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Graded Exam
Total score: 81%
Initiating process 73%
Planning process 78%
Executing process 78%
Monitoring & Controlling process 86%
Closing process 100%

Question number: 1
Who is responsible for approving the Project Management Plan?
You answered: C.

A Project manager and stakeholders

B Project manager and sponsor

C Project manager, sponsor and stakeholders

D Sponsor only

Process Group: Planning process

The Project Management Plan is the master plan from which the project will be executed. It is the responsibility of all parties (project manager, sponsor, and
stakeholders) to approve the Project Management Plan.

Question number: 2
You are analyzing quality results looking for a relationship between defects and their causes. Which of the following is the appropriate tool you
should use?
You answered: B.

A Tornado diagram

B Ishikawa diagram

C Control chart

D Histogram

Process Group: Monitoring & Controlling process

The question is describing cause and effect analysis, for which you would use an Ishikawa diagram (also known as a fishbone diagram).

Question number: 3
What is the purpose of a RACI matrix?
You answered: A.

A Displays the relationship between work packages and team members

B Defines communication channels

C Authorizes work to begin

D Speeds up the project schedule

Process Group: Planning process

RACI stands for Responsible, Accountable, Consulted, and Informed. It is a type of Responsibility Assignment Matrix (RAM). The purpose of a RACI matrix is to show the
relationship between work packages (or activities) and team members.

Question number: 4
Your change control board (CCB) has just approved a change request. What is the next thing you should do?
You answered: C.

A Analyze the impact of the change

B Inform stakeholders of the change approval

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C Update the project plan to reflect the change

D Manage the project based on the approved change

Process Group: Monitoring & Controlling process

The first thing you should do after a change request is approved is update the project documents. Once the documents are updated, then you can inform the
stakeholders. After that you can go back to work and manage the project based on the approved change. Choice A is clearly wrong, because you always analyze the
impact of a change prior to submitting a change request (that is likely the first question you will be asked by the CCB – what’s the impact to your project?).

Question number: 5
Your company has won a contract to oversee the expansion of a major highway in your area. The project had been discussed for several years,
and due to constant changes in the political climate, the controversial project was hard to get off the ground. The project has drawn criticism from
nearby residential landowners, environmental groups, and taxpayers who deem it too expensive. Moreover, some environmental studies suggest
that the subsurface in some areas may be inadequate to sustain the road, which may result in expensive detours being built around those spots.
You are working on your Risk Management Plan. What is the best way to proceed?
You answered: C.

A Set aside reserves to cover the costs of these risks and others that have been identified

B Conduct a feasibility study to determine whether the project should go forward under these circumstances

C Document each category of risk in the Risk Management Plan to help ensure all risks are properly identified

D Ask the Sponsor to assign an independent project team to assess and handle project risk

Process Group: Planning process

The Risk Management Plan should contain risk categories, which will help you systematically identify risks as you move through risk planning. A risk breakdown structure
may be used to show risk categories, and this would be part of the Risk Management Plan. Remember, since you are working on the Risk Management Plan, you have
not yet documented specific risks, as suggested in choice A.

Question number: 6
Which of the following does not contain any information about the project requirements or the characteristics of the product?
You answered: D.

A Requirements documentation

B Project charter

C Requirements management plan

D Project statement of work

Process Group: Initiating process

Remember that a management plan is a how-to document. The requirements management plan describes how you will go about collecting requirements; it does not
contain actual requirements. The project statement of work contains information about the characteristics of the product, the project charter includes high-level
requirements, and the requirements documentation contains the detailed requirements.

Question number: 7
Which of the following is not a result of performing stakeholder analysis?
You answered: A.

A Understanding who might impact or might be impacted by the project

B Determining a strategy for how to best manage various stakeholders

C Understanding who will be responsible for completing the work

D Understanding stakeholder attitudes

Process Group: Initiating process

Remember stakeholder analysis is done at the beginning of a project – at that point we don’t know what work is required yet, so how could we assign
responsibility? Choice A is the main reason for doing this process and is documented in the stakeholder register. Choice B and D are included in the stakeholder
management strategy, which is the other output of this process.

Question number: 8
A key stakeholder comes to you with what you believe to be a major change to the project. You only have 1-week of buffer in your plan and your
project absolutely cannot be late. What should you do?
You answered: D.

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A Inform the stakeholder that due to the tight schedule you cannot make the change

B Issue a change request immediately and let the change control board decide

C Begin working on the change, because this is a key stakeholder and you should keep her happy

D Analyze the impact of the change

Process Group: Planning process

The first thing you should do in this case is analyze the impact of the change. You must always analyze the impact before you issue a change request. Choice A is
incorrect, because you don’t yet know the impact – it might turn out the change can be done in less than one week.

Question number: 9
As time passes in a project, which of the following does not happen?
You answered: B.

A Cost of change increases

B Risk increases

C Stakeholder influence decreases

D Cumulative project spend increases

Process Group: Monitoring & Controlling process

As time passes in a project the cost of change increases, risk decreases, and stakeholder influence decreases. Cost of change increases because as time passes if you
make a change it will likely require rework. Risk decreases because as time passes you complete more work and thus your uncertainty goes down. Stakeholder influence
decreases, because you gather information from stakeholders at the beginning of the project and as you go forward you are executing according to the plan rather than
according to the whims of the stakeholders.

Question number: 10
You are the project manager for a highway construction project. Your sponsor has asked for an updated project forecast. The project has spent
$100,000 of the total budget of $400,000 and has a CPI of .85. How much more money will you spend on your project?
You answered: B.

A $470,588

B $370,588

C $240,000

D $340,0000

Process Group: Monitoring & Controlling process

This question is asking you to calculate estimate to complete (ETC). The formula for ETC is EAC - AC. So you must first calculate EAC by using the formula BAC / CPI.
$400,000 / .85 = $470,588. Now you can calculate ETC as EAC - AC = $470,588 - $100,000 = $370,588.

Question number: 11
Which of the following best describes the purpose of the WBS?
You answered: C.

A It organizes the project team and shows reporting structures

B It assigns work to individual team members

C It makes the project easier to estimate and manage

D It describes in detail the project's deliverables

Process Group: Planning process

The correct answer is choice C. The WBS is a hierarchical decomposition of the work to be completed on a project and the main purpose is to make time and costs
easier to estimate. Choice A describes the purpose of a project organization chart. Choice B describes a Work Authorization System. Choice D describes the Project
Scope Statement.

Question number: 12
Which of the following BEST defines high quality?
You answered: D.

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A A product that doesn't have any documented defects

B A product that lasts for 25 years

C A product that passes all quality tests

D A product that satisfies the quality requirements

Process Group: Planning process

The correct answer is D. The definition of high quality is a product that meets the agreed upon quality requirements and standards. Choices A, B and C are incorrect
because they can all be true and at the same quality can be low. Just because a product passed the tests and no defects were found does not mean it is high quality –
perhaps the tests were designed poorly and as a result no defects were found. Choice B may sound good, but what if the product was supposed to last longer than 25
years?

Question number: 13
Which of the following would NOT be included in the Communication Management Plan?
You answered: A.

A Reporting structures within the organization

B Escalation path for resolving issues

C Stakeholder communication requirements

D Reasons for information distribution

Process Group: Planning process

Choice A is the correct answer because it is not part of the Communication Management Plan. Reporting structures are defined in the Human Resource Plan. Choices B,
C, and D could all be found in the Communication Management Plan.

Question number: 14
Which of the following best describes the purpose of integrated change control on a project?
You answered: C.

A To prevent changes from occurring

B To help the project manager make tough decisions

C To provide a framework to approve, reject, and manage changes

D To eliminate scope creep

Process Group: Monitoring & Controlling process

The correct answer is choice C. The main purpose of the Perform Integrated Change Control process is to provide a framework to approve, reject, and manage changes
on a project. Choices A and D might be desirable, but they are not the main purpose of Perform Integrated Change Control. Choice B is also incorrect. Project Managers
often have to make tough decisions, but unfortunately integrated change control is not designed for that.

Question number: 15
In which of the following processes would it be most helpful for you as a project manager to employ information gathering techniques?
You answered: C.

A Develop Project Charter and Estimate Cost

B Define Scope and Define Activities

C Collect Requirements and Identify Risk

D Create WBS and Control Scope

Process Group: Planning process

Collecting requirements and identifying risk both rely heavily on information gathering techniques. In both processes, it is important to extract as much information as
possible (to ensure that all necessary requirements are captured, and to ensure all potential risks are identified).

Question number: 16
You are Performing Quality Control on a project. Which of the following would you NOT use in this process?
You answered: A.

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A Quality audits

B Inspection

C Cause and effect diagram

D Pareto chart

Process Group: Executing process

Quality audits are not part of the Perform Quality Control process. You use Quality Audits during the Perform Quality Assurance process.

Question number: 17
You are a project manager overseeing the construction of a new shopping mall. Your team had compiled and reviewed zoning and building
regulations to help ensure that your project would not be interrupted by any regulatory bodies, however, the information reviewed was out of date.
As it turns out, you have unknowingly exceeded the new maximum height restrictions for structures in that area. You must now seek a variance
from the local government authorities, and if it is refused, your project could be shut down. Which of the following could have helped avoid this
situation?
You answered: B.

A Setting aside higher risk reserves

B Performing better risk data quality assessment

C Doing a more thorough job of collecting requirements

D Doing a more thorough job of identifying negative stakeholders

Process Group: Planning process

Risk data quality assessment helps ensure that the underlying information used to evaluate risk is valid, and in this case the information used (the out-dated regulations)
were no longer valid. Without solid information, risk planning is useless. Had the reliability of the regulations been examined more thoroughly, this would not have
happened.

Question number: 18
Two of your team members are arguing over a technical issue on your project. You suggest that they put their differences aside and offer to take
them both to lunch. Which conflict resolution technique did you use?
You answered: D.

A Withdrawal

B Compromise

C Collaborate/Problem Solve

D Smoothing

Process Group: Executing process

This is an example of smoothing, which occurs when you try to gloss over the issue or change the subject. As a good project manager this is not your best option,
because the problem still exists and will likely come up again. The better option would have been to Collaborate or Problem Solve the problem, which would involve
sitting down, discussing options, and trying to solve the problem. Withdrawal is where one party shuts down or walks away from the conversation. Compromise is where
both parties give something up and meet in the middle.

Question number: 19
You are working as a project manager for an advertising project. Your inputs include deliverables, work performance information, checklists, and
approved change requests. What PMBOK process are you working on?
You answered: A.

A Perform Quality Control

B Perform Integrated Change Control

C Perform Quality Assurance

D Close Project or Phase

Process Group: Monitoring & Controlling process

Based on the list of inputs provided the only possible answer is choice A, Perform Quality Control process. The checklists should have tipped you off that it involved
quality. Plus we need the deliverables and approved change requests during Perform Quality Control so that we can perform tests on them to make sure they were
completed correctly.

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Question number: 20
You just delivered a product to your customer when you receive an email informing you that the end result is unacceptable. The customer says
that a crucial component is missing, but you know that component was not in the original plan. Also, the product passed all quality tests. How
should you respond?
You answered: C.

A Repair the product to include the missing component at no charge to the customer, because the customer is always right.

B Perform the work and bill the customer for the added cost.

C Meet with the customer to document the missing component, and then issue a change request to complete the required
work.

D Inform the customer that since the product passed all quality tests and passed scope verification, it is complete.

Process Group: Executing process

The correct answer in this situation is choice C. Before you do anything that involves a deviation from the original plan, you should document the change and issue a
change request. Only after the change request has been approved should you begin working on it. Because of this, choices A and B are clearly incorrect. Choice D is
also incorrect. Just because a product passed the quality and scope verification processes does not mean the product will meet the customer’s approval. Something
clearly was missed here and thus you should work to try and resolve it.

Question number: 21
You are managing a project and a team member comes across a major risk. Based on the team member's assessment the risk has a fairly high
probability and impact of occurring. What should you do first?
You answered: D.

A Call a team meeting to discuss the risk.

B Transfer the risk by hiring an external vendor to do the work.

C Reprimand the team member for even bringing up the risk.

D Document the risk in the risk register.

Process Group: Monitoring & Controlling process

The first thing you should always do when you identify a new risk is add it to the risk register. You may very well want to call a meeting quickly, but the first thing you
should do is document that the risk exists by putting it in the risk register. You would not transfer the risk, as suggested in choice B, until you had documented it and done
some analysis. Obviously choice C is not correct – you always want an open policy for identifying risks.

Question number: 22
You are working on a project for a non-profit organization and are putting together the schedule. You recall that you worked on a similar project
last year and decide to use the same activity list as a starting point and just make slight changes. What scheduling tool and technique are you
using?
You answered: A.

A Analogous estimating

B Decomposition

C Templates

D Rolling wave planning

Process Group: Planning process

The question is explaining Templates, which are used during the Define Activities process to speed up the process. You may have guessed Analogous estimating, but if
you read carefully the question is not talking about estimating techniques. This question is focused on creating activities.

Question number: 23
Which of the following best describes the primary purpose of the project charter?
You answered: B.

A It defines the project scope

B It authorizes work to begin on the project

C It completely describes the work to be done on the project

D It describes the business case and reason for doing the project

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Process Group: Initiating process

The main purpose of the project charter is to grant formal authority for work to begin on a project. The charter may include some aspects of the other answer choices, but
choice B is the best answer.

Question number: 24
You are the project manager for an accounting project. You have requested 2 senior-level auditors to assist you on your project, but the
accounting director assigns 2 very junior team members that lack the necessary skills to complete the work. How should you respond?
You answered: D.

A Go to the accounting director's manager and ask for the senior resources you need.

B Do the best you can with the junior team members.

C Ask your manager to talk with the accounting director.

D Call a meeting with the accounting director, so that you can explain more clearly the need for senior resources on your
project.

Process Group: Executing process

The appropriate course of action is always to try to resolve the issue directly with the person you have the problem with, thus choice D is the correct answer. You should
never go to outside parties, as suggested in choices A and C, until you have first tried to resolve the issue yourself. Choice B is clearly wrong, because you know the
junior resources are not up to the task.

Question number: 25
You are working on a fixed price contract and have spent $120,000 so far out of a budget of $120,000. You estimate there is still another $20,000
of work to complete the project. Because you are under contract, your company will have to pay all remaining costs to complete the project.
Which of the following best describes this situation?
You answered: B.

A The project is over budget

B The project has reached the point of total assumption

C The project is losing money

D The project is not a success

Process Group: Executing process

The best answer choice is B. This is the book definition of point of total assumption. All of the other answer choices might be true, but the question asks for the BEST
choice and the PMBOK answer is what you should choose. Note that Answer A is included within Answer B, making B more inclusive and therefore the “bestâ€
answer.

Question number: 26
You are submitting a status report to your external customer. Which form of communication should you use?
You answered: B.

A Formal verbal

B Formal written

C Informal verbal

D Informal written

Process Group: Monitoring & Controlling process

All project reports and any procurement related communications should be Formal Written.

Question number: 27
You are the project manager overseeing the construction of a new aircraft carrier. The construction involves fitting various components together
at the shipyard, and it must be done in a particular order. Unfortunately, certain components have been assembled at the shipyard, but your
project team cannot install them because other necessary tasks have not yet been completed, and because you currently lack the resources
needed to install them. The components cannot be kept at the shipyard, and thus, you will incur substantial costs for moving and storing them
until they can be installed. You want to ensure that this doesn't occur again on this project, so you should carefully review which of the following?
You answered: C.

A Requirements Documentation

B Resource Documentation

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C Project Schedule Network Diagram

D Procurement Management Plan

Process Group: Planning process

The problem here is one of sequencing activities. The components should not have been assembled so soon, as they cannot be installed nor can they be stored where
they are. The Project Schedule Network Diagram – an output of Sequence Activities – should be re-visited to verify that future activities are properly sequenced so
this problem does not re-occur.

Question number: 28
You are managing a datacenter infrastructure project. You have spent $250,000 out of a total budget of $600,000. You have completed 30% of
the work thus far, but according to the schedule you should have completed 40% of the work. All work items carry the same value. Which of the
following best describes the situation?
You answered: A.

A Your project is over budget and behind schedule

B Your project is over budget and ahead of schedule

C Your project is under budget and behind schedule

D Your project is under budget and ahead of schedule

Process Group: Monitoring & Controlling process

This is an EVM question. The amount spent is the Actual Cost (AC). The work completed (30%) is the same as Earned Value (EV). The work you were supposed to
complete (40%) is the Planned Value (PV). To answer this question you simply need to plug in the numbers and calculate CV and SV. CV = EV – AC or $180,000 -
$250,000 = ($70,000), which means your project is over budget. SV = EV – PV or $180,000 - $240,000 = ($60,000), which means your project is also behind schedule.

Question number: 29
You are managing a complex project to overhaul a water treatment plant. You are trying to report key information to the stakeholders, but are
having trouble compiling all of the relevant data. You have multiple budget reports in various formats, some of which are out of date, and they are
housed in various locations. The work performance information is similarly scattered amongst various documents, and is difficult to interpret.
Which of the following would best assist you in communicating the key information to the stakeholders?
You answered: A.

A Performance Reporting

B Communications Technology

C Communications Management Plan

D Issue Log

Process Group: Monitoring & Controlling process

Performance Reporting,a tool and technique of Manage Communications, is used to collecting, and distributing performance information, including status reports,
progress measurements and forecasts (pg 301, PMBOK 5th edition)

Question number: 30
You are managing a project and one of your vendors submits a deliverable that you feel is incomplete. He disagrees and insists that his work is
done and refuses to do any further work on it. How should you handle this situation?
You answered: D.

A Accept the work as completed

B Have a mediator help resolve the issue

C File a lawsuit to force the vendor to complete the work or pay you damages

D Follow the claims administration procedures for resolving such conflicts

Process Group: Closing process

This is a conflict related to a contract. The appropriate course of action is to use the claims administration procedures, which defines how to handle these types of
conflicts.

Question number: 31
Your team is reviewing the entire procurement process to look for successes and failures. What are you doing?

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You answered: B.

A Documenting lessons learned

B Conducting a procurement audit

C Inspection

D Decomposition

Process Group: Closing process

The process of reviewing the entire procurement process to look for successes and failures is the book definition for Procurement Audits.

Question number: 32
Which of the following contracts has the most risk to the Seller?
You answered: A.

A Firm Fixed Price (FFP)

B Fixed Price with Economic Prices Adjustment (FP-EPA)

C Cost plus fixed fee (CPFF)

D Time and Material (T&M)

Process Group: Executing process

The seller has the most risk under a Firm Fixed price (FFP) contract. In this type of contract the seller is required to do all of the work for a set price. Regardless of what
happens with materials costs, delays, etc., the seller must complete the work for the fixed price in the contract.

Question number: 33
You are managing a project to develop a new mobile phone. Even though it is not in the requirements, you decide to add a feature allowing the
phone to be used in any country without changing the SIM card. What is this feature called?
You answered: B.

A Scope creep

B Gold plating

C Prototypes

D Alternatives identification

Process Group: Planning process

Adding unwanted and undocumented features to a product is called gold plating. Scope creep is where stakeholders or customers continuously add requirements to the
project. Prototypes are a requirements documentation technique. Alternatives identification is the process of identifying different ways to complete the work on a project.

Question number: 34
You are in the process of installing a new heating and air system in your office building when you realize that because of the way the exhaust fan
is situated, winds of over 30 MPH will cause the AC unit to not vent or work properly. You decide to not change anything and continue as
planned. What strategy did you choose?
You answered: B.

A Exploit

B Accept

C Transfer

D Mitigate

Process Group: Executing process

Since you have chosen to not do anything different, you have decided to accept the risk.

Question number: 35
You have several very low impact and probability risks on your project. Which term best describes these?
You answered: C.

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A Reserves

B Residual risks

C Threats

D Watchlist

Process Group: Planning process

Risks that have a very low impact and very low probability of occurring are put on a watchlist. Basically you just keep an eye on them.

Question number: 36
All of the following are characteristics of the project management plan except which one?
You answered: C.

A Gantt chart

B Collection of subsidiary plans

C Must be approved by the sponsor and stakeholders

D Progressive elaboration

Process Group: Planning process

The project management plan is not simply a Gantt chart showing the schedule. The project management plan includes all subsidiary plans, must be approved by the
sponsor and stakeholders, and is progressively elaborated.

Question number: 37
Which of the following best describes the Validate Scope process?
You answered: B.

A It ensures the WBS is completely defined.

B It involves formalizing acceptance of the completed project deliverables.

C It involves breaking down the project work into smaller, more manageable components.

D It is a key part of the requirements analysis process.

Process Group: Monitoring & Controlling process

Scope Validation typically occurs near the end of the project and is the process of formalizing acceptance of the completed project deliverables. In other words, it ensures
the project deliverables meet the documented project requirements.

Question number: 38
Parametric estimating is best described as which of the following?
You answered: C.

A A weighted average method of estimating costs or durations

B Using a previous project to calculate the cost or duration, making adjustments for known differences

C Using a statistical relationship to a past project (such as cost per unit) to calculate the cost or duration

D Breaking an activity down into smaller components that are easier to estimate, then aggregating the costs or durations

Process Group: Planning process

Choice C is the correct answer. Parametric estimating is when you use a statistical relationship (such as cost per unit) to calculate the cost or duration. Choice A
describes three-point estimates (PERT), choice B describes Analogous estimating, and choice D describes bottom-up estimating.

Question number: 39
You are managing a project that will produce the next new supercomputer. As each new unit is produced your team is taking measurements and
recording them in a control chart. Which of the following results should you be least concerned with?
You answered: D.

A A data point that is just above the upper control limit

B Seven consecutive data points above the mean, but within the control limits

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C A data point that is just below the lower control limit

D Several data points falling well above and below the mean, but within the control limits

Process Group: Monitoring & Controlling process

Choice D is describing a natural random pattern of points that fall on either side of the mean. This is not a cause for concern to the project manager. Choice B, where 7
points fall consecutively on one side of the mean, should be of concern as this shows a process potentially headed out of control. Choices A and C are both problems as
well, since both represent data points that fall outside the control limits.

Question number: 40
You are managing the construction of a new underwater pipeline, and you must hire pipe-fitters to perform large pieces of work. You have
received responses from various companies to your procurement documents, which you are analyzing. You are interested in one company in
particular, because it offered a price which was lower than most. You are unfamiliar with this company, so you obtain from it a list of references
and follow up with them. They all have excellent things to say about this company, and so you award it the contract. Which of the following best
describes your contact with the references?
You answered: C.

A Source Selection Criteria

B Independent Estimates

C Proposal Evaluation Technique

D Procurement Negotiations

Process Group: Executing process

Obtaining references and following up on them would be an example of a Proposal Evaluation Technique – it helps you evaluate the proposal and select the seller. It is
a tool and technique of Conduct Procurements. Answer A is incorrect because this would refer to the criteria that you have designated as being important. An output of
Plan Procurements, Source Selection Criteria is an input to, but not a tool and technique of, Conduct Procurements.

Question number: 41
All of the following are included in the staffing management plan except which one?
You answered: C.

A Staff acquisition and release

B Compliance and safety

C Roles and responsibilities

D Rewards and recognition

Process Group: Planning process

Roles and responsibilities are not part of the Staffing Management Plan. Remember the Human Resource Plan includes 3 major things: the project organization chart,
roles and responsibilities, and the Staffing Management Plan. The Staffing Management Plan addresses staff acquisition, staff release, compliance, safety, rewards &
recognition and training needs.

Question number: 42
When should you identify the stakeholders?
You answered: C.

A At the start of the project

B At the start of the planning process group

C At the start of each phase

D After gathering the requirements

Process Group: Initiating process

Remember you should perform the PMBOK processes for each phase. Technically choice A is also correct, but choice C is a better answer because it includes choice A.
Remember to choose the more inclusive answer when faced with this type of situation.

Question number: 43
You are managing a highway construction project and you are trying to determine if the project is ahead of or behind schedule. Which of the
following would be most helpful?
You answered: B.

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A The schedule baseline

B Work performance information

C Schedule network diagram

D Reserve analysis

Process Group: Monitoring & Controlling process

The most helpful information in this scenario would be work performance information, which would include things like which activities have been completed, percentage of
completion, activity start dates, etc. The schedule baseline and schedule network diagrams are planning documents and would not include current progress information.
Reserve analysis would not be helpful either.

Question number: 44
You are managing a database design project and just realized that there is a major flaw in your design. Your team determines that fixing the
design flaw will result in two additional weeks of work, but not fixing it would result in a major security vulnerability that is unacceptable to the
customer. What should you do next?
You answered: C.

A Fix the flaw immediately

B Inform the customer of the design flaw

C Create a change request

D Determine the impact of the change

Process Group: Monitoring & Controlling process

In this question you have already identified the change and documented the impact. Thus, the next step is to create a change request. You should not begin fixing the
problem, as suggested in choice A, until you get approval. Choice B is also inappropriate, because it is not the next step. You should get the change approved first, and
then inform the customer of the new plan. The steps in the change process are 1) identify the change, 2) determine the impact, 3) create the change request, 4) perform
integrated change control (ask the CCB for approval), 5) update the project documents, 6) manage stakeholder expectations, and 7) manage the project per the new
plan.

Question number: 45
Government regulations that will limit your options as a project team are best described as?
You skipped this question. You marked this question for review.

A Bureaucracies

B Constraints

C Workarounds

D Assumptions

Process Group: Planning process

Union contracts and government regulations that are imposed on your project are examples of constraints. Constraints are anything that limits your options on a project.

Question number: 46
Your project has the following schedule network paths: A-D-F-H, B-D-F-H, C-E-F-H, and C-E-G-H. Tasks have the following durations: A=10,
B=8, C=6, D=4, E=12, F=6, G=3, H=4. What is the critical path?
You answered: D.

A 22

B 24

C 25

D 28

Process Group: Planning process

The critical path is the chain of activities with the longest duration path. In this case it is path C-E-F-H, with a duration of 28 days.

Question number: 47
In which of the following team-building stages does the team begin to work together and build good working relationships?

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You answered: D.

A Storming

B Performing

C Forming

D Norming

Process Group: Executing process

The 5 stages of team building are Forming, Storming, Norming, Performing, and Adjourning. Forming is where the team is initially brought together; in Storming the team
has disagreements; then during Norming the team begins to work together; in Performing the team reaches optimal performance; and finally in Adjourning the team
disbands.

Question number: 48
You are managing a project which is wrapping up. One of your team members, Michael, comes to you to voice some frustrations about his role in
the project. He feels that his role was never clearly established, and that he was never provided with any concrete goals, expectations or
feedback. If this is true, you may have done a poor job with which of the following?
You answered: B.

A Team Performance Assessments

B Project Performance Appraisals

C Team-Building Activities

D Communication Methods

Process Group: Executing process

Project Performance Appraisals are used to provide individual feedback, constructive critique, clarification of roles and expectations, etc. Team Performance
Assessments, on the other hand, evaluate how the team performs as a whole. Project Performance Appraisals are a tool and technique of Manage Project Team while
Team Performance Assessments are an output of Develop Project Team.

Question number: 49
You are managing a large software project for a bank and are about 50% done with the work when a new stakeholder is identified. It turns out the
stakeholder will be highly impacted by the new software project. You have a tight deadline and the requirements are already firmly set. What
should you do?
You answered: C.

A Ignore the stakeholder

B Meet with the stakeholder to inform them of your project

C Meet with the stakeholder to gather their requirements

D Find someone to blame for not identifying the stakeholder earlier

Process Group: Initiating process

The correct course of action would be to meet with the stakeholder and document their requirements. You might get lucky and already have all of their requirements
taken into consideration. At the very least, you will understand what is missing, and if time permits, be able to work on their requirements. Ignoring the stakeholder and
searching for someone to blame are obviously inappropriate responses. Simply informing the stakeholder of your project and not gathering their requirements, as
suggested in choice B, would not be appropriate either.

Question number: 50
Which of the following is not part of the project closure process?
You answered: B.

A Phase exit criteria

B Verify requirements were met

C Transfer the project to operations

D Gather lessons learned

Process Group: Closing process

Choices A, C, and D are all true of the closing process. You do not verify requirements were met during project closure. Verification that the requirements were met would
be part of the Validate Scope process, which is done in Monitoring and Controlling. The output of that process, Accepted Deliverables, would then become an input to the
closing process.

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Question number: 51
What is included in the scope baseline?
You answered: C.

A Project scope statement, WBS, and WBS dictionary

B Scope management plan, and project scope statement

C Scope management plan, project scope statement, WBS, and WBS dictionary

D WBS and WBS dictionary

Process Group: Planning process

The scope baseline includes the project scope statement, WBS, and WBS dictionary.

Question number: 52
What is the range of a rough order of magnitude (ROM)?
You answered: A.

A +/- 10%

B +/- 25%

C - 25%/+ 75%

D +/- 100%

Process Group: Planning process

According to the PMBOK 5th edition page 201, a rough order of magnitude (ROM) is a range of - 25%/+ 75%.

Question number: 53
Formal approval has been provided for your project, and you are asking around to see who else you might be impacted by your project. What
process group are you performing?
You answered: B.

A Initiating

B Planning

C Executing

D Monitoring and Controlling

Process Group: Initiating process

The question is describing the Identify Stakeholders process, which is done in the Initiating process group.

Question number: 54
A major problem with this type of organizational structure is that when the project is finished the team is terminated. What type of organization
structure does this refer to?
You answered: C.

A Balanced Matrix

B Projectized

C Functional

D Weak Matrix

Process Group: Executing process

In a Projectized organizational structure the project team reports to only one boss and is tasked with working solely on the one project. One major problem with this type
of structure is what to do with the team members when the project is completed. One way this is handled is to terminate the employment of all team members.

Question number: 55
An important aspect of success criteria is that it should be quantifiable. Which of the following is an example of quantifiable success criteria?
You answered: D.

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A The product has high quality

B A ten percent reduction in production costs

C The customer is happy with the results

D An increase in stakeholder satisfaction

Process Group: Initiating process

Quantifiable means measurable, and thus is typically numeric. The only answer choice that can be accurately measured is choice B, because it has a number in it. All of
the other answer choices are subjective. Think about how you could objectively measure the other answer choices – you can’t really, because they are too
subjective.

Question number: 56
Pareto charts help the project manager to
You answered: B.

A Foster a more creative team

B Focus their attention on the primary causes of quality issues

C See patterns in defect rates over time

D Perform resource leveling on the project

Process Group: Monitoring & Controlling process

Pareto charts are a combined bar chart (ordered by frequency) and line chart (showing cumulative defect). Pareto charts help the project manager see which variables
are causing the most defects. You may also hear the term 80/20 rule, which is used with Pareto charts and refers to the fact that often times 80% of the issues are
causes by 20% of the factors. Choice A is irrelevant to the question. Choice C is referring to run charts. For choice D you would use a simple bar chart (aka histogram).

Question number: 57
Which of the following best defines high quality?
You answered: C.

A Adding additional features to make the customer happy

B Being aligned to the organization's strategic goals

C Meeting or exceeding the documented requirements

D Meeting or exceeding the customer's expectations

Process Group: Monitoring & Controlling process

Quality is best defined as the degree to which the project meets the requirements. Adding extra features (also called gold plating), as suggested in A, does not make
something high quality and is typically frowned upon because you are inappropriately using project resources on non-essential features. Choice B is not relevant to
quality, but is important for a project to consider when creating the Charter. Choice D has to do with success criteria. Success criteria is a measure of meeting customer
expectations, while quality is a measure of meeting requirements.

Question number: 58
You are managing a project to create a nativity scene for a grade school Christmas play. You are told that one of the requirements is that you
must deliver the nativity scene by December 15 – the date the Christmas play will take place. Where would you document the December 15
deadline?
You answered: C.

A In the requirements documentation, because it is a requirement

B In the WBS, because it is a deliverables

C In the constraints log, because it is a constraint

D In the risk register, because it is a risk

Process Group: Planning process

Deadlines are always considered constraints. A constraint is any limitation put on the project team. A feature of the nativity scene would be a requirement. Deliverables
are typically things that you would actually hand over to the customer, such as part of the nativity scene. A risk would be the possibility of not completing the project on
time, which was not mentioned in this question.

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Question number: 59
McClelland's Theory of Needs states that people fit into categories and are motivated by three types of needs. Managers should determine which
of the 3 categories an employee fits into and manage them accordingly. Which of the following is not one of McClelland's 3 needs?
You answered: A.

A Money

B Power

C Affiliation

D Achievement

Process Group: Executing process

McClelland's Theory of Needs states that people are either motivated by power, affiliation, or achievement. Managers should determine which category an employee falls
into and manage them accordingly.

Question number: 60
You are working as a project manager and are currently looking at a chart that shows you the type and number of resources that you need over a
period of time. Your goal is to smooth out your resources so you can avoid the peaks and valleys. What type of chart are you looking at?
You answered: B.

A Run chart

B Resource histogram

C Resource calendar

D Staffing management plan

Process Group: Planning process

The question is describing resource leveling, which is the process of smoothing out resource utilization over time. You would use a resource histogram (bar chart) to do
resource leveling.

Question number: 61
You are working on a large construction project as a project manager and have just found an opportunity to save a lot of money on your project.
Which of the following is an example of exploiting the opportunity?
You answered: B.

A Partnering with another company to take advantage of the opportunity

B By changing your project approach to ensure that you achieve the full benefits of the opportunity

C Hiring workers in another country to work long hours in poor conditions for very low pay

D By taking out an insurance policy to reduce your project costs

Process Group: Planning process

Exploiting means you actively go after the opportunity. Choice A is describing sharing. Choice C is using the word exploit in a common-sense and non-project
management sense, which is not how you should answer questions on the PMP exam. Choice D is describing transferring, which is a negative risk strategy and should
not be used for opportunities.

Question number: 62
Who theorized that quality was a management issue 85% of the time and by the time things got down to the line employee it was too late?
You answered: B.

A Kaizen

B Deming

C Pareto

D Crosby

Process Group: Planning process

W. Edwards Deming theorized that quality was a management issue 85% of the time and by the time things got down to the line employee it was too late. He is also the
father of Total Quality Management (TQM). Kaizen is the Japanese word for continuous improvement. Pareto is a type of chart. Philip Crosby believed in conformance by
design and zero defects.

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Question number: 63
When working as a project manager there are many things around you that can impact the project’s ability to be successful, including the
corporate culture, infrastructure, marketplace conditions, the number and type of resources available, workplace attitudes, etc. These are referred
to as?
You answered: B.

A Organizational process assets

B Enterprise environmental factors

C Lesson learned

D Constraints

Process Group: Initiating process

The question lists just a few of the many enterprise environmental factors listed in the PMBOK fourth edition on page 14.

Question number: 64
You are a project manager producing several identical components for an aerospace project. You are supposed to be producing 2 units per
month worth $250,000 per unit. After 3 months you have only produced an average of 1.2 units per month. You use a formula to determine what
the difference is. What is the formula you used?
You answered: C.

A SPI

B CV

C SV

D VAC

Process Group: Monitoring & Controlling process

The questions is talking about calculating a schedule variance (SV), which is the difference between what you produced (your Earned Value) and what you were
supposed to complete (Planned Value).

Question number: 65
Jeff is a senior engineer on your project. During a progress review meeting you come across a potentially disastrous risk to your project. Jeff tells
the team that he has a fix to avoid the risk and ensure everything goes smoothly. Everyone trusts Jeff's advice, because he has a lot of
experience handling these types of technical risks. What kind of power does Jeff have?
You answered: B.

A Formal

B Expert

C Legitimate

D Referent

Process Group: Executing process

There are 5 types of power: formal/legitimate, expert, reward, referent, and punishment/penalty. Jeff derives his power from his vast amount of experience, thus he is
using Expert power. Formal or legitimate power is derived from your position or title. Referent power is derived from charisma or how well others like you.

Question number: 66
Which of the following types of conflict resolution is considered a win-lose?
You answered: C.

A Smoothing

B Punishment

C Forcing

D Collaborate/Problem Solve

Process Group: Executing process

Forcing is a win-lose, because one party forces their view onto another party. The party doing the forcing gets exactly what they want, but the other party gets none of
what they want. This is a bad way to handle conflicts. Smoothing (also known as avoiding) is a lose-lose, because the issue is simply avoided and will likely come back

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up later. Punishment is not a conflict resolution technique; it is a form of power. Collaborate is where you problem solve the issue to find a solution that makes both
parties happy and is the best way to handle conflict.

Question number: 67
You are meeting with the quality assurance (QA) manager to discuss the results of the quality audit of your project. The QA manager informs you
that your team has been following quality procedures that are not particularly helpful, and as a result might be increasing the likelihood for
defects. The QA manager recommends revisions to the quality procedures. You feel that the team is following the quality policies that were
originally set forth, and they are doing a good job. How should you handle this situation?
You answered: C.

A You should make a note in your lessons learned document

B Go to the functional managers of your team members and ask them to ensure the team members follow the new procedures
suggested

C You should analyze the suggested procedures, then submit a change request

D Do nothing because your team is already doing a good job

Process Group: Executing process

The correct course of action when you identify a possible change is to analyze the impact of the change and then present a change request to the change control board.
Choice B might very well be the end result of your this, but it’s important to take your change request to the change control board for approval. Choice D is obviously
not a good way to handle this (even though it might be your first instinct).

Question number: 68
Your project team does not understand the fundamentals of project management. You feel this has the potential to harm your project. You decide
to put together a half-day training session to teach PMBOK basics. Which of the following best describes what you have done?
You answered: A.

A Developing your project team

B Avoid Risk

C Acquire Project Team

D Analyze Risk

Process Group: Executing process

This is an example of developing your project team because you are enhancing the team’s overall competencies and skills. Note that B is incorrect because avoiding
a risk means taking it off the table completely, and here the risk of project failures could occur notwithstanding the training.

Question number: 69
Your project was suddenly terminated after a major design flaw was found in one of the component that you delivered to the customer. What
should you do next?
You answered: A.

A Stop work, document the lessons learned, and then release the team

B Offer the customer box seat tickets to a professional sporting event and try to get him to reinstate your contract

C Keep the team working on the project to fix the problems and try to get the project reinstated

D Stop work and release the team immediately

Process Group: Closing process

If your project gets terminated early you should immediately stop work and document the lessons learned. After the lessons learned are documented you can release the
team. Choice B is suggesting a bribe, which is not appropriate. Choice C is not correct either; you should not work on the project if it is canceled. You need your team to
document the lessons learned so choice D is incorrect.

Question number: 70
You are looking at data points on a control chart in real time and notice 7 consecutive points above the mean, but within the control limits. What is
this called and what does it mean?
You answered: D.

A This is called assignable cause and it means you have identified a defect

B This is called common cause and it means the variation is predictable

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C This is called quality assurance and it means you are doing your job

D This is called the Rule of 7 and it indicates a process is out of control

Process Group: Executing process

If you identify 7 consecutive data points on a control chart that are above the mean and within the control limits, then that indicates your process is headed out of control.
The same is true of 7 consecutive data points below the mean and within the control limits. This is called the rule of 7.

Question number: 71
You have two key stakeholders on your project that are always arguing. If one makes a suggestion, the other disagrees even if it is a good idea.
Which group creativity technique should you use?
You answered: A.

A Delphi technique

B Focus groups

C Brainstorming

D Team building exercises

Process Group: Planning process

The best way to handle this situation would be to utilize the Delphi Technique, which is where you separate the two parties and gather their requirements individually.
This is also known as blind requirements gathering, because neither party knows what the other is saying and thus cannot disagree. This can also be useful if you feel
that team members are not willing to share their honest opinions in an open forum.

Question number: 72
You have just received formal authorization to start your project. What should you do next?
You answered: D.

A Start work on the project

B Develop the project charter

C Collect the requirements

D Identify the stakeholders

Process Group: Initiating process

If you just received formal authorization, then that means you already have a project charter and it has been approved. The next step would be to identify the
stakeholders. Collecting requirements would come later in planning and you wouldn’t start work (i.e. executing) until you have finished planning.

Question number: 73
You are managing a graphic design and print project. There is a 30% chance that the paper you are using will be too thin and you’ll have to
reprint the presentation, which will cost you an extra $5,000. There is also a 20% chance that the high capacity ink cartridges you are using will
last you longer than you expect, which will save you $1,000. What is your Estimated Monetary Value (EMV)?
You answered: C.

A $4,000

B $200

C - $1,300

D - $1,500

Process Group: Planning process

EMV is calculated by taking event #1 with a cost of $5,000 times the 30% to get negative $1,500. Event #2 with a savings of $1,000 times 20% to get positive $200. Add
the two events and you get -$1,300.

Question number: 74
You are managing a construction project and there is a chance of a strike at one of your subcontractors which would delay your project. Which of
the following is not a correct statement about risk response strategies?
You answered: C.

A You decide not to use that vender and do the work yourself, which would be an example of avoidance.

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B If the strike happens, your team will work overtime once the delivery arrives to make up for the lost time. This is an example of
mitigation.

C You decide to use another vendor, which would be an example of sharing.

D You decide to do nothing, which would be an example of acceptance.

Process Group: Monitoring & Controlling process

The risk in this question is a negative risk. Sharing only takes place with a positive risk. Choices A, B, and D are all accurate statements about risk response strategies.

Question number: 75
What is the main purpose of the WBS dictionary?
You answered: A.

A It contains additional information about each WBS component

B It provides a framework for how to create the WBS

C It tracks time and cost on a project

D It contains additional information about each activity

Process Group: Planning process

The main purpose of the WBS dictionary is to store additional information about each WBS component. This can include things like work package name, ID, responsible
organization, schedule milestones, quality requirements, cost estimates, required resources, code of accounts identifier, etc.

Question number: 76
You are the project manager at a healthcare services company. Two of your team members are having an argument that has escalated into
yelling. How should you handle the conflict?
You answered: A.

A Collaborate/Problem Solve

B Avoiding

C Smoothing

D Forcing

Process Group: Executing process

As a project manager you should always collaborate to solve problems – this will allow you to resolve the argument and work your way through the issues. Avoiding just
puts the problem off until later. Smoothing is where you make everyone feel good, but dodge the real issue.

Question number: 77
Grace is a project manager for Cosmic Systems. When Grace is out of the office she doesn't trust her employees to get work done and when she
is in the office, see is always looking over their shoulders. What type of manager is Grace?
You answered: B.

A Psychotic

B Theory X

C Theory Y

D Expectancy theory

Process Group: Executing process

Theory X managers believe that workers are lazy and don’t naturally want to work and thus must be watched constantly. Theory Y managers believe that workers
naturally work hard and thus can be left alone to do their jobs. While choice A may be true, it’s not a PMBOK definition and we’ll leave it to the medical
professionals to make that diagnosis.

Question number: 78
Susan has just been appointed as the project manager for a software project and realizes that no WBS has been created and the project is
entering the construction phase. What should she do?
You answered: C.

A She should report this to senior management and start work on the construction phase

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B She should get details from WBS Dictionary to create the WBS

C The WBS should be created first and then construction work started

D She should refuse to manage the project without a WBS

Process Group: Planning process

The problem here is that the WBS had not been prepared. The correct choice C states that she should first create a WBS and then start the construction phase. Choice A
talks about reporting the matter to senior management but that does not solve the problem. Choice B talks about finding information from the WBS Dictionary, but the
WBS dictionary is dependent on the WBS. Choice D is also wrong as it talks about refusing to manage the project, which does not solve the problem. Moreover, the role
of project manager is one of a proactive problem solver.

Question number: 79
You are managing a project with the following EVM metrics: AC = $24,000, EV = $30,000 and PV = $28,000. Which of the following statements is
true?
You answered: D.

A The project is over budget and ahead of schedule

B The project is within budget and behind schedule

C The project is over budget and behind schedule

D The project is within budget and ahead of schedule

Process Group: Monitoring & Controlling process

For this question you need to calculate CPI and SPI, which will tell you if you are over/under budget and if you are within/behind schedule respectively. CPI = EV / AC =
$30,000 / $24,000 = 1.25 thus your project is within budget. SPI = EV / PV = $30,000 / $28,000 = 1.07 thus your project is ahead of schedule.

Question number: 80
You are taking measurements and plotting the results on a control chart. What process are you performing?
You answered: B.

A Perform quality assurance

B Perform quality control

C Plan quality

D Monitor and control project work

Process Group: Monitoring & Controlling process

Remember that quality control is when you do the actual testing and measurement. Quality assurance is when you audit the process to make sure you are following the
correct quality policies and procedures. Be sure to familiarize yourself with the types of charts and graphs you would use in both of these processes – sometimes that is
your only clue.

Question number: 81
You are a project manager and are having a disagreement about an important design issue with another colleague. Before you can seriously
discuss the issue your colleague says: 'Forget about it. You're always right. We'll just do it your away.' What is the best way to describe how the
colleague handled this situation?
You answered: A.

A She gave up

B She deferred

C She withdrew

D She retreated

Process Group: Executing process

In this question we are looking for the PMBOK term, which would be withdrawal. Withdrawal is when someone just gives up and shuts down emotionally, or sometimes
they even physically leave the room. This is not an appropriate way to respond. You should always confront your problems.

Question number: 82
Defects found late in the project are
You answered: B.

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A Easy to fix

B Expensive to fix

C Catastrophic to the project

D The project manager's fault

Process Group: Executing process

As time passes in a project, defects become more expensive to repair. Also remember that stakeholder influence and risk decrease as time passes.

Question number: 83
You are managing the manufacture of a new line of cars. The cars must be tested in many ways, but one especially important test is the
crashworthiness test. The cars your team put through the tests performed well and met all requirements. Because you had to crash so many
cars, however, your project came in well over budget. Which of the following items did you likely fail to consider fully?
You answered: B.

A Control Charts

B Cost of Quality

C Reserve Analysis

D Quality Metrics

Process Group: Planning process

Cost of Quality considers the money needed to ensure the quality objectives are met, and it is therefore a tool and technique of Plan Quality. Here, the Quality
Management Plan would have designated that a particular number of cars be crash tested (statistical sampling), however, the associated costs were not fully included in
the budget.

Question number: 84
You are using the risk register and trying to find the risk score for each identified risk. Which of the following is not a tool and technique of this
process?
You answered: B.

A Risk data quality assessment

B Expected Monetary Value (EMV) analysis

C Risk categorization

D Probability and impact matrix

Process Group: Planning process

First, you must know what process this question is referring to, which is Qualitative Risk Analysis. The keyword Risk Score should have tipped you off. Choice B,
Expected Monetary Value (EMV) analysis, is not part of Qualitative Risk Analysis. EMV is done during Quantitative Risk Analysis. The other answer choices are tools and
techniques of Qualitative Risk Analysis. The other tools and techniques are risk probability and impact assessment, risk urgency assessment, and expert judgment.

Question number: 85
You work for a company that develops software using agile methodologies. You decide to provide your team with a training course in agile
project management. What is this an example of?
You answered: A.

A Developing project team

B Managing Project Team

C Team-Building Activity

D Creating Lessons learned

Process Group: Executing process

One tool and technique of Develop Project Team is training, and the facts provide an example of providing professional training to the team. The purpose of Develop
Project Team is to enhance the effectiveness of the team as a whole.

Question number: 86

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You are managing a project that will move your 200 person office across the country. You are currently sitting in a meeting with several key
stakeholders performing document reviews, assumptions analysis, and information gathering techniques. Which process are you performing?
You answered: A.

A Identify risk

B Collect requirements

C Perform quality assurance

D Monitor and control project work

Process Group: Planning process

The 3 tools listed in the question are from the identify risk process. During this process you usually sit down with stakeholders and try to find risks. The tools and
techniques for the identify risk process are Documentation Reviews, Information Gathering Techniques, Checklist Analysis, Assumptions Analysis, Diagramming
Techniques, SWOT Analysis and Expert Judgment.

Question number: 87
You are working as a project manager on a construction project. You determine that there is a 40% risk of a flood during a critical period in the
project. If the flood occurs it will damage $40,000 worth of equipment. It will also cost an extra $10,000 to drain the water out of the construction
site. You also note that there is a 35% chance that having a small amount of rain will help the landscaping around the construction site, which will
save you $10,000 in irrigation costs. What is the EMV?
You answered: A.

A - $16,500

B - $23,500

C $40,000

D $50,000

Process Group: Monitoring & Controlling process

The formula for Expected Monetary Value (EMV) is Probability X Impact. In this case we take the cumulative impact of a flood, which is $40,000 plus $10,000 or $50,000
multiplied by the 40% probability to get a $20,000 loss. Then we do the same for the second scenario $10,000 times 35% or a $3,500 gain. Then we net the two values
$20,000 loss plus a $3,500 gain to get a loss of $16,500.

Question number: 88
You have just completed the work on your project. All of the following must be completed before the project is closed out except which one?
You answered: B.

A Get formal acceptance of the deliverables from the customer

B Document revised risk strategies for all remaining risks to the project

C Verify that the product acceptance criteria has been met

D Validate that the scope has been completed

Process Group: Closing process

Choices A, C, and D must all be done before completing and closing out a project. You do not need to document revised risks, because when a project is complete the
risk has passed. Remember risk is a future event, so when the project closes out there should be no further risk to the project. There may be risk to the product or to
future related projects, but that would be something else entirely.

Question number: 89
One of your vendors has not completed the work required on the project and you have exhausted all other options to resolve the dispute. Which
of the following is not an appropriate option?
You answered: D.

A Lawsuit

B Arbitration

C Mediation

D Procurement audit

Process Group: Closing process

If you have exhausted all other options to resolve the dispute, then you may consider mediation, arbitration, or even a lawsuit to resolve the dispute. A procurement audit
is just a structured review of the procurement process, and would not be helpful to resolve a dispute.

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Question number: 90
You are trying to determine how best to reward your team for a job well done. Where would you find this information?
You answered: B.

A Reward and recognition plan

B Staffing management plan

C Human resource plan

D Cost management plan

Process Group: Executing process

Rewards and recognition are included in the Staffing Management Plan. Technically the Staffing Management Plan is part of the Human Resource Plan, however, the
more precise answer is the Staffing Management Plan. On the PMP exam always choose the more precise answer when asked where certain information would be
contained. There is no such thing as a Rewards and Recognition Plan.

Question number: 91
You are reviewing a control chart for your project. Which of the following best describes out of control?
You answered: B.

A One data point above the mean

B One data point above the control limit

C One data point within the control limits

D Seven or more data points above or below the mean but within the control limits

Process Group: Monitoring & Controlling process

Choice B is the correct answer. A data point that falls above or below (outside) the control limits on a control chart would be out of control. Choice D is not out of control,
because the rule of seven says that the 7 data points must be consecutively on one side (either above or below) the mean.

Question number: 92
You are working as a project manager on a construction project and you have identified a risk that you will run out of plywood because the
building has odd angles and that will result in 20% more scrap than normal. You decide to go to the supply house and buy 20% more plywood
than originally planned. Which strategy are you using?
You answered: B.

A Avoidance

B Mitigation

C Transference

D Acceptance

Process Group: Planning process

This is an example of mitigation. By purchasing the extra materials you minimize – but do not totally avoid -- the risk of running out. Often times mitigate will sound like
a backup plan. It is not transference because you are not transferring the risk to a third party. It is not avoidance, because you are not changing the plan (instead you are
just adding a backup plan). Usually avoidance will involve implementing an alternate plan, such as using a different material where the scrap can be reused.

Question number: 93
What would a resource histogram show that a RACI matrix would not?
You answered: B.

A The person in charge of each activity

B Time

C Activity

D Interrelationships

Process Group: Planning process

The RACI matrix shows the relationship between resources and work packages. A resource histogram shows resource utilization over time.

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Question number: 94
Regarding change, the project manager's attention is best spent doing which of the following?
You answered: D.

A Informing the sponsor and stakeholders of changes

B Tracking and recording changes

C Building relationships with the change control board members

D Preventing unnecessary changes

Process Group: Monitoring & Controlling process

As a project manager you should try to be proactive and prevent changes as much as possible, thus choice D is the correct answer.

Question number: 95
Which of the following does not require formal written communication?
You answered: C.

A Updating the project plan

B Making changes to a contract

C Scheduling a meeting

D Trying to solve a complex problem

Process Group: Executing process

All answer choices require formal written communication except scheduling of a meeting. Remember updates to project plans and almost anything to do with contracts
will require formal written communication.

Question number: 96
You are in the process of wrapping your project up. Which of the following should you consult to determine when and how to release the team?
You answered: B.

A Human resource plan

B Staffing management plan

C RACI matrix

D Activity list

Process Group: Planning process

The staffing management plan contains information about staff acquisition and release. The RACI matrix and activity lists would not tell you how to release the team
members. The staffing management plan is part of the human resource plan, but the more precise answer is the staffing management plan.

Question number: 97
You are managing a project for a pharmaceutical company to develop a new flu vaccine that could save millions of lives. Which of the following
would you use if you wanted to analyze actual versus planned results?
You answered: B.

A Status report

B Variance report

C Trend report

D Forecast report

Process Group: Executing process

Variance reports are used to compare planned versus actual results. Status reports typically look at status for the current period. Trend reports show performance plotted
over time. Forecasts try to predict the future project performance.

Question number: 98

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You are managing a project to build a bridge across the bay. The previous project had cost overruns because the project team underestimated
the winds and harsh weather conditions on the bay. The lessons learned from the previous project can be found in which of the following places?
You answered: A.

A Organizational process assets

B Records management system

C Project management software

D Enterprise environmental assets

Process Group: Initiating process

The lessons learned documents would be found in the organizational process assets. The term records management system only applies to procurements. The term
project management software is found in cost and time management. Enterprise environmental factors are the environmental factors surrounding your workplace that are
usually intangible.

Question number: 99
What form of communication should a customer use to express their acceptance of the project deliverables?
You answered: B.

A Informal verbal

B Formal written

C Formal verbal

D Informal written

Process Group: Closing process

Formal acceptance should always be formal written.

Question number: 100

Which of the following is not used to create the document that will be used to gain formal authorization to start the project?
You answered: D.

A Business case

B Project statement of work

C Contract

D Scope statement

Process Group: Initiating process

The question is asking for the inputs of the develop project charter process. These include the business case, project statement of work, contract, enterprise
environmental factors, and organizational process assets. The scope statement is created later during the planning process.

Question number: 101

Which of the following is considered the 'triple constraints'?
You answered: A.

A Cost, schedule, and scope

B Cost, schedule, and resources

C Cost, schedule, and communication

D Cost , schedule, and quality

Process Group: Executing process

The triple constraints are cost, schedule and scope. They are typically drawn in a triangle with each leg of the triangle representing one of the three constraints. If you
make a change to one leg, the other two have to change as well. For example, if you increase scope you will likely increase cost or schedule, or both.

Question number: 102

What is the name of the person responsible for the risk response plan?
You answered: D.

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A Risk manger

B Risk controller

C Risk registrar

D Risk owner

Process Group: Planning process

The person responsible for the risk response plan is the risk owner.

Question number: 103

You are managing a project to install a new robot at a car manufacturer. You are very comfortable with the installation, but the electrical is not
your team’s area of expertise. You decide it is too big of a liability to do the electrical work yourself and hire a subcontractor to it for you. This
is an example of what?
You answered: B.

A Delegation

B Transference

C Avoidance

D Mitigation

Process Group: Planning process

This is an example of the risk transfer response strategy. When you take a risk and transfer it to a third party, this is called transferring your risk.

Question number: 104

In a meeting with the project stakeholders you are presenting a performance report which was produced using the following data: EAC = 350,
BAC = 300, ETC = 200 and AC=150. You are asked by the project sponsor if it is possible for you to complete the project within your original cost
performance baseline. What is the best answer to this question?
You answered: D.

A Because the BAC is less than the EAC, you will complete the project under budget

B Because the EAC is more than the BAC, you will complete the project over budget

C Because EAC-AC = 200 you will complete the project on budget

D You do not have enough data to answer this question.

Process Group: Monitoring & Controlling process

To Complete Performance Index (TCPI) is the optimal cost performance that must be achieved to meet the original budget or BAC of 300. TCPI = (BAC – EV) / (BAC
–AC). Without the value of EV you do not have enough information to answer the question.

Question number: 105

You are planning a new project to remodel the manufacturing floor of your company. The R&D department has just released a new product for
manufacturing and is scheduled to begin shipping to the distribution channel in 90 days. Because of the tight schedule you are concerned that
you may miss delivering some requirements which will specifically help the manufacturing process for the new product. What is the best way to
reduce the chances of this happening?
You answered: A.

A Create a Requirements Traceability Matrix to ensure that all approved business value requirements are delivered at the
end of the project

B Create a product oriented WBS and use product analysis to ensure that all of the high-level descriptions of the new product are
translated into tangible deliverables

C Develop a clearly defined Integrated Change Control process that will efficiently handle any changes if missing requirements are
discovered later on

D Use major deliverables as the first level of decomposition in your WBS and then ensure the associated work packages are clearly
defined.

Process Group: Planning process

A Requirements Traceability Matrix is the best way to reduce the chances of this happening since it’s specifically designed to link requirements to their origin and
trace them through the project life cycle, ensuring their delivery. Since the re-model of the manufacturing floor is a result and not a product, product analysis wouldn’t

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typically be used. While Integrated Change Control would help to handle changes found later, your objective is to reduce the chance of them being missed in the first
place. A deliverables-oriented WBS would not be the best way to track requirements.

Question number: 106

Which of the following would be helpful in determining the total duration of your project?
You answered: A.

A Schedule management plan

B WBS

C Project Schedule Network Diagram

D Scope statement

Process Group: Monitoring & Controlling process

The project schedule network diagram displays the relationships among activities (dependencies), thus it would be the most helpful in determining the total duration of the
project. The schedule management plan would tell you how to go about doing the schedule planning, but it would not contain information about project duration. The
WBS and scope statement would contain information about project scope, but lack sufficient detail about individual activities to determine the project duration.

Question number: 107

You are the project manager for a retail clothing company and are responsible for setting up new stores. One of your team members, Bob, has
been acting up lately. He often times is in a bad mood and has been creating a lot of conflict. You hear a rumor that he is having some personal
issues with his spouse, but that is no excuse for his behavior. How should you approach this situation?
You answered: C.

A Call an intervention so the entire team can tell him how his behavior has impacted the team

B Send him an email informing him that his behavior is inappropriate

C Schedule a one-on-one meeting to discuss the issue in private

D Set up a meeting with Bob and his wife to try to help them resolve their differences

Process Group: Executing process

The first thing you should always do when there is a behavior or performance problem with one of your team members is to discuss it one-on-one in private. While
interventions might be great for drug and alcohol problems, they are not appropriate in the workplace. Email is too impersonal and you always want to discuss
performance issues face to face. Meeting with Bob and his wife is obviously inappropriate.

Question number: 108

You are the project manager of a marketing intelligence project and you are 75% of the way through the project. At this point in the project you
really cannot change much as it is almost complete. A new chief marketing officer (CMO) has been hired at your company and he will obviously
be affected by your project. What should you do?
You answered: B.

A Complete the project and show the CMO the results when you are finished

B Meet with the CMO to discuss his requirements

C Add the CMO to the weekly status report distribution list

D Stop all work on the project until you get approval from the new CMO to continue

Process Group: Executing process

The appropriate response is to meet with the CMO to discuss his requirements. You should not ignore the new CMO, a key stakeholder on your project, as suggested in
choice A. Also, simply adding him to the weekly status report distribution list in insufficient – you need to understand his requirements, even if most or all of them cannot
be met at this late stage. Choice D is improper --you should continue working on your project and try to schedule a meeting with the new CMO as soon as possible.

Question number: 109

Your project is currently in the initiating process group. Which of the following is not something you should do at this point in time?
You answered: B.

A Document the reason for doing the project

B Define how work will be executed to accomplish the project objectives

C Identify project success criteria

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D Document high-level risks

Process Group: Initiating process

All choices are done during the initiating process group when developing the Project Charter, except for choice B. You would not do choice B until Planning when you are
developing the Project Management Plan.

Question number: 110

You are managing a project that will move your company's data to a new state-of-the-art data center. The biggest risk your team has identified is
the risk of losing important customer records data during the move. Fortunately, most of the data is also stored on paper forms. However the cost
to input the records would be very high. To address this risk you create a backup of the entire customer database as of last week, and purchase
an insurance policy to pay for the cost to input data for the past 7 days. Which types of risk response strategy are you using?
You answered: A.

A Mitigate and transfer

B Mitigate and enhance

C Mitigate and share

D Mitigate and avoid

Process Group: Planning process

Creating a backup of the data is an example of mitigation. Mitigation in this context is a plan you’ll implement if things go wrong, to make sure the impact is
minimized. The insurance policy is an example of transfer. The risk of the cost to input that data is being transferred to a third party.

Question number: 111

You are managing a research project and have just received a change from the customer that will be cheap and easy to implement. What is the
first thing you should do?
You answered: C.

A Ask your manager for approval

B Go to the change control board

C Evaluate the impacts to the other project constraints

D Implement the change immediately

Process Group: Executing process

The first thing you should do is evaluate the impact to all of the project constraints. It’s very possible that the change could impact quality negatively or have an
impact to one of the other project constraints, such as resources, risk, etc. Once you identify the full impact to the project, you can issue a change request to get approval
from the change control board. You would never implement the change immediately as choice D suggests.

Question number: 112

Which of the following statements is true regarding risk management?
You answered: D.

A Risks are certain events that may be threats or opportunities to the objectives of the project.

B Risks might be opportunities to the project objectives but only risks that are threats to the project objectives need to be considered

C Risks that are perceived more as rewards to the organization than negative consequences should be accepted

D Project risks are uncertain events

Process Group: Planning process

Risks are always uncertain events and need to be considered whether they are positive or negative. Even risks that involve perceived rewards should be analyzed.

Question number: 113

Two of your team members, Jane and Carlos, are arguing about a design issue. Jane tells Carlos that if he doesn't do things her way, she won't
help him with any of his project tasks anymore. This is an example of?
You answered: B.

A Compromise

B Forcing

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C Smoothing

D Withdrawal

Process Group: Executing process

This is an example of forcing. Jane is forcing Carlos to do things here way.

Question number: 114

You are the project manager of an industrial manufacturing project. During project execution, a team member comes to you because he is unsure
what work he needs to complete on the project. Which of the following documents contains a detailed description of the project's deliverables and
the work required to create those deliverables?
You answered: A.

A Project scope statement

B WBS

C Activity list

D WBS dictionary

Process Group: Planning process

You would find a detailed description of the project’s deliverables and the work required to create those deliverables in the Project Scope Statement. That sentence is
the book definition for the project scope statement found in PMBOK Fourth edition, page 115.

Question number: 115

Which of the following is a retrievable archive of contract documents and correspondence that can be used by future project managers?
You answered: B.

A Lessons learned

B Records management system

C Organizational process assets

D Document repository

Process Group: Monitoring & Controlling process

Records Management Systems are where you store information about contracts (procurements). This can be used by future project managers to make their job easier.

Question number: 116

You are a project manager in the process of negotiating a contract, but you have no idea how long the work will take or how much material will be
required. Which type of contract would be best suited for this situation?
You answered: D.

A Cost Plus Incentive Fee (CPIF)

B Fixed Price (FP)

C Cost Plus Percentage of Costs (CPPC)

D Time and Materials (T&M)

Process Group: Planning process

First, if it is not stated, you should always assume that you are the buyer. When you have a contract and are not sure how much time or materials will be required, it’s
best to use a Time and Materials (T&M) type of contract.

Question number: 117

You are managing a manufacturing project and want to improve quality. Which of the following categories would inspections and destructive
testing loss fall under?
You answered: B.

A Prevention costs

B Appraisal costs

C Internal failure costs

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D External failure costs

Process Group: Executing process

Appraisal costs are costs incurred to test the product. Prevention costs are costs incurred to build quality into the product, such as proper training and equipment. Internal
failure costs are costs incurred prior to handing the product over to the customer, such as scrap and rework. External failure costs are costs incurred once the product is
in the customer’s hands, such as warranty work, legal liabilities and lost business.

Question number: 118

Stakeholders are best described as?
You answered: B.

A People who ask you to do more work

B People who are actively involved in or affected by the project

C People who approve the project

D People who stab you in the back on the project

Process Group: Initiating process

The definition of a stakeholder is anyone who is actively involved in, or anyone who is positively or negatively affected by, the project. Not all stakeholders ask you to do
work on the project, and not all stakeholders necessarily approve the project – that would be determined in your Project Management Plan.

Question number: 119

You are in the process of executing your project and need to know when it will be completed. You have the following activity durations on your
project: A=8, B=14, C=6, D=6, E=12, F=6. You also know that D is dependent on A and B. Task F is a successor of D and E. Task C is a
predecessor of task E. Based on this information what is the critical path and what is the float of task A?
You answered: A.

A Critical path is BDF and the float of task A is 6

B Critical path is ADF and the float of task A is 0

C Critical path is CEF and the float of task A is 0

D Critical path is BDF and the float of task A is 2

Process Group: Monitoring & Controlling process

For this question you need to draw out the schedule network diagram based on the information provided. You would have the following paths: A to D, B to D, C to E, D to
F and E to F. You would then need to use the durations provided to do a forward and backwards path analysis. The end result is that the critical path is BDF and the float
of task A is 6.

Question number: 120

You are in the process of executing your project and need to know when it will be completed. You have the following activity durations on your
project: A=6, B=15, C=11, D=8, E=14, F=5, G=4. You also know that D is dependent on A and B. Task F is a successor of D, E, and G. Task C is
a predecessor of task E and G. Which of the following is the critical path?
You answered: C.

A A-D-F

B B-D-F

C C-E-F

D C-G-F

Process Group: Monitoring & Controlling process

For this question you could draw out the schedule network diagram based on the information provided. However, since the only thing we need to calculate is the critical
path, we can take a shortcut and just add up the possible durations and choose the longest duration path, which is C-E-F or 30 days.

Question number: 121

You are called to a bidder conference to bid on part of a telecommunications project. Your job as project manager will be to manage the
hardware installation piece of the project. At the conference you see a former colleague that is bidding on the wiring part of the job. You know
that the integration between the wiring and the hardware can be a bit tricky and all firms competing for these two pieces of work will have to pad
their bids due to the increased risk. You decide to work with your former colleague and submit one combined bid that is lower than anyone else's
to ensure you get the work. This is an example of what type of risk response strategy?
You answered: C.

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A Mitigating

B Transferring

C Sharing

D Exploiting

Process Group: Planning process

This is an example of sharing. The new job you are bidding on is an opportunity. You decide to share the opportunity with your former colleague’s company to ensure
you get the work. Both companies will benefit from getting the job.

Question number: 122

Which of the following processes does not result in updates to the Risk Register?
You answered: B.

A Identify Risk

B Perform Qualitative Risk Analysis

C Plan Risk Responses

D Monitor and Control Risks

Process Group: Planning process

Identify Risk is the process by which the Risk Register is created. The subsequent risk-related processes all have risk register updates as outputs.

Question number: 123

Which of Maslow's hierarchy of needs involves the need for friends, family and affiliation? Also, what is the level just below that?
You answered: D.

A Social, Safety

B Social, Esteem

C Esteem, Social

D Esteem, Self-actualization

Process Group: Executing process

The rung on Maslow's pyramid that is marked by an individual's need for friends, family, and affiliation is the Social level. The level just below that is Safety. The 5 levels
in order from bottom to top are physiological, safety, social, esteem and self-actualization.

Question number: 124

Who is the most appropriate person to approve the project charter?
You answered: B.

A Customer

B Sponsor

C Stakeholders

D Project manager

Process Group: Initiating process

The sponsor is typically responsible for approving the Project Charter, though the PMBOK Guide states only that it should be signed by a manager external to the project
team.

Question number: 125

You are managing a project to construct a new football stadium. You know that you will need to hire out much of the work to other companies
because it is such a large job, and also because other companies can perform certain aspects of the work more efficiently than your own
company can. You want to reach out to as many contractors as possible so that you can get the best work done at the best price. Which of the
following would be least helpful to you in accomplishing this?
You answered: D.

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A Bidders Conference

B Advertising

C Internet Search

D Procurement Performance Reviews

Process Group: Executing process

Answers A-C are tools and techniques of Conduct Procurements which would all help you reach out to potential contractors and find the right one for your job.
Procurement Performance Reviews don’t come into play at this stage, however. They are used during Control Procurements – after you have a contract in place
– to ensure the seller is performing as expected.

Question number: 126

Which of the following is not included in configuration management?
You answered: A.

A Automatic change request approvals

B Controlling changes to project deliverable

C A method to communication changes to stakeholders

D Identification of the functional and physical attributes of the project deliverables

Process Group: Monitoring & Controlling process

Choices B, C, and D are all part of configuration management. Change requests are not and should not be automatically approved.

Question number: 127

You have the following activity cost estimates: Optimistic = $1,000, Pessimistic = $2,400, Most Likely = $1,400. What is the estimated activity
cost?
You answered: A.

A $1,400

B $1,500

C $1,600

D $2,400

Process Group: Planning process

This question is looking for you to use the PERT formula for 3-point estimates. (O + 4ML + P) / 6 = ($1,000 + 4x$1,400 + $2,400) / 6 = $1,500

Question number: 128

You are analyzing risks on your project to determine the amount of money each particular risk event would cost, if it occurred. What process are
you performing?
You answered: B.

A Qualitative risk analysis

B Quantitative risk analysis

C Identifying risks

D Response strategy analysis

Process Group: Planning process

Quantitative risk analysis is the process of numerically analyzing risks, and attaching a dollar figure. This is important in establishing appropriate risk reserves.
Remember, qualitative risk analysis will result in a high, medium or low categorization, whereas quantitative risk analysis will result in a dollar figure. Note that D is not a
process (though Plan Risk Response is).

Question number: 129

You are measuring quality on your project. Which of the following is 3-sigma and 6-sigma, respectively?
You answered: C.

A 99.999% and 99.7%

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B 95% and 99.999%

C 99.7% and 99.999%

D 68% and 95%

Process Group: Monitoring & Controlling process

Sigma (also known as standard deviation) represents variation from the mean. Sigma percentages are as follows: 1 sigma = 68%, 2 sigma = 95%, 3 sigma = 99.7%, 6
sigma = 99.999%.

Question number: 130

You are the project manager of a project that is under a CPIF contract. You are reviewing the following data: BAC = 37,500, EAC = 35,000, AC
=25,000, EV = 27,500, and PV = 27,500. Which of the following statements is true at this time?
You answered: A.

A The project should come in under budget and you would therefore be reimbursed for all costs, plus receive a percentage
of the cost savings as per the contract.

B The project should come in over budget and you will therefore not be reimbursed for all costs.

C The project should come in on budget and therefore you will only be reimbursed for costs, with no additional commission or penalty.

D The project should come in on budget and you would therefore be reimbursed for all costs, and receive a fixed sum as a reward

Process Group: Monitoring & Controlling process

The contract is a Cost Plus Incentive Fee and the Estimate at Completion is $2,500 less than the Budget at Completion. The project should therefore finish under budget,
so A is the correct answer because it allows for the savings to be shared (which is what the CPIF contract provides for).

Question number: 131

You have recently scheduled several meetings with your project team to review items in the issue log and resolve them by developing corrective
actions. What is the best description of this process?
You answered: C.

A This is part of the Manage Stakeholder Expectations process to ensure that stakeholder needs are being met

B This is part of the Direct and Manage Project Work process to ensure that stakeholder needs are being met

C This is part of the Manage Project Team process to ensure that project goals are met

D This is part of the Perform Quality Assurance process to ensure that any issues that have arisen during Perform Quality Control are
being managed

Process Group: Executing process

Meeting with your project team to discuss the issue log would be part of the Manage Project Team process. If it was related to stakeholders they would be invited to the
meeting. Perform Quality Assurance does not use an issue log.

Question number: 132

You have 12 other people on your project. How many lines of communication are there?
You answered: D.

A 12

B 13

C 66

D 78

Process Group: Planning process

The formula for lines of communication is n(n-1)/2. There are 12 other people, plus don’t forget to add yourself because the question here makes clear that you must
do so. Therefore, 13 (13-1)/2 = 78.

Question number: 133

You are managing a project that is under budget and behind schedule. You have plenty of slack in non-critical path activities and you feel it's too
risky to make changes to dependencies. Which of the following is your best option to get the project back on schedule?
You answered: A.

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A Crashing

B Fast-tracking

C Resource leveling

D Critical chain method

Process Group: Monitoring & Controlling process

Your best option given the circumstances is to crash the project. With crashing, you will add resources to critical path activities, thus exchanging potentially higher costs
for faster delivery. You should know that fast-tracking is not an option here because you are told it’s too risky to change dependencies and that’s exactly what
fast tracking does (working on activities in parallel). Resource leveling attempts to smooth out resources, primarily to prevent people from being overworked, and often
will result in longer schedule duration.

Question number: 134

All of the following are true regarding Risk Audits except for which one?
You answered: D.

A The frequency with which they are conducted should be specified in the Risk Management Plan.

B They may be conducted during routine project review meetings or via special risk audit meetings.

C The format of the audit and its objectives should be open and flexible, such that they can be adapted as the audit is in
progress.

D They examine and document the effectiveness of risk responses in dealing with identified risks and their root causes.

Process Group: Monitoring & Controlling process

The format of the audit and its objectives should be clearly defined before the audit is conducted. This point, plus the points made in the other answer choices, are set
forth in PMBOK Fourth Edition at p. 310.

Question number: 135

You have just been informed that you have been selected as the project manager for the XYZ Widget project. You are told that it's on a very tight
schedule and therefore needs to begin as soon as possible. You recall that previous projects for this customer did not go as smoothly as planned
with respect to both the budget and schedule so there is a lot of pressure to meet expectations on this new project. Which of the following should
you do first?
You answered: B.

A Schedule a kick-off meeting to begin brainstorming with your project team to review the schedule and to understand any issues or
concerns that may immediately arise

B Ask for a copy of the Project Charter so you can review who the major stakeholders are, what the high level budget,
schedule, and requirements are and verify your authority as the project manager

C Immediately begin identifying requirements in order to get a jump on the schedule since your primary concern is ensuring that the
expectations of the project and the customer are fully met this time

D Review the Project Scope Statement to ensure you fully understand all of the requirements and criteria for success and then
schedule a meeting to begin identifying stakeholders

Process Group: Initiating process

AA project is not officially authorized until the Project Charter has been created, so no other activities should be started until it has been created. Since you have already
been identified as the project manager the Project Charter has already been created. The Scope Statement would not be created until after you have defined all of the
requirements.

Question number: 136

All of the following are tools and techniques of Acquire Project Team except for which one?
You answered: D.

A Networking

B Pre-Assignment

C Virtual Teams

D Negotiation

Process Group: Planning process

Networking is a tool and technique of Develop Human Resource Plan, which comes before Acquire Project Team.

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Question number: 137

There are several versions of the project scope statement floating around. Unfortunately, there is no version on the documents so it is creating a
lot of confusion as to which document is most up to date. Where would you go to find out which document is the correct version?
You answered: D.

A Version control log

B Change control board

C Project management plan

D Configuration management system

Process Group: Monitoring & Controlling process

The configuration management system tracks changes to key documents in the project. Anytime a change is made to important project documents, an entry is made in
the configuration management system. There is no such thing as a version control log.

Question number: 138

You are managing a project that requires the use of many outside contractors. You are verifying that these contractors are performing the work
as agreed, ensuring they are paid as agreed, managing necessary changes to the contracts as needed, and resolving disagreements with the
contractors as they arise. All of the following are outputs of this process except for which one?
You answered: B.

A Procurement Documentation

B Organizational Process Asset Updates

C Change Requests

D Closed Procurements

Process Group: Monitoring & Controlling process

Closed Procurements is an output of the Close Procurements Process, but the question describes the Control Procurements process. The remaining answer choices are
all outputs of Control Procurements.

Question number: 139

When might it be appropriate to re-baseline a project?
You answered: B.

A Never, since baselines are used to measure progress against the plan

B After receiving approved budget updates

C After a corrective action

D After receiving updates to the cost management plan

Process Group: Monitoring & Controlling process

You should re-baseline a project after receiving approved budget updates, since they would affect the Cost Performance Baseline. The Cost Management Plan describes
how costs will be managed, regardless of the baseline. Corrective actions should be tracked against the baseline.

Question number: 140

Which of the following best describes a scatter diagram?
You answered: A.

A Displays the relationship between independent and dependent variable

B Plots data points over time

C Shows the relationship between causes and defects

D Has an upper limit and a lower limit and shows process deviations

Process Group: Monitoring & Controlling process

Scatter diagrams graphically show the relationship between 2 variables. Choice B is describing a run chart. Choice C is describing a Fishbone or Ishikawa diagram.
Choice C is describing a control chart.

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Question number: 141

You are managing a project to develop a new medical device. As you complete each deliverable you inspect it with the customer to ensure that it
meets the requirements. What are you doing?
You answered: C.

A Perform quality control

B Verify quality

C Validate scope

D Close project or phase

Process Group: Monitoring & Controlling process

The purpose of the Validate Scope process is to inspect each deliverable and gain formal acceptance from the customer. Quality control is concerned with ensuring the
correctness of the deliverable. Close Project or Phase is concerned with closing out the project as a whole. There is no such thing as verify quality.

Question number: 142

Which of the following communication methods is email considered to be?
You answered: A.

A Push

B Pull

C Interactive

D Electronic

Process Group: Planning process

Email is a push communication.

Question number: 143

You have a disagreement with a stakeholder over the technical approach to your project. Where should you document this?
You answered: C.

A Status report

B Risk register

C Issues log

D It should not be documented

Process Group: Monitoring & Controlling process

Issues are any point or matter in dispute. A disagreement over the technical approach used on your project would be an issue, thus it should be documented in the
Issues Log.

Question number: 144

You are working on a project in a weak matrix organization. Who has the authority in this type of structure?
You answered: B.

A Sponsor

B Functional manager

C Project manager

D Customer

Process Group: Planning process

In a weak matrix organization the functional manager has the authority.

Question number: 145

What is the name for the lowest level of the WBS?
You answered: C.

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A Activity

B Deliverable

C Work package

D Node

Process Group: Planning process

The work package is the name for the lowest level in the WBS.

Question number: 146

In a strong matrix organization the role of the project manager is best described as?
You answered: B.

A Expediter

B Full-time

C Coordinator

D Part-time

Process Group: Planning process

In a balanced matrix, strong matrix, and projectized organizational structure, the role of the project manager is full time. According to the PMBOK, in a functional
organization, the role of the project manager is part-time and is more like a project coordinator or project expediter.

Question number: 147

Who manages the integration on a project?
You answered: A.

A Project manager

B Project team

C Sponsor

D Stakeholder

Process Group: Executing process

Integration is one of the primary responsibilities of the project manager.

Question number: 148

Pareto Charts are used to determine which of the following?
You answered: D.

A The number of defects stemming from various causes

B The number of data points falling outside the control limits

C The relationship between two variables

D The number of standard deviations away from the mean of 20% of the defects

Process Group: Monitoring & Controlling process

Pareto Charts are histograms showing the number of defects being caused by various factors, and therefore illustrate the 80/20 rule which states that, generally
speaking, 80% of the defects stem from 20% of the causes.

Question number: 149

You are testing quality on your project and you want to see trends over time. Which chart would be appropriate for this?
You answered: B.

A Ishikawa diagram

B Run chart

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C Pareto chart

D Tornado diagram

Process Group: Monitoring & Controlling process

Run charts graphically display data points over time and would be the appropriate choice to see trends/patterns over time.

Question number: 150

Which of the following is true about the project SOW?
You answered: A.

A If the project is being done for an external customer, it is usually written by the customer

B If the project is internal, it is written by the project manager after receiving the Project Scope Statement

C It is written by the seller as the response to a RFP

D It is written by the buyer in response to a RFQ

Process Group: Planning process

A Statement of Work (SOW) is a narrative description of the products or services to be delivered. For external projects, it is usually written by the customer. For internal
projects, it is written by the project sponsor. While an RFQ could include an SOW, it would be provided along with it and not as a response.

Question number: 151

You are the project manager of a large global project that has team members spread out across several countries in multiple time zones. Several
of the team members in India have been complaining about the limited health benefits provided by your company and that they are not able to
pay for the care they need given their lower salaries as compared to project team members in the United States. Lately they have been
somewhat slow to respond to your e-mail requests for status updates and have even missed a few meetings. The most likely explanation for this
is?
You answered: B.

A McGregor's Theory-X

B Herzberg's Motivation-Hygiene Theory

C McGregor's Theory-Y

D McClelland's Theory of Needs

Process Group: Executing process

Herzberg theorized that pay and benefits act as de-motivators, and if they are inadequate, employees cannot be motivated. McGregor’s Theory-X and Theory-Y
theorize that employees inherently dislike work and are self-motivated, respectively. McClelland’s Theory of Needs says people are motivated by either 1)
achievement, 2) affiliation, or 3) power.

Question number: 152

You are managing an IT project for a law firm. You are using a computer program to analyze your risks. The program does random iterations to
compute probability distributions. What tool are you using?
You answered: B.

A EVM analysis

B Monte Carlo analysis

C Sensitivity analysis

D Probability and impact matrix

Process Group: Monitoring & Controlling process

Monte Carlo analysis is a computer-based program that does thousands of random iterations to compute probability distributions for risk on a project.

Question number: 153

You are managing a project to install 6 new robots in a manufacturing facility. Your primary vendor has just completed its work and you also just
received an invoice for its last deliverable. Which of the following would be the most helpful to you?
You answered: C.

A Claims administration

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B Records management systems

C Payment systems

D Inspection and audits

Process Group: Closing process

The question is telling you that your vendor just sent you a bill, thus you need to pay the vendor. Therefore, the most helpful procurement tool would be Payment
Systems.

Question number: 154

You are managing the implementation of a new accounting software at your company. Two of your stakeholders have a disagreement as to when
to do the kickoff meeting. One wants to do it before planning begins and the other wants to do it at the end of planning. One stakeholder is senior
to the other, however, and so she insists that it will be done at the beginning, and closes the issue. This is best described as which of which of
the following?
You answered: A.

A Lose-lose

B Win-lose

C Win-win

D Negotiation

Process Group: Executing process

Here, the more senior stakeholder used forcing to get what she wanted. Forcing is a win-lose situation because one person gets everything he or she wants, and the
other person gets none of what he or she wants.

Question number: 155

You identify a risk to your project and come up with a risk response strategy to mitigate the risk. However, after implementing the response
strategy there is still some risk that remains. What is this called?
You answered: D.

A Left-over

B Contingent

C Secondary

D Residual

Process Group: Planning process

Risk that remains after you implement your risk response strategy is called residual risk. You don’t necessarily need to have a response strategy for residual risk,
because your initial risk response strategy should encompass your best possible approach.

Question number: 156

You are in the process of managing procurement relationships, monitoring contract performance, and making changes/corrections to your
contracts. What process are you performing?
You answered: C.

A Plan procurements

B Close procurements

C Control procurements

D Conduct procurements

Process Group: Monitoring & Controlling process

During control procurements you manage procurement relationships, monitor contract performance, and make changes/corrections to your contracts. Your goal is to
ensure that your vendors meet their contractual obligations.

Question number: 157

All of the following occur during the close project or phase process, except which one?
You answered: B.

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A Release Team

B Validation of scope

C Create lessons learned

D Procurement audits

Process Group: Closing process

Remember that the validate scope process takes place during monitoring and controlling. All of the other answer choices are done during closing.

Question number: 158

All of the following are true regarding the Manage Communication process except for which one?
You answered: C.

A It involves executing the Communications Management Plan.

B It is performed throughout the entire project life cycle.

C It uses variance analysis as a tool and technique.

D It results in Organizational Process Asset Updates such as project reports and presentations.

Process Group: Monitoring & Controlling process

Variance analysis is not used in Distribute Information, but is used in Report Performance.Variance analysis is not used in Manage Information, but is used in
Performance Reviews under Cost Management, as well as in Variance and Trend Analysis under Project Risk Management. Also, in PMBOK 5th Edition, page 283, they
indicate that the term “Confronting†is not used, rather they use the term collaborate to get the problem solved.

Question number: 159

You are preparing a weekly status report and want to include a forecast for your project. Which of the following would be most helpful?
You answered: D.

A CPI and SPI

B CV and SV

C PV and AC

D VAC and EAC

Process Group: Monitoring & Controlling process

This question is asking you which metrics would be most helpful for forecasting. The only 2 metrics listed that relate to the future are VAC (variance at completion) and
EAC (estimate at completion). All of the other answer choices have metrics that calculate current or past values on the project.

Question number: 160

Which of the following PMBOK outputs would be used to report project status?
You answered: C.

A Issues log

B Lessons learned

C Work performance measurements

D Status reports

Process Group: Monitoring & Controlling process

Work performance measurements are one of the most important outputs on your project. They contain information like planned versus actual performance, EVM
calculations, etc. Note also that the other answer choices are not PMBOK outputs.

Question number: 161

Kaizen is the Japanese word for which of the following?
You answered: C.

A Quality

B Continuous improvement

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C Conformance

D Sigma

Process Group: Planning process

Kaizen is the Japanese word for continuous improvement.

Question number: 162

Everything has been going smoothly on your project until this morning. A fire broke out at the job site as a result of a lightning strike from an
unusual summer thunderstorm and has destroyed quite a bit of the work completed to date. You review your Risk Management Plan and do not
find any mention of this type of occurrence. This is an example of:
You answered: B.

A Poor risk planning which failed to identify this as a risk

B An unidentified risk which will be covered by a management reserve

C A risk which should have been identified during qualitative analysis

D An unidentified risk which will be covered by a contingency reserve

Process Group: Planning process

Management reserves are for responding to unidentified risks. It is impossible to identify all risks, therefore some will remain unidentified. Contingency reserves are for
responding to identified risks.

Question number: 163

The Cost-of-Quality is defined as?
You answered: B.

A Money spent during the project to avoid failures and divided into two categories: Prevention and Appraisal

B All costs over the life of the project associated with quality and divided into two categories: Conformance and
Nonconformance

C Money spent during and after the project to avoid failures and divided into two categories: Internal and External

D A qualitative measurement that calculates the expected monetary value of quality control measures using the formula COQ =
impact x probability x cash flow

Process Group: Planning process

Money spent to avoid failures is the Cost of Conformance. Expected monetary value is used during Risk Analysis.

Question number: 164

Project Scope Validation involves all of the following except?
You answered: C.

A Formalized acceptance of completed project deliverables

B Reviewing deliverables with the customer or project sponsor

C Verifying the correctness of project deliverables

D Verifying the completion of project deliverables

Process Group: Monitoring & Controlling process

Verifying the correctness of deliverables is part of Perform Quality control

Question number: 165

You were recently promoted to a project manager position in your company. Your team members follow your lead simply because you are the
PM. What kind of power is this?
You answered: B.

A Expert

B Legitimate

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C Referent

D Reward

Process Group: Executing process

This is legitimate power, which is the power derived from your title or position in the company.

Question number: 166

Which of the following is not done during the contract closure process?
You answered: C.

A Lessons learned

B Ensuring invoices have been paid

C Review of the sellers progress compared to the contract

D Ensuring all contractual obligations have been met

Process Group: Closing process

Choices A, B and D all occur during the contract closure process. Choice C refers to Procurement Performance Reviews, which occur during the Control Procurements
process.

Question number: 167

Which of the following is a deliverable-oriented hierarchical decomposition of the work to be completed on a project?
You answered: B.

A SOW

B WBS

C Scope statement

D Network diagram

Process Group: Planning process

The definition of the WBS is a deliverable-oriented hierarchical decomposition of the work to be completed on a project.

Question number: 168

You have a contract with a construction vendor that has a force majeure clause in it. Under which of the following circumstances would the
clause not take effect?
You answered: A.

A A category 5 hurricane making landfall

B Mass rioting breaks out

C Act of terrorism

D Poor economic conditions

Process Group: Executing process

Force majeure is a common clause in contracts that essentially frees both parties from liability or obligation when an extraordinary event or circumstance beyond the
control of the parties, such as a war, strike, riot, crime, or an event described by the legal term ‘Act of God' (such as flooding, earthquake, or volcanic eruption),
prevents one or both parties from fulfilling their obligations under the contract.

Question number: 169

You are managing a project at a water treatment plant. Your team is having conflicts about things like who takes meeting minutes, what time to
arrive at work, inappropriate work language, and workplace dress code. Which of the following would help resolve these issues?
You answered: C.

A Projectized organization structure

B Rewards and recognition

C Ground rules

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D Sensitivity training

Process Group: Executing process

Ground rules help the team understand what behavior is acceptable and what is not. Ground rules could help to resolve, or better still – prevent – the issues listed in
the question.

Question number: 170

Which of the following is not an output of Direct and Manage Project Work?
You answered: D.

A Deliverables

B Work performance information

C Change requests

D Work performance measurements

Process Group: Executing process

Choices A, B and C are outputs to the Direct and Manage Project Work process. Also, remember that work performance measurements come out of monitoring and
controlling processes.

Question number: 171

When should you perform the Monitor and Control Project Work processes?
You answered: D.

A As each deliverable is completed

B As soon as all deliverables are completed

C Immediately after direct and manage project execution

D Continuously throughout the project

Process Group: Monitoring & Controlling process

Remember that you do monitoring and controlling throughout the entire project.

Question number: 172

What is the word you would use to describe the amount of time an activity can be delayed without delaying the successor activities?
You answered: B.

A Critical chain method

B Free float

C Total float

D Lag

Process Group: Planning process

Free float is the amount of time an activity can be delayed without delaying the successor activities. Total float is the amount of time an activity can be delayed without
delaying the entire project.

Question number: 173

Your project is behind schedule. Which types of dependencies would you look at to fast-track your project?
You answered: D.

A Hard

B External

C Mandatory

D Arbitrary

Process Group: Planning process

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Fast tracking involves taking activities that were sequential and doing them in parallel. The only activities you can re-arrange are those that have some flexibility. These
are called preferred, arbitrary, or soft logic dependencies.

Question number: 174

You are managing a software development project that is behind schedule. Which of the following statements about scheduling is not true?
You answered: B.

A Fast tracking allows you to do two project phases in parallel to speed up the project delivery.

B Crashing a non-critical path activity will help to speed up the project delivery.

C Precedence diagramming method (PDM) allows you to have four types of logical relationships, and is more flexible than arrow
diagramming method (ADM).

D Critical chain method is the same as critical path, but it adds resource leveling and schedule buffers.

Process Group: Planning process

Crashing a non-critical path activity will do nothing to speed up the project delivery. As a project manager you should focus your attention on critical path activities,
because speeding those up will shorten the schedule. All of the other answer choices are accurate statements.

Question number: 175

You are a project manager who has recently had a team member leave because of an illness. While searching for a replacement you identify a
person who has been a stakeholder of the project and has the correct skills you were looking for. You decide she will be the perfect replacement
for the lost team member and hire her. Your team has recently come to an agreement as to how the team will operate and lately has been
requiring less external supervision. What is the next stage of development your team will enter?
You answered: A.

A Since they are requiring less external supervision they are about to enter the Performing stage

B The addition of a new team member will cause the team to enter the Storming stage

C Because the new team member has been involved as a stakeholder on the project the team will repeat the Norming stage.

D The addition of the new team member will cause the team to enter the Forming stage.

Process Group: Executing process

According to Tuckman’s 4-stage model of group development, anytime a new member joins the team, the process starts anew with the Forming stage.

Question number: 176

All of the following processes are designed to identify, analyze and address specific risks, except for which one?
You answered: A.

A Develop Risk Management Plan

B Identify Risks

C Perform Qualitative Risk Analysis

D Perform Quantitative Risk Analysis

Process Group: Executing process

The Risk Management Plan is not designed to address specific risks (though it may include risk categories). Rather, it sets forth the ways in which the project team will go
about managing risk.

Question number: 177

You are the project manager for the Green Thumb Landscaping Company working on a firm fixed priced contract for a customer who is also a
personal friend. The installation of the lawn has completed slightly ahead of schedule. The customer notices that you have some leftover grass
that will have to be discarded after the project completes, and asks if you can install it in a location that is not part of the original project. What is
the most appropriate response to this?
You answered: C.

A You agree to install the grass since it would be discarded anyway, you are ahead of schedule, and it only takes about an hour to
complete.

B You politely decline the request since he is a friend and it could be construed as a conflict of interest.

C You agree to install the grass after submitting a change request and receiving approval.

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D You politely decline the request since the project is firm fixed price and therefore does not include additional time to complete the
work.

Process Group: Monitoring & Controlling process

The nature of the request or your relationship with the customer is not a reason to circumvent the change control process. Any change request should be considered
using integrated change control.

Question number: 178

You are in the process of closing your project. What is the correct order of events?
You answered: A.

A Get formal acceptance, write lessons learned, release the team, close the contract

B Release the team, get formal acceptance, write lessons learned, close the contract

C Close the contract, write lessons learned, get formal acceptance, release the team

D Close the contract, get formal acceptance, release the team , write lessons learned

Process Group: Closing process

The first thing to remember is that you need your team to complete the work to get formal acceptance and also to write the lessons learned. You don’t need your
team to close the contract. Obviously you should get formal acceptance before you write the lessons learned.

Question number: 179

Developing an accurate project schedule is an important part of the planning process. You have used the Critical Path Method to ensure that you
identify the critical path within your schedule network. Which of the following statements is true?
You answered: C.

A Unlike the Critical Chain Method, the Critical Path Method does not take into account resource constraints and schedule
buffers and therefore does not protect against schedule slippage

B The Critical Path Method uses activity on arrow and therefore provides a more accurate schedule estimate since it doesn't use
dummy activities

C Unlike the Critical Chain Method, the Critical Path Method does take into account resource constraints and schedule buffers and
therefore does protect against schedule slippage

D The Critical Path Method uses activity on node and therefore provides a more accurate schedule since it does use dummy activities

Process Group: Planning process

The Critical Chain Method applies resource constraints and schedule buffers to the project schedule to manage uncertainty and protect against slippage. Both the activity
on arrow and the activity on node methods produce the same level of accuracy (though activity on node allows for more types of dependencies to be used).

Question number: 180

You are the project manager of a project whose stakeholders are risk averse and cost sensitive. During the decomposition of the WBS into
activities, you identify a work package that would benefit from using a subcontractor to perform it. Which of the following statements describes the
most likely reason for this?
You answered: B.

A Your team has the experience to do the specific work but it would be less expensive to use a subcontractor to accomplish the work.

B Your team is the not very experienced with this specific type of work and it would be less expensive to use a
subcontractor to accomplish the work.

C You identify the work package as having a high risk of failure therefore using a subcontractor would transfer the risk.

D You identify the work package as being very costly to complete therefore using a subcontractor would be more economical.

Process Group: Planning process

Because the stakeholders are both risk adverse and cost sensitive, B would be the best choice since it reduces risk and cost. Remember you must choose the best
answer, and that will always be the one that most closely aligns with all the facts provided.

Question number: 181

You have identified some potential defects on your project related to a design flaw and decide to take actions to reduce the probability of negative
consequences. What are you doing?
You answered: C.

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A Problem solving

B Workaround

C Preventive actions

D Corrective actions

Process Group: Monitoring & Controlling process

Preventive actions are by definition actions taken to reduce the probability of negative consequences.

Question number: 182

Your current project involves a large group of stakeholders, some of whom are geographically dispersed. You are worried that it may be very
difficult to ensure that they are properly informed of the project status. Which of the following would be the best overall approach to this?
You answered: B.

A Gather information such as roles, departments, interests, etc. and identify the potential impact or support each stakeholder could
generate.

B Plan project communications to ensure expectations are properly managed by promptly distributing information designed
to keep all stakeholders properly informed.

C Distribute weekly status reports to each of the stakeholders to ensure they do not miss any important updates to the project status.
Additionally, schedule a weekly conference call with them to discuss their concerns and any issues that may have arisen.

D Analyze stakeholder interests using quantitative and qualitative techniques to ensure stakeholder relationships can be leveraged to
build coalitions and partnerships.

Process Group: Planning process

Plan communications includes all of the items listed in Answer B, so it’s the best overall approach in this situation.

Question number: 183

You have recently been brought in to replace the project manager on the Springfield Airport Modernization Project. Upon reviewing the project
documents you discover that the project is behind schedule and over budget. Your project team has blamed it on the numerous changes that
have been requested by the customer that were not in the original scope. What is the most likely cause of this?
You answered: C.

A The original Scope Statement included assumptions which should be always be resolved during project planning

B The changes requested by the customer have mostly involved changes to internal processes which are not covered by the change
control process

C The changes being requested by the customer were requirements mentioned as exclusions in the Project Scope Statement and
therefore should have been denied

D The changes requested by the customer were originally noted as exclusions in the Project Scope Statement, and because
of poor integrated change control, were not handled properly

Process Group: Monitoring & Controlling process

The integrated change control is designed to handle changes to internal processes, and any other new requirements regardless of whether they were initially excluded.
Assumptions by definition are factors that are assumed true during the planning process and do not need to be resolved at that point.

Question number: 184

Which of the following would be considered a defect?
You answered: D.

A A work package that does not meet the requirements, but is later deemed acceptable by the customer

B A mistake made by a team member

C A system component that was designed to specifications, but the entire system does not work properly

D Any change request

Process Group: Monitoring & Controlling process

Remember a defect is any deliverable that does not meet the documented requirements. Choice A clearly is the only choice that matches this description. Just because a
customer later decides that it is acceptable does not negate the fact that it did not meet the requirements, and therefore is a defect. In choice C, even if the deliverable
doesn’t work properly, if it meets the requirements then it is not defective. Change requests are not necessarily derived from defects.

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Question number: 185

Your project involves creating a new type of car seat for children that meets federal safety standards. During the test phase a problem is
discovered with the amount of force that the car seat can withstand, and testing is halted. It is determined that the car seat does not meet the
minimum safety standards. Which of the following statements best describes this situation?
You answered: B.

A The cost of performing the test is called an appraisal cost, and the additional costs which may be incurred include re-work
or scrap.

B This is an example of a cost of non-conformance.

C This is an example of an external failure cost.

D The problem was discovered during Perform Quality Assurance using a Control Chart when the a safety standard variable went out-
of-control.

Process Group: Monitoring & Controlling process

Costs associated with testing a product are called appraisal costs. Here, the car seat did not meet the requirements, so the car seats must either be fixed (re-work) or
discarded (scrap). B and C incorrectly describe the type of costs incurred, while D incorrectly states that the problem was detected during Perform Quality Assurance.

Question number: 186

A project manager is faced with two team members who have a conflicting view of how the work on the project should be done. The project
manager sits down with the other two team members and calmly discusses the options and benefits to each method. At the end of the meeting
they come up with a solution that both agree to. This is an example of what?
You answered: B.

A Compromise

B Collaborating/Problem Solving

C Forcing

D Withdrawal

Process Group: Executing process

This is an example of collaborating also known as problem solving. With collaborating you discuss all options and work through the problem. If you chose compromise,
you are wrong. With compromise you just meet in the middle without much real discussion.

Question number: 187

Where would you store project assumptions, constraints and exclusions?
You answered: B.

A Requirements document

B Project management plan

C Project charter

D Project scope statement

Process Group: Planning process

The project scope statement includes the product scope description, product acceptance criteria, project deliverables, project exclusions, project assumptions, and
project constraints. The project charter and requirements document does have some information about assumptions and constraints (however it is limited), but the only
place you would find project exclusions is the scope statement.

Question number: 188

You are the project manager for the Regional Railroad project. The project is to build a railroad linking the east side of your city with the
downtown area. Part of the project will be to remodel the existing downtown train station. You are preparing a review of the current project
performance and have the following measurements: PV = 250, AC = 350, EV = 300. What do you know about this project?
You answered: D.

A SV is a positive number which means you have completed more work than you had planned to date.

B SV is a positive number, which means you are under budget.

C SV is a negative number which means the project is ahead of schedule.

D ETC is a positive number, which means the project will finish over budget.

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Process Group: Monitoring & Controlling process

SV is a positive number and is calculated as EV – PV which is 300 – 250 = 50. A positive SV means that the project is ahead of schedule, meaning you have
completed more work to date than planned. It does not mean you are under budget, however.

Question number: 189

You are the manager of the Easy Peezy Lemon Squeezy drink company. You have just produced a cost performance baseline. Which process
have you just finished?
You answered: D.

A The Estimate Cost process, which is the process of aggregating the estimated costs of individual activities or work packages

B The Determine Budget process, which is the process of aggregating the estimated costs of individual activates or work
packages

C The Plan Cost process, which is the process of developing an approximation of the monetary resources needed to complete the
project.

D The Estimate Cost process, which is the process of developing an approximation of the monetary resources needed to complete
the project.

Process Group: Planning process

The Determine Budget process creates the cost performance baseline. The Estimate Cost process focuses on costs of activities and work packages which are eventually
rolled up during the Determine Budget process. The Plan Cost process does not exist.

Question number: 190

As the new project manager for the Better Beach Bicycle Company, you and the project team are reviewing the WBS which was created by the
previous project team. After the project was postponed indefinitely, the previous project manager and project team were released. You notice that
the lowest level nodes of the WBS do not include a list of activities. Which of the following is true?
You answered: B.

A You realize that the previous project team did not finish the WBS since it should have included the required activities.

B This is OK since the lowest level of the WBS should be the work package level.

C You realize that the previous project team did not finish the WBS since it should have included the required resources.

D This is OK since the previous team was using rolling-wave planning therefore the lowest level of the WBS is the work package
level.

Process Group: Planning process

A WBS is a hierarchical decomposition down to the work package level. A WBS never includes resources or activities lists. Rolling-wave planning starts with a completed
WBS and is not used to create one.

Question number: 191

Lines of authority, team member responsibilities, and loyalties can be blurred in a balanced matrix environment. You should do all of the following
during the Develop Project Team process except for which one?
You answered: C.

A Schedule a regular meeting with the functional supervisors of each team member to ensure they remain authorized to
work on the project until their responsibilities are completed

B Meet with the functional supervisors of each team member to discuss strategies for coordinating performance appraisals and
feedback

C Develop a training plan and schedule to ensure that team members receive the appropriate training needed to enhance their
competencies

D Establish a set of ground rules regarding acceptable behavior

Process Group: Executing process

A meeting with functional supervisors to ensure team members are authorized to work on a project is done during the Acquire Project Team process, and not on a
recurring basis.

Question number: 192

You are categorizing the deliverables of the project to make the project easier to manage and estimate. What are you doing?
You answered: B.

A Developing the project scope

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B Creating the WBS

C Defining activities

D Building an affinity diagram

Process Group: Planning process

The purpose of creating the WBS is to make the project easier to manage and estimate. The WBS is a deliverables-oriented breakdown of the project work.

Question number: 193

According to the PMBOK, which of the following accounts for over 50% of all conflicts on a project?
You answered: C.

A Poor performing team members, bad attitudes and drinking alcohol at the workplace

B Planning, executing and closing

C Resources, budget and schedule

D Resources, priorities and schedule

Process Group: Executing process

According to the PMBOK, resources, priorities and schedule collectively account for the majority of conflicts on a project. Do not confuse this with the triple constraints
however (time, scope and budget).

Question number: 194

Which of the following are strategies for responding to positive risks?
You answered: A.

A Share, accept, mitigate, enhance

B Mitigate, accept, share, exploit

C Share, accept, enhance, exploit

D Share, accept, transfer, enhance

Process Group: Planning process

The four types of strategies for responding to positive risks are share, accept, enhance, and exploit.

Question number: 195

You are managing a large construction project and need to make changes to the contract. Once the changes are complete, you need to give a
presentation to management to explain the changes. What types of communication should you use?
You answered: C.

A Formal written, formal verbal

B Informal written, formal verbal

C Formal written, informal verbal

D Formal verbal, formal verbal

Process Group: Executing process

Whenever making changes to a contract you should use formal written. When you make a presentation, you use formal verbal.

Question number: 196

You are in the planning phase of a project to build a shopping mall in a small community in a nearby town. You have used bottom-up estimating
to determine costs for each activity and have created a cost performance baseline. Which of the following statements is true?
You answered: B.

A Bottom-up estimating is the most labor intensive and not quite as accurate as parametric estimating.

B You have completed the Estimating Costs process and will use the cost performance baseline to begin the Determine Budget
process which will create the budget performance baseline used to measure future project performance.

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C Bottom-up estimating is the most labor intensive and is more accurate than parametric estimating.

D You have completed the Determine Budget process and will use the cost performance baseline to begin the Establish Budget
process which will create the budget performance baseline used to measure future project performance.

Process Group: Planning process

Bottom-up estimating takes the most time but is the most accurate since it aggregates the cost of every activity. There is no budget performance baseline.

Question number: 197

All of the following are tools and techniques of Manage Project Team except for which one?
You answered: C.

A Observation and Conversation

B Training

C Project Performance Appraisals

D Interpersonal Skills

Process Group: Executing process

Training is done during the Develop Project Team process.

Question number: 198

Risk Monitoring and Control should be a continuous process throughout your project. Which of the following is not true?
You answered: C.

A Risk identification and monitoring are the responsibilities of the entire project team.

B Product samples that are found to violate the Rule of 7 indicate a risk trigger has occurred and should be reviewed as soon as
possible.

C Risk mitigation is a risk response planning technique associated with opportunities that seek to increase the probability
of occurrence or impact of a positive risk.

D Residual risks are risks that remain after risk responses have been implemented.

Process Group: Monitoring & Controlling process

Risk mitigation is a technique associated with threats and seeks to decrease the probability or impact of a negative risk.

Question number: 199

Your manager gives you instructions on how to best complete a work package. He then asks you to repeat back what he just said to ensure you
understood him. This is called?
You answered: C.

A Micro management

B Active listening

C Scope verification

D Push Communication

Process Group: Executing process

Active listening is when you confirm that you received and understood the message, by either repeating back what was said or asking clarifying questions.

Question number: 200

You are a project manager of a project close to completing delivery of the final product when an important stakeholder contacts you about a
requirement that seems to be missing from the project scope. You schedule a meeting with them to discuss the specifics of the requirement and
the possible options for handling it. During the meeting the conversation becomes somewhat heated when the stakeholder demands to know
when the requirement will be completed. What is the best way to handle this situation?
You answered: B.

A Use the conflict resolution technique of Smoothing to examine the alternatives and identify a win-win solution

B Explain that any details on whether the requirement is approved or might be completed would be made by the CCB and
assist them in completing a Change Request

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C Recognize the stakeholder as a blocker and leave the meeting room to avoid further conflict with a stakeholder

D Agree to personally handle their request to ensure that it is completed as soon as possible to avoid any further conflict

Process Group: Monitoring & Controlling process

The CCB must review and approve all Change Requests. Explaining this fact and then assisting with the completion of the Change Request is the best way to handle
this. The technique of Smoothing does not involve examining alternatives and is not win-win. Withdrawing during a conflict is never the best option. Agreeing to
personally handle the request and to ensure it’s completed as soon as possible sets an unrealistic expectation that it is already approved.

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