PMP®ProjectManagementProfessionalExamStudyGuideNinthEdition

KimHeldman

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ToBB,myforeverlove.

CONTENTSAcknowledgments

AbouttheAuthor

Introduction

WhatIsthePMP®Certification?

HowtoBecomePMP®Certified

WhoShouldBuyThisBook?

InteractiveOnlineLearningEnvironmentandTestBank

HowtoUseThisBookandtheTestBank

TheExamObjectives

HowtoContacttheAuthor

PMP®:ProjectManagementProfessionalExamStudyGuide,9thEdition

AssessmentTest

AnswerstoAssessmentTest

Chapter1WhatIsaProject?

IsItaProject?

WhatIsProjectManagement?

SkillsEveryGoodProjectManagerNeeds

UnderstandingOrganizationalStructures

UnderstandingProjectLifeCyclesandProjectManagementProcesses

AgileProjectManagement

UnderstandingHowThisAppliestoYourNextProject

Summary

ExamEssentials

ReviewQuestions

Chapter2CreatingtheProjectCharter

ExploringtheProjectManagementKnowledgeAreas

UnderstandingHowProjectsComeAbout

KickingOfftheProjectCharter

FormalizingandPublishingtheProjectCharter

IdentifyingStakeholders

IntroducingtheKitchenHeavenProjectCaseStudy

UnderstandingHowThisAppliestoYourNextProject

Summary

ExamEssentials

ReviewQuestions

Chapter3DevelopingtheProjectScopeStatement

DevelopingtheProjectManagementPlan

OverviewoftheProjectScopeManagementKnowledgeArea

PlanScopeManagement

CollectingRequirements

DefiningScope

WritingtheProjectScopeStatement

CreatingtheWorkBreakdownStructure

UnderstandingHowThisAppliestoYourNextProject

Summary

ExamEssentials

ReviewQuestions

Chapter4CreatingtheProjectSchedule

OverviewoftheProjectScheduleManagementKnowledgeArea

CreatingtheScheduleManagementPlan

DefiningActivities

UnderstandingtheSequenceActivitiesProcess

EstimatingActivityResources

EstimatingActivityDurations

DevelopingtheProjectSchedule

UnderstandingHowThisAppliestoYourNextProject

Summary

ExamEssentials

ReviewQuestions

Chapter5DevelopingtheProjectBudgetandCommunicatingthePlan

OverviewoftheProjectCostManagementKnowledgeArea

CreatingtheCostManagementPlan

EstimatingCosts

EstablishingtheCostBaseline

UnderstandingStakeholders

OverviewoftheProjectCommunicationManagementKnowledgeArea

CommunicatingthePlan

UnderstandingHowThisAppliestoYourNextProject

Summary

ExamEssentials

ReviewQuestions

Chapter6RiskPlanning

PlanningforRisks

OverviewoftheProjectRiskManagementKnowledgeArea

PlanningYourRiskManagement

IdentifyingPotentialRisk

AnalyzingRisksUsingQualitativeTechniques

QuantifyingRisk

DevelopingaRiskResponsePlan

UnderstandingHowThisAppliestoYourNextProject

Summary

ExamEssentials

ReviewQuestions

CHAPTER7PlanningProjectResources

OverviewoftheProjectProcurementManagementKnowledgeArea

ProcurementPlanning

OverviewoftheProjectResourceManagementKnowledgeArea

DevelopingtheResourceManagementPlan

ProjectQualityManagementKnowledgeAreaOverview

QualityPlanning

BringingItAllTogether

UnderstandingHowThisAppliestoYourNextProject

Summary

ExamEssentials

ReviewQuestions

Chapter8DevelopingtheProjectTeam

DirectingandManagingProjectWork

AcquiringtheProjectTeamandProjectResources

DevelopingtheProjectTeam

ManagingProjectTeams

ImplementRiskResponses

UnderstandingHowThisAppliestoYourNextProject

Summary

ExamEssentials

ReviewQuestions

CHAPTER9ConductingProcurementsandSharingInformation

ConductingProcurements

LayingOutQualityAssuranceProcedures

ManageProjectKnowledge

ManagingProjectInformation

ManagingStakeholderEngagement

UnderstandingHowThisAppliestoYourNextProject

Summary

ExamEssentials

ReviewQuestions

CHAPTER10MeasuringandControllingProjectPerformance

MonitoringandControllingProjectWork

ControllingProcurements

MonitoringCommunications

ManagingPerformIntegratedChangeControl

MonitoringStakeholderEngagement

UnderstandingHowThisAppliestoYourNextProject

Summary

ExamEssentials

ReviewQuestions

CHAPTER11ControllingWorkResults

MonitoringandControllingRisk

ControllingCostChanges

MonitoringandControllingScheduleChanges

UtilizingControlQualityTechniques

ValidatingProjectScope

ControllingScope

ControllingResources

UnderstandingHowThisAppliestoYourNextProject

Summary

ExamEssentials

ReviewQuestions

CHAPTER12ClosingtheProjectandApplyingProfessionalResponsibility

FormulatingProjectCloseout

ClosingOuttheProject

ClosingOuttheProcurements

BalancingStakeholders’InterestsatProjectClose

ProfessionalResponsibility

ApplyingProfessionalKnowledge

UnderstandingHowThisAppliestoYourNextProject

Summary

ExamEssentials

ReviewQuestions

AppendixAAnswerstoReviewQuestions

AppendixBProcessInputsandOutputs

ComprehensiveOnlineLearningEnvironment

EULA

ListofTablesChapter1

TABLE1.1

TABLE1.2

TABLE1.3

TABLE1.4

TABLE1.5

TABLE1.6

TABLE1.7

Chapter2

TABLE2.1

TABLE2.2

TABLE2.3

TABLE2.4

TABLE2.5

TABLE2.6

TABLE2.7

TABLE2.8

TABLE2.9

TABLE2.10

TABLE2.11

TABLE2.12

TABLE2.13

TABLE2.14

Chapter3

TABLE3.1

TABLE3.2

Chapter4

TABLE4.1

TABLE4.2

TABLE4.3

Chapter5

TABLE5.1

Chapter6

TABLE6.1

TABLE6.2

TABLE6.3

Chapter7

Table7.1

Table7.2

Table7.3

Chapter8

Table8.1

Chapter11

Table11.1

ListofIllustrationsChapter1

Figure1.1Projectstakeholders

Figure1.2Functionalorganizationalchart

Figure1.3Project-orientedorganizationalchart

Figure1.4Strongmatrixorganizationalchart

Figure1.5Weakmatrixorganizationalchart

Figure1.6Balancedmatrixorganizationalchart

Figure1.7Projectmanagementprocessgroups

Figure1.8Projectmanagementprocessgroups

Figure1.9Sampleburn-downchart

Chapter2

Figure2.1Exampleofapower/interestgrid

Chapter3

Figure3.1WBSlevelsoneandtwo

Figure3.2WBSlevelsone,two,andthree

Figure3.3FigureWBSlevelsone,two,three,andfour

Chapter4

Figure4.1SampleKanbanboard

Figure4.2ExampleofaPDMorAON

Figure4.3ExampleofanADMmethod

Figure4.4Criticalpathdiagram

Figure4.5Exampleproductvision,releaseplan,anditerationplan

Figure4.6Projectschedulenetworkdiagramwithactivitydates

Figure4.7Ganttchart

Chapter5

Figure5.1Projectbudget

Figure5.2Costbaseline

Figure5.3Costbaseline,fundingrequirements,andcashflow

Figure5.4Networkcommunicationmodel

Chapter6

Figure6.1Riskbreakdownstructure

Figure6.2Riskbubblechart

Figure6.3Tornadodiagram

Figure6.4Decisiontree

Figure6.5Influencediagram

Chapter11

Figure11.1Earnedvalue

Figure11.2Controlchart

Figure11.3Paretochart

Figure11.4Scatterdiagram

AcknowledgmentsThankyouforbuyingPMP®:ProjectManagementProfessionalExamStudyGuide,NinthEdition,tohelpyoustudyandprepareforthePMP®exam.Thousandsofreadersworldwidehaveusedpreviouseditionsofthisbooktohelpthemstudyforandpasstheexam.Becauseoftheirsuccessandtheirrecommendationstofriendsandcoworkers,we’vebeenabletokeepthisstudyguideup-to-datetomatchthechangesmadeinAGuidetotheProjectManagementBodyofKnowledge(PMBOK®Guide),SixthEdition(PMI®,2017).

IwouldalsoliketothankthecountlessinstructorswhousemybookintheirPMP®prepclasses.Thankyouforyourcontinuedinterestinusingitinyourclasses.AbigthanksgoestoallthePMI®chapterswhousethisbookintheirclassesaswell.

Ahugethank-yougoestoNeilEdde,formervicepresidentandpublisheratSybex,fortakingachancewaybackwhenonthefirsteditionofthisbook.Ican’tthankhimenoughforhavingtheforesightatthattimetobelieveinthislittle-knownexam.

Publishingthisbookclearlyfitsthedefinitionofaproject,andtheteamatSybexisoneofthebestprojectteamsyou’lleverfind.Iappreciateallthehardworkanddedicationeveryoneontheteamputintoproducingthisbook.AspecialthanksgoestoKenyonBrown,theacquisitionseditor,forgivingmetheopportunitytoupdatethebookandforhisideasonmakingitstronger.

Next,I’dliketothankDavidClark,thedevelopmenteditor,forhisdiligentworkinhelpingmemakethiseditionthebestitcanbe.AbigthanksalsogoestoChristineO’Connor,theproductioneditor,forallherhelponthebook.Itwasgreattoworkwithher.AndthanksalsotoLizWelch,thecopyeditor,forallherhelp.

Thereweremanyfolksinvolvedbehindthesceneswhoalsodeservemythanks,includingNancyCarrasco,theproofreader,andJohnSleeva,theindexer.

Next,I’dliketothankVaninaMangano,technicaleditor,forherwealthofsuggestionsandideasfornewtopicsIshouldaddtothetext.ItisalwaysapleasuretoworkwithVanina.Sheisatrueprofessional.Vaninaisaninstructorandconsultantinprojectmanagement.IhighlyrecommendVanina’sclassesandvideosifyou’relookingforadditionalstudymaterialsfortheexam.Last,butalwaysthefirstonmylist,ismybestfriendforacoupleofdecadesandcounting,BB.Iloveyou,andIwouldneverhaveaccomplishedwhatIhavetodatewithoutyourloveandsupport.You’rethebest!AndI’dberemissifIdidn’talsothankJasonandLeah,Noelle,Amanda,andJoe,andofcoursethetwobestgranddaughtersontheplanet,KateandJuliette,fortheirsupportandunderstanding.

AbouttheAuthorKimHeldman,MBA,PMP®,istheSeniorManager/CIOfortheRegionalTransportationDistrictinDenver,Colorado.KimdirectsITresourceplanning,budgeting,projectprioritization,andstrategicandtacticalplanning.ShedirectsandoverseesITdesignanddevelopment,enterpriseresourceplanningsystems,ITinfrastructure,applicationdevelopment,cybersecurity,theITprogrammanagementoffice,intelligenttransportationsystems,anddatacenteroperations.

KimoverseestheITportfolioofprojectsrangingfromthosethataresmallinscopeandbudgettomultimillion-dollar,multiyearprojects.Shehasover25yearsofexperienceininformationtechnologyprojectmanagement.Kimhasservedinaseniorleadershiproleforover18yearsandisregardedasastrategicvisionarywithaninnateabilitytocollaboratewithdiversegroupsandorganizations,instillvision,improvemorale,andleadherteamsinachievinggoalstheyneverthoughtpossible.

KimwrotethefirsteditionofPMP®:ProjectManagementProfessionalStudyGuide,publishedbySybex,in2002.Sincethen,thousandsofpeopleworldwidehaveusedthestudyguideinpreparationforthePMP®exam.KimisalsotheauthorofCompTIAProject+StudyGuide:ExamPK0-004,SecondEdition,ProjectManagementJumpStart,ThirdEdition,andProjectManager’sSpotlightonRiskManagement.Kimhasalsopublishedseveralarticlesandiscurrentlyworkingonaleadershipbook.

MostoftheReal-WorldScenariosinthisstudyguidearebasedonKim’sreal-lifeexperiences.Thenamesandcircumstanceshavebeenchangedtoprotecttheinnocent.

Kimcontinuestowriteonprojectmanagementbestpracticesandleadershiptopics,andshespeaksfrequentlyatconferencesandevents.YoucancontactKimatKim.Heldman@gmail.com.Sheloveshearingfromherreadersandpersonallyanswersallheremail.

mailto://Kim.Heldman@gmail.com

IntroductionThisbookwasdesignedforanyonethinkingoftakingtheProjectManagementProfessional(PMP®)examsponsoredbytheProjectManagementInstitute(PMI®).Thiscertificationisgrowinginpopularityanddemandinallareasofbusiness.PMI®hasexperiencedexplosivegrowthinmembershipoverthelastfewyears,andmoreandmoreorganizationsarerecognizingtheimportanceofprojectmanagementcertification.

AlthoughthisbookiswrittenprimarilyforthoseofyoutakingthePMP®exam,youcanalsousethisbooktostudyfortheCertifiedAssociateinProjectManagement(CAPM®)exam.Theexamsaresimilarinstyle,andtheinformationcoveredinthisbookwillhelpyouwitheitherexam.

ThisbookhasbeenupdatedtoreflectthelatesteditionofAGuidetotheProjectManagementBodyofKnowledge(PMBOK®Guide),SixthEdition(PMI®,2017).Itassumesyouhaveknowledgeofgeneralprojectmanagementpractices,althoughnotnecessarilyspecifictothePMBOK®Guide.It’swrittensothatyoucanskimthroughareasyouarealreadyfamiliarwith,pickingupthespecificPMBOK®Guideterminologywhereneededtopasstheexam.You’llfindthattheprojectmanagementprocessesandtechniquesdiscussedinthisbookaredefinedinsuchawaythatyou’llrecognizetasksyou’vealwaysdoneandbeabletoidentifythemwiththePMBOK®Guideprocessnamesormethodologies.

PMI®offersthemostrecognizedcertificationinthefieldofprojectmanagement,andthisbookdealsexclusivelywithitsproceduresandmethods.Projectmanagementconsistsofmanymethods,eachwithitsownterminology,tools,andprocedures.Ifyou’refamiliarwithanotherorganizedprojectmanagementmethodology,don’tassumeyoualreadyknowthePMBOK®Guideprocesses.Istronglyrecommendthatyoulearnalloftheprocesses—theirkeyinputs,toolsandtechniques,andoutputs.TakethetimetomemorizethekeytermsfoundintheGlossaryaswell.Sometimesjustunderstandingthedefinitionofatermwillhelpyouansweraquestion.Itmightbethatyou’vealwaysdonethatparticulartaskorusedthemethodologydescribedbutcalleditbyanothername.Knowthenameofeachprocessanditsprimarypurpose.

Theprocessnames,inputs,toolsandtechniques,outputs,anddescriptionsoftheprojectmanagementprocessgroupsandrelatedmaterialsandfiguresinthisbookarebasedoncontentfromAGuidetotheProjectManagementBodyofKnowledge(PMBOK®Guide),SixthEdition(PMI®,2017).

WhatIsthePMP®Certification?PMI®istheleaderandthemostwidelyrecognizedorganizationintermsofpromotingprojectmanagementbestpractices.PMI®strivestomaintainandendorsestandardsandethicsinthisfieldandofferspublications,training,seminars,chapters,specialinterestgroups,andcollegestofurthertheprojectmanagementdiscipline.

PMI®wasfoundedin1969andfirststartedofferingthePMP®certificationexamin1984.PMI®isaccreditedasanAmericanNationalStandardsInstitute(ANSI)standardsdeveloperandalsohasthedistinctionofbeingthefirstorganizationtohaveitscertificationprogramattainInternationalOrganizationforStandardization(ISO)9001recognition.

PMI®boastsaworldwidemembershipofmorethan470,000,withmembersfrom207countriesandterritoriesaroundtheglobe.LocalPMI®chaptersmeetregularlyandallowprojectmanagerstoexchangeinformationandlearnaboutnewtoolsandtechniquesofprojectmanagementornewwaystouseestablishedtechniques.Iencourageyoutojoinalocalchapterandgettoknowotherprofessionalsinyourfield.

WhyBecomePMP®Certified?ThefollowingbenefitsareassociatedwithbecomingPMP®certified:

Itdemonstratesproofofprofessionalachievement.

Itincreasesyourmarketability.

Itprovidesgreateropportunityforadvancementinyourfield.

Itraisescustomerconfidenceinyouandinyourcompany’sservices.

DemonstratesProofofProfessionalAchievementPMP®certificationisarigorousprocessthatdocumentsyourachievementsinthefieldofprojectmanagement.Theexamtestsyourknowledgeofthedisciplinedapproaches,methodologies,andprojectmanagementpracticesasdescribedinthePMBOK®Guide.

Youarerequiredtohaveseveralyearsofexperienceinprojectmanagementbeforesittingfortheexam,aswellas35hoursofformalprojectmanagementeducation.Yourcertificationassuresemployersandcustomersthatyouarewellgroundedinprojectmanagementpracticesanddisciplines.Itshowsthatyouhavethehands-onexperienceandamasteryoftheprocessesanddisciplinestomanageprojectseffectivelyandmotivateteamstoproducesuccessfulresults.

IncreasesYourMarketabilityManyindustriesarerealizingtheimportanceofprojectmanagementanditsroleintheorganization.Theyarealsoseeingthatsimplyproclaimingaheadtechniciantobea“projectmanager”doesnotmakeitso.Projectmanagement,justlikeengineering,informationtechnology,andahostofothertrades,hasitsownspecificqualificationsandskills.Certificationtellspotentialemployersthatyouhavetheskills,experience,andknowledgetodrivesuccessfulprojectsandultimatelyimprovethecompany’sbottomline.

Acertificationwillalwaysmakeyoustandoutabovethecompetition.Ifyou’reaPMP®credentialholderandyou’recompetingagainstaprojectmanagerwithoutcertification,chancesareyou’llcomeoutasthetoppick.Asahiringmanager,allotherthingsbeingequal,Iwillusuallyoptforthecandidatewhohascertificationoverthecandidatewhodoesn’thaveit.Certificationtellspotentialemployersyouhavegonetheextramile.You’vespenttimestudyingtechniquesandmethodsaswellasemployingtheminpractice.Itshowsdedicationtoyourownprofessionalgrowthandenhancementandtoadheringtoandadvancingprofessionalstandards.

ProvidesOpportunityforAdvancementPMP®certificationdisplaysyourwillingnesstopursuegrowthinyourprofessionalcareerandshowsthatyou’renotafraidofalittlehardworktogetwhatyouwant.Potentialemployerswillinterpretyourpursuitofthiscertificationasahigh-energy,success-driven,can-doattitudeonyourpart.They’llseethatyou’relikelytodisplaythesesamecharacteristicsonthejob,whichwillhelpmakethecompanysuccessful.Yourcertificationdisplaysasuccess-oriented,motivatedattitudethatwillopenupopportunitiesforfuturecareeradvancementsinyourcurrentfieldaswellasinnewareasyoumightwanttoexplore.

RaisesCustomerConfidenceJustasthePMP®certificationassuresemployersthatyou’vegotthebackgroundandexperiencetohandleprojectmanagement,itassurescustomersthattheyhaveacompetent,experiencedprojectmanageratthehelm.Certificationwillhelpyourorganizationsellcustomersonyourabilitytomanagetheirprojects.Customers,likepotentialemployers,wantthereassurancethatthoseworkingforthemhavetheknowledgeandskillsnecessarytocarryoutthedutiesofthepositionandthatprofessionalismandpersonalintegrityareofutmostimportance.Individualswho

holdtheseidealswilltranslatetheirethicsandprofessionalismtotheirwork.Thisenhancesthetrustcustomerswillhaveinyou,whichinturnwillgiveyoutheabilitytoinfluencethemonimportantprojectissues.

HowtoBecomePMP®CertifiedYouneedtofulfillseveralrequirementsinordertositforthePMP®exam.PMI®

hasdetailedthecertificationprocessquiteextensivelyatitswebsite.Gotowww.pmi.organdclicktheCertificationstabtogetthelatestinformationoncertificationproceduresandrequirements.

Asofthiswriting,youarerequiredtofilloutanapplicationtositforthePMP®

exam.YoucansubmitthisapplicationonlineatthePMI®website.Youalsoneedtodocument35hoursofformalprojectmanagementeducation.Thismightincludecollegeclasses,seminars,workshops,andtrainingsessions.Bepreparedtolisttheclasstitles,location,date,andcontent.

Inadditiontofillingouttheapplicationanddocumentingyourformalprojectmanagementtraining,thereisonesetofcriteriayou’llneedtomeettositfortheexam.Thecriteriainthissetfallintotwocategories.Youneedtomeettherequirementsforonlyoneofthesecategories:

Category1isforthosewhohaveabaccalaureatedegree.You’llneedtoprovideproof,viatranscripts,ofyourdegreewithyourapplication.Inaddition,you’llneedtocompleteverificationforms—foundatthePMI®website—thatshow4,500hoursofprojectmanagementexperiencethatspansaminimumofthreeyears.

Category2isforthosewhodonothaveabaccalaureatedegreebutdoholdahighschooldiplomaorequivalent.You’llneedtocompleteverificationformsdocumenting7,500hoursofprojectmanagementexperiencethatspansaminimumoffiveyears.

Asofthiswriting,theexamfeeis$405forPMI®membersingoodstandingand$555fornon-PMI®members.TestingisconductedatPrometrictestingcenters.YoucanfindacenternearyouonthePrometriccenterwebsite,butyouwillnotbeabletoscheduleyourexamuntilyourapplicationisapprovedbyPMI®.YouhaveoneyearfromthetimePMI®receivesandapprovesyourcompletedapplicationtotaketheexam.You’llneedtobringtwoformsofidentification,suchasadriver’slicenseandacreditcardinyourname,withyoutothePrometrictestingcenteronthetestday.Youwillnotbeallowedtotakeanythingwithyouintothetestingroomandwillbeprovidedwithalockertostoreyourpersonalbelongings.Youwillbegivenacalculator,pencils,andscrappaper.Youwillturninallscrappaper,includingthenotesandsquigglesyou’vejottedduringthetest,tothecenteruponcompletionoftheexam.

Theexamisscoredimmediately,soyouwillknowwhetheryou’vepassedatthe

http://www.pmi.org

conclusionofthetest.You’regivenfourhourstocompletetheexam,whichconsistsof200randomlygeneratedquestions.Only175ofthe200questionsarescored.Twenty-fiveofthe200questionsare“pretest”questionsthatwillappearrandomlythroughouttheexam.These25questionsareusedbyPMI®todeterminestatisticalinformationandtodeterminewhethertheycanorshouldbeusedonfutureexams.YouwillreceiveascoreofProficient,ModeratelyProficient,orBelowProficientforeachexamdomain,aswellasaPassorFailscore.BecausePMI®usespsychometricanalysistodeterminewhetheryouhavepassedtheexam,apassingscoreisnotpublished.Thequestionsontheexamcoverthefiveprocessgroupsandprofessionalresponsibility.You’llanswerquestionsonthefollowing:

Initiating

Planning

Executing

MonitoringandControlling

Closing

ProfessionalResponsibility

Questionspertainingtoprofessionalresponsibilityontheexamwillbeintermixedwithquestionsforalltheprocessgroups.Youwon’tseeasectionorsetofquestionsdevotedsolelytoprofessionalresponsibility,butyouwillneedtounderstandalloftheconceptsinthisarea.I’vedevotedagoodportionofthelastchapterofthisbooktodiscussingprofessionalresponsibilitytopics.

Allunansweredquestionsarescoredaswronganswers,soitbenefitsyoutoguessatananswerifyou’restumpedonaquestion.

Afteryou’vereceivedyourcertification,you’llberequiredtoearn60professionaldevelopmentunits(PDUs)everythreeyearstomaintaincertification.ApproximatelyonehourofstructuredlearningtranslatestoonePDU.ThePMI®

websitedetailswhatactivitiesconstituteaPDU,howmanyPDUseachactivityearns,andhowtoregisteryourPDUswithPMI®tomaintainyourcertification.Asanexample,attendanceatalocalchaptermeetingearnsonePDU.

WhoShouldBuyThisBook?IfyouareseriousaboutpassingthePMP®exam(ortheCAPM®examforthatmatter),youshouldbuythisbookanduseittostudyfortheexam.Thisbookis

uniqueinthatitwalksyouthroughtheprojectprocessesfrombeginningtoend,justasprojectsareperformedinpractice.Whenyoureadthisbook,youwillbenefitfromtheexplanationsofspecificPMBOK®Guideprocessesandtechniquescoupledwithreal-lifescenariosthatdescribehowprojectmanagersindifferentsituationshandleproblemsandthevariousissuesallprojectmanagersareboundtoencounterduringtheircareers.Thisstudyguidedescribesindetailtheexamobjectivetopicsineachchapterandhasattemptedtocoveralloftheimportantprojectmanagementconcepts.

InteractiveOnlineLearningEnvironmentandTestBankTheinteractiveonlinelearningenvironmentthataccompaniesPMP®ProjectManagementProfessionalExamStudyGuide,NinthEditionprovidesatestbankwithstudytoolstohelpyouprepareforthecertificationexam—andtoincreaseyourchancesofpassingitthefirsttime!Thetestbankincludesthefollowingtools:

SampleTestsAllofthequestionsinthisbookareprovided,includingtheAssessmentTest,whichyou’llfindattheendofthisIntroduction,andtheChapterTeststhatincludethereviewquestionsattheendofeachchapter.Inaddition,therearetwoPracticeExams.Usethesequestionstotestyourknowledgeofthestudyguidematerial.Theonlinetestbankrunsonmultipledevices.

FlashcardsQuestionsareprovidedindigitalflashcardformat(aquestionfollowedbyasinglecorrectanswer).Youcanusetheflashcardstoreinforceyourlearningandforlast-minutetestprepbeforetheexam.

OtherStudyToolsSeveralbonusstudytoolsareincluded:

GlossaryThekeytermsfromthisbookandtheirdefinitionsareavailableasafullysearchablePDF.

BonusQuestionsSupplementthetopicsinthebookwithbonusquestionsthat’llhelpyoutestyourknowledgeandunderstandingofconcepts.

AudioInstructionandReviewWithovertwohoursofaudioinstruction,youcanlistentotheauthorreviewessentialconcepts,helpingyoutoincreaseyourunderstandingandfine-tunecriticalskills.

Gotohttp://sybextestbanks.wiley.comtoregisterandgainaccesstothisinteractiveonlinelearningenvironmentandtestbankwithstudytools.

http://sybextestbanks.wiley.com

HowtoUseThisBookandtheTestBankI’veincludedseveralstudytools,bothinthebookandinthetestbankathttp://sybextestbanks.wiley.com.FollowingthisIntroductionisanassessmenttestthatyoucanusetocheckyourreadinessfortheactualexam.Takethistestbeforeyoustartreadingthebook.Itwillhelpyouidentifytheareasyoumayneedtobrushupon.Theanswerstotheassessmenttestappearafterthelastquestionofthetest.Eachanswerincludesanexplanationandanotetellingyouinwhichchapterthismaterialappears.

ExamEssentialsappearattheendofeverychaptertohighlightthetopicsyou’llmostlikelyfindontheexamandhelpyoufocusonthemostimportantmaterialcoveredinthechaptersothatyou’llhaveasolidunderstandingofthoseconcepts.However,itisn’tpossibletopredictwhatquestionswillbecoveredonyourparticularexam,sobesuretostudyeverythinginthechapter.

Liketheexamitself,thisstudyguideisorganizedintermsofprocessgroupsandthenaturalsequenceofeventsaprojectgoesthroughinitslifecycle.Thisisincontrasttootherstudyguides,wherematerialisorganizedbyKnowledgeArea(HumanResourceManagement,CommunicationsManagement,andsoon);suchorganizationcanmakemappingtheprocessesineachKnowledgeAreatoprocessgroupsconfusingwhenyou’restudyingfortheexam.

Reviewquestionsarealsoprovidedattheendofeverychapter.Youcanusethemtogaugeyourunderstandingofthesubjectmatterbeforereadingthechapterandtopointouttheareasinwhichyouneedtoconcentrateyourstudytime.Asyoufinisheachchapter,answerthereviewquestionsandthenchecktoseewhetheryouranswersareright—thecorrectanswersappearinAppendixA.Youcangobacktorereadthesectionthatdealswitheachquestionyougotwrongtoensurethatyouanswerthequestioncorrectlythenexttimeyouaretestedonthematerial.Ifyoucanansweratleast80percentofthereviewquestionscorrectly,youcanprobablyfeelcomfortablemovingontothenextchapter.Ifyoucan’tanswerthatmanycorrectly,rereadthechapter,orthesectionthatseemstobegivingyoutrouble,andtrythequestionsagain.You’llalsofindmorethan200flashcardquestionsonthewebsiteforon-the-goreview.

http://sybextestbanks.wiley.com

Don’trelyonstudyingthereviewquestionsexclusivelyasyourstudymethod.Thequestionsyou’llseeontheexamwillbedifferentfromthequestionspresentedinthebook.Thereare200randomlygeneratedquestionsonthePMP®examand150ontheCAPM®,soitisn’tpossibletocovereverypotentialexamquestioninthereviewquestionssectionofeachchapter.Makesureyouunderstandtheconceptsbehindthematerialpresentedineachchapterandmemorizealltheformulasaswell.

Inadditiontotheassessmenttestandthereviewquestions,you’llfindbonusexamsonline.Takethesepracticeexamsjustasifyouwereactuallytakingtheexam(thatis,withoutanyreferencematerial).Whenyouhavefinishedthefirstexam,moveontothenextexamtosolidifyyourtest-takingskills.Ifyougetmorethan85percentoftheanswerscorrect,you’rereadytotaketherealexam.

Finally,youwillnoticevariousReal-WorldScenariosidebarsthroughouteachchapter.Theyaredesignedtogiveyouinsightintohowthevariousprocessesandtopicareasapplytoreal-worldsituations.

TheExamObjectivesBehindeverycertificationexam,youcanbesuretofindexamobjectives—thebroadtopicsinwhichtheexamdeveloperswanttoensureyourcompetency.PMP®examobjectivesarelistedatthebeginningofeverychapterinthisbook.

ExamobjectivesaresubjecttochangeatanytimewithoutpriornoticeandatthesolediscretionofPMI®.PleasevisittheCertificationspageofPMI®’swebsite,www.pmi.org,forthemostcurrentlistingofexamobjectives.

HowtoContacttheAuthorIwelcomeyourfeedbackaboutthisbookoraboutbooksyou’dliketoseefrommeinthefuture.YoucanreachmeatKim.Heldman@gmail.com.Formoreinformationaboutmywork,pleasevisitmywebsiteatKimHeldman.com.

PMP®:ProjectManagementProfessionalExamStudyGuide,9thEdition

http://www.pmi.orgmailto://Kim.Heldman@gmail.comhttp://KimHeldman.com

Updatedforthe2018Exam

ExamObjectives

Objective Chapter

PerformanceDomainI:Initiating

Task1:Performprojectassessmentbasedonavailableinformation,lessonslearnedfrompreviousprojects,andmeetingswithrelevantstakeholdersinordertosupportevaluationofthefeasibilityofnewproductsorserviceswithinthegivenassumptionsand/orconstraints.

2

Task2:Identifykeydeliverablesbasedonthebusinessrequirementsinordertomanagecustomerexpectationsanddirecttheachievementofprojectgoals.

2

Task3:Performstakeholderanalysisusingappropriatetoolsandtechniquesinordertoalignexpectationsandgainsupportfortheproject.

2

Task4:Identifyhigh-levelrisks,assumptions,andconstraintsbasedonthecurrentenvironment,organizationalfactors,historicaldata,andexpertjudgment,inordertoproposeanimplementationstrategy.

2

Task5:Participateinthedevelopmentoftheprojectcharterbycompilingandanalyzinggatheredinformationinordertoensureprojectstakeholdersareinagreementonitselements.

2

Task6:Obtainprojectcharterapprovalfromthesponsor,inordertoformalizetheauthorityassignedtotheprojectmanagerandgaincommitmentandacceptancefortheproject.

2

Task7:Conductbenefitanalysiswithrelevantstakeholderstovalidateprojectalignmentwithorganizationalstrategyandexpectedbusinessvalue.

2

Task8:Informstakeholdersoftheapprovedprojectchartertoensurecommonunderstandingofthekeydeliverables,milestones,andtheirrolesandresponsibilities.

2

PerformanceDomainII:Planning

Task1:Reviewandassessdetailedprojectrequirements,constraints,andassumptionswithstakeholdersbasedontheprojectcharter,lessonslearned,andbyusingrequirementgatheringtechniquesinordertoestablishdetailedprojectdeliverables.

3

Task2:Developascopemanagementplan,basedontheapprovedprojectscopeandusingscopemanagementtechniques,inordertodefine,maintain,andmanagethescopeoftheproject.

3

Task3:Developthecostmanagementplanbasedontheprojectscope, 5

schedule,resources,approvedprojectcharterandotherinformation,usingestimatingtechniques,inordertomanageprojectcosts.

Task4:Developtheprojectschedulebasedontheapprovedprojectdeliverablesandmilestones,scope,andresourcemanagementplansinordertomanagetimelycompletionoftheproject.

4

Task5:Developthehumanresourcemanagementplanbydefiningtherolesandresponsibilitiesoftheprojectteammembersinordertocreateaprojectorganizationalstructureandprovideguidanceregardinghowresourceswillbeassignedandmanaged.

7

Task6:Developthecommunicationsmanagementplanbasedontheprojectorganizationalstructureandstakeholderrequirements,inordertodefineandmanagetheflowofprojectinformation.

5

Task7:Developtheprocurementmanagementplanbasedontheprojectscope,budget,andschedule,inordertoensurethattherequiredprojectresourceswillbeavailable.

7

Task8:Developthequalitymanagementplananddefinethequalitystandardsfortheprojectanditsproducts,basedontheprojectscope,risks,andrequirements,inordertopreventtheoccurrenceofdefectsandcontrolthecostofquality.

7

Task9:Developthechangemanagementplanbydefininghowchangeswillbeaddressedandcontrolledinordertotrackandmanagechange.

3

Task10:Planforriskmanagementbydevelopingariskmanagementplan;identifying,analyzing,andprioritizingprojectrisks;creatingtheriskregister;anddefiningriskresponsestrategiesinordertomanageuncertaintyandopportunitythroughouttheprojectlifecycle.

6

Task11:Presenttheprojectmanagementplantotherelevantstakeholdersaccordingtoapplicablepoliciesandproceduresinordertoobtainapprovaltoproceedwithprojectexecution.

7

Task12:Conductkickoffmeeting,communicatingthestartoftheproject,keymilestones,andotherrelevantinformationinordertoinformandengagestakeholdersandgaincommitment.

3

Task13:Developthestakeholdermanagementplanbyanalyzingneeds,interests,andpotentialimpactinordertoeffectivelymanagestakeholders’expectationsandengagetheminprojectdecisions.

5

PerformanceDomainIII:Executing

Task1:Acquireandmanageprojectresourcesbyfollowingthehumanresourceandprocurementmanagementplansinordertomeetprojectrequirements.

8,9

Task2:Managetaskexecutionbasedontheprojectmanagementplanbyleadinganddevelopingtheprojectteaminordertoachieveproject

8,9

deliverables.

Task3:Implementthequalitymanagementplanusingtheappropriatetoolsandtechniquesinordertoensurethatworkisperformedinaccordancewithrequiredqualitystandards.

9

Task4:Implementapprovedchangesandcorrectiveactionsbyfollowingthechangemanagementplaninordertomeetprojectrequirements.

9

Task5:Implementapprovedactionsbyfollowingtheriskmanagementplaninordertominimizetheimpactoftherisksandtakeadvantageofopportunitiesontheproject.

8

Task6:Managetheflowofinformationbyfollowingthecommunicationsplaninordertokeepstakeholdersengagedandinformed.

9

Task7:Maintainstakeholderrelationshipsbyfollowingthestakeholdermanagementplaninordertoreceivecontinuedsupportandmanageexpectations.

9

PerformanceDomainIV:MonitoringandControlling

Task1:Measureprojectperformanceusingappropriatetoolsandtechniquesinordertoidentifyandquantifyanyvariancesandcorrectiveactions.

10,11

Task2:Managechangestotheprojectbyfollowingthechangemanagementplaninordertoensurethatprojectgoalsremainalignedwithbusinessneeds.

10

Task3:Verifythatprojectdeliverablesconformtothequalitystandardsestablishedinthequalitymanagementplanbyusingappropriatetoolsandtechniquestomeetprojectrequirementsandbusinessneeds.

11

Task4:Monitorandassessriskbydeterminingwhetherexposurehaschangedandevaluatingtheeffectivenessofresponsestrategiesinordertomanagetheimpactofrisksandopportunitiestotheproject.

11

Task5:Reviewtheissuelog,updateifnecessary,anddeterminecorrectiveactionsbyusingappropriatetoolsandtechniquesinordertominimizetheimpactontheproject.

11

Task6:Capture,analyze,andmanagelessonslearnedusinglessonslearnedmanagementtechniquesinordertoenablecontinuousimprovement.

10,11

Task7:Monitorprocurementactivitiesaccordingtotheprocurementplaninordertoverifycompliancewithprojectobjectives.

10

PerformanceDomainV:Closing

Task1:Obtainfinalacceptanceoftheprojectdeliverablesfromrelevantstakeholdersinordertoconfirmthatprojectscopeanddeliverableswereachieved.

12

Task2:Transfertheownershipofdeliverablestotheassignedstakeholdersinaccordancewiththeprojectplaninordertofacilitateprojectclosure.

12

Task3:Obtainfinancial,legal,andadministrativeclosureusinggenerallyacceptedpracticesandpoliciesinordertocommunicateformalprojectclosureandensuretransferofliability.

12

Task4:Prepareandsharethefinalprojectreportaccordingtothecommunicationsmanagementplaninordertodocumentandconveyprojectperformanceandassistinprojectevaluation.

12

Task5:Collatelessonslearnedthatweredocumentedthroughouttheprojectandconductacomprehensiveprojectreviewinordertoupdatetheorganization’sknowledgebase.

12

Task6:Archiveprojectdocumentsandmaterialsusinggenerallyacceptedpracticesinordertocomplywithstatutoryrequirementsandforpotentialuseinfutureprojectsandaudits.

12

Task7:Obtainfeedbackfromrelevantstakeholdersusingappropriatetoolsandtechniquesandbasedonthestakeholdermanagementplaninordertoevaluatetheirsatisfaction.

12

ExamobjectivesaresubjecttochangeatanytimewithoutpriornoticeandatPMI®’ssolediscretion.PleasevisitPMI®’swebsite(www.pmi.org)forthemostcurrentlistingofexamobjectives.

AssessmentTest1. Theprojectsponsorhasapproachedyouwithadilemma.Attheannualstockholdersmeeting,theCEOannouncedthattheprojectyou’remanagingwillbecompletedbytheendofthisyear.Theproblemisthatthisissixmonthspriortothescheduledcompletiondate.It’stoolatetogobackandcorrecthermistake,andnowstockholdersexpectimplementationbytheannounceddate.Youmustspeedupthedeliverydateofthisproject.Yourprimaryconstraintbeforethisoccurredwasthebudget.Choosethebestactionfromtheoptionslistedtospeeduptheproject.

http://www.pmi.org

A. Hiremoreresourcestogettheworkcompletedfaster.

B. Askformoremoneysothatyoucancontractoutoneofthephasesyouhadplannedtodowithin-houseresources.

C. UtilizenegotiationandinfluencingskillstoconvincetheprojectsponsortospeakwiththeCEOandmakeacorrectiontoherannouncement.

D. Examinetheprojectmanagementplantoseewhetherthereareanyphasesthatcanbefasttracked,andthenrevisetheprojectmanagementplantoreflectthecompressionoftheschedule.

2. Thesetypesofdependenciescancreatearbitrarytotalfloatvaluesandlimityourschedulingoptions.

A. Discretionary

B. External

C. Mandatory

D. Hardlogic

3. Projectmanagersspendwhatpercentageoftheirtimecommunicating?

A. 90

B. 85

C. 75

D. 50

4. Whichofthefollowingisnotanothertermforinspections?

A. Reviews

B. Assessment

C. Walkthrough

D. Audits

5. TheprimaryfunctionoftheClosingprocessesistoperformallofthefollowingexceptwhichone?

A. Formalizelessonslearnedanddistributethisinformationtoprojectparticipants.

B. Completeallactivitiesassociatedwithclosingouttheproject.

C. Validatethedeliverablesarecompleteandaccurate.

D. Ensureallprojectworkiscompleteandaccurate.

6. Duringyourprojectmeeting,aproblemwasdiscussed,andaresolutiontotheproblemwasreached.Duringthemeeting,theparticipantsstartedwonderingwhytheythoughttheproblemwassuchabigissue.Sometimeafterthe

meeting,youreceivedanemailfromoneofthemeetingparticipantssayingthey’vechangedtheirmindaboutthesolutionreachedinthemeetingandneedtoresurfacetheproblem.Thesolutionreachedduringtheinitialprojectmeetingisaresultofwhichofthefollowingconflictresolutiontechniques?

A. Collaborate

B. Forcing

C. Smoothing

D. Storming

7. Whataredecisionmodels?

A. Projectselectioncriteria

B. Projectselectionmethods

C. Projectselectioncommittees

D. Projectresourceandbudgetselectionmethods

8. You’vebeenassignedasaprojectmanageronaresearchanddevelopmentprojectforanewdentalprocedure.You’reworkingintheProjectScopeManagementKnowledgeArea.Whatisthepurposeofthescopemanagementplan?

A. Thescopemanagementplandescribesanddocumentsascopebaselinetohelpmakefutureprojectdecisions.

B. Thescopemanagementplandecomposesprojectdeliverablesintosmallerunitsofwork.

C. Thescopemanagementplandescribeshowprojectscopewillbedevelopedandhowscopechangeswillbemanaged.

D. Thescopemanagementplandescribeshowcostandtimeestimateswillbedevelopedforprojectscopechanges.

9. WhichofthefollowingstatementsregardingIshikawadiagramsintheIdentifyRisksprocessisnottrue?

A. Ishikawadiagramsarealsocalledcause-and-effectdiagrams.

B. Ishikawadiagramsarealsocalledfishbonediagrams.

C. Ishikawadiagramsarepartofthediagrammingtoolandtechniqueofthisprocess.

D. Ishikawadiagramsshowthestepsneededtoidentifytherisk.

10. WhichofthefollowingliststheoutputsofthePerformIntegratedChangeControlprocess?

A. Approvedchangerequests,workperformanceinformation,project

managementplanupdates(anycomponent),projectdocumentsupdates(changelog)

B. Approvedchangerequests,projectmanagementplanupdates(anycomponent),projectdocumentsupdates(changelog),enterpriseenvironmentalfactorsupdates

C. Approvedchangerequests,projectmanagementplanupdates(anycomponent),projectdocumentsupdates(changelog)

D. Approvedchangerequests,projectmanagementplanupdates(anycomponent),projectdocumentsupdates(changelog),organizationalprocessassetsupdates

11. Whatisoneofthemostimportantskillsaprojectmanagercanhave?

A. Negotiationskills

B. Influencingskills

C. Communicationskills

D. Businessskills

12. Allofthefollowingareatypeofprojectendingexceptforwhichone?

A. Extinction

B. Starvation

C. Desertion

D. Addition

13. Youaretheprojectmanagerforaconstructioncompanythatisbuildinganewcityandcountyofficebuildinginyourcity.YourCCBrecentlyapprovedascopechange.Youknowthatscopechangemightcomeaboutasaresultofallofthefollowingexceptwhichone?

A. Schedulerevisions

B. Productscopechange

C. Changestotheagreed-onWBS

D. Changestotheprojectrequirements

14. YouaretheprojectmanagerforXylophonePhonics.Itproduceschildren’ssoftwareprogramsthatteachbasicreadingandmathskills.You’reperformingcostestimatesforyourprojectanddon’thavealotofdetailsyet.Whichofthefollowingtechniquesshouldyouuse?

A. Analogousestimatingtechniques,becausethisisaformofexpertjudgmentthatuseshistoricalinformationfromsimilarprojects

B. Bottom-upestimatingtechniques,becausethisisaformofexpert

judgmentthatuseshistoricalinformationfromsimilarprojects

C. MonteCarloanalysis,becausethisisamodelingtechniquethatusessimulationtodetermineestimates

D. Parametricmodeling,becausethisisaformofsimulationusedtodetermineestimates

15. Projectmanagershavethehighestlevelofauthorityandthemostpowerinwhichtypeoforganizationalstructure?

A. Project-oriented

B. Simple

C. Functional

D. Hybrid

16. Thisprocessisconcernedwithdeterminingtheengagementlevelsofthestakeholders.

A. PlanCommunicationsManagement

B. ManageCommunications

C. PlanStakeholderEngagement

D. ManageStakeholderEngagement

17. Allofthefollowingstatementsaretrueregardingriskeventsexceptwhichone?

A. Projectrisksareuncertainevents.

B. Ifrisksoccur,theycanhaveapositiveornegativeeffectonprojectobjectives.

C. Unknownriskscanbethreatstotheprojectobjectives,andnothingcanbedonetoplanforthem.

D. Risksthathavemoreperceivedrewardstotheorganizationthanconsequencesshouldbeaccepted.

18. WhichofthefollowingdescribesthekeyfocusorpurposeoftheManageProjectKnowledgeprocess?

A. Gathering,creating,storing,distributing,retrieving,anddisposingofprojectinformation

B. Managingcommunications,resolvingissues,engagingothersontheproject,managingexpectations,improvingprojectperformancebyimplementingrequestedchanges,andmanagingconcernsinanticipationofpotentialproblems

C. Sharingorganizationalandprojectknowledgeandcreatingnewknowledge

thatcanbesharedinthefuture

D. Performingsystematicactivitiestodeterminewhichprocessesshouldbeusedtoachievetheprojectrequirements,andtoensurethatactivitiesandprocessesareperformedefficientlyandeffectively

19. YouaretheprojectmanagerforXylophonePhonics.Thiscompanyproduceschildren’ssoftwareprogramsthatteachbasicreadingandmathskills.Youarereadytoassignprojectroles,responsibilities,andreportingrelationships.OnwhichprojectPlanningprocessareyouworking?

A. EstimateActivityResources

B. PlanResourceManagement

C. AcquireResources

D. PlanOrganizationalResources

20. YouknowthatPV=470,AC=430,EV=460,EAC=500,andBAC=525.WhatisVAC?

A. 65

B. 20

C. 25

D. 30

21. Youareaprojectmanagerwhohasrecentlyheldaprojectteamkickoffmeetingwherealltheteammemberswereformallyintroducedtoeachother.Someoftheteammembersknoweachotherfromotherprojectsandhavebeenworkingwithyouforthepastthreeweeks.Whichofthefollowingstatementsisnottrue?

A. Teambuildingimprovestheknowledgeandskillsofteammembers.

B. Teambuildingbuildsfeelingsoftrustandagreementamongteammembers,whichcanimprovemorale.

C. Teambuildingcancreateadynamicenvironmentandcohesiveculturetoimproveproductivityofboththeteamandtheproject.

D. Teambuildingoccursthroughoutthelifeoftheprojectandcanestablishclearexpectationsandbehaviorsforprojectteammembers,leadingtoincreasedproductivity.

22. YouareaprojectmanagerfortheSwirlingSeasCruisesfooddivision.You’reconsideringtwodifferentprojectsregardingfoodservicesonthecruiselines.TheinitialcostofProjectFish’nforChipswillbe$800,000,withexpectedcashinflowsof$300,000perquarter.ProjectPicnic’spaybackperiodissixmonths.Whichprojectshouldyourecommend?

A. ProjectFish’nforChips,becauseitspaybackperiodistwomonthsshorter

thanProjectPicnic’s

B. ProjectFish’nforChips,becausethecostsonProjectPicnicareunknown

C. ProjectPicnic,becauseProjectFish’nforChips’spaybackperiodisfourmonthslongerthanProjectPicnic’s

D. ProjectPicnic,becauseProjectFish’nforChips’spaybackperiodistwomonthslongerthanProjectPicnic’s

23. Whichofthefollowingcompressiontechniquesincreasesrisk?

A. Crashing

B. Resourceleveling

C. Fasttracking

D. Leadandlag

24. Nametheethicalcodeyou’llberequiredtoadheretoasaPMP®credentialholder.

A. ProjectManagementPolicyandEthicsCode

B. PMI®StandardsandEthicsCodeofConduct

C. ProjectManagementCodeofProfessionalEthics

D. PMI®CodeofEthicsandProfessionalConduct

25. Youhavebeenassignedtoaprojectthatwillallowjobseekerstofilloutapplicationsandsubmitthemviathecompanywebsite.YoureporttotheVPofhumanresources.Youarealsoresponsibleforscreeningapplicationsfortheinformationtechnologydivisionandsettingupinterviews.Theprojectcoordinatorhasaskedforthelatestversionofyourchangestotheonlineapplicationpageforhisreview.Whichorganizationalstructuredoyouworkin?

A. Functionalorganization

B. Weakmatrixorganization

C. Virtualorganization

D. Balancedmatrixorganization

26. YouaretheprojectmanagerforLuckyStarsCandies.You’veidentifiedtherequirementsfortheprojectanddocumentedthemwhere?

A. Intherequirementsdocumentation,whichwillbeusedasaninputtotheCreateWBSprocess

B. Intheprojectscopestatement,whichisusedasaninputtotheCreateWBSprocess

C. Intheproductrequirementsdocument,whichisanoutputoftheDefine

Scopeprocess

D. Intheprojectspecificationsdocument,whichisanoutputoftheDefineScopeprocess

27. Whatisthepurposeoftheprojectcharter?

A. Torecognizeandacknowledgetheprojectsponsor

B. Torecognizeandacknowledgetheexistenceoftheprojectandcommitorganizationalresourcestotheproject

C. Toacknowledgetheexistenceoftheprojectteam,projectmanager,andprojectsponsor

D. Todescribetheselectionmethodsusedtochoosethisprojectoveritscompetitors

28. WhichofthefollowingaretoolsandtechniquesoftheIdentifyStakeholdersprocess?

A. Expertjudgment,datagathering,dataanalysis,datarepresentation,andmeetings

B. Expertjudgment,stakeholderanalysis,datarepresentation,andmeetings

C. Stakeholderanalysisandexpertjudgment

D. Datarepresentation,stakeholdermanagementstrategy,expertjudgment,andmeetings

29. Youareaprojectmanagerworkingonasoftwaredevelopmentproject.You’vedevelopedtheriskmanagementplan,identifiedrisks,anddeterminedriskresponsesfortherisks.Ariskeventoccurs,andyouimplementtheresponse.Then,anotherriskeventoccursasaresultoftheresponseyouimplemented.Whattypeofriskisthis?

A. Triggerrisk

B. Residualrisk

C. Secondaryrisk

D. Mitigatedrisk

30. Youareworkingonaprojectthatwillupgradethephonesysteminyourcustomerservicecenter.Youhaveconsideredusinganalogousestimating,parametricestimating,bottom-upestimating,andthree-pointestimatingtodetermineactivitycosts.Whichprocessdoesthisdescribe?

A. EstimatingActivityResources

B. EstimateCosts

C. DetermineBudget

D. EstimatingActivityCosts

31. Failurecostsarealsoknownaswhichofthefollowing?

A. Internalcosts

B. Costofpoorquality

C. Costofkeepingdefectsoutofthehandsofcustomers

D. Preventioncosts

32. FeedingbuffersandtheprojectbufferarepartofwhichofthefollowingDevelopScheduletoolandtechnique?

A. Criticalpathmethod

B. Schedulenetworkanalysis

C. Applyingleadsandlags

D. Criticalchainmethod

33. Youareworkingonaprojectthatwillupgradethephonesysteminyourcustomerservicecenter.Youhaveusedbottom-upestimatingtechniquestoassigncoststotheprojectactivitiesandhavedeterminedthecostbaseline.Whichofthefollowingstatementsistrue?

A. YouhavecompletedtheEstimateCostprocessandnowneedtocompletetheDetermineBudgetprocesstodeveloptheproject’scostbaseline.

B. YouhavecompletedtheEstimateCostprocessandestablishedacostbaselinetomeasurefutureprojectsagainst.

C. YouhavecompletedtheDetermineBudgetprocessandnowneedtocompletetheScheduleDevelopmentprocesstoestablishaprojectbaselinetomeasurefutureprojectperformanceagainst.

D. YouhavecompletedtheDetermineBudgetprocess,andthecostbaselinewillbeusedtomeasurefutureprojectperformance.

34. EachofthefollowingoptionsdescribesanelementoftheDevelopProjectManagementPlanprocessexceptforwhichone?

A. Projectcharter

B. Outputsfromotherplanningprocesses

C. Configurationmanagementsystem

D. Organizationalprocessassets

35. Therearelikelytobeteamloyaltyissuesinamatrixedenvironment.AllofthefollowingaretrueregardingthissituationasitpertainstotheManageTeamprocessexceptforwhichone?

A. Twoofthetoolsandtechniquesyoumightusetomanagethese

relationshipseffectivelyarecommunicationsmethodsandconflictmanagement.

B. Inthistypeofstructure,teammembersreporttobothafunctionalmanagerandaprojectmanager.Bothmanagersshouldhaveinputtotheprojectperformanceappraisalforallteammembers,whichisatoolandtechniqueofthisprocess.

C. Theprojectmanagerisgenerallyresponsibleformanagingteammembers’relationships.

D. Theeffectivemanagementofthesereportingrelationshipsisoftenacriticalsuccessfactorfortheproject.

36. MonteCarloanalysiscanhelppredicttheimpactofrisksonprojectdeliverables.Itisanelementofoneofthetoolsandtechniquesofoneofthefollowingprocesses.Theothertoolsandtechniquesofthisprocessincludesensitivityanalysis,decisiontreeanalysis,andinfluencediagrams.

A. PlanRiskResponses

B. PerformQuantitativeRiskAnalysis

C. IdentifyRisks

D. PerformQualitativeRiskAnalysis

37. Whichofthefollowingstatementsregardingconfigurationmanagementisnottrue?

A. Configurationmanagementinvolvesmanagingchangestotheprojectbaselines.

B. Changecontrolsystemsareasubsetoftheconfigurationmanagementsystem.

C. Configurationmanagementfocusesonthespecificationsofthedeliverablesoftheproject.

D. Configurationmanagementvalidatesandimprovestheprojectbyevaluatingtheimpactofeachchange.

38. Whichperformancemeasurementtellsyouwhattheprojectedtotalcostoftheprojectwillbeatcompletion?

A. ETC

B. EV

C. AC

D. EAC

39. Whichofthefollowingcontractsshouldyouuseforprojectsthathaveadegreeofuncertaintyandrequirealargeinvestmentearlyintheprojectlifecycle?

A. Fixedprice

B. Costreimbursable

C. Lumpsum

D. T&M

40. AccordingtothePMBOK®Guide,theprojectmanagerisidentifiedandassignedduringwhichprocess?

A. DuringtheDevelopProjectCharterprocess

B. AttheconclusionoftheDevelopProjectCharterprocess

C. PriortobeginningthePlanningprocesses

D. PriortobeginningtheDefineScopeprocess

41. AllofthefollowingaretoolsandtechniquesoftheCloseProjectorPhaseprocessexceptforwhichone?

A. Recordsmanagementsystems

B. Expertjudgment

C. Dataanalysis

D. Meetings

42. TheinputsoftheMonitorCommunicationsprocessincludeallofthefollowingexceptforwhichone?

A. Projectmanagementplan

B. Projectdocuments

C. Enterpriseenvironmentalfactors

D. Workperformanceinformation

43. Allofthefollowingstatementsaretrueregardingrisksexceptforwhichone?

A. Risksmightbethreatstotheobjectivesoftheproject.

B. Risksarecertaineventsthatmaybethreatsoropportunitiestotheobjectivesoftheproject.

C. Risksmightbeopportunitiestotheobjectivesoftheproject.

D. Riskshavecausesandconsequences.

44. WhichperformancemeasurementtellsyouthecostoftheworkthathasbeenauthorizedandbudgetedforaWBScomponent?

A. PV

B. EV

C. AC

D. EVM

45. WhichofthefollowingstatementsistrueregardingtheProjectManagementKnowledgeAreas?

A. TheyincludeInitiation,Planning,Executing,MonitoringandControlling,andClosing.

B. Theyconsistof10areasthatbringtogetherprocessesthathavethingsincommon.

C. Theyconsistoffiveprocessesthatbringtogetherphasesofprojectsthathavethingsincommon.

D. TheyincludePlanning,Executing,andMonitoringandControllingprocessesbecausethesethreeprocessesarecommonlyinterlinked.

46. YouhavejustpreparedanRFPforrelease.YourprojectinvolvesasubstantialamountofcontractworkdetailedintheRFP.Yourfavoritevendordropsbyandofferstogiveyouandyourspousetheuseoftheircompanycondoforyourupcomingvacation.It’slocatedinabeautifulresortcommunitythathappenstobeoneofyourfavoriteplacestogoforagetaway.Whatisthemostappropriateresponse?

A. Thankthevendor,butdeclinetheofferbecauseyouknowthiscouldbeconsideredaconflictofinterest.

B. Thankthevendor,andaccept.Thisvendorisalwaysofferingyouincentiveslikethis,sothisofferdoesnotlikelyhaveanythingtodowiththerecentRFPrelease.

C. Thankthevendor,accepttheoffer,andimmediatelytellyourprojectsponsorsothey’reawareofwhatyou’redoing.

D. Thankthevendor,butdeclinetheofferbecauseyou’vealreadymadeanotherarrangementforthisvacation.Askthemwhetheryoucantakearaincheckandarrangeanothertimetousethecondo.

47. WhataretheDefineScopeprocesstoolsandtechniques?

A. Cost–benefitanalysis,scopebaseline,expertjudgment,andfacilitatedworkshops

B. Productanalysis,alternativesgeneration,andexpertjudgment

C. Productanalysis,alternativesgeneration,expertjudgment,andfacilitatedworkshops

D. Dataanalysis,decisionmaking,interpersonalandteamskills,productanalysis,andexpertjudgment

48. YouaretheprojectmanagerforHeartthrobsbytheNumbersDatingServices.You’reworkingonanupdatedInternetsitethatwilldisplaypicturesaswellas

shortbiosofprospectiveheartbreakers.Youhaveyouractivitylistandresourcerequirementsinhandandareplanningtouseparametricestimatesandreserveanalysistodetermineactivitydurations.Whichofthefollowingstatementsistrue?

A. YouareusinginputsfromtheEstimateActivityDurationprocess.

B. YouareusingtoolsandtechniquesoftheEstimateCostprocess.

C. YouareusingtoolsandtechniquesoftheEstimateActivityDurationsprocess.

D. YouareusinginputsoftheEstimateCostsprocess.

49. Yourteamisdevelopingtheriskmanagementplan.Whichtoolandtechniqueofthisprocessisusedtodevelopriskcostelementsandscheduleactivitiesthatwillbeincludedintheprojectbudgetandschedule?

A. Meetings

B. Dataanalysis

C. Informationgatheringtechniques

D. Riskdataqualityassessment

50. Whattypeoforganizationexperiencestheleastamountofstressduringprojectcloseout?

A. Project-oriented

B. Functional

C. Weakmatrix

D. Strongmatrix

51. YouaretheprojectmanagerforXylophonePhonics.Itproduceschildren’ssoftwareprogramsthatteachbasicreadingandmathskills.YouareperformingthePlanQualityManagementprocessandareidentifyingoperationaldefinitions.Whichofthefollowingdoesthisdescribe?

A. Thequalitymetrics

B. Thequalitymanagementplan

C. Theprojectdocumentsupdate

D. Thecostofquality

52. Youneedtoconveysomeverycomplex,detailedinformationtotheprojectstakeholders.Whatisthebestmethodforcommunicatingthiskindofinformation?

A. Verbal

B. Vertical

C. Horizontal

D. Written

53. YouaretheprojectmanagerforHeartthrobsbytheNumbersDatingServices.You’reworkingonanupdatedInternetsitethatwilldisplaypicturesaswellasshortbiosofprospectiveheartbreakers.You’vejustcompletedyourprojectteamassignmentsincludingtheprojectteamdirectory,andyoupublishedtheresourcecalendar.Whichprocessareyouin?

A. PlanResourceManagement

B. ManageTeam

C. DevelopTeam

D. AcquireResources

54. YouareaprojectmanagerforWaterwaysHouseboats,Inc.You’vebeenaskedtoperformacost–benefitanalysisfortwoproposedprojects.ProjectAcosts$2.4million,withpotentialbenefitsof$12millionandfutureoperatingcostsof$3million.ProjectBcosts$2.8million,withpotentialbenefitsof$14millionandfutureoperatingcostsof$2million.Whichprojectshouldyourecommend?

A. ProjectA,becausethecosttoimplementitischeaperthanwithProjectB

B. ProjectA,becausethepotentialbenefitsplusthefutureoperatingcostsarelessinvaluethanthesamecalculationforProjectB

C. ProjectB,becausethepotentialbenefitsminustheimplementationandfutureoperatingcostsaregreaterinvaluethanthesamecalculationforProjectA

D. ProjectB,becausethepotentialbenefitsminusthecoststoimplementaregreaterinvaluethanthesamecalculationforProjectA

55. Thesediagramsrank-orderfactorsforcorrectiveactionbyfrequencyofoccurrence.Theyarealsoatypeofhistogram.

A. Controlcharts

B. Processflowcharts

C. Scatterdiagrams

D. Paretodiagrams

56. Youareaprojectmanagerworkinginaforeigncountry.Youobservethatsomeofyourprojectteammembersarehavingadifficulttimeadjustingtothenewculture.Youprovidedthemwithtrainingonculturaldifferencesandthecustomsofthiscountrybeforetheyarrived,buttheystillseemuncomfortableanddisoriented.Whichofthefollowingstatementsistrue?

A. Thisistheresultofworkingwithteamsofpeoplefromtwodifferent

countries.

B. Thisconditionisknownascultureshock.

C. Thisistheresultofjetlagandtravelfatigue.

D. Thisconditionisknownasglobalculturalism.

57. Yourprojectinvolvestheresearchanddevelopmentofanewfoodadditive.You’rereadytoreleasetheproducttoyourcustomerwhenyoudiscoverthataminorreactionmightoccurinpeoplewithcertainconditions.Thereactionstodatehavebeenveryminor,andnoknownlong-lastingsideeffectshavebeennoted.Asprojectmanager,whatshouldyoudo?

A. Donothingbecausethereactionsaresominorthatveryfewpeoplewillbeaffected.

B. Informthecustomerthatyou’vediscoveredthisconditionandtellthemyou’llresearchitfurthertodetermineitsimpacts.

C. Informyourcustomerthatthereisnoproblemwiththeadditiveexceptforanextremelysmallpercentageofthepopulationandreleasetheproducttothem.

D. Tellthecustomeryou’llcorrectthereactionproblemsinthenextbatch,butyou’llreleasethefirstbatchofproducttothemnowtobeginusing.

58. YouareperformingalternativesanalysisaspartoftheDefineScopeprocess.Whichofthefollowingoptionsisnottrue?

A. Alternativesanalysisisacomponentofthedataanalysistoolandtechnique.

B. AlternativesanalysisisusedinthePlanScopeManagementprocessandtheDefineScopeprocess.

C. Alternativesanalysisinvolvesunanimity,plurality,majority,andautocraticvotingmethods.

D. Brainstormingandlateralthinkingaretypesofalternativeanalysis.

59. Theprojectmanagerhasthegreatestinfluenceoverqualityduringwhichprocess?

A. PlanQualityManagement

B. ManageQuality

C. ControlQuality

D. MonitorQuality

60. Youaretheprojectmanagerforaconstructioncompanythatisbuildinganewcityandcountyofficebuildinginyourcity.Yourecentlylookedovertheconstructionsitetodeterminewhethertheworktodateconformedtothe

requirementsandqualitystandards.WhichtoolandtechniqueoftheControlQualityprocesswereyouusing?

A. Defectrepairreview

B. Inspection

C. Sampling

D. Qualityaudit

61. AllofthefollowingstatementsaretrueoftheprojectClosingprocessgroupexceptforwhichone?

A. ProbabilityforsuccessisgreatestintheprojectClosingprocessgroup.

B. Theprojectmanager’sinfluenceisgreatestintheprojectClosingprocessgroup.

C. Thestakeholders’influenceisleastintheprojectClosingprocessgroup.

D. RiskoccurrenceisgreatestintheprojectClosingprocessgroup.

62. Youarerefiningtheproductdescriptionforyourcompany’snewlineofskiboots.Whichofthefollowingstatementsistrue?

A. YouareintheInitiatingprocessesofyourprojectandknowthattheproductdescriptionwillcontainmoredetailinthisstageandthatadecreasingamountofdetailwillbeaddedtoitastheprojectprogresses.

B. YouareinthePlanningprocessesofyourprojectandknowthattheproductdescriptionwillcontainlessdetailinthisstageandgreaterdetailastheprojectprogresses.

C. YouareinthePlanningprocessesofyourprojectandknowthattheproductdescriptionshouldcontainthemostdetailpossibleatthisstagebecausethisiscriticalinformationforthePlanningprocess.

D. YouareintheInitiatingprocessesofyourprojectandknowthattheproductdescriptionwillcontainlessdetailinthisstageandgreaterdetailastheprojectprogresses.

63. Everystatusmeetingshouldhavetimeallottedforreviewingrisks.Whichofthefollowingsentencesisnottrue?

A. Riskidentificationandmonitoringshouldoccurthroughoutthelifeoftheproject.

B. RiskauditsareperformedduringtheMonitoringandControllingphaseoftheproject.

C. Risksshouldbemonitoredfortheirstatusandtodeterminewhethertheimpactstotheobjectiveshavechanged.

D. Technicalperformancemeasurementvariancesmayindicatethatariskis

loomingandshouldbereviewedatstatusmeetings.

64. Thebusinessneedordemandthatbroughtabouttheproject,high-levelscopedescription,analysisoftheproblemoropportunitytheprojectpresents,recommendation,andanevaluationstatementtogetherdescribeelementsofwhichofthefollowing?

A. Organizationalprocessassets

B. Thefeasibilitystudy

C. Thebusinesscase

D. Theprojectcharter

65. Whichofthefollowingstatementsistrueregardingconstraintsandassumptions?

A. Constraintsrestricttheactionsoftheprojectteam,andassumptionsareconsideredtrueforplanningpurposes.

B. Constraintsareconsideredtrueforplanningpurposes,andassumptionslimittheoptionsoftheprojectteam.

C. Constraintsconsidervendoravailabilityandresourceavailabilitytobetrueforplanningpurposes.Assumptionslimittheprojectteamtoworkwithinpredefinedbudgetsortimelines.

D. ConstraintsandassumptionsareinputstotheInitiationprocess.TheyshouldbedocumentedbecausetheywillbeusedthroughouttheprojectPlanningprocess.

66. Peoplearemotivatedbytheneedforachievement,power,oraffiliationaccordingtowhichtheory?

A. ExpectancyTheory

B. AchievementTheory

C. ContingencyTheory

D. TheoryX

67. Asaresultofaface-to-facemeetingyourecentlyhadtodiscusstheitemsinyourissuelog,youhaveresolvedissues,managedexpectations,andcomeawaywithanactionplanthatwillimproveprojectperformanceandwillalsorequireanupdatetothecommunicationsmanagementplan(partoftheprojectmanagementplan).Whichprocessdoesthisdescribe?

A. ManageStakeholderEngagement

B. MonitorCommunications

C. ManageProjectCommunications

D. ManageProjectTeam

68. You’vejustcompletedtheWBS.Whichofthefollowingstatementsistrue?

A. TheWBSbreakstheprojectdeliverablesdowntoalevelwherealternativesidentificationcanbeusedtodeterminehowlevel-twoassignmentsshouldbemade.

B. TheWBSbreakstheprojectdeliverablesdowntoalevelwhereprojectconstraintsandassumptionscanbeidentifiedeasily.

C. TheWBSbreakstheprojectdeliverablesdowntotheworkpackagelevel,whereproductanalysiscanbedocumented.

D. TheWBSbreakstheprojectdeliverablesdowntotheworkpackagelevel,wherecostandtimeestimatescanbeeasilydetermined.

69. AsaPMP®credentialholder,oneofyourresponsibilitiesistoensureintegrityontheproject.Whenyourpersonalinterestsareputabovetheinterestsoftheprojectorwhenyouuseyourinfluencetocauseotherstomakedecisionsinyourfavorwithoutregardfortheprojectoutcome,thisisconsideredwhichofthefollowing?

A. Conflictofinterest

B. Usingprofessionalknowledgeinappropriately

C. Culturallyunacceptable

D. Personalconflictissue

70. WhichofthefollowingdescribestheExecutingprocessgroup?

A. Projectplansareputintoaction.

B. Projectperformancemeasurementsaretakenandanalyzed.

C. Projectplansaredeveloped.

D. Projectplansarepublished.

71. WhichofthefollowingstatementsregardingtheADMmethodisnottrue?

A. TheADMmethodcanbeusedasatoolandtechniquewhensequencingactivities.

B. TheADMmethodusesonetimeestimatetodeterminedurations.

C. TheADMmethodisalsocalledAOA.

D. TheADMmethodisrarelyusedtoday.

72. Youareaprojectmanagerworkingongatheringrequirementsandestablishingestimatesfortheproject.Whichprocessgroupareyouin?

A. Planning

B. Executing

C. Initiating

D. MonitoringandControlling

73. AccordingtothePMBOK®Guide,whichofthefollowingnamesallthecomponentsofaninteractivecommunicationmodel?

A. Encode,transmit,decode

B. Encode,transmit,decode,acknowledge,feedback/response

C. Encode,transmit,decode,feedback/response

D. Encode,transmit,acknowledge,decode

74. WhoisresponsibleforperformingandmanagingprojectintegrationwhenusinganAgileprojectmanagementapproach?

A. Teammembers

B. Productowner

C. Scrummaster

D. Projectmanager

75. ThesetypesofmeetingsareassociatedwiththeAgileprojectmanagementmethodologies.Theyoccuratthebeginningofaniteration.Teammemberschooseitemsfromthebackloglisttoworkonduringtheiteration.Whatisthismeetingcalled?

A. Iterationplanningmeeting

B. Sprintplanningmeeting

C. Retrospectiveplanningmeeting

D. Dailystandupplanningmeeting

76. Whichofthefollowingprocessesassessesthelikelihoodofriskoccurrencesandtheirconsequencesusinganumericalrating?

A. PerformQualitativeRiskAnalysis

B. IdentifyRisks

C. PerformQuantitativeRiskAnalysis

D. PlanRiskResponses

77. ThePlanProcurementprocessappliesevaluationcriteriatobidsandproposalsandselectsavendor.Italsousesindependentestimatestocomparevendorprices.Thisisalsoknownaswhichofthefollowing?

A. Independentcomparisons

B. Analyticaltechniques

C. Shouldcostestimates

D. Expertjudgment

AnswerstoAssessmentTest1. D.Fasttrackingisthebestanswerinthisscenario.Budgetwastheoriginalconstraintonthisproject,soit’sunlikelytheprojectmanagerwouldgetmoreresourcestoassistwiththeproject.Thenextbestthingistocompressphasestoshortentheprojectduration.Formoreinformation,pleaseseeChapter1.

2. A.Discretionarydependenciescancreatearbitrarytotalfloatvalues,andtheycanalsolimitschedulingoptions.Formoreinformation,pleaseseeChapter4.

3. A.Projectmanagersspendabout90percentoftheirtimecommunicatingthroughstatusmeetings,teammeetings,email,verbalcommunications,andsoon.Formoreinformation,pleaseseeChapter9.

4. B.Inspectionsarealsocalledreviews,peerreviews,walkthrough,andaudits.Formoreinformation,pleaseseeChapter11.

5. C.ThedeliverablesarevalidatedandacceptedduringtheControlScopeprocess.Formoreinformation,pleaseseeChapter12.

6. C.Thesmoothingtechnique(alsoknownasaccommodate)doesnotusuallyresultinapermanentsolution.Theproblemisdownplayedtomakeitseemlessimportantthanitis,whichmakestheproblemtendtoresurfacelater.Formoreinformation,pleaseseeChapter8.

7. B.Decisionmodelsareprojectselectionmethodsthatincludebenefitmeasurementmethodsandmathematicalmodels.Formoreinformation,pleaseseeChapter2.

8. C.Thescopemanagementplanoutlineshowprojectscopewillbemanagedandhowscopechangeswillbeincorporatedintotheproject.Formoreinformation,pleaseseeChapter3.

9. D.Cause-and-effectdiagrams—alsocalledIshikawaorfishbonediagrams—showtherelationshipbetweentheeffectsofproblemsandtheircauses.KaoruIshikawadevelopedcause-and-effectdiagrams.Formoreinformation,pleaseseeChapter9.

10. C.TheoutputsofthisprocessareApprovedchangerequests,projectmanagementplanupdates(anycomponent),andprojectdocumentsupdates(changelog).Formoreinformation,pleaseseeChapter10.

11. C.Negotiation,influencing,andbusinessskillsareallimportantforaprojectmanagertopossess.However,goodcommunicationskillsarethemostimportantskillsaprojectmanagercanhave.Formoreinformation,pleaseseeChapter1.

12. C.Thefourtypesofprojectendingsareaddition,integration,starvation,and

extinction.Formoreinformation,pleaseseeChapter12.

13. A.Scopechangeswillcauseschedulerevisions,butschedulerevisionsdonotchangetheprojectscope.Projectrequirementsarepartoftheprojectscopestatement;therefore,scopechangemightcomeaboutasaresultofchangestotheprojectrequirements,asstatedinOptionD.Formoreinformation,pleaseseeChapter11.

14. A.Analogousestimating—alsocalledtop-downestimating—isaformofexpertjudgment.Analogousestimatingcanbeusedtoestimatecostortimeandconsidershistoricalinformationfromprevious,similarprojects.Formoreinformation,pleaseseeChapter4.

15. A.Projectmanagershavethehighestlevelofpowerandauthorityinaproject-orientedorganization.Theyalsohavehighlevelsofpowerandauthorityinastrongmatrixorganization.Formoreinformation,pleaseseeChapter1.

16. C.PlanStakeholderEngagementisconcernedwithdeterminingtheengagementlevelsofthestakeholders,understandingtheirneedsandinterests,andunderstandinghowtheymightimpacttheprojectorhowtheprojectmayimpactthem.Formoreinformation,pleaseseeChapter5.

17. C.Unknownrisksmightbethreatsoropportunitiestotheproject,andtheprojectmanagershouldsetasidecontingencyreservestodealwiththem.Formoreinformation,pleaseseeChapter6.

18. C.Sharingknowledgeandcreatingknowledgearethefocusofthisprocess.OptionAdescribestheManageCommunicationsprocess,OptionBdescribestheManageStakeholderEngagementprocess,andOptionDdescribestheManageQualityprocess.Formoreinformation,pleaseseeChapter9.

19. B.ThePlanResourceManagementprocessidentifiesprojectresources,documentsrolesandresponsibilitiesofprojectteammembers,anddocumentsreportingrelationships.Formoreinformation,pleaseseeChapter7.

20. C.VACiscalculatedthisway:VAC=BAC–EAC.Therefore,525–500=25.Formoreinformation,pleaseseeChapter11.

21. D.Teambuildingdoesoccurthroughoutthelifeoftheproject,butgroundrulesarewhatestablishclearexpectationsandbehaviorsforprojectteammembers.Formoreinformation,pleaseseeChapter8.

22. D.ThepaybackperiodforProjectFish’nforChipsiseightmonths.Thisprojectwillreceive$300,000everythreemonths,or$100,000permonth.The$800,000willbepaidbackineightmonths.Formoreinformation,pleaseseeChapter2.

23. C.Fasttrackingisacompressiontechniquethatincreasesriskandpotentiallycausesrework.Fasttrackingisperformingtwoactivitiespreviouslyscheduledtostartoneaftertheotherinparallel.Formoreinformation,pleaseseeChapter4.

24. D.ThePMI®CodeofEthicsandProfessionalConductispublishedbyPMI®,andallPMP®credentialholdersareexpectedtoadheretoitsstandards.Formoreinformation,pleaseseeChapter12.

25. B.Functionalmanagerswhohavealotofauthorityandpowerworkingwithprojectcoordinatorswhohaveminimalauthorityandpowercharacterizesaweakmatrixorganization.Projectmanagersinweakmatrixorganizationsaresometimescalledprojectcoordinators,projectleaders,orprojectexpeditors.Formoreinformation,pleaseseeChapter1.

26. A.Therequirementsdocumentationcontainsalistofrequirementsfortheprojectalongwithotherimportantinformationregardingtherequirements.Formoreinformation,pleaseseeChapter3.

27. B.Thepurposeofaprojectcharteristorecognizeandacknowledgetheexistenceofaprojectandcommitresourcestotheproject.Thecharternamestheprojectmanagerandprojectsponsor,butthat’snotitsprimarypurpose.Formoreinformation,pleaseseeChapter2.

28. A.IdentifyStakeholderstoolsandtechniquesareexpertjudgment,datagathering,dataanalysis,datarepresentation,andmeetings.Formoreinformation,pleaseseeChapter2.

29. C.Secondaryriskeventsoccurasaresultoftheimplementationofaresponsetoanotherrisk.Formoreinformation,pleaseseeChapter6.

30. B.EstimateCostsiswhereactivitycostsareestimatedusingsomeofthetoolsandtechniqueslistedinthequestion.Theremainingtoolsandtechniquesofthisprocessareexpertjudgment,dataanalysis,projectmanagementinformationsystem,andgroupdecisionmaking.Formoreinformation,pleaseseeChapter5.

31. B.Failurecostsareassociatedwiththecostofqualityandarealsoknownascostofpoorquality.Formoreinformation,pleaseseeChapter7.

32. D.Thecriticalchainisaresource-constrainedcriticalpaththataddsdurationbufferstohelpprotectscheduleslippage.Formoreinformation,pleaseseeChapter4.

33. D.TheDetermineBudgetprocessestablishesthecostbaseline,whichisusedtomeasureandtracktheprojectthroughouttheremainingprocessgroups.Formoreinformation,pleaseseeChapter5.

34. C.TheinputstoDevelopProjectManagementPlanincludeprojectcharter,outputsfromotherprocesses,enterpriseenvironmentalfactors(EEF),andorganizationalprocessassets(OPA).Thetoolsandtechniquesofthisprocessareexpertjudgment,datagathering,interpersonalandteamskills,andmeetings.Formoreinformation,pleaseseeChapter3.

35. A.ThetoolsandtechniquesoftheManageTeamprocessareinterpersonaland

teamskills(conflictmanagement,decisionmaking,emotionalintelligence,influencing,leadership)andPMIS.Formoreinformation,pleaseseeChapter8.

36. B.MonteCarloanalysisisasimulationtechniquethatispartofasimulationtoolandtechniqueperformedinthePerformQuantitativeRiskAnalysisprocess.Formoreinformation,pleaseseeChapter6.

37. A.Changecontrolsystemsareasubsetoftheconfigurationmanagementsystem.Changecontrolsystemsmanagechangestothedeliverablesand/orprojectbaselines.Formoreinformation,pleaseseeChapter10.

38. D.Estimateatcompletion(EAC)estimatesthetotalcostoftheprojectatcompletionbasedontheperformanceoftheprojecttodate.Formoreinformation,pleaseseeChapter11.

39. B.Cost-reimbursablecontractsareusedwhenthedegreeofuncertaintyishighandwhentheprojectrequiresalargeinvestmentpriortocompletion.Formoreinformation,pleaseseeChapter7.

40. A.AccordingtothePMBOK®Guide,theprojectmanagershouldbeassignedduringthedevelopmentoftheprojectcharter,whichoccursintheDevelopProjectCharterprocess.Formoreinformation,pleaseseeChapter2.

41. A.ThetoolsandtechniquesofCloseProjectorPhaseareexpertjudgment,dataanalysis,andmeetings.Formoreinformation,pleaseseeChapter12.

42. D.Workperformanceinformationisanoutput,notaninput,oftheMonitorCommunicationsprocess.Theotherinputsofthisprocessareworkperformancedataandorganizationalprocessassets.Formoreinformation,pleaseseeChapter10.

43. B.Risksareuncertaineventsthatmaybethreatsoropportunitiestotheobjectivesoftheproject.Formoreinformation,pleaseseeChapter6.

44. A.PlannedvalueisthecostofworkthathasbeenauthorizedandbudgetedforascheduleactivityorWBScomponent.Formoreinformation,pleaseseeChapter11.

45. B.TheprojectmanagementKnowledgeAreasbringtogetherprocessesthathavecommonalities.Forexample,theProjectQualityManagementKnowledgeAreaincludesthePlanQualityManagement,ManageQuality,andControlQualityprocesses.Formoreinformation,pleaseseeChapter2.

46. A.Thebestresponseistodeclinetheoffer.Thisisaconflictofinterest,andacceptingtheofferputsyourownintegrityandthecontractawardprocessinjeopardy.Formoreinformation,pleaseseeChapter12.

47. D.ThetoolsandtechniquesoftheDefineScopeprocessincludedataanalysis,decisionmaking,interpersonalandteamskills,productanalysis,andexpertjudgment.Formoreinformation,pleaseseeChapter3.

48. C.Parametricestimatesandreserveanalysis(partofdataanalysis)aretwoofthetoolsandtechniquesoftheEstimateActivityDurationprocess.Theothertoolsareexpertjudgment,analogousestimating,bottom-upestimating,decisionmaking,three-pointestimating,andmeetings.Formoreinformation,pleaseseeChapter4.

49. A.ThePlanRiskManagementprocesscontainsthreetoolsandtechniques:dataanalysis(stakeholderanalysis),expertjudgment,andmeetings.Meetingsareusedtodeterminetheplansforperformingriskmanagementactivities.Oneofthekeycomponentsofthesemeetingsistodetermineriskcostelements,alongwithscheduleactivities,anddefinitionsofterms,andthedevelopmentordefinitionoftheprobabilityandimpactmatrix.Formoreinformation,pleaseseeChapter6.

50. C.Weakmatrixorganizationalstructurestendtoexperiencetheleastamountofstressduringtheprojectcloseoutprocesses.Formoreinformation,pleaseseeChapter12.

51. A.Operationaldefinitionsarequalitymetrics.TheydescribewhatisbeingmeasuredandhowitwillbemeasuredduringtheControlQualityprocess.Formoreinformation,pleaseseeChapter7.

52. D.Informationthatiscomplexanddetailedisbestconveyedinwriting.Averbalfollow-upwouldbegoodtoanswerquestionsandclarifyinformation.Verticalandhorizontalarewaysofcommunicatingwithintheorganization.Formoreinformation,pleaseseeChapter9.

53. D.Resourcecalendarsandprojectteamassignments(whichincludestheprojectteamdirectory)areoutputsoftheAcquireResourcesprocess.Formoreinformation,pleaseseeChapter8.

54. C.ProjectB’scost–benefitanalysisisa$9.2millionbenefittothecompany,comparedto$6.6millionforProjectA.Cost–benefitanalysistakesintoconsiderationtheinitialcoststoimplementandfutureoperatingcosts.Formoreinformation,pleaseseeChapter2.

55. D.Paretodiagramsrank-orderimportantfactorsforcorrectiveactionbyfrequencyofoccurrence.Formoreinformation,pleaseseeChapter11.

56. B.Whenpeopleworkinunfamiliarenvironments,cultureshockcanoccur.Trainingandresearchinginformationaboutthecountryyou’llbeworkingincanhelpcounteractthis.Formoreinformation,pleaseseeChapter12.

57. B.HonestyandtruthfulreportingarerequiredofPMP®credentialholders.Inthissituation,youwouldinformthecustomerofeverythingyouknowregardingtheproblemandworktofindalternativesolutions.Formoreinformation,pleaseseeChapter12.

58. C.OptionCdescribesvotingmethodsthatareusedinthedecision-makingtoolandtechnique.Theyarenotpartofalternativesanalysis.Formore

information,pleaseseeChapter3.

59. B.ManageQualityistheprocesswhereprojectmanagershavethegreatestamountofinfluenceoverquality.Formoreinformation,pleaseseeChapter9.

60. B.Inspectioninvolvesphysicallylookingat,measuring,ortestingresultstodeterminewhethertheyconformtoyourqualitystandards.Formoreinformation,pleaseseeChapter11.

61. D.RiskoccurrenceislowestduringtheClosingprocessgroupbecauseyou’vecompletedtheworkoftheprojectatthispoint.However,riskimpactsarethegreatestintheClosingprocessbecauseyouhavemuchmoreatstake.Formoreinformation,pleaseseeChapter12.

62. D.ProductdescriptionsareusedduringtheInitiatingprocessgroupandcontainlessdetailnowandmoredetailastheprojectprogresses.Formoreinformation,pleaseseeChapter1.

63. B.Riskauditsshouldbeperformedthroughoutthelifeoftheproject,andyouarespecificallyinterestedinlookingattheimplementationandeffectivenessofriskstrategies.Formoreinformation,pleaseseeChapter11.

64. C.Theseelementsarepartofthebusinesscaseusedasaninput(throughthebusinessdocumentsinput)totheDevelopProjectCharterprocess.Formoreinformation,pleaseseeChapter2.

65. A.Constraintslimittheoptionsoftheprojectteambyrestrictingactionordictatingaction.Scope,time,andcostarethethreemostcommonconstraints,andeachofthesehasaneffectonquality.Assumptionsarepresumedtobetrueforplanningpurposes.Alwaysvalidateyourassumptions.Formoreinformation,pleaseseeChapter3.

66. B.AchievementTheoryconjecturesthatpeoplearemotivatedbytheneedforachievement,power,oraffiliation.Formoreinformation,pleaseseeChapter8.

67. A.Thecluesinthisquestionaretheface-to-facemeetingsresolvingissues,managingexpectations,andimprovingprojectperformance,whicharetheprimarypurposesoftheManageStakeholderEngagementprocess.Projectmanagementplanupdatesincludeboththecommunicationsmanagementplanandstakeholderengagementplanandareoutputsofthisprocess.Formoreinformation,pleaseseeChapter9.

68. D.Theworkpackagelevelisthelowestlevelintheworkbreakdownstructure.Scheduleandcostestimatesareeasilydeterminedatthislevel.Formoreinformation,pleaseseeChapter4.

69. A.Aconflictofinterestisanysituationthatcompromisestheoutcomeoftheprojectorignorestheimpacttotheprojecttobenefityourselforothers.Formoreinformation,pleaseseeChapter12.

70. A.TheExecutingprocessgrouptakespublishedprojectplansandturnsthem

intoactionstoaccomplishthegoalsoftheproject.Formoreinformation,pleaseseeChapter1.

71. B.Thearrowdiagrammingmethod(ADM)—alsocalledactivityonarrow(AOA)—usesmorethanonetimeestimatetodetermineprojectduration.Formoreinformation,pleaseseeChapter4.

72. A.ThePlanningprocessgroupiswhererequirementsarefleshedoutandestimatesonprojectcostsandtimearemade.Formoreinformation,pleaseseeChapter3.

73. B.Thecomponentsoftheinteractivecommunicationmodelareencode,transmit,decode,acknowledge,andfeedback/response.Thebasiccommunicationmodelconsistsofthesender,message,andreceiverelements.Formoreinformation,pleaseseeChapter5.

74. D.Theprojectmanagerisresponsibleforperformingandmanagingprojectintegrationwhereastheprojectteammembersareresponsibleforplanning,control,anddeliveryoftheproduct.Formoreinformation,pleaseseeChapter2.

75. B.TheSprintplanningmeetingoccursatthebeginningofaniterationorsprint.Teammemberschoosetheitemsfromthebacklogthattheywillworkonintheupcomingsprint.Formoreinformation,pleaseseeChapter1.

76. C.PerformQuantitativeRiskAnalysisanalyzestheprobabilityofrisksandtheirconsequencesusinganumericalrating.PerformQualitativeRiskAnalysismightusenumericratingsbutcanuseahigh-medium-lowscaleaswell.Formoreinformation,pleaseseeChapter6.

77. C.Independentestimatesarealsoknownasshouldcostestimates.Formoreinformation,pleaseseeChapter7.

Chapter1WhatIsaProject?

 CongratulationsonyourdecisiontostudyforandtaketheProjectManagementInstitute(PMI®)ProjectManagementProfessional(PMP)®

certificationexam(PMP®exam).Thisbookwaswrittenwithyouinmind.ThefocusandcontentofthisbookrevolveheavilyaroundtheinformationcontainedinAGuidetotheProjectManagementBodyofKnowledge(PMBOK®Guide),SixthEdition,publishedbyPMI®2017.Iwillrefertothisguidethroughoutthisbookandelaborateonthoseareasthatappearonthetest.Keepinmindthatthetestcoversalltheprojectmanagementprocesses,sodon’tskipanythinginyourstudytime.

Whenpossible,I’llpassonhintsandstudytipsthatIcollectedwhilestudyingfortheexam.First,you’llwanttofamiliarizeyourselfwiththeterminologyusedinthePMBOK®Guide.Volunteersfromdifferingindustriesfromaroundtheglobeworkedtogethertocomeupwiththestandardsandtermsusedintheguide.Thesefolksworkedhardtodevelopanddefineprojectmanagementterms,andthetermsareusedinterchangeablyamongindustries.Forexample,resourceplanningmeansthesamethingtosomeoneworkinginconstruction,informationtechnology,orhealthcare.You’llfindmanyofthePMBOK®Guidetermsexplainedthroughoutthisbook.Evenifyouareanexperiencedprojectmanager,youmightfindthatyouusespecifictermsforprocessesoractionsyouregularlyperformbutthatthePMBOK®Guidecallsthembyanothername.So,thefirststepistogetfamiliarwiththeterminology.

ThenextstepistobecomefamiliarwiththeprocessesasdefinedinthePMBOK®

Guide.TheprocessnamesareuniquetoPMI®,butthegeneralprinciplesandguidelinesunderlyingtheprocessesareusedformostprojectsacrossindustryareas.

Thischapterlaysthefoundationforbuildingandmanagingyourproject.I’lladdressprojectandprojectmanagementdefinitionsaswellasorganizationalstructures.Goodluck!

IsItaProject?

Let’sstartwithanexampleofhowprojectscomeabout,andlaterwe’lllookatadefinitionofaproject.Considerthefollowingscenario:Youworkforawirelessphoneprovider,andtheVPofmarketingapproachesyouwithafabulousidea—“fabulous”becausehe’sthebigbossandbecausehethoughtitup.Hewantstosetupkiosksinlocalgroceryandbig-boxstoresasmini-offices.Theseofficeswilloffercustomerstheabilitytosignupfornewwirelessphoneservices,maketheirwirelessphonebillpayments,andpurchaseequipmentandaccessories.Hebelievesthattheexposureingrocerystoreswillincreaseawarenessofthecompany’sofferings.Afterall,everyonehastoeat,right?Hetellsyouthattheboardofdirectorshasalreadyclearedtheproject,andhe’lldedicateasmanyresourcestothisashecan.Hewantsthenewkiosksinplacein12storesbytheendofthisyear.Thebestnewsishehasassignedyoutoheadupthisproject.

Yourfirstquestionshouldbe“Isitaproject?”Thismightseemelementary,butprojectsareoftenconfusedwithongoingoperations.Projectsaretemporaryinnature;havedefinitestartandenddates;produceauniqueproduct,service,orresult;andarecompletedwhentheirgoalsandobjectiveshavebeenmetandsignedoffbythestakeholdersorwhentheprojectisterminated.

ExamSpotlight

Projectsmaybeterminatedforanynumberofreasons.Examplesinclude:Theobjectiveshavebeenmet,theobjectivescannotbemet,fundingisnolongeravailableorwasspent,theprojectisnolongerneeded,oritwasterminatedforlegalcauseorconvenience.

Anothercharacteristicofprojectsisthattheyofteninitiatechangeinanorganizationbymovingthebusinessfromonestatetoanother.Forexample,whenanorganizationundergoesanewbackofficesoftwareimplementationorupgrade,changeswilloccurwithintheorganizationtoaccommodatethenewbusinessprocessandsoftware.Thebusinessmovesfromcurrentstate—wheretheyarenow—tofuturestate—wheretheywillbeoncethesoftwareisimplemented.

Lastly,projectsalsobringaboutbusinessvaluecreation.Businessvaluecanbetangible(revenue,goods,marketshare)orintangible(goodwill,recognition,publicbenefit).

Whenconsideringwhetheryouhaveaprojectonyourhands,youneedtokeepsomeissuesinmind.First,isitaprojectoranongoingoperation?Next,ifitisaproject,whoarethestakeholders?Andthird,whatcharacteristicsdistinguishthisendeavorasaproject?We’lllookateachofthesenext.

Projectsvs.OperationsProjectsaretemporaryinnatureandhavedefinitivestartdatesanddefinitiveend

dates.Theprojectiscompletedwhenitsgoalsandobjectivesareaccomplished(byproducingdeliverables)tothesatisfactionofthestakeholders.Sometimesprojectsendwhenit’sdeterminedthatthegoalsandobjectivescannotbeaccomplishedorwhentheproduct,service,orresultoftheprojectisnolongerneededandtheprojectiscanceled.Projectsexisttobringaboutaproduct,service,orresultthatdidn’texistbefore.Thismightincludetangibleproducts,componentsofotherproducts,servicessuchasconsultingorprojectmanagement,andbusinessfunctionsthatsupporttheorganization.Projectsmightalsoproducearesultoranoutcome,suchasadocumentthatdetailsthefindingsofaresearchstudy.Inthissense,aprojectisunique.However,don’tbeconfusedbythetermunique.Forexample,FordMotorCompanyisinthebusinessofdesigningandassemblingcars.EachmodelthatForddesignsandproducescanbeconsideredaproject.Themodelsdifferfromeachotherintheirfeaturesandaremarketedtopeoplewithvariousneeds.AnSUVservesadifferentpurposeandclientelethanaluxurysedanorahybrid.Theinitialdesignandmarketingofthesethreemodelsareuniqueprojects.However,theactualassemblyofthecarsisconsideredanoperation—arepetitiveprocessthatisfollowedformostmakesandmodels.

DeterminingthecharacteristicsandfeaturesofthedifferentcarmodelsiscarriedoutthroughwhatthePMBOK®Guidetermsprogressiveelaboration.Thismeansthecharacteristicsoftheproduct,service,orresultofthe