Questions
51. The ________ is a document which describes how the project management team will implement the
performing organization’s quality policy.
A. Quality assurance plan
B. Quality management plan
C. Quality commitment
D. Quality audit
52. What do you expect when you are submitting an invitation for bid to sellers?
A. Offers which will differ significantly in solution approach and price.
B. Offers which are similar enough to allow a selection based on price.
C. Offers which are not primarily written to win against competition.
D. General information on a seller’s ability to provide the goods or services.
53. What is important for quality auditors?
A. They must be in-house personnel.
B. They must be external-party staff.
C. They must be mandated by the auditee.
D. They must be properly trained.
54. What is best used to calculate the profit from an internal project?
A. Discounted net revenues from the product over n years minus project costs for internal charges
B. Discounted net savings from the product over n years minus project costs for internal charges
C. The economic value added (EVA) to the organization taking into account taxes and capital costs
D. The reduction in total cost of ownership (TCO) of the current product compared with its
predecessor product
55. You are running a major project with four sub-projects. Each of the sub-project managers has
developed a risk management plan, identified many risks, analyzed them, and planned for risk response.
It is now two months later. What should you not do?
A. Ensure that they handle all risks to save you from project level risk control.
B. Make sure that the sub project managers monitor their project work for new and changing risks.
C. Make sure that the sub project managers keep track of the identified risks and those on the
watch list.
D. Make sure that the sub-project managers monitor trigger conditions for contingency plans.
56. What is true for statistical sampling?
A. Statistical sampling can be used to verify for each individual item in a lot, whether it can be
accepted or must be rejected.
B. Attribute sampling means collection of quantitative data showing the level of conformity for
each item of a sample.
C. Variables sampling includes collection of quantitative data on the degree of conformity for each
item of a sample.
D. Statistical sampling is commonly used in quality assurance to examine if items of a lot conform
to quality standards.
57. Geert Hofstede’s cultural dimension of individualism refers to…
A. …the degree of dependence relationships between individuals.
B. …the significance of the person versus that of the group.
C. …the identification with the gender role of an individual.
D. …the tolerance for ambiguity or uncertainty in the workplace.
58. What is not true for change requests?
A. Change requests should always be handled in a controlled and integrative fashion.
B. Change requests surpassing the formal change control processes can lead to scope creep.
C. Professionally managed, change requests can help improving a project and resolving emerging
problems.
D. Change requests are always a sign of bad planning and should therefore be avoided.
59. You recently assigned staff members to activities, estimated work and scheduled your project. You
then created the following resource histogram for your staff:
What does this diagram tell you?
A. The project can probably not be finished as scheduled.
B. You may be able to finish the project early by reassigning work.
C. You should avoid network logic diagramming for scheduling.
D. You may run into problems with dual reporting relationships.
60. A project manager’s PDM network schedule gets audited by a scheduling expert. The expert tells the
project manager to focus more on nodes with “path convergence”, also known as “sinks”. What is the
person referring to?
A. Nodes in a WBS, where several branches are brought back together.
B. Nodes in a conditional network diagram, at which it becomes deterministic.
C. Nodes in a decision tree, showing various branches with the same chance.
D. Nodes in a network logic diagram which have multiple predecessors.
61. The members of your project team have been assigned to your project with general availability
levels of 50%. Yesterday, they reported to you that significant variances occurred during project
execution. You have noted that the team members have been spending less than 50% of their time
working on your project. Your project schedule is about to become heavily delayed, and deadlines are in
jeopardy. What should you do?
A. Talk to your sponsor and try to get more resources assigned on similar conditions as the existing
ones.
B. Talk with functional managers. Negotiate clear and written assignments with reliable scheduling
priorities.
C. Ignore the difficulties, adjust your schedule, and negotiate new deadlines according to the
slower progress.
D. Focus on internal charges. Make sure that your project is not getting charged for more than the
actual work.
62. What is the meaning of the acronym CSOW?
A. A statement of work that is part of a contingency plan; it is commonly linked with Contingency
reserves.
B. A statement of work that has been formally agreed upon by both parties and is therefore part of
a contract.
C. A statement of work that is currently valid; this contrasts with the scope baseline, a formerly
valid SOW.
D. A statement of work on project level that cumulates statements of work on cost account level
63. You monitored figures on cost and planned/earned value for each individual project week until the
data date at the end of the sixth week. What is the status of this project at this date?
Project week Actual costs Earned value Planned value
1 $65,000 $61,000 $67,000
2 $85,000 $79,000 $89,000
3 $100,000 $102,000 $110,000
4 $125,000 $124,000 $121,000
5 $135,000 $133,000 $139,000
6 $125,000 $120,000 $131,000
A. The project is ahead of schedule and over budget.
B. The project is ahead of schedule and under budget.
C. The project is behind schedule and over budget.
D. The project is behind schedule and under budget.
64. Crashing describes a technique to speed up a project by…
A. …reallocating existing resources or assigning additional resources to the project.
B. …overlapping activities which were originally planned to be done in sequence.
C. …reducing the number of features of the product in order to reduce development work.
D. …reducing the duration estimates for activities to increase the pressure applied to the staff.
65. During risk identification sessions, you and your team identified more than 150 risks for your project.
You are afraid that evaluating each of these risks quantitatively will cost you an enormous amount of
time, while not all of them are really relevant and important enough to justify such a measure. What
should you do next?
A. Identify risk triggers where possible. Analyze only those risks quantitatively for which no trigger
could be found.
B. Use qualitative risk analysis in order to prioritize risks for further action, such as quantitative risk
analysis.
C. Assess the probability of each risk qualitatively and further analyze only those risks with high
probability.
D. Assess the potential impact of each risk qualitatively and further analyze only those risks with
high impact.
66. During execution of a project, you observe that the performance of some of your team members is
dropping, while others are doing a consistently good job. This is endangering overall project progress.
What should you try first to bring the team as a whole back to performance?
A. Organize a team meeting and discuss openly the bad performance of the weak team members.
Try to find a joint solution during the meeting.
B. Introduce a competitive incentive system with a bonus for the 20% of your team which is
performing better than the other 80%.
C. Do not interfere but give the team some time to organize and to sort the problem out
themselves.
D. Research causes for bad performance, solicit systematic feedback and search for solutions based
on that.
67. Your management announced that they want to put you on a stretch assignment. In this situation,
you should consider that…
A. …a stretch assignment is going beyond your qualifications right from the start. Whatever your
education, knowledge and skills are, you cannot fail personally. Congratulations.
B. …key stakeholders must have timely and complete information regarding your qualifications to
make decisions regarding your suitability for the assignment.
C. …stretch assignments bear an increased risk of failure, and this is rarely outweighed by the
learning and development experience expected to come with the assignment.
D. …you should avoid the increased hassle coming with the assignment. It will not be enough for
you to simply satisfy requirements and achieve objectives. You will have to learn a lot.
68. Following the cultural approach of the corporation for which you are starting to manage a project,
you are guiding your project team through the first life-cycle phase of conceptualization. Your next step
is to call for a team meeting to let ideas emerge in an unrestricted creative process. What exactly should
that look like?
A. You write down the ideas of team members and structure them into categories of strengths,
weaknesses, opportunities, and threats during the session.
B. You creatively gather thoughts and ideas without any discussion or frowning. These ideas are
only filtered and structured after the end of the brainstorming session.
C. Your team members wear hats with different colors, each of which stands for a way of thinking.
Each member discusses topics from the viewpoint of their thinking.
D. You try to eradicate deviating ideas and concepts of team members during the meeting, so that
the entire project team follows your principles.
69. In configuration management, which of the following is necessary to maintain the integrity of
baselines?
A. Analyzing variances by comparing baseline information with actual project data.
B. Releasing only approved changes for incorporation into products or services.
C. Ensuring that team members adhere to a code of ethical conduct and behavior.
D. Ensuring transparency across all project management processes and activities.
70. Which statement describes best the purpose of the communications management plan?
A. The project management plan is a subsidiary document of the overall communications
management plan.
B. The communications management plan describes rules of behavior and respect for
communications in cross-cultural teams.
C. The communications management plan describes the information delivery needs including
format and level of detail.
D. The communications management plan focuses on the use of communications technologies by
the project management team
71. Which is not a point used for three-point estimation?
A. Optimistic estimate
B. Most likely estimate
C. Budget estimate
D. Pessimistic estimate
72. Which of the following are not common barriers to project team building?
A. Differing outlooks, priorities, and interests
B. Role conflicts
C. Excessive team member commitment
D. Unclear project objectives/outcomes
73. During project planning, you are presented with the following diagram that depicts a cumulative
likelihood distribution for the duration of a project:
What kind of conclusion can you draw from the information depicted in it?
A. The likeliness that the project will finish exactly at the date marked with “Deadline” is 80%.
B. The likeliness that the project team will exceed the date marked with “Deadline” is at 80%.
C. If the project team will meet the deadline, project costs will be 80% of the budgeted costs.
D. The likeliness that the project team will meet the deadline or will finish earlier is at 80%.
74. While executing a project, you sense a slightly negative attitude in your team. Which type of
document do you now need, among others, to better understand and then be able to improve the
situation?
A. Project charter
B. Team performance assessments
C. Cost baseline
D. Statement of work
75. The sales representative of your company recently contacted you. You made some estimates on
direct costs for an offer on a firm fixed-price contract. According to company policies, indirect costs
(overheads) are to be calculated as a percentage of the direct costs, the sum of both cost types caused
him to calculate a far too high price. How should you not react?
A. You reduce your direct cost estimates by reducing the amount of work and the rates allocated
to them. This allows a reduction of the overhead costs and a lower price.
B. Calculating overheads as a percentage of direct costs is just a model to simplify calculations. A
more specific analysis of these costs may lead to a more realistic project price.
C. Cost estimates are quantitative assessments of the probable costs required to complete project
work. These are made by the project team. It is the salesperson’s job to make the price.
D. You make the salesperson aware that a reduction of direct costs may reduce the numbers for
overhead cost allocation, but will not influence the actual overheads.
76. A project charter is a document that…
A. …describes both the project scope and the product scope at detail level.
B. …authorizes the project and the use of organizational resources to meet project requirements.
C. …breaks down the project scope over several steps to describe the project on work package
level.
D. …describes all activities which are necessary to create the project deliverables.
77. You identified a technical risk in your project and assigned a contingency for that. Planning
contingency reserves is part of which risk response strategy?
A. Active risk mitigation
B. Passive risk avoidance
C. Passive risk acceptance
D. Active risk acceptance
78. Which concept of locating team members can help them best to enhance their performance as a
team?
A. Co-location
B. Cross-functional dispersion
C. Virtual e-teams
D. Global team dispersion
79. Which statement on constructive changes is false?
A. Constructive changes are contract changes which are construed from actions taken by either
party, not from a change document.
B. Changes in projects under contract are called constructive changes if they yield benefits for both
parties.
C. Constructive changes are a frequent cause of disputes and claims of one contract party against
the other.
D. Field changes should be meticulously documented to avoid an interpretation as constructive
change.
80. You are assigned as a project manager for an internal project. During cost planning and budgeting
you discovered that there are peak times of costs during the project and other times when costs are
fairly low. What could this mean for the project?
A. The fiscal budget mechanism which is used by the performing organization may not allow for
cost peaks in your project, and you may have to level out expenditures over time.
B. You can silently create budget contingencies during low-cost periods and re-use them later
during those periods when you have to cover peak levels in project costs.
C. You may find another project manager with a project that has a different rhythm of high and
low costs. Then, you may be able to move budget during one project’s low-cost periods to the
other project.
D. You are a project manager and work with a lifecycle budget for your project. Fiscal budgets are a
matter of the functional organization, and you generally do not have to care about them.
81. You are going to take over a new project as the project manager in an enterprise unknown to you.
What should you investigate during the chartering process?
A. Enterprise environmental factors
B. Project management plan
C. Project risk register
D. Team performance reports
82. A project was budgeted at $1,000,000. Meanwhile, the project is executed, and the following
current figures have been assessed:
PV: $500,000
EV: $450,000
AC: $550,000
Assuming that the cost variance was caused by one-time cost drivers, which are no more effective, what
estimate at completion (EAC) can you derive from these figures?
A. $900,000
B. $1,000,000
C. $1,100,000
D. $1,222,222
83. An organization is considering various contract types in order to motivate sellers and to ensure
preferential treatment. What should they consider before deciding to use an award fee contract? 83
A. Payment of an award fee would be linked to the achievement of objective performance criteria.
B. Any unresolved dispute over the payment of an award fee would be subject to remedy in court.
C. Payment of an award fee would be agreed upon by both the customer and the contractor.
D. Payment of an award fee is decided upon by the customer based on the degree of satisfaction.
84. What is least important when it comes to archiving project records?
A. A well-designed records management system
B. Integration of the archive with business software
C. Updated records reflecting final results
D. Easy availability of information for future use
85. _______ are not necessarily used to establish the cost baseline of a project.
A. Schedule activity or work package cost estimates
B. The work breakdown structure and the WBS dictionary
C. The project schedule and the resource management plan
D. The risk breakdown structure and the risk report
86. You took over a customer project for your company. From the inputs available, including contract,
statement of work and project charter, you have developed a project management plan. You already
presented that plan in a meeting with key stakeholders including your project sponsor and some
representatives from the customer organization. During the meeting you sensed a high level of
dissatisfaction by the customer executives, who signaled that the project might not produce the results
that their company had expected. In your understanding, all necessary actions have been planned to
meet the customer’s requirements. What should you do next?
A. Request a written statement from the customer detailing the requirements which they believe
are not addressed by your plan. Use this statement to update the project plan.
B. Arrange meetings with the customer to identify their needs, wants and expectations for the
project. Then create a narrative Scope statement from this information to document the agreed
upon project scope.
C. Request a formal meeting on top executive level to get the misunderstandings sorted out, then
arrange a change request, re-plan your project where necessary and go ahead with the project
work.
D. Do not over-react. Performed according to your plan, the project will produce a convincing
product for the customer. As soon as the executives will see it, they will probably change their
opinion and accept it.
87. A project was assessed, and the following earned value data have been found:
PV: $750,000
EV: $750,000
AC: $900,000
What is the burn rate of the project?87
A. 1.20
B. 1.10
C. 1.00
D. 0.83
88. What is not true for project deliverables?
A. Project deliverables should be identified, described and agreed upon as early in the project as
possible.
B. Project deliverables may be products, capabilities for services or other kinds of results.
C. Once project deliverables have been identified, their description should not be changed any
more.
D. The acceptance process for deliverables and how rejection will be addressed should be
described in the contract.
89. Your project, performed for a customer, is coming to an end. The customer has been contractually
granted a three years warranty period for the product of the project. What should you do first?
A. Hand all relevant documentation over to the organizational unit responsible for handling the
warranty.
B. There is no additional work to be done. The contract should describe all processes in sufficient
detail.
C. Changes on the product can affect warranty clauses. Ensure that these clauses are aligned with
the final specifications.
D. According to many legislations, you cannot formally close a project before the end of the
warranty period.
90. Being the project manager in a high-risk electronics project with a lot of new technologies, you
developed a risk management plan and identified risks which you documented in a risk register. Then,
the risks were analyzed, and response was planned. During risk control meetings, it gets obvious that
the documents you created are not very helpful. What have you probably done wrong?
A. You failed to use an RBS.
B. You did the first processes alone.
C. You did not identify Triggers.
D. You did not calculate EMVs.
91. Which is generally not regarded as one of the three categories of culture that managers should
master?
A. National culture
B. Organizational culture
C. Project culture
D. Functional culture
92. Post-mortem analysis after scheduled finish date of a project shows a CPI of 0.8 and an SPI of 1.25.
What is a plausible explanation for that?
A. The project was terminated early. At that time, it was over budget and ahead of schedule.
B. The project has produced additional deliverables which were originally not required.
C. The project has evidently been finished under budget and behind of schedule.
D. The project has evidently been finished over budget and ahead of schedule.
93. Some colleagues told you that they are planning, executing, monitoring and controlling a project by
use of milestones only with durations between 1 and 4 weeks. What do you think?
A. The approach is erroneous. A milestone is a significant point with zero duration to highlight
achievements.
B. It is a good approach as long as the milestones reflect fixed or imposed dates during the project
lifecycle only.
C. It is a good approach if the milestones are used for reviews between consecutive project phases
only.
D. It is a good approach because it saves from progress measurement on activities and work
packages.
94. Together with your team, you applied three-point estimation on a critical path which consists of two
activities. The following duration uncertainties are all calculated assuming a ±3sigma confidence
interval. The duration uncertainty—defined as pessimistic minus optimistic estimate—of the first activity
is 18 days; the second estimate has an uncertainty of 24 days. Applying the PERT formula for paths (beta
distribution), what is the duration uncertainty of the entire path?
A. 21 days
B. 30 days
C. 42 days
D. No statement is possible from the information given.
95. You are just leaving a meeting during which you have been assigned as the manager of a project to
build a sub-station that is part of a major electric power distribution system. The decision to run the
project has been made before your assignment and without your involvement. Some basic decisions on
deliverables, staffing, budgeting and on the completion date have already been made as well. What
should you do first?
A. Obtain a project charter which links the project to the strategy and ongoing work of the
organization and documents the initial decisions.
B. Create a project schedule for your project which shows all major milestones and deadlines
linked with them. Then try to obtain approval for the schedule.
C. Start developing a detailed risk register which includes identified risks with their qualitative and
quantitative assessments and a response plan.
D. Start the quality assurance process by developing test procedures for the final deliverable and
defining metrics against which the tests will be performed.
96. What is the purpose of the following diagram?
A. Describing the influence of extreme weather conditions on progress and on the achievement of
project objectives.
B. Comparing the relative importance of variables that have a high degree of uncertainty with
those that are more stable.
C. Evaluating team performance and identifying team members with low productivity and work
effectiveness.
D. Evaluating the degree to which project work and deliverables conform to the expectations of
key stakeholders.
97. Which is not a goal in both project management and quality management?
A. Prevention over inspection
B. Customer satisfaction
C. Management responsibility
D. Triple constraint
98. You created a baseline of your system configuration and added several changes to that as
amendments. Meanwhile you are afraid that the big number of Deltas may cause inconsistencies and
make you unable to understand the current system configuration. What should you do?
A. Proclaim a design freeze.
B. Go on with amendments.
C. Revise the baseline.
D. Create an entirely new configuration.
99. A request, demand or assertion of a contract partner for consideration, compensation or payment
under a legally binding contract, such as a disputed change, is often referred to as a____.
A. Claim
B. Trial
C. Refinement
D. Audit
100. Projects may be initiated by all of the following except____.
A. the project teams
B. a sponsor
C. a PMO
D. a portfolio review board
