevarianceis:A.+1,000.B.+500.C.-500.D.-1,000.Answer:D89.Learningcurvetheoryemphasizesthatinproducingmanygoods:A.costdecreasesasproductionratesincrease.B.averageunitcostdecreasesasmoreunitsareproduced.C.materialsbecomecheaperwhentheyarepurchasedinbulk.

D.laborersbecomemoreproductivebecauseoftechnologicaladvances.Answer:B90.Rearrangingresourcessothatconstantresourcelevelsaremaintainediscalled:A.floating.B.leveling.C.restructuring.D.crashing.Answer:B91.The_________isatime-phasedbudgetthatwillbeusedtomeasureand

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monitorcostperformanceintheproject.A.workbreakdownstructureB.projectscheduleC.costbaselineD.costbudgetAnswer:C92.Totransfermostofthecostrisktothecontractor,theclientmayusea___________contract.A.costplusawardfeeB.costplusincentivefeeC.costplusfixedfeeD.fixedpriceAnswer:D93.Anappropriatesequenceforriskmanagementactivitiesis:A.riskidentification,riskquantification,andriskresponsedevelopmentandcontrol.B.riskidentification,riskassessment,andriskplanning.C.riskidentification,riskmitigation,andriskmanagement.D.riskidentification,riskelimination,andriskmitigation.Answer:A94.TheoryXholdsthat:A.qualityimprovementslieinthehandsofqualitycircles.B.profitsaretiedtomeetingscheduledeadlines.C.absenteeismistiedtopoorworkingconditions.

D.workersareinherentlyunmotivatedandneedstrongguidance.Answer:D95.Allofthefollowingarecharacteristicsofparametricestimatingexcept:A.historicalinformation.B.quantifiable.C.scalable.D.activitylists.Answer:D96.Inputstocostbudgetingincludeallofthefollowingexcept:A.costbaselineB.costestimateC.workbreakdownstructureD.projectschedule

Answer:A97.Inputsusedduringscopeplanningincludeallofthefollowingexcept:A.constraints.B.projectcharter.C.budget/costanalysis.D.productdescription.Answer:C98.Costcontroloutputsincludeallofthefollowingexcept:A.estimateatcompletion.B.budgetupdates.C.revisedcostestimates.D.costbaseline.Answer:D

99.Riskidentificationoutputsincludethefollowingexcept:A.decisiontrees.B.inputstootherprocesses.C.risksymptoms.D.potentialriskevents.Answer:A100.Inputsintooverallchangecontrolincludeallofthefollowingexcept:A.projectplan.B.changerequests.C.changecontrolsystem.

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D.performancereportsAnswer:C101.Activitydurationestimateinputsincludeallofthefollowingexcept:A.resourcerequirements.B.basisofestimates.C.activitylists.D.constraints.Answer:B102.Allofthefollowingarecontracttypesexcept:A.unit-price.B.make-or-buy.C.costreimbursable.D.lumpsum.Answer:B103.Initiationinputsforaprojectincludeallofthefollowingexcept:A.productdescription.B.strategicplan.C.projectcharter.D.selectioncriteria.Answer:C104.Responsestoriskthreatsincludeallofthefollowingexcept:A.avoidance.B.acceptance.C.mitigation.

D.rejection.Answer:D105.Theprocessofperformancereportingincludesallofthefollowingexcept:A.statusreporting.B.progressreporting.C.forecasting.D.productanalysis.Answer:D106.Constrainedoptimizationmethodsofprojectselectioninclude:A.scoringmodels.B.benefit-costratios.C.multi-objectiveprogrammingalgorithms.

D.subjectiveanalyses.Answer:C107.Whichofthefollowingstatementsconcerningcontracttypeiscorrect?A.afixedpricecontractcontainsthemostriskforthebuyer.B.costreimbursablecontractsoffersellersthehighestprofitpotential.C.lumpsumcontractsoffersellersthegreatestprofitpotential.D.unitpricecontractsareillegalinmanyjurisdictions.Answer:C108.AWorkBreakdownStructure(WBS)numberingsystemshouldallowprojectstaffto:A.identifythelevelatwhichindividualWBSelementsarefound.B.identifyconfigurationmanagementmilestones.

C.estimatethecostsofWBSelements.D.provideprojectjustification.Answer:A109.Allofthefollowingaretruequalitystatementsexcept:A.Qualityimprovementdependsuponbetterdefinitionandincreasedawarenessoftherequirements/specifications.B.Projectqualitymanagementmustaddressbothmanagementoftheprojectandtheproductoftheproject.C.Recognitionofkeyactionsrequiredofeachteammemberisnecessarytomeetqualityobjectives.

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D.Computer-aideddesignsystemscanimprovequality,butonlyattheexpenseofanincreaseinthecostofdesign.Answer:D110.Allofthefollowingareexamplesoftoolsoftenusedincostestimatingexcept:A.parametricmodeling.B.analogousestimating.C.bottom-upestimating.D.activitydurationestimates.Answer:D111.AtXYZInC.,thehourlywageforsemi-skilledworkersis$14.00.Theannualauditshowsthatfringebenefitscost30%ofbasicwages,andthatoverheadcostsare60%ofwagesplusfringebenefits.Whatisthe"loaded"hourlywageforasemi-skilledworkeratXYZInc.?A.$27.14.B.$28.96.C.$30.03.D.$29.12.Answer:D112.Ofthefollowingestimates,whichmostaccuratelyreflecttheactualcostoftheproject?A.conceptualestimates.B.orderofmagnitudeestimates.C.preliminaryestimates.

D.bottom-upestimates.Answer:D113.Themostcrucialtimeforprojectriskassessmentis:A.whenaproblemsurfaces.B.duringtheplanningphase.C.duringtheclose-outphase.D.aftertheprojectschedulehasbeenpublished.Answer:B114.Whenthereisuncertaintyassociatedwithoneormoreaspectsoftheproject,oneofthefirststepstotakeisto:A.reviseprojectplan.B.conductarisk-benefitanalysis.C.conductaneedsanalysis.

D.increasetheestimatedcostoftheproject.Answer:B115.Includingacontingencyreserveintheprojectbudgetisintendedto:A.reducetheprobabilityofscopechanges.B.increasetheprobabilityofscopechanges.C.reducetheprobabilityofacostoverrun.D.increasetheprobabilityofacostoverrun.Answer:C116.Giventheinformationinthefollowingtable,whatistheexpectedvaluefromthisriskevent?ProbabilityResult.4-10,000.3-7,500.2-5,000

.1+2,500A.-10,000.B.-7,500.C.+2,500.D.-7,000.Answer:D117.Acontractorisworkingonafixedpricecontractthatcallsforasingle,lumpsumpaymentuponsatisfactorycompletionofthecontract.Abouthalfwaythroughthecontract,thecontractor'sprojectmanagerinformstheircontractadministratorthatfinancialproblemsaremakingit

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difficultforthemtopaytheiremployeesandsubcontractors.Thecontractorasksforapartialpaymentforworkaccomplished.Whichofthefollowingactionsbythebuyerismostlikelytocauseproblemsfortheproject?A.startingpartialpaymentsforworkaccomplished.B.makingnopaymentsbecauseitwouldviolatetheconditionsofthecontract.C.payingforworkaccomplishedtodate.D.negotiatingachangetothepaymentconditionsinthecontract.Answer:B118.Aprecisedescriptionofaphysicalitem,procedure,orserviceforimplementationofanitemorserviceiscalleda:A.workpackage.B.baseline.C.productdescriptionD.workbreakdownstructure(WBS)element.Answer:C119.Aprojectshouldbeterminatedforallofthefollowingreasonsexcept:A.lackofteamsynergy.B.theprojectnolongermeetsthecompany'sobjectives.C.theresourcesarenotavailabletocompleteprojectactivities.D.projectfundinghasbeensignificantlyreduced.Answer:A

120.Onecommonwaytocomputeestimatedatcompletion(EAC)istotaketheprojectbudgeted-at-completionand:A.divideitbythescheduleperformanceindex.B.multiplyitbythescheduleperformanceindex.C.multiplyitbythecostperformance.D.divideitbythecostperformanceindex.Answer:D121.Whichofthefollowingisatoolusedtosecureexpertjudgment?A.PeerreviewB.DelphitechniqueC.ExpectedvaluetechniqueD.WorkBreakdownStructure(WBS)Answer:B

Explanation:The'Delphitechnique'isacommonlyusedtooltosecureexpertjudgmentwhileinitiatingaproject.'Peerreview'isaprojectselectiontool,'Expectedvalue'isamethodquantitativeriskanalysis,and'WBS'isaproject-planningtool.122.Basedontheinformationprovidedbelow,whichprojectwouldyourecommendpursuing?ProjectI,withBCR(BenefitCostratio)of1:1.6;ProjectII,withNPVofUS$500,000;ProjectIII,withIRR(Internalrateofreturn)of15%ProjectIV,withopportunitycostofUS$500,000.A.ProjectIB.ProjectIII

C.EitherprojectIIorIVD.CannotsayfromthedataprovidedAnswer:BExplanation:ProjectIIIhasanIRRof15%,whichmeanstherevenuesfromtheprojectequalthecostexpendedataninterestrateof15%.Thisisadefinitiveandafavorableparameter,andhencecanberecommendedforselection.ProjectIhaveanunfavorableBCRandhencecannotberecommended.InformationprovidedonprojectsIIandIVisnotdefinitive,andhenceneitherof

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projectsIIandIVqualifiesforapositiverecommendation.123.Whattheprojectmanagertoensurethatallworkintheprojectisincludedshoulddo?A.CreateacontingencyplanB.CreateariskmanagementplanC.CreateaWBSD.CreateascopestatementAnswer:CExplanation:AWBSisadeliverableorientedgroupingofprojectcomponentsthatorganizesanddefinesthetotalscopeoftheproject.124.Whatkindofarelationshipisimpliedwhencompletionofasuccessorisdependentoninitiationofitspredecessor?A.finish-to-start(FS)B.finish-to-finish(FF)C.start-to-start(SS)D.start-to-finish(SF)Answer:DExplanation:Astart-to-finish(SF)relationshipbetweentwoactivitiesimpliesthatthecompletionofsuccessorisdependentontheinitiationofitspredecessor.Afinish-to-start(FS)relationshipbetweentwoactivitiesimpliesthattheinitiationofsuccessorisdependentonthecompletionofpredecessor.Afinish-to-finish(FF)relationshipbetweentwoactivitiesimpliesthatthe

completionofsuccessorisdependentonthecompletionofpredecessor.Astart-to-start(SS)relationshipimpliesthattheinitiationofsuccessorisdependentontheinitiationofpredecessor..125.Whatshouldaprojectmanagerdoorfollowtoensureclearboundariesforprojectcompletion?A.ScopeverificationB.CompleteascopestatementC.ScopedefinitionD.RiskmanagementplanAnswer:BExplanation:Theprojectteammustcompleteascopestatementfordevelopingacommonunderstandingoftheprojectscopeamongstakeholders.Thislistsprojectdeliverables-summarylevelsub-products,whosefullandsatisfactory

deliverymarksthecompletionoftheproject.Scopeverificationistheprocessofsecuringaformalacceptanceoftheprojectscopebystakeholders.Scopedefinitionistheprocessofsubdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponents.Ariskmanagementplaninvolvessettingupprocessesforidentifyinganddealingwithprojectrisks.126.Anorganizationiscertifiedtoastringentenvironmentalstandardandusesthatasthekeydifferentiatorwithitscompetitors.Alternativeidentificationduringscopeplanningforaparticularprojecthasthrownupanexpeditiousapproachtoachieveaprojectneed,butthisinvolvesariskofenvironmentalcontamination.Theteamevaluatesthatthelikelihoodof

theriskisverylow.Whatshouldtheprojectteamdo?A.DropthealternativeapproachB.WorkoutamitigationplanC.ProcureaninsuranceagainsttheriskD.PlanallprecautionstoavoidtheriskAnswer:AExplanation:Theorganization'sreputationbeingatstake,thethresholdforsuchariskwouldbeverylow.Mitigationplanagainstanenvironmentalcontaminationwouldmeanreducingthe

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impact,whichmaynotbeaplausibleresponse.Procuringaninsuranceagainsttheriskwouldonlytransferthemonetaryimpactoftherisk,andnottheintangibleimpactlike,thereputationoftheorganization.Planningprecautionsagainsttheoccurrencewouldstillleaveanopportunityofoccurrence.Thiscannotbecompletelyavoided.Thebestoptionwouldbetodroptheapproach-thatis,completeavoidanceoftherisk.127.Thefollowingthreetasksformtheentirecriticalpathoftheprojectnetwork.Thethreeestimatesofeachofthesetasksaretabulatedbelow.Howlongwouldtheprojecttaketocompleteexpressedwithanaccuracyofonestandarddeviation?TaskOptimisticMostlikelyPessimisticA152547B122235C162732A.75.5B.75.5+/-5.08C.75.5+/-8.5D.75.5+/-2.83Answer:BExplanation:Thecriticalpathisthelongestdurationpaththroughanetworkan

ddeterminestheshortesttimetocompletetheproject.ThePERTestimatesofthetaskslistedare27,22.5&26.Therefore,thelengthofthecriticalpathoftheprojectis27+22.5+26=75.5.Thestandarddeviationsoftheestimatesofthethreetasksaredeterminedas(PO)/6=2,3.83&2.67respectively.ThestandarddeviationofthetotalpathisdeterminedasSq.root(sumofvariances),wherevariance=squareofstandarddeviation.Thus,standarddeviationofcriticalpath=Sq.root(4+14.67+7.13)=5.08.128.Afterastudyoftheworkprocessesonaproject,aqualityauditteamreportstotheprojectmanagerthatirrelevantqualitystandardswere

beingusedbytheproject,whichmightleadtorework.Whatwastheobjectiveoftheprojectmanagerininitiatingthisstudy?A.QualitycontrolB.QualityplanningC.CheckingadherencetoprocessesD.QualityassuranceAnswer:DExplanation:Determiningvalidityofqualitystandards,followedbytheprojectisa'qualityassurance'activity.Complianceofworkresultstorequiredspecificationsisa'qualitycontrol'activity.Determiningqualitystandardsisa'qualityplanning'activity.

'Checkingadherencetoprocesses'isaqualityauditactivitytoensurethatstandardoperatingproceduresorjobinstructiondocuments(SOPsorJIDs)arebeingfollowedforproducingthedeliverablesoftheprocess.129.Whichofthefollowingprovidesthefoundationforteamdevelopment?A.MotivationB.OrganizationaldevelopmentC.ConflictManagementD.IndividualDevelopmentAnswer:D

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Explanation:Individualdevelopment(managerialandtechnical)isthefoundationofateam.130.WhichofthefollowingisNOTaninputtoprojectplanexecution?A.WorkauthorizationsystemB.ProjectplanC.CorrectiveactionD.PreventiveactionAnswer:AExplanation:AProjectplanisthebasisofprojectplanexecutionandisaprimaryinput.Workauthorizationsystemisatoolusedfororchestratingexecutionofvariousprojecttasks.Whereas,CorrectiveandPreventiveactionsareinputstotheprojectplanexecutionprocessfromvariouscontrollingprocesses.131.Aprojectmanagerwouldfindteamdevelopmentthemostdifficultinwhichformoforganization?A.WeakMatrixorganizationB.BalancedMatrixorganizationC.ProjectizedorganizationD.TightMatrixorganizationAnswer:AExplanation:Inafunctionalorganization,theprojectteammembershavedualreportingtotwobosses-theprojectmanagerandthefunctionalmanager.

Inaweakmatrixorganization,thepowerrestswiththefunctionalmanager.Inabalancedmatrixorganization,thepowerissharedbetweenthefunctionalmanagerandtheprojectmanager.Aprojectizedorganizationisgroupedbyprojectsandtheprojectmanagerhascompletecontrolontheprojectanditsteam.ATightmatrixorganizationreferstoco-locatingtheprojectteamandhasnothingtodowithamatrixorganization.Therefore,aprojectmanagerwouldfinditdifficulttodriveteamdevelopmentinaweakmatrixorganization.132.Theprojectmanagerofalargemulti-locationsoftwareprojectteamhas24members,outofwhich5areassignedtotesting.Duetorecent

recommendationsbyanorganizationalqualityauditteam,theprojectmanagerisconvincedtoaddaqualityprofessionaltoleadthetestteamatadditionalcost,totheproject.Theprojectmanagerisawareoftheimportanceofcommunication,forthesuccessoftheprojectandtakesthisstepofintroducingadditionalcommunicationchannels,makingitmorecomplex,inordertoassurequalitylevelsoftheproject.Howmanyadditionalcommunicationchannelsareintroducedasaresultofthisorganizationalchangeintheproject?A.25B.24C.1D.5

Answer:AExplanation:Numberofcommunicationchannelswith"n"members=n*(n-1)/2Originallytheprojecthas25members(includingtheprojectmanager),whichmakesthetotalcommunicationchannelsas25*24/2=300.Withtheadditionofthequalityprofessionalasamemberoftheprojectteam,thecommunicationchannelsincreaseto26*25/2=325.Therefore,theadditionalchannelsasaresultofthechange,thatis,325-300=25.133.Oncetheprojectiscomplete,thecompletesetofprojectrecords

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beforereportingtheissuecorrectly.ChoiceB,thatis,'omitthestatusupdateonthemilestone'isunethical.141.Whichofthefollowingitthelogicalflowofanyproject?A.Planning,Initiating,Executing,Controlling,ClosingB.Initiating,Planning,Controlling,Executing,ClosingC.Planning,Initiating,Executing,Controlling,ClosingD.Initiating,Planning,Executing,Controlling,ClosingAnswer:D142.Inwhichphaseofaprojectwouldyouestimateactivitydurationandresources?A.InitiatingB.ExecutingC.PlanningD.ControllingAnswer:C143.WhichofthefollowingaccordingtothePMBOKisdescribedas,acategoryorrankgiventoentitieshavingthesamefunctionalusebutdifferenttechnicalcharacteristics?A.GradeB.QualityC.FlowdesignD.BenchmarkAnswer:A144.WhichofthefollowingisanothernameforanIshikawadiagram?

A.CauseandEffectDiagramB.BellCurveC.ParetoDiagramD.TrendAnalysisAnswer:A145.Refinementsareconsideredupdatesforthe____.A.GERTB.ADMC.WBSD.CQMAnswer:C146.TheacronymCPPCstandsfor?A.CostPlusPercentageofControl

B.CostPlusPercentageofContractC.CostPlusPercentageofCostD.CostPlusPlusCostAnswer:A147.WhichofthefollowingisnotconsideredpartofMaslowsHierarchyofNeeds?A.SocialneedsB.SafetyC.MotivationD.Self-actualizationAnswer:C148.Parentodiagramsworkonthe___rule.A.50/50

B.60/40C.80/20D.90/10Answer:C149.Whichofthefollowingisakeyaspectofqualitycontrol?A.LimitedinscopeB.MinimalplanningresourcesC.GenericcostcontrolsD.ProjectwidefocusAnswer:D

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150.Thecreatoroftheprojectcharterisidentifiedasthe______.A.ProjectmanagerB.OutsideseniormanagerC.InternalcontrolexpertD.QualitycontrolexpertAnswer:B151.Youaremanagingthereleaseofanewdruginthemarket.Yourroleisthatofa:A.FunctionalManager,becauseyouhavegoodunderstandingfunctionalknowledgeofthepharmaceuticalindustryB.ProjectManager,becauseyouarecreatingauniqueproductwithinspecifictimeschedulesC.OperationsManager,becauseyouhavetodoseveralrepetitivetasksD.ProgramManager,becauseyouhavetomanageseveralsub-projectstoeffectivelydoyourjobAnswer:BExplanation:Projectsinvolvedoingsomethingthathasnotbeendonebeforeandwhichis,therefore,unique.Aproductorservicemaybeuniqueevenifthecategorytowhichitbelongsislarge....Aprojecttobringanewdrugtomarketmayrequirethousandsofdosesofhedrugtosupportclinicaltrials152.Whichofthefollowingisnotthefeatureofaproject?A.ConstrainedbylimitedresourcesB.Planned,executedandcontrolled

C.CreatesuniqueproductorserviceD.MaybeongoingandrepetitiveAnswer:DExplanation:Operationsandprojectsdifferprimarilyinthatoperationsareongoingandrepetitivewhileprojectsaretemporaryandunique.Aprojectcanthusbedefinedintermsofitsdistinctivecharacteristics-aprojectisatemporaryendeavorundertakentocreateauniqueproductorservice153.Youaremanagingthereleaseofanewdruginthemarket.Yourroleisthatofa:A.FunctionalManager,becauseyouhavegoodunderstandingfunctionalknowledgeofthepharmaceuticalindustryB.ProjectManager,becauseyouarecreatingauniqueproductwithin

specifictimeschedulesC.OperationsManager,becauseyouhavetodoseveralrepetitivetasksD.ProgramManager,becauseyouhavetomanageseveralsub-projectstoeffectivelydoyourjobAnswer:BExplanation:Projectsinvolvedoingsomethingthathasnotbeendonebeforeandwhichis,therefore,unique.Aproductorservicemaybeuniqueevenifthecategorytowhichitbelongsislarge.Aprojecttobringanewdrugtomarketmayrequirethousandsofdosesofhedrugtosupportclinicaltrials.154.WhichofthefollowingstatementrelatedtoStandardsandRegulationsisnotcorrect?A.Standardisadocumentapprovedbyarecognizedbody-therecanbe

multiplestandardsforoneproduct.B.RegulationsaremandatorybutStandardsarenotmandatory.C.Standardsafterwidespreadadoptionmaybecomedefactoregulations.D.TheinfluenceofstandardsandregulationsforaprojectisalwaysknownAnswer:DExplanation:Formanyprojects,standardsandregulations(bywhateverdefinition)arewellknownandprojectplanscanreflecttheireffects.Inothercases,theinfluenceisunknownoruncertainandmustbeconsideredunderProjectRiskManagement155.YourITcompanyisresponsibleformakingsoftwarevirus

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programs.Youareresponsibleformanagingboththeindividualproductreleasesandtheco-ordinationofmultiplereleasesovertime.Yourroleisthatofa:A.ProgramManagerB.ProjectManagerC.FunctionalManagerD.OperationsManagerAnswer:AExplanation:Aprogramisagroupofprojectsmanagedinaco-ordinatedwaytoobtainbenefitswhicharenotavailablefrommanagingthemindividually.Manyprogramsalsoinvolveelementsofongoingoperations.156.AProjectManagermusthavegoodunderstandingofthemechanicsofpowerandpoliticstobeeffective.AsdefinedbyPfeffer,powerincludesallthefollowingexcept:A.ThePotentialtoinfluencebehaviorB.PotentialtochangethecourseofeventsandovercomeresistanceC.AbilitytogetpeopletodothingsthattheywouldnototherwisedoD.AbilitytohandlepowerstrugglesandorganizationalgamesAnswer:DExplanation:Pfefferdefinespoweras"thepotentialabilitytoinfluencebehavior,tochangethecourseofevents,toovercomeresistance,andtogetpeopletodothingsthattheywouldnototherwisedo."Thenegativesense,ofcoursederivesfromthefactthatattemptstoreconciletheseinterestsresultinpowerstruggl

esandorganizationalgamesthatcansometimestakeonathoroughlyunproductivelifeoftheirown.157.WhichofthefollowingstatementrelatedtoStandardsandRegulationsisnotcorrect?A.Standardisadocumentapprovedbyarecognizedbody-therecanbemultiplestandardsforoneproduct.B.RegulationsaremandatorybutStandardsarenotmandatory.C.Standardsafterwidespreadadoptionmaybecomedefactoregulations.D.TheinfluenceofstandardsandregulationsforaprojectisalwaysknownAnswer:DExplanation:Formanyprojects,standardsandregulations(bywhateverdefinition)arewellknownandprojectplanscanreflecttheireffects.Inother

cases,theinfluenceisunknownoruncertainandmustbeconsideredunderProjectRiskManagement.158.AProjectManagermusthavegoodunderstandingofthemechanicsofpowerandpoliticstobeeffective.AsdefinedbyPfeffer,powerincludesallthefollowingexcept:A.ThePotentialtoinfluencebehaviorB.PotentialtochangethecourseofeventsandovercomeresistanceC.AbilitytogetpeopletodothingsthattheywouldnototherwisedoD.AbilitytohandlepowerstrugglesandorganizationalgamesAnswer:DExplanation:Pfefferdefinespoweras"thepotentialabilitytoinfluencebehavior,tochangethecourseofevents,toovercomeresistance,andtogetpeopletodo

thingsthattheywouldnototherwisedo."Thenegativesense,ofcoursederivesfromthefactthatattemptstoreconciletheseinterestsresultinpowerstrugglesandorganizationalgamesthatcansometimestakeonathoroughlyunproductivelifeoftheirown.159.Phaseendreviewofprojectsisalsoreferredtoas:A.PhaseExitsB.KillPointsC.StageGatesD.Alltheabove

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Answer:DExplanation:Theconclusionofaprojectphaseisgenerallymarkedbyareviewofbothkeydeliverablesandprojectperformancetodate,toa)determineiftheprojectshouldcontinueintoitsnextphaseandb)detectandcorrecterrorscosteffectively.Thesephase-endreviewsareaftercalledphaseexits,stagegatesorkillpoints160.YouareworkingintheProjectOfficeofyourorganization.Whatisyourjobresponsibility?A.ManagingthedifferentactivitiesofaprojectB.AlwaysbeingresponsiblefortheresultsoftheprojectC.ProvidingsupportfunctionstoProjectManagersintheformoftraining,software,templatesetc.D.ProvidingSubjectMatterExpertiseintheFunctionalareasoftheprojectanswer:CExplanation:ProjectOffice:Thereisarangeofusesforwhatconstitutesaprojectoffice.Aprojectofficemayoperateonacontinuumfromprovidingsupportfunctionstoprojectmanagersintheformoftraining,templates,etc.toactuallybeingresponsiblefortheresultsoftheproject