PASS ON THE FIRST TRY (PMPΠ & CAPMΠ) PROJECT

PMBOK® Guide 6th Edition

PMBOK, PMP, and CAPM are registered marks of the Project Management Institute, Inc.
PREP
projectprep.org

Preparing for the PMP® or CAPM® exam can be a grueling experience, TIP #4: PRACTICE LOTS OF QUESTIONS
which is why it is important to pass on your first attempt. Our team passed
both exams on the first try, and we get feedback from lots of others who do, Without question, this is the most important tip!
too. These are, from our perspective, the most effective study tips.
R You need to practice lots and lots of questions to be prepared.
R Here are few things to remember as you go through questions:
TIP #1: PICK A SPECIFIC DATE TO TAKE THE EXAM Practice 30-40 questions each day.

Deadlines motivate us to work harder and finish sooner! R Build this into your daily study routine!
R After a couple weeks, you will be surprised at how far you’ve come.
R Select a specific exam date on the calendar using the guide below.
R Then, share that date with a friend. This helps with accountability! Understand why you missed a question.
R If your date is too far in the future, you will lose focus and drive. R Simply practicing questions is not enough.
Pick an exam date based on the amount of time you can study each day: R If you miss a question, you have to know why!
R You want to avoid the mistake in the future.
¾ 120 mins/day = study for 30 days
¾ 60 mins/day = study for 60 days Utilize questions from a variety of training providers.
¾ 40 mins/day = study for 90 days R No training company has access to the actual PMI testing banks.
R And no one practice test is a perfect representation of the actual exam.
R So it’s important to use practice tests from a variety of sources.
TIP #2: BUILD A DAILY STUDY HABIT R (We should diversify questions – like we diversify our financial portfolio.)
Complete several full practice tests in a simulated environment.
Consistent study is key. Cramming will NOT work!
R This is extremely important.
R It’s like exercising – you build muscles by lifting on a regular basis. R You have to simulate the actual exam experience.
R So, study at the same time each day. Don’t let anything interfere! R This will help you build stamina. (200 questions is a lot!)
R Consult with your family about the best time. You need their support! R We recommend using an online exam simulator. (A good investment!)
R Avoid distractions. Turn off other music/TV and exit other apps. R (We provide our students with access to a simulator in our courses.)
Learn the best way to read an exam question.
TIP #3: OBTAIN THE RIGHT STUDY TOOLS R First, read the last sentence of the question.
R Second, read the answers. (Some might note even make sense!)
R Third, skim the whole question and the answers.
R (This pattern helps you focus on the question itself and not the “fluff”!)
Understand common question types and formats.
R Most exam takers say that lots of questions on the exam are situational.
R For example, based on a given situation, what should a PM do?
Videos Cheat Sheets Practice Tests R Or, based on another scenario, what document should a PM reference?
Invest in a training Take them everywhere Take several full-length Consider these other tips for answering questions:
course that offers the and study whenever practice tests, and
needed “contact you have a free minute. review your missed R Always try to eliminate the 1 or 2 answers that don’t make sense.
hours.” Then, watch We have some of these questions. There is one R Remember to answer with the best practice rather than common practice.
videos each day. in our free Prep Pack. in our free Prep Pack. R On the exam, you can “mark” questions and return to them later.

Each day, after reviewing new material, refresh on previously-studied material. MORE TIPS ON THE NEXT PAGE!
TIP #5: MASTER THE PROCESSES & ITTOs We also recommend reviewing Ricardo Vargas’ process overview video.
R Many exam takers find his video extremely helpful.
There are 49 processes. Each has inputs, tools, techniques, outputs (ITTOs).
R It helps you understand the processes and how they fit together.
R The processes and ITTOs are the “recipes” of project management. R Here is the link to the video – https://bit.ly/vargas_video
R It’s what we do… and what we need to do them! R Here is the link the supporting PDFs – https://bit.ly/vargas_pdf
R We need to know these well in order to succeed on the exam.
However, note that this tip says “master” rather than “memorize”. TIP #6: RELAX BEFORE AND DURING THE EXAM
R It is nearly impossible to memorize all the ITTOs.
R It is more important is to understand what happens during a process… Everyone is nervous before the exam. Here are ideas to calm your nerves:
R And how a process is connected to other processes.
R We should understand the purpose of the ITTOs. (“Why do I need this?”) Day before the exam:
R Only do a light review, if any. (Rest your brain!)
Here are our tips for mastering the ITTOs:
R Get some popcorn and watch a good movie. (The Princess Bride?)
R Know their purpose. As you study, ask: “What is this? Why do I need it?” R Go to bed early.
R Write them down. Writing often helps us learn and remember.
Day of the exam:
R Master 2 processes a day. This gives you time to absorb the ITTOs.
R Understand the ITTO patterns. Those patterns are listed below. R Take the day off work. (Let the exam be your focus.)
R Allow plenty of time to get ready, eat, and travel. (Don’t be rushed.)
Here are the ITTO patterns, which are referenced above: R Eat light foods. (Consider salads rather than hamburgers.)
R Plan a fun activity for after the exam. (Something to look forward to!)
R Outputs of one process often become inputs to later processes.
R Inputs/outputs are often documents. Tools/techniques are often actions. During the exam:
R The Project Management Plan is an input to nearly every process. R Get comfortable. Bring a sweater in case it gets cold. Take your shoes off.
R Org. Process Assets and Enterprise Env. Factors are inputs to most processes. R Use the 10-minute break to go to the bathroom and stretch.
R Expert Judgment, Data Analysis, and Meetings are tools on many processes. R Don’t panic! Most exam takers doubt themselves in the middle.
R Project Documents Updates and PMP Updates are outputs of many processes. R This is normal. Just hang in there and keep charging forward!
R Anything that includes “updates” will always be an output (not an input).
R Anything that includes “system” will always be a tool (not an input/output).
R Plans (e.g. Risk Mgmt. Plan) are almost always an output of “Plan …” processes.
R Work Perf. Data is an input on monitoring processes. Except in integration.
TIP #7: DOWNLOAD OUR FREE PREP MATERIALS
R Changes Requests are outputs on monitoring processes. Except in integration.
R Work Perf. Info. is an output on monitoring processes. Except in integration. We have lots of FREE study tools:
Here are tips to remember which process group each process belongs to: R Exam Cheat Sheet
R Initiating - Only two processes. (Develop Proj. Charter, Identify Stakeholders) R Process Reference
R Planning - Usually includes plan, estimate, or define. (Define Activities) R Practice Tests
R Executing - Usually includes manage, conduct, acquire. (Conduct Procurements) R PM Job Tips
R Monitor & Controlling – Includes monitor, control, or validate. (Control Costs) R Lots More!
R Closing - Only one process. (Close Project or Phase)
Download at projectprep.org
We have lots of freebies in our free Prep Pack to help with mastery:

Process ITTO ITTO ITTO Video

Reference Spreadsheet Notecards Blank Sheets Overviews
 EXAM CHEAT SHEET (PMPΠ & CAPMΠ) PROJECT
PMBOK® Guide 6th Edition
PMBOK, PMP, and CAPM are registered marks of the Project Management Institute, Inc.
PREP
projectprep.org

CHAPTER 1 – INTRODUCTION TO THE PMBOKΠ GUIDE CHAPTER 2 – PROJECT ENVIRONMENT

  

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ƒ–”‹šȂƒŽƒ…‡† ‘™Ȁ‘†Ǥ ƒ”–Ǧ‹‡ ‘™Ȁ‘†Ǥ ‹š‡† ƒ”–Ǧ‹‡
   ”‘Œ‡…–Ǧ”‹‡–‡† ‹‰Š —ŽŽǦ‹‡ ‹‰Š  —ŽŽǦ‹‡
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›„”‹† ‹š‡† ‹š‡† ‹š‡† ‹š‡† ‹š‡†
ƒ–‹•ˆ›•–ƒ‡Š‘Ž†‡”‡‡†• ȋ‡Ǥ‰Ǥˆ‹Ž‹‰ƒ•‡“—‡Ž–‘ƒˆ‹Ž–Šƒ–™ƒ•‹…”‡†‹„Ž›’‘’—Žƒ”Ȍ
 ‹‰Š —ŽŽǦ‹‡ ‹‰Š  —ŽŽǦ‹‡
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”‡ƒ–‡‘”‹’”‘˜‡’”‘†—…–•‘”’”‘…‡••‡•ȋ‡Ǥ‰Ǥ—•‹‰‹š‹‰ƒ–‘‹’”‘˜‡‘—”‘Ž‹‡‘”†‡”’”‘…‡••Ȍ
  Ȃ  



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‹–‹ƒ–‹‰Ȃ ‡ˆ‹‡ƒ‡™’”‘Œ‡…– ‘”’Šƒ•‡„›‘„–ƒ‹‹‰ƒ—–Š‘”‹œƒ–‹‘–‘•–ƒ”–Ǥ Ǧ šƒ’Ž‡•ȋ‡š–‡”ƒŽȌǣƒ”‡–’Žƒ…‡…‘†‹–‹‘•ǡŽ‡‰ƒŽ”‡•–”‹…–‹‘•ǡ…—Ž–—”ƒŽ‹ˆŽ—‡…‡•ǡ‡–…Ǥ
Žƒ‹‰Ȃ •–ƒ„Ž‹•Š–Š‡•…‘’‡ ‘ˆ–Š‡’”‘Œ‡…–ƒ††‡ˆ‹‡–Š‡…‘—”•‡‘ˆƒ…–‹‘”‡“—‹”‡†Ǥ Ǧ šƒ’Ž‡•ȋ‹–‡”ƒŽȌǣ‘”‰ƒ‹œƒ–‹‘ƒŽ•–”—…–—”‡ǡ‘”‰ƒ‹œƒ–‹‘ƒŽ…—Ž–—”‡ǡ‡’Ž‘›‡‡…ƒ’ƒ„‹Ž‹–›ǡ‡–…Ǥ
š‡…—–‹‰ Ȃ ‘’Ž‡–‡–Š‡™‘” †‡ˆ‹‡†‹–Š‡’”‘Œ‡…–ƒƒ‰‡‡–’ŽƒǤ ”‰ƒ‹œƒ–‹‘ƒŽ”‘…‡••••‡–• Ȃ Žƒ•ǡ’‘Ž‹…‹‡•ǡƒ†‘™Ž‡†‰‡„ƒ•‡•‹–‡”ƒŽ–‘–Š‡‘”‰ƒ‹œƒ–‹‘Ǥ
‘‹–‘”‹‰Ƭ‘–”‘ŽŽ‹‰ Ȃ ”ƒ…ǡ”‡˜‹‡™ǡƒ†”‡‰—Žƒ–‡ –Š‡’”‘‰”‡••‘ˆ–Š‡’”‘Œ‡…–Ǥ Ǧ šƒ’Ž‡•ǣ…‘’ƒ›Š‹”‹‰’‘Ž‹…‹‡•ǡ•…Š‡†—Ž‡–‡’Žƒ–‡•ǡˆ‹ƒ…‹ƒŽ†ƒ–ƒ„ƒ•‡•Ǥ
Ž‘•‹‰ Ȃ ‹ƒŽ‹œ‡ƒŽŽƒ…–‹˜‹–‹‡•–‘ˆ‘”ƒŽŽ›…Ž‘•‡–Š‡’”‘Œ‡…–‘”’Šƒ•‡Ǥ
ȋ”‘…‡••‰”‘—’•‘ˆ–‡‘˜‡”Žƒ’ ƒ†ƒ”‡”ƒ”‡Ž›‘‡Ǧ–‹‡‡˜‡–•ǤȌ  
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Ǧ —’’‘”–‹‰ Ȃ ”‘˜‹†‡…‘•—Ž–‹‰„›•—’’Ž›‹‰–‡’Žƒ–‡•ǡ„‡•–’”ƒ…–‹…‡•ǡƒ†…‘ƒ…Š‹‰Ȁ–”ƒ‹‹‰Ǥ
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”‘Œ‡…–Šƒ•‡Ȃ …‘ŽŽ‡…–‹‘‘ˆ”‡Žƒ–‡†’”‘Œ‡…–ƒ…–‹˜‹–‹‡•–Šƒ–”‡•—Ž–•‹…‘’Ž‡–‡††‡Ž‹˜‡”ƒ„Ž‡•Ǥ
CHAPTER 3 – THE ROLE OF THE PROJECT MANAGER (PM)
”‘Œ‡…–Šƒ•‡
ƒ–‡Ȃ ”‡˜‹‡™ƒ––Š‡‡†‘ˆƒ’Šƒ•‡„‡ˆ‘”‡‘˜‹‰‘–‘–Š‡‡š–Ǥ
”‘Œ‡…–‹ˆ‡…›…Ž‡Ȃ Š‡•‡”‹‡•‘ˆ’Šƒ•‡•–Šƒ–ƒ’”‘Œ‡…–‰‘‡•–Š”‘—‰ŠǤ  
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Ǧ †ƒ’–‹˜‡Ȃ ‰‹Ž‡ǡ‹–‡”ƒ–‹˜‡ǡ‘”‹…”‡‡–ƒŽǢ•…‘’‡ƒ’’”‘˜‡†„‡ˆ‘”‡–Š‡•–ƒ”–‘ˆƒ‹–‡”ƒ–‹‘Ǥ Ǧ ”‰ƒ‹œƒ–‹‘Ȃ –‡”ƒ…–•™‹–Š‘–Š‡”•ǢŠ‡Ž’•ƒ††”‡••‹••—‡•‘ˆƒŽ‹‰‡–ǡ’”‹‘”‹–‹‡•ǡ”‡•‘—”…‡•Ǥ
Ǧ ›„”‹†Ȃ ‘„‹‡•’”‡†‹…–‹˜‡ƒ†ƒ‰‹Ž‡Ǣˆ‹š‡†”‡“–ǯ•—•‡’”‡†‹…–‹˜‡Ǣ‡˜‘Ž˜‹‰”‡“–̵•—•‡ƒ‰‹Ž‡Ǥ Ǧ †—•–”›Ȃ –ƒ›•…—””‡–™‹–Š‹†—•–”›–”‡†•Ǣ‹†‡–‹ˆ‹‡•™Š‡”‡–‘ƒ’’Ž›–Š‡‘…—””‡–’”‘Œ‡…–•Ǥ
Ǧ ”‘ˆ‡••‹‘ƒŽ‹•…‹’Ž‹‡Ȃ Šƒ”‡•‘™Ž‡†‰‡™‹–Š‘–Š‡”•‹–Š‡’”‘ˆ‡••‹‘Ǣ…‘–‹—‡•‡†—…ƒ–‹‘Ǥ
 


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Š‡–ƒ‹Ž‘”‹‰’”‘…‡••‹˜‘Ž˜‡••‡Ž‡…–‹‰–Š‘•‡–Š‹‰•™Š‹…Šƒ”‡ƒ’’”‘’”‹ƒ–‡ˆ‘”ƒ‰‹˜‡’”‘Œ‡…–Ǥ ‡…Š‹…ƒŽ”‘Œ‡…–ƒƒ‰‡‡–Ȃ ‹ŽŽ•–‘•—……‡••ˆ—ŽŽ›ƒƒ‰‡’”‘Œ‡…–•ǡ’”‘‰”ƒ•ǡƒ†’‘”–ˆ‘Ž‹‘•Ǥ
‡ƒ†‡”•Š‹’ Ȃ ‹ŽŽ•–‘†‹”‡…–ƒ†‘–‹˜ƒ–‡ƒ–‡ƒ–‘ƒ…Š‹‡˜‡„—•‹‡••‰‘ƒŽ•Ǥ
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‘”‡”ˆ‘”ƒ…‡ƒ–ƒ Ȃ Š‡”ƒ™‘„•‡”˜ƒ–‹‘•ƒ†‡ƒ•—”‡‡–•‰‡‡”ƒ–‡††—”‹‰ƒ…–‹˜‹–‹‡•Ǥ Ǥ

Ǧ šƒ’Ž‡•ǣ•–ƒ”–ƒ†ˆ‹‹•Š†ƒ–‡•‘ˆ•…Š‡†—Ž‡ƒ…–‹˜‹–‹‡•ǡƒ…–—ƒŽ…‘•–•ǡƒ…–—ƒŽ†—”ƒ–‹‘•ǡ‡–…Ǥ
‘”‡”ˆ‘”ƒ…‡ˆ‘”ƒ–‹‘ Ȃ Š‡’‡”ˆ‘”ƒ…‡†ƒ–ƒ…‘ŽŽ‡…–‡†ǡƒƒŽ›œ‡†ƒ†‹–‡‰”ƒ–‡†Ǥ ƒƒ‰‡‡–Ȃ ‹”‡…–‹‰•‘‡‘‡–‘‰‡–™‘”†‘‡—•‹‰–Š‡‹”’‘•‹–‹‘‘ˆ’‘™‡”Ǥ
Ǧ šƒ’Ž‡•ǣ•–ƒ–—•‘ˆ†‡Ž‹˜‡”ƒ„Ž‡•ƒ†ˆ‘”‡…ƒ•–‡†‡•–‹ƒ–‡•–‘…‘’Ž‡–‡Ǥ Ǧ ‘…—•‡•‘•›•–‡•ǡ”‡Ž‹‡•‘’‘™‡”Ȁ…‘–”‘ŽǡŠƒ•‡ƒ”Ǧ–‡”‰‘ƒŽ•ǡ•–”‹˜‡•–‘Dz†‘–Š‹‰•”‹‰Š–Ǥdz
‘”‡”ˆ‘”ƒ…‡‡’‘”–• Ȃ Š‡’Š›•‹…ƒŽ‘”‡Ž‡…–”‘‹…”‡’”‡•‡–ƒ–‹‘‘ˆ™‘”’‡”ˆ‘”ƒ…‡‹ˆ‘Ǥ ‡ƒ†‡”•Š‹’ Ȃ
—‹†‹‰ƒ†‹ˆŽ—‡…‹‰‘–Š‡”•–‘ƒ……‘’Ž‹•Š•‘‡–Š‹‰Ǥ
Ǧ šƒ’Ž‡•ǣ•–ƒ–—•”‡’‘”–•ǡ‡‘•ǡƒ††ƒ•Š„‘ƒ”†•Ǥ Ǧ ‘…—•‡•‘”‡Žƒ–‹‘•Š‹’•ǡ‹•’‹”‡•–”—•–ǡŠƒ•ƒŽ‘‰Ǧ–‡”˜‹•‹‘ǡ•–”‹˜‡•–‘Dz†‘–Š‡”‹‰Š––Š‹‰•Ǥdz
CHAPTER 4 – PROJECT INTEGRATION MANAGEMENT DzdzȂ 
”ƒ‹•–‘”‹‰ȋ†ƒ–ƒ‰ƒ–Š‡”‹‰ȌȂ •‡†–‘‰‡‡”ƒ–‡—Ž–‹’Ž‡‹†‡ƒ•ƒ„‘—–”‡“—‹”‡‡–•Ǥ
 –‡”˜‹‡™•ȋ†ƒ–ƒ‰ƒ–Š‡”‹‰ȌȂ ˆ‘”ƒŽ‘”‹ˆ‘”ƒŽƒ’’”‘ƒ…Š–‘‰ƒ–Š‡”‹ˆ‘”ƒ–‹‘ˆ”‘•–ƒ‡Š‘Ž†‡”•Ǥ
–‡‰”ƒ–‹‘ƒƒ‰‡‡–Ȃ ‡Ž’•–‘…‘„‹‡ƒ†—‹ˆ›‘–Š‡”’”‘Œ‡…–ƒƒ‰‡‡–’”‘…‡••‡•Ǥ ‘…—•
”‘—’•ȋ†ƒ–ƒ‰ƒ–Š‡”‹‰ȌȂ ”‹‰•–‘‰‡–Š‡”•–ƒ‡Š‘Ž†‡”•ƒ†•–‘Ž‡ƒ”ƒ„‘—––Š‡‹”‡‡†•Ǥ
”‘Œ‡…–Šƒ”–‡”Ȃ —–Š‘”‹œ‡•–Š‡’”‘Œ‡…–Ǣ’”‘˜‹†‡•–Š‡™‹–Šƒ—–Š‘”‹–›–‘—•‡”‡•‘—”…‡•ǤǤ —”˜‡›•ȋ†ƒ–ƒ‰ƒ–Š‡”‹‰ȌȂ ”‹––‡“—‡•–‹‘•–‘‰ƒ–Š‡”‹ˆ‘”ƒ–‹‘ˆ”‘ƒ›”‡•’‘†‡–•Ǥ
”‘Œ‡…–ƒƒ‰‡‡–ŽƒȂ —–Ž‹‡•Š‘™ƒ’”‘Œ‡…–™‹ŽŽ‰‡–†‘‡Ǣ‹–‡‰”ƒ–‡•˜ƒ”‹‘—•’Žƒ•Ǥ ‡…Šƒ”‹‰ ȋ†ƒ–ƒ‰ƒ–Š‡”‹‰ȌȂ ‘’ƒ”‹‰–‘‘–Š‡”‘”‰ƒ‹œƒ–‹‘•–‘ˆ‹†™ƒ›•–‘‹’”‘˜‡Ǥ
‘…—‡–ƒŽ›•‹•ȋ†ƒ–ƒƒƒŽ›•‹•ȌȂ ‡˜‹‡™‹‰†‘…•–‘‹†‡–‹ˆ›‹ˆ‘”ƒ–‹‘”‡Ž‡˜ƒ––‘”‡“—‹”‡‡–•Ǥ
 ‘–‹‰ ȋ†‡…‹•‹‘ƒ‹‰ȌȂ ‘–‹‰‘”‡“—‹”‡‡–•Ǣ‘—–…‘‡…‘—Ž†„‡—ƒ‹‹–›ǡƒŒ‘”‹–›ǡ’Ž—”ƒŽ‹–›Ǥ
—Ž–‹Ǧ”‹–‡”‹ƒ‡…‹•‹‘ƒŽ›•‹• ȋ†‡…‹•‹‘ƒ‹‰ȌȂ •‹‰ƒƒ–”‹š–‘‡˜ƒŽ—ƒ–‡Ȁ•…‘”‡”‡“—‹”‡‡–•Ǥ
‡˜‡Ž‘’”‘Œ‡…–Šƒ”–‡”ȋȌǦ —–Š‘”‹œ‹‰–Š‡’”‘Œ‡…–Ǣ’”‘˜‹†‹‰–Š‡™‹–Šƒ—–Š‘”‹–›Ǥ ˆˆ‹‹–›‹ƒ‰”ƒ• ȋ†ƒ–ƒ”‡’”‡•‡–ƒ–‹‘ȌȂ Žƒ••‹ˆ›‹‰ƒ›”‡“—‹”‡‡–•‹–‘‰”‘—’•ˆ‘”ƒƒŽ›•‹•Ǥ
‡˜‡Ž‘’”‘Œ‡…–‰–ǤŽƒȋȌǦ –‡‰”ƒ–‹‰•—„•‹†‹ƒ”›’Žƒ•‹–‘ƒ…‘’”‡Š‡•‹˜‡’”‘Œ‡…–’ŽƒǤ ‹†Ǧƒ’’‹‰ȋ†ƒ–ƒ”‡’”‡•‡–ƒ–‹‘ȌȂ ‘•‘Ž‹†ƒ–‹‰Ȁ‡˜ƒŽ—ƒ–‹‰‹†‡ƒ•ˆ”‘„”ƒ‹•–‘”‹‰•‡••‹‘•Ǥ
‹”‡…–Ƭƒƒ‰‡”‘Œ‡…–‘”ȋȌǦ ‡”ˆ‘”‹‰’”‘Œ‡…–™‘”Ǣ‹’Ž‡‡–‹‰ƒ’’”‘˜‡†…Šƒ‰‡•Ǥ ‘‹ƒŽ
”‘—’‡…Š‹“—‡ȋ‹–‡”’‡”•‘ƒŽ•‹ŽŽ•ȌȂ ‹š‘ˆ„”ƒ‹•–‘”‹‰Ȁ˜‘–‹‰Ǣ„‡•–‹†‡ƒ•‰‘ˆ‘”™ƒ”†Ǥ
ƒƒ‰‡”‘Œ‡…–‘™Ž‡†‰‡ȋȌǦ •‹‰ƒ†…”‡ƒ–‹‰‘™Ž‡†‰‡–‘•—’’‘”––Š‡’”‘Œ‡…–Ȁ‘”‰ƒ‹œƒ–‹‘Ǥ „•‡”˜ƒ–‹‘•Ȁ‘˜‡”•ƒ–‹‘• ȋ‹–‡”’‡”•‘ƒŽ•‹ŽŽ•ȌȂ ‹‡™‹‰’‡‘’Ž‡‹–Š‡‹”‡˜‹”‘‡––‘‰‡–‹†‡ƒ•Ǥ
‘‹–‘”ƒ†‘–”‘Ž”‘Œ‡…–‘”ȋȌȂ ‡˜‹‡™‹‰Ȁ”‡’‘”–‹‰’”‘Œ‡…–’”‘‰”‡••ƒ‰ƒ‹•–‘„Œ‡…–‹˜‡•Ǥ ƒ…‹Ž‹–ƒ–‹‘ ȋ‹–‡”’‡”•‘ƒŽ•‹ŽŽ•ȌȂ ‘…—•‡†™‘”•Š‘’•™‹–Š‡›•–ƒ‡Š‘Ž†‡”•ȋ‡Ǥ‰Ǥ—•‡†‹ ȌǤ
‡”ˆ‘”–‡‰”ƒ–‡†Šƒ‰‡‘–”‘ŽȋȌȂ ‡˜‹‡™‹‰…Šƒ‰‡”‡“—‡•–•Ǣ…‘—‹…ƒ–‹‰†‡…‹•‹‘•Ǥ ‘–‡š–‹ƒ‰”ƒ•Ȃ ‹ŽŽ—•–”ƒ–‹‘‘ˆ•…‘’‡•Š‘™‹‰ƒ•›•–‡ƒ†Š‘™’‡‘’Ž‡‹–‡”ƒ…–™‹–Š‹–Ǥ
Ž‘•‡”‘Œ‡…–‘”Šƒ•‡ȋȌǦ ‘”ƒŽŽ›…‘’Ž‡–‹‰–Š‡’”‘Œ‡…–‘”ƒ’Šƒ•‡‘ˆ–Š‡’”‘Œ‡…–Ǥ ”‘–‘–›’‡•Ȃ •‡†–‘‰ƒ–Š‡”‡ƒ”Ž›ˆ‡‡†„ƒ…‘’”‘†—…–”‡“—‹”‡‡–•„›•Šƒ”‹‰ƒ™‘”‹‰˜‡”•‹‘


 DzdzȂ 
–‡‰”ƒ–‡†Šƒ‰‡‘–”‘ŽȂ ƒƒ‰‹‰…Šƒ‰‡•™‹–Š‹–Š‡…‘–‡š–‘ˆ–Š‡‘˜‡”ƒŽŽ’”‘Œ‡…–’Žƒ•Ǥ ‡“—‹”‡‡–•”ƒ…‡ƒ„‹Ž‹–›ƒ–”‹šȂ ‹•”‡“—‹”‡‡–•–‘–Š‡†‡Ž‹˜‡”ƒ„Ž‡•–Šƒ–•ƒ–‹•ˆ›–Š‡
Ǧ –…ƒ„‡…‘†—…–‡†ƒ–ƒ›–‹‡ƒ†”‡“—‡•–‡†„›ƒ›•–ƒ‡Š‘Ž†‡”ǤȋŠƒ•—Ž–‹ƒ–‡”‡•’‘•‹„‹Ž‹–›ǤȌ ‡“—‹”‡‡–•‘…—‡–ƒ–‹‘Ȃ ‡•…”‹„‡”‡“—‹”‡‡–•Ǣ™Š‹…Š•Š‘—Ž†„‡™”‹––‡ǡ…Ž‡ƒ”ǡ–”ƒ…‡ƒ„Ž‡Ǥ
Ǧ –•Š‘—Ž†„‡™”‹––‡ƒ†‹…Ž—†‡‡•–‹ƒ–‡†‹’ƒ…–•–‘…‘•–ƒ†•…Š‡†—Ž‡Ǥ Ǧ —•‹‡••‡“—‹”‡‡–•Ȃ ††”‡••–Š‡‡‡†•‘ˆ–Š‡‘˜‡”ƒŽŽ‘”‰ƒ‹œƒ–‹‘Ǥ
Ǧ ‡ˆ‘”‡„ƒ•‡Ž‹‡•ƒ”‡•‡–ǡ…Šƒ‰‡•†‘‡‡†–‘—†‡”‰‘ˆ‘”ƒŽ…Šƒ‰‡…‘–”‘ŽǤ Ǧ –ƒ‡Š‘Ž†‡”‡“—‹”‡‡–•Ȃ ††”‡••–Š‡‡‡†•‘ˆ•–ƒ‡Š‘Ž†‡”•ȋ–Š‘•‡ƒˆˆ‡…–‡†„›–Š‡’”‘Œ‡…–ȌǤ
Ǧ ”‘Œ‡…–‡“—‹”‡‡–•Ȃ ††”‡••–Š‹‰•–Š‡’”‘Œ‡…–—•–‡‡–ȋ‡Ǥ‰Ǥ‹Ž‡•–‘‡†ƒ–‡•ȌǤ
Šƒ‰‡‘–”‘ŽȂ ƒƒ‰‹‰…Šƒ‰‡•–‘†‘…—‡–•ǡ†‡Ž‹˜‡”ƒ„Ž‡•ǡ‘”„ƒ•‡Ž‹‡•‘ˆ–Š‡’”‘Œ‡…–Ǥ
Ǧ ”ƒ•‹–‹‘‡“—‹”‡‡–•Ȃ ††”‡••–‡’‘”ƒ”›…ƒ’ƒ„‹Ž‹–‹‡•ȋ‡Ǥ‰Ǥ‹‹–‹ƒŽ–”ƒ‹‹‰—’‘DzŠƒ†‘ˆˆdzȌǤ
‘ˆ‹‰—”ƒ–‹‘‘–”‘ŽȂ ƒƒ‰‹‰…Šƒ‰‡•–‘–Š‡’Š›•‹…ƒŽ…Šƒ”ƒ…–‡”‹•–‹…•‘ˆƒ’”‘†—…–Ǥ
Ǧ —ƒŽ‹–›‡“—‹”‡‡–•Ȃ ††”‡••“—ƒŽ‹–›‡š’‡…–ƒ–‹‘•ȋ‡Ǥ‰Ǥ–Š‡—•‡‘ˆ–‡•–•ƒ†…‡”–‹ˆ‹…ƒ–‹‘•ȌǤ
Šƒ‰‡‘–”‘Ž‘ƒ”†ȋȌȂ ‘”ƒŽ‰”‘—’–Šƒ–”‡˜‹‡™•…Šƒ‰‡•ƒ†…‘—‹…ƒ–‡•†‡…‹•‹‘•Ǥ
Ǧ ‘Ž—–‹‘‡“—‹”‡‡–•Ȃ ††”‡••’”‘Œ‡…–‘”•‡”˜‹…‡ˆ—…–‹‘ƒŽ‹–›Ǥ
Dz dzȂ  ȗ —…–‹‘ƒŽȂ „‡Šƒ˜‹‘”•‘ˆƒ’”‘†—…–ȋ‡Ǥ‰Ǥ’”‘…‡••ƒ‘”†‡”ȌǤ
ȗ‘Ǧ —…–‹‘ƒŽȂ …‘†‹–‹‘•–Šƒ–•—’’‘”––Š‘•‡„‡Šƒ˜‹‘”•ȋ‡Ǥ‰Ǥ•‡…—”‹–›ǡ’‡”ˆ‘”ƒ…‡Ȍ
‰”‡‡‡–•Ȃ ‡ˆ‹‡•‹‹–‹ƒŽ’”‘Œ‡…–‹–‡–‹‘•Ǣ…‘—Ž†„‡ƒ…‘–”ƒ…–ǡ˜‡”„ƒŽƒ‰”‡‡‡–ǡ‡ƒ‹Žǡ‡–…Ǥ
—•‹‡••‘…—‡–•Ȃ ‡Ž’•—•—†‡”•–ƒ†Š‘™–Š‡’”‘Œ‡…–™‹ŽŽ•—’’‘”–„—•‹‡••‰‘ƒŽ•Ȁ‘„Œ‡…–‹˜‡•Ǥ Ȃ 
Ǧ —•‹‡••ƒ•‡Ȃ …Ž—†‡•ƒŒ—•–‹ˆ‹…ƒ–‹‘ˆ‘”–Š‡’”‘Œ‡…–ȋ…‘•–Ǧ„‡‡ˆ‹–ƒƒŽ›•‹•ȌǤ
ͳǤ”‘Œ‡…–…‘’‡–ƒ–‡‡–Ȃ ‡•…”‹’–‹‘ ‘ˆ’”‘Œ‡…–•…‘’‡ǡ†‡Ž‹˜‡”ƒ„Ž‡•ǡƒ••—’–‹‘•ǡ…‘•–”ƒ‹–•Ǥ
Ǧ ‡‡ˆ‹–•ƒƒ‰‡‡–ŽƒȂ —–Ž‹‡•Š‘™„‡‡ˆ‹–•ˆ”‘–Š‡’”‘Œ‡…–™‹ŽŽ„‡…ƒ’–—”‡†Ȁ•—•–ƒ‹‡†Ǥ
ʹǤȂ ‡…‘’‘•‹–‹‘ ‘ˆ–Š‡–‘–ƒŽ•…‘’‡‘ˆ™‘”–‘„‡…ƒ””‹‡†‘—–„›–Š‡’”‘Œ‡…––‡ƒǤ
͵Ǥ‘”ƒ…ƒ‰‡Ȃ Š‡Ž‘™‡•–Ž‡˜‡Ž‘ˆ–Š‡Ǣ‹…Ž—†‡•ƒ—‹“—‡Ǣ‹•’ƒ”–‘ˆƒ…‘–”‘Žƒ……‘—–Ǥ
ͶǤŽƒ‹‰ƒ…ƒ‰‡Ȃ „‘˜‡–Š‡™‘”’ƒ…ƒ‰‡‹ƒǡ„—–„‡Ž‘™ƒ…‘–”‘Žƒ……‘—–ȋ‹Ǥ‡Ǥ„‡–™‡‡ȌǤ
CHAPTER 5 – PROJECT SCOPE MANAGEMENT ͷǤ‹…–‹‘ƒ”›Ȃ ‡–ƒ‹Ž‡†‹ˆ‘”ƒ–‹‘ ƒ„‘—–…‘’‘‡–•Ǥ


CHAPTER 6 – PROJECT SCHEDULE MANAGEMENT
…‘’‡ƒƒ‰‡‡–Ȃ •—”‹‰–Š‡’”‘Œ‡…–ƒ……‘—–•ˆ‘”ƒŽŽ”‡“—‹”‡†™‘”ȋ‘–Š‹‰‘”‡ȌǤ
Ǧ ƒ‰‹Ž‡’”‘Œ‡…–•ǡ•…‘’‡‡˜‘Ž˜‡•‘˜‡”–‹‡Ǣ–Š‡’”‘Œ‡…––‡ƒ—•‡•’”‘–‘–›’‡•–‘”‡ˆ‹‡”‡“—‹”‡‡–•Ǥ


Žƒ…Š‡†—Ž‡‰–ǤȋȌǦ ‘…—‡–‹‰Š‘™–Š‡•…Š‡†—Ž‡™‹ŽŽ„‡†‡˜‡Ž‘’‡†ƒ†…‘–”‘ŽŽ‡†Ǥ
Žƒ…‘’‡‰–ǤȋȌǦ ‘…—‡–‹‰Š‘™•…‘’‡™‹ŽŽ„‡†‡ˆ‹‡†ƒ†…‘–”‘ŽŽ‡†Ǥ ‡ˆ‹‡…–‹˜‹–‹‡•ȋȌǦ †‡–‹ˆ›‹‰–Š‡•–‡’•”‡“—‹”‡†–‘’”‘†—…‡’”‘Œ‡…–†‡Ž‹˜‡”ƒ„Ž‡•Ǥ
‘ŽŽ‡…–‡“—‹”‡‡–•ȋȌ Ǧ ‘…—‡–‹‰•–ƒ‡Š‘Ž†‡”•‡‡†•Ǥ ‡“—‡…‡…–‹˜‹–‹‡•ȋȌǦ †‡–‹ˆ›‹‰”‡Žƒ–‹‘•Š‹’•ȋ‘”‘”†‡”Ȍ‘ˆ’”‘Œ‡…–ƒ…–‹˜‹–‹‡•Ǥ
‡ˆ‹‡…‘’‡ȋȌǦ ‡˜‡Ž‘’‹‰ƒ†‡–ƒ‹Ž‡†’”‘Œ‡…–ƒ†’”‘†—…–†‡•…”‹’–‹‘Ǥ •–‹ƒ–‡…–‹˜‹–›—”ƒ–‹‘•ȋȌǦ ’’”‘š‹ƒ–‹‰–Š‡—„‡”‘ˆ™‘”’‡”‹‘†•–‘…‘’Ž‡–‡ƒ…–‹˜‹–‹‡•Ǥ
”‡ƒ–‡ȋȌǦ ‡…‘’‘•‹‰’”‘Œ‡…–™‘”‹–‘•ƒŽŽ‡”…‘’‘‡–•Ǥ ‡˜‡Ž‘’…Š‡†—Ž‡ȋȌǦ ƒŽ›œ‹‰ƒ…–‹˜‹–‹‡••‡“—‡…‡•ƒ†‡•–‹ƒ–‡•–‘…”‡ƒ–‡–Š‡•…Š‡†—Ž‡Ǥ
ƒŽ‹†ƒ–‡…‘’‡ȋȌǦ ‘”ƒŽ‹œ‹‰ƒ……‡’–ƒ…‡‘ˆ…‘’Ž‡–‡††‡Ž‹˜‡”ƒ„Ž‡•Ǥ ‘–”‘Ž…Š‡†—Ž‡ȋȌǦ ‘‹–‘”‹‰ƒ…–‹˜‹–›’”‘‰”‡••Ǣƒƒ‰‹‰…Šƒ‰‡•–‘–Š‡•…Š‡†—Ž‡„ƒ•‡Ž‹‡Ǥ
‘–”‘Ž…‘’‡ȋȌǦ ‘‹–‘”‹‰’”‘Œ‡…–•…‘’‡ƒ†ƒƒ‰‹‰…Šƒ‰‡•–‘–Š‡•…‘’‡„ƒ•‡Ž‹‡Ǥ
Dz dzȂ 
 
…–‹˜‹–›‹•–Ȃ Ž‹•–‘ˆƒ…–‹˜‹–‹‡•™‹–Š‹†‡–‹ˆ‹‡”•ƒ†•…‘’‡Ǣ‹ƒ‰‹Ž‡ǡ–Š‹•‹•—’†ƒ–‡†’‡”‹‘†‹…ƒŽŽ›Ǥ
”‘Œ‡…– …–‹˜‹–›––”‹„—–‡•Ȃ ‘”‡‹ˆ‘ƒ„‘—–ƒ…–‹˜‹–‹‡•ȋ‡Ǥ‰Ǥ‹†‡–‹ˆ‹‡”•ǡ’”‡†‡…‡••‘”•ǡŽ‡ƒ†•ȀŽƒ‰•ǡ‡–…ǤȌǤ
‹Ž‡•–‘‡‹•–Ȃ Ž‹•–‘ˆƒŒ‘”’‘‹–•‹–Š‡’”‘Œ‡…–Ǣ‹†‹…ƒ–‡•™Š‡–Š‡”–Š‡›ƒ”‡ƒ†ƒ–‘”›Ȁ‘’–‹‘ƒŽǤ
‡Ž‹˜‡”ƒ„Ž‡ DzdzȂ 
‘”ƒ…ƒ‰‡ȋŠǤͷȌ ‡“—‡…‡…–‹˜‹–‹‡•Ȃ ‘…—‡–‹‰ƒ…–‹˜‹–›”‡Žƒ–‹‘•Š‹’•Ǥȋ‘–‡˜‡”›–Š‹‰…ƒ„‡ƒ––Š‡•ƒ‡–‹‡ǨȌ
Ǧ ”‡†‡…‡••‘”Ȃ –ƒ•–Šƒ–…‘‡•„‡ˆ‘”‡ ƒ‘–Š‡”Ǥ
…–‹˜‹–›ȋŠǤ͸Ȍ Ǧ —……‡••‘”Ȃ –ƒ•–Šƒ–…‘‡•ƒˆ–‡” ƒ‘–Š‡”Ǥ
DzdzȂ  Dz
dzȂ 
‡’‡†‡…›‡–‡”‹ƒ–‹‘Ƭ–‡‰”ƒ–‹‘ ‘•–‰‰”‡‰ƒ–‹‘ Ȃ ††‹‰‡•–‹ƒ–‡•ˆ‘”™‘”’ƒ…ƒ‰‡•ǡ–Š‡…‘–”‘Žƒ……‘—–•ǡƒ†–Š‡–Š‡’”‘Œ‡…–Ǥ
Ǧ ƒ†ƒ–‘”›‡’‡†‡…‹‡•Ȃ ‡‰ƒŽŽ›”‡“—‹”‡†‘”‹Š‡”‡–‹–Š‡ƒ–—”‡‘ˆ–Š‡™‘”Ǥ ƒ–ƒƒŽ›•‹•Ȃ ƒ‹…Ž—†‡—•‹‰Dz”‡•‡”˜‡ƒƒŽ›•‹•dzȋ‹Ǥ‡Ǥƒ††‹‰ˆ—†•ˆ‘”—‡š’‡…–‡†‡˜‡–•ȌǤ
Ǧ ‹•…”‡–‹‘ƒ”›‡’‡†‡…‹‡•Ȃ ƒ•‡†‘‘™Ž‡†‰‡‘ˆ„‡•–’”ƒ…–‹…‡•Ǥ ‹•–‘”‹…ƒŽˆ‘”ƒ–‹‘‡˜‹‡™Ȃ ‡˜‹‡™‹‰Š‹•–‘”‹…ƒŽ‹ˆ‘”ƒ–‹‘–‘Š‡Ž’‡•–‹ƒ–‡–‘–ƒŽ’”‘Œ‡…–…‘•–Ǥ
Ǧ š–‡”ƒŽ‡’‡†‡…‹‡•Ȃ —–•‹†‡–Š‡’”‘Œ‡…––‡ƒǯ•…‘–”‘ŽǤ —†‹‰‹‹–‡…‘…‹Ž‹ƒ–‹‘Ȃ ‡–‡”‹‹‰‹ˆˆ—†‹‰™‹ŽŽ„‡ƒ˜ƒ‹Žƒ„Ž‡™Š‡‡š’‡•‡•—•–„‡’ƒ‹†Ǥ
Ǧ –‡”ƒŽ‡’‡†‡…‹‡•Ȃ •‹†‡–Š‡’”‘Œ‡…––‡ƒǯ•…‘–”‘ŽǤ ‹ƒ…‹‰Ȃ …“—‹”‹‰ˆ—†•ˆ‘”–Š‡’”‘Œ‡…–ǡ™Š‹…Šƒ›…‘‡ˆ”‘‡š–‡”ƒŽ•‘—”…‡•Ǥ
”‡…‡†‡…‡‹ƒ‰”ƒ‹‰‡–Š‘†ȋȌ
Ǧ ‹‹•ŠǦ–‘Ǧ–ƒ”–ȋ ȌȂ ’”‡†‡…‡••‘”—•–ˆ‹‹•Š„‡ˆ‘”‡ƒ•—……‡••‘”…ƒ•–ƒ”–ǤǤ DzdzȂ 
Ǧ ‹‹•ŠǦ–‘Ǧ ‹‹•Šȋ ȌȂ ’”‡†‡…‡••‘”—•–ˆ‹‹•Š„‡ˆ‘”‡ƒ•—……‡••‘”…ƒˆ‹‹•ŠǤ
Ǧ –ƒ”–Ǧ–‘Ǧ–ƒ”–ȋȌȂ ’”‡†‡…‡••‘”—•–•–ƒ”–„‡ˆ‘”‡ƒ•—……‡••‘”…ƒ•–ƒ”–Ǥ ƒ”‡†ƒŽ—‡ƒŽ›•‹•ȋȌ
Ǧ –ƒ”–Ǧ–‘Ǧ ‹‹•Šȋ ȌȂ ’”‡†‡…‡••‘”—•–•–ƒ”–„‡ˆ‘”‡ƒ•—……‡••‘”…ƒˆ‹‹•ŠǤ Ǧ Žƒ‡†ƒŽ—‡ȋȌȂ Š‡ƒ—–Š‘”‹œ‡†„—†‰‡–ƒ••‹‰‡†–‘ƒƒ…–‹˜‹–›ǡ‘–‹…Ž—†‹‰”‡•‡”˜‡Ǥ
‡ƒ†•Ƭƒ‰• Ǧ ƒ”‡†ƒŽ—‡ȋȌȂ Š‡„—†‰‡–ƒ••‘…‹ƒ–‡†™‹–Š–Š‡™‘”–Šƒ–Šƒ•„‡‡…‘’Ž‡–‡†ȋDz‡ƒ”‡†dzȌǤ
Ǧ ‡ƒ†Ȃ Š‡ƒ‘—–‘ˆ–‹‡–Šƒ–ƒ•—……‡••‘”ƒ…–‹˜‹–›…ƒ„‡ƒ†˜ƒ…‡† ȋ•–ƒ”–‡ƒ”Ž›ȌǤ Ǧ …–—ƒŽ‘•–ȋȌȂ Š‡–‘–ƒŽ…‘•–‹…—””‡†–‘ƒ……‘’Ž‹•Š–Š‡™‘”–Šƒ–‡ƒ•—”‡†Ǥ
Ǧ ƒ‰Ȃ Š‡ƒ‘—–‘ˆ–‹‡ƒ•—……‡••‘”ƒ…–‹˜‹–›™‹ŽŽ„‡†‡Žƒ›‡†Ǥ ƒ”‹ƒ…‡ƒŽ›•‹•
Ǧ …Š‡†—Ž‡ƒ”‹ƒ…‡ȋȌ αǦ  Š‡ƒ‘—–›‘—ƒ”‡ƒŠ‡ƒ†‘”„‡Š‹†•…Š‡†—Ž‡Ǥ
DzdzȂ 
Ǧ ‘•–ƒ”‹ƒ…‡ȋȌ αȂ  Š‡ƒ‘—–›‘—ƒ”‡—†‡”‘”‘˜‡”„—†‰‡–Ǥ
…Š‡†—Ž‡‡–™‘”ƒŽ›•‹•Ȃ †‡–‹ˆ›‹‰‡ƒ”Ž›ƒ†Žƒ–‡•–ƒ”–Ȁˆ‹‹•Š†ƒ–‡•Ǥ Ǧ …Š‡†—Ž‡‡”ˆǤ†‡šȋȌ αȀ ‘—”•…Š‡†—Ž‡‡ˆˆ‹…‹‡…›”ƒ–‹‘Ǥ
”‹–‹…ƒŽƒ–Š‡–Š‘†Ȃ •–‹ƒ–‹‰‹‹—’”‘Œ‡…–†—”ƒ–‹‘ƒ†ƒ‘—–‘ˆ•…Š‡†—Ž‹‰ˆŽ‡š‹„‹Ž‹–›Ǥ Ǧ ‘•–‡”ˆǤ†‡šȋȌ αȀ ‘—”…‘•–‡ˆˆ‹…‹‡…›”ƒ–‹‘Ǥ
‡•‘—”…‡’–‹‹œƒ–‹‘Ȃ †Œ—•–‹‰ƒ…–‹˜‹–‹‡••‘”‡•‘—”…‡•ƒ”‡ƒ’’”‘’”‹ƒ–‡Ž›ƒŽŽ‘…ƒ–‡†Ǥ ”‡†ƒŽ›•‹•
…Š‡†—Ž‡‘’”‡••‹‘Ȃ Š‘”–‡‹‰•…Š‡†—Ž‡™‹–Š‘—–”‡†—…‹‰•…‘’‡Ǥ Ǧ —†‰‡–ƒ–‘’Ž‡–‹‘ȋȌȂ Š‡–‘–ƒŽ’Žƒ‡†˜ƒŽ—‡ȋȌˆ‘”–Š‡’”‘Œ‡…–Ǥ
‰‹Ž‡‡Ž‡ƒ•‡Žƒ‹‰Ȃ –‹‡Ž‹‡‘ˆ–Š‡”‡Ž‡ƒ•‡•…Š‡†—Ž‡„ƒ•‡†‘–Š‡’”‘†—…–”‘ƒ†ƒ’Ȁ˜‹•‹‘Ǥ Ǧ •–‹ƒ–‡–‘‘’Ž‡–‹‘ȋȌȂ Š‡ˆ‘”‡…ƒ•–‡†ƒ‘—–‡‡†‡†–‘ˆ‹‹•Š”‡ƒ‹‹‰’”‘Œ‡…–™‘”Ǥ
Ǧ •–‹ƒ–‡ƒ–‘’Ž‡–‹‘ȋȌȂ Š‡ˆ‘”‡…ƒ•–‡†ƒ‘—–•’‡–‘–Š‡‡–‹”‡’”‘Œ‡…–Ǥ
DzdzȂ  ȋαΪǥαΪȋȂȌǥαȀǥαΪȏȋȂȌȀȋšȌȐ
…Š‡†—Ž‡ƒ•‡Ž‹‡Ǧ ’’”‘˜‡†˜‡”•‹‘‘ˆ–Š‡•…Š‡†—Ž‡Ǣ—†‡”…Šƒ‰‡…‘–”‘ŽǢ…‘’ƒ”‡†–‘ƒ…–—ƒŽ•Ǥ ‘Ǧ‘’Ž‡–‡‡”ˆ‘”ƒ…‡†‡šȋȌ
”‘Œ‡…–…Š‡†—Ž‡Ǧ …Ž—†‡•Ž‹‡†ƒ…–‹˜‹–‹‡•™‹–Š’Žƒ‡††ƒ–‡•ǡ†—”ƒ–‹‘•ǡ‹Ž‡•–‘‡•ǡ”‡•‘—”…‡•Ǥ Ǧ Š‡…‘•–’‡”ˆ‘”ƒ…‡ȋȌ‡‡†‡†–‘‡‡–›‘—”‰‘ƒŽ
…Š‡†—Ž‡ƒ–ƒȂ —’’‘”–‹‰†‡–ƒ‹Žˆ‘”–Š‡•…Š‡†—Ž‡ȋ‡Ǥ‰ǤƒŽ–‡”ƒ–‹˜‡•…Š‡†—Ž‡ǡ…ƒ•ŠǦˆŽ‘™’”‘Œ‡…–‹‘•ȌǤ Ǧ ‘•‹†‡”•–Š‡…‘•––‘ˆ‹‹•Š–Š‡‘—–•–ƒ†‹‰™‘”ƒ†›‘—””‡ƒ‹‹‰„—†‰‡–Ǥ
”‘Œ‡…–ƒŽ‡†ƒ”•Ǧ †‡–‹ˆ‹‡•–Š‡’”‘Œ‡…–ǯ•™‘”‹‰†ƒ›•ƒ†•Š‹ˆ–•Ǥ

DzdzȂ 

 CHAPTER 8 – PROJECT QUALITY MANAGEMENT
‘––‘Ǧ’•–‹ƒ–‹‰Ȃ ‰‰”‡‰ƒ–‹‰‡•–‹ƒ–‡•‘ˆŽ‘™‡”ǦŽ‡˜‡Ž…‘’‘‡–•‘ˆ–Š‡Ǥ
ƒŽ‘‰‘—••–‹ƒ–‹‰Ȃ •‹‰Š‹•–‘”‹…ƒŽ†ƒ–ƒˆ”‘ƒ•‹‹Žƒ”’”‘Œ‡…–‘”ƒ…–‹˜‹–›Ǥ

ƒ”ƒ‡–”‹…•–‹ƒ–‹‰Ȃ •‹‰ƒƒŽ‰‘”‹–Š„—‹Ž–‘Š‹•–‘”‹…ƒŽ†ƒ–ƒ–‘‰‡‡”ƒ–‡ƒ‡•–‹ƒ–‡Ǥ
Š”‡‡Ǧ‘‹–•–‹ƒ–‹‰Ȃ ˜‡”ƒ‰‹‰‘’–‹‹•–‹…ǡ’‡••‹‹•–‹…ǡƒ†‘•–Ž‹‡Ž›‡•–‹ƒ–‡•Ǥ Žƒ—ƒŽ‹–›‰–ǤȋȌǦ †‡–‹ˆ›‹‰“—ƒŽ‹–›”‡“—‹”‡‡–•ƒ††‘…—‡–‹‰Š‘™–‘…‘’Ž›™‹–Š–Š‡Ǥ
ƒƒ‰‡—ƒŽ‹–›ȋȌǦ ‘˜‡”–‹‰–Š‡“—ƒŽ‹–›‰–Ǥ’Žƒ‹–‘ƒ…–‹‘ƒ„Ž‡“—ƒŽ‹–›ƒ…–‹˜‹–‹‡•Ǥ
DzdzȂ 
‘–”‘Ž—ƒŽ‹–›ȋȌǦ ‘‹–‘”‹‰‘—–…‘‡•‘ˆ“—ƒŽ‹–›ƒ…–‹˜‹–‹‡•–‘‡˜ƒŽ—ƒ–‡’‡”ˆ‘”ƒ…‡Ǥ
—”ƒ–‹‘•–‹ƒ–‡•Ȃ •–‹ƒ–‡†—„‡”‘ˆ–‹‡’‡”‹‘†•–‘…‘’Ž‡–‡–Š‡™‘”Ǥ
ƒ•‹•‘ˆ•–‹ƒ–‡•Ȃ ‡–ƒ‹Ž••—’’‘”–‹‰–Š‡†—”ƒ–‹‘‡•–‹ƒ–‡•Ǥȋ‡Ǥ‰Ǥ‡–Š‘†ǡƒ••—’–‹‘•ǡ‡–…ǤȌ 

—•–‘‡”ƒ–‹•ˆƒ…–‹‘Ȃ ‡‡–‹‰”‡“—‹”‡‡–•ƒ†ˆ‹–‡••ˆ‘”—•‡ȋ•ƒ–‹•ˆ‹‡•–Š‡”‡ƒŽ‡‡†ȌǤ
CHAPTER 7 – PROJECT COST MANAGEMENT ‘–‹—ƒŽ’”‘˜‡‡–Ȃ •‹‰–Š‡ȋ’ŽƒǦ†‘Ǧ…Š‡…Ǧƒ…–Ȍ…›…Ž‡–‘‹’”‘˜‡‘—”’”‘…‡••‡•Ǥ
ƒƒ‰‡‡–‡•’‘•‹„‹Ž‹–›Ȃ ƒƒ‰‡‡–‹•”‡•’‘•‹„Ž‡ˆ‘”’”‘˜‹†‹‰–Š‡‡…‡••ƒ”›”‡•‘—”…‡•Ǥ
—–—ƒŽŽ›‡‡ˆ‹…‹ƒŽƒ”–‡”•Š‹’•™‹–Š—’’Ž‹‡”•Ȃ —‹Ž†Ž‘‰Ǧ–‡””‡Žƒ–‹‘•Š‹’•™‹–Š•—’’Ž‹‡”•Ǥ

 Ȃ Dz
dz
Žƒ‘•–‰–ǤȋȌǦ ‘…—‡–‹‰Š‘™–‘‡•–‹ƒ–‡ƒ†…‘–”‘Ž…‘•–•Ǥ
•–‹ƒ–‡‘•–•ȋȌǦ ƒŽ…—Žƒ–‹‰–Š‡ˆ‹ƒ…‡•‡‡†‡†–‘…‘’Ž‡–‡’”‘Œ‡…–ƒ…–‹˜‹–‹‡•Ǥ ‘•–‘ˆ—ƒŽ‹–›Ȃ ˆˆ‘”–•–‘‡•—”‡‰‘‘†“—ƒŽ‹–›ƒ†ƒ††”‡••…ƒ•‡•‘ˆ’‘‘”“—ƒŽ‹–›Ǥ
‡–‡”‹‡—†‰‡–ȋȌǦ —‹‰–Š‡…‘•–•‘ˆ‹†‹˜‹†—ƒŽƒ…–‹˜‹–‹‡•–‘‰‡‡”ƒ–‡–Š‡…‘•–„ƒ•‡Ž‹‡Ǥ ‘•–‘ˆ‘ˆ‘”ƒ…‡Ȃ ‘‡›•’‡†–‘ƒ˜‘‹†ˆƒ‹Ž—”‡•†—”‹‰–Š‡’”‘Œ‡…–Ǥ
‘–”‘Ž‘•–•ȋȌǦ ‘‹–‘”‹‰’”‘Œ‡…–…‘•–•ƒ†ƒƒ‰‹‰…Šƒ‰‡•–‘–Š‡…‘•–„ƒ•‡Ž‹‡Ǥ Ǧ ”‡˜‡–‹‘ Ȃ ‡•‹‰ƒ†„—‹Ž†“—ƒŽ‹–›’”‘†—…–•ȋ‡Ǥ‰Ǥ–”ƒ‹‹‰ǡ‡“—‹’‡–ǡƒ†’”‘…‡••†‘…—‡–•ȌǤ
Ǧ ’’”ƒ‹•ƒŽ Ȃ ••‡••“—ƒŽ‹–›ȋ‡Ǥ‰Ǥ‹•’‡…–‹‘ƒ†–‡•–‹‰ȌǤ
DzdzȂ  ‘•–‘ˆ‘Ǧ‘ˆ‘”ƒ…‡Ȃ ‘‡›•’‡––‘ˆ‹šˆƒ‹Ž—”‡•Ǥ
Ǧ –‡”ƒŽ ƒ‹Ž—”‡Ȃ ””‘”•ˆ‘—†„›–Š‡’”‘Œ‡…––‡ƒȋ‡Ǥ‰Ǥ”‡™‘”ƒ†•…”ƒ’ȌǤ
‘•–•–‹ƒ–‡•Ȃ ”‘„ƒ„Ž‡…‘•–•”‡“—‹”‡†–‘…‘’Ž‡–‡’”‘Œ‡…–™‘”ȋŽƒ„‘”ǡƒ–‡”‹ƒŽ•ǡ‡–…ǤȌ
Ǧ š–‡”ƒŽ ƒ‹Ž—”‡ Ȃ ””‘”•ˆ‘—†„›–Š‡…—•–‘‡”ȋ‡Ǥ‰Ǥ™ƒ””ƒ–‹‡•ǡ”‡…ƒŽŽ•ǡƒ†Ž‘•–„—•‹‡••ȌǤ
ƒ•‹•‘ˆ•–‹ƒ–‡•Ȃ ‡–ƒ‹Ž••—’’‘”–‹‰–Š‡…‘•–‡•–‹ƒ–‡•Ǥȋ‡Ǥ‰Ǥ‡–Š‘†ǡƒ••—’–‹‘•ǡ‡–…ǤȌ

Dz
dzȂ  Dz
dzȂ 

‘•–ƒ•‡Ž‹‡Ȃ Š‡ƒ’’”‘˜‡†„—†‰‡–Ǣ‡š…Ž—†‡•ƒƒ‰‡‡–”‡•‡”˜‡•Ǣ…‘’ƒ”‡†–‘–Š‡ƒ…–—ƒŽ•Ǥ —ƒŽ‹–›ƒƒ‰‡‡–ŽƒȂ ‡•…”‹„‡•Š‘™ƒ‘”‰ƒ‹œƒ–‹‘ǯ•“—ƒŽ‹–›’‘Ž‹…‹‡•™‹ŽŽ„‡‹’Ž‡‡–‡†Ǥ

”‘Œ‡…– —†‹‰‡“—‹”‡‡–•Ȃ —–Ž‹‡•™Š‡…‘•–•—•–„‡’ƒ‹†ȋƒ•ˆ—†‹‰ƒ›„‡‹…”‡‡–ƒŽȌǤ —ƒŽ‹–›‡–”‹…•Ȃ ‡•…”‹’–‹‘‘ˆƒ’”‘Œ‡…–‘”’”‘†—…–ƒ––”‹„—–‡ƒ†Š‘™–‘‡ƒ•—”‡‹–Ǥ
 
 DzdzȂ 
ƒ–ƒ‡’”‡•‡–ƒ–‹‘ ”‡Ǧ••‹‰‡–Ȃ Š‡’Š›•‹…ƒŽ”‡•‘—”…‡•‘”–‡ƒ‡„‡”•ƒ”‡•‡Ž‡…–‡†‹ƒ†˜ƒ…‡Ǥ
Ǧ ˆˆ‹‹–›‹ƒ‰”ƒȂ ‹†Ǧƒ’’‹‰–‡…Š‹“—‡—•‡†–‘‘”‰ƒ‹œ‡…ƒ—•‡•‘ˆ†‡ˆ‡…–•‹–‘…ƒ–‡‰‘”‹‡•Ǥ ‹”–—ƒŽ‡ƒ•Ȃ ‡ƒ•™‹–ŠŽ‹––Ž‡‘”‘ˆƒ…‡Ǧ–‘Ǧˆƒ…‡‹–‡”ƒ…–‹‘Ǥ
Ǧ ƒ—•‡ƒ†ˆˆ‡…–‹ƒ‰”ƒȂ ‡Ž’•–‘‘”‰ƒ‹œ‡ƒ††‹•’Žƒ›–Š‡‘”‹‰‹•‘ˆƒ“—ƒŽ‹–›’”‘„Ž‡Ǥ —Ž–‹Ǧ”‹–‡”‹ƒ‡…‹•‹‘ƒŽ›•‹•Ȃ ƒ‹‰’‘–‡–‹ƒŽ–‡ƒ‡„‡”•ȋ‡Ǥ‰Ǥ„›…‘•–ǡ‡š’‡”‹‡…‡ǡ‡–…ǤȌ
Ǧ Ž‘™…Šƒ”–Ȃ ‡’‹…–•–Š‡•‡“—‡…‡‘ˆ’”‘…‡•••–‡’•–Šƒ–”‡•—Ž–•‹ƒ†‡ˆ‡…–Ǥ ‡‰‘–‹ƒ–‹‘ Ȃ‡‰‘–‹ƒ–‹‘•™‹–Šƒƒ‰‡”•ȋƒ†‡š–‡”ƒŽ–‡ƒ•ƒ†‘”‰ƒ‹œƒ–‹‘•Ȍˆ‘””‡•‘—”…‡•Ǥ
Ǧ ‘‰‹…ƒŽƒ–ƒ‘†‡ŽȂ Š‘™•Š‘™†ƒ–ƒˆŽ‘™•‹ƒ…‘’ƒ›ǢŠ‡Ž’•†‹ƒ‰‘•‡†ƒ–ƒ“—ƒŽ‹–›‹••—‡•Ǥ
Ǧ ‹•–‘‰”ƒȂ ‹•’Žƒ›•†ƒ–ƒƒ„‘—–†‡ˆ‡…–•‹ƒ•–ƒ–‹•–‹…ƒŽ†‹•–”‹„—–‹‘Ǥ DzdzȂ 
Ǧ ƒ–”‹š‹ƒ‰”ƒȂ Š‘™•–Š‡•–”‡‰–Š‘ˆ”‡Žƒ–‹‘•Š‹’•–Šƒ–‡š‹•–„‡–™‡‡˜ƒ”‹ƒ„Ž‡•Ǥ Š›•‹…ƒŽ‡•‘—”…‡••‹‰‡–• Ȃ ‡•…”‹„‡•ƒ–‡”‹ƒŽǡ‡“—‹’‡–ǡƒ†•—’’Ž‹‡•–Šƒ–™‹ŽŽ„‡‡‡†‡†Ǥ
Ǧ …ƒ––‡”‹ƒ‰”ƒ•Ȃ ‹•’Žƒ›•Š‘™–Š‡ƒ‘—–‘ˆ†‡ˆ‡…–•ƒ”‡”‡Žƒ–‡†–‘‘–Š‡”˜ƒ”‹ƒ„Ž‡•Ǥ ”‘Œ‡…–‡ƒ••‹‰‡–•Ȃ —–Ž‹‡•™Š‘™‹ŽŽ†‘™Šƒ–‘–Š‡’”‘Œ‡…–Ǥ
Ǧ ‘–”‘ŽŠƒ”–Ȃ ‹•’Žƒ›•’”‘…‡••†ƒ–ƒ‘˜‡”–‹‡ƒ†ƒ‰ƒ‹•–…‘–”‘ŽŽ‹‹–•ȋΪȀǦ ͵•–†Ǥ†‡˜‹ƒ–‹‘•ȌǤ ‡•‘—”…‡ƒŽ‡†ƒ”Ȃ Š‘™•–Š‡™‘”‹‰†ƒ›•ƒ†•Š‹ˆ–•‘™Š‹…Š‡ƒ…Š•’‡…‹ˆ‹…”‡•‘—”…‡‹•ƒ˜ƒ‹Žƒ„Ž‡Ǥ
ƒ–ƒ
ƒ–Š‡”‹‰
Ǧ ‡…Šƒ”‹‰Ȃ ‘’ƒ”‹‰‘—”‘”‰ƒ‹œƒ–‹‘™‹–Š‘–Š‡”•–‘‹†‡–‹ˆ›ƒ”‡ƒ•ˆ‘”‹’”‘˜‡‡–Ǥ DzdzȂ 
Ǧ Š‡…Š‡‡–•Ȃ •‡†ˆ‘”…‘—–‹‰ȋDz–ƒŽŽ›‹‰dzȌ™Š‡‰ƒ–Š‡”‹‰†ƒ–ƒƒ„‘—–“—ƒŽ‹–›’”‘„Ž‡•Ǥ
Ǧ –ƒ–‹•–‹…ƒŽƒ’Ž‹‰Ȃ ‘ŽŽ‡…–‹‰†ƒ–ƒƒ„‘—–ƒ’‘”–‹‘‘ˆ–Š‡’‘’—Žƒ–‹‘ˆ‘”—•‡‹“—ƒŽ‹–›ƒƒŽ›•‹•Ǥ ‘Ǧ‘…ƒ–‹‘Ȃ ‡ƒ’‘•‹–‹‘‡†…Ž‘•‡–‘‡ƒ…Š‘–Š‡”–‘‹’”‘˜‡…‘—‹…ƒ–‹‘ƒ†’”‘†—…–‹˜‹–›Ǥ
Ǧ —‡•–‹‘ƒ‹”‡•Ȁ—”˜‡›•Ȃ •‡†–‘‰ƒ–Š‡”ˆ‡‡†„ƒ…ƒ„‘—–…—•–‘‡”•ƒ–‹•ˆƒ…–‹‘Ǥ ‹”–—ƒŽ‡ƒ•Ȃ ‡ƒ•™‹–ŠŽ‹––Ž‡‘”‘ˆƒ…‡Ǧ–‘Ǧˆƒ…‡‹–‡”ƒ…–‹‘Ǣ…ƒŠ‡Ž’…—–…‘•–•ȋ‡Ǥ‰Ǥˆ‘”–”ƒ˜‡ŽȌǤ
ƒ–ƒƒŽ›•‹• ‘—‹…ƒ–‹‘‡…Š‘Ž‘‰›Ȃ ‘—Ž†‹…Ž—†‡˜‹†‡‘…‘ˆ‡”‡…‹‰ǡ‡Ǧƒ‹Žǡ•Šƒ”‡†”‡’‘•‹–‘”‹‡•ǡ‡–…Ǥ
Ǧ ‘•–‘ˆ—ƒŽ‹–›Ȃ ˆˆ‘”–•–‘‡•—”‡‰‘‘†“—ƒŽ‹–›ƒ†ƒ††”‡••…ƒ•‡•‘ˆ’‘‘”“—ƒŽ‹–›Ǥ –‡”’‡”•‘ƒŽ‹ŽŽ•Ȃ ‘—Ž†‹…Ž—†‡…‘ˆŽ‹…–ƒƒ‰‡‡–ǡ‹ˆŽ—‡…‹‰ǡ‘–‹˜ƒ–‹‘ǡ‡‰‘–‹ƒ–‹‘ǡ‡–…Ǥ
Ǧ ‘•–Ǧ‡‡ˆ‹–ƒŽ›•‹•Ȃ ‘’ƒ”‡•–Š‡…‘•–‘ˆ“—ƒŽ‹–›ƒ‰ƒ‹•––Š‡„‡‡ˆ‹–ȋ‡Ǥ‰ǤŽ‡••”‡™‘”ȌǤ ‡…‘‰‹–‹‘Ƭ‡™ƒ”†•Ȃ ‘–‹˜ƒ–‹‰–‡ƒ‡„‡”•–‘ƒ…Š‹‡˜‡†‡•‹”‡†„‡Šƒ˜‹‘”Ǥ
Ǧ ‘‘–ƒ—•‡ƒŽ›•‹•ȋȌȂ ‘”‹‰–‘†‡–‡”‹‡–Š‡—†‡”Ž›‹‰…ƒ—•‡•‘ˆƒ‹••—‡Ǥ ”ƒ‹‹‰ Ȃ …–‹˜‹–‹‡•–‘‹’”‘˜‡–Š‡•‹ŽŽ•‘ˆ–Š‡–‡ƒȋ‡Ǥ‰Ǥ…Žƒ••”‘‘–”ƒ‹‹‰ǡ‹ˆ‘”ƒŽ…‘ƒ…Š‹‰ǤȌ
Ǧ ”‘…‡••ƒŽ›•‹•Ȃ †‡–‹ˆ›‘’’‘”–—‹–‹‡•ˆ‘”’”‘…‡••‹’”‘˜‡‡–•Ǥ †‹˜‹†—ƒŽƬ‡ƒ••‡••‡–•Ȃ ••‡••‡•–Š‡–‡ƒ••–”‡‰–Š•ƒ†™‡ƒ‡••‡•Ǥ
—†‹–• Ȃ Š‡…‹‰‹ˆ–Š‡’”‘Œ‡…–‹•ˆ‘ŽŽ‘™‹‰’‘Ž‹…›Ȁ’”‘…‡••Ǣ—•—ƒŽŽ›’‡”ˆ‘”‡†„›‡š–‡”ƒŽ–‡ƒǤ

 Ȃ Dzdz
‡•‹‰ˆ‘”ȋˆȌȂ ’–‹‹œ‹‰ƒ•’‡…‹ˆ‹…ƒ•’‡…–‘ˆƒ’”‘†—…–ǯ•†‡•‹‰ȋ‡Ǥ‰Ǥ”‡Ž‹ƒ„‹Ž‹–›ǡ•ƒˆ‡–›ǡ‡–…ǤȌǤ
•’‡…–‹‘ Ȃ ‡–‡”‹‹‰‹ˆ™‘”…‘ˆ‘”•–‘†‘…—‡–‡†•–ƒ†ƒ”†•Ǥ ‘”‹‰Ȃ ‡ƒ‡„‡”•ƒ”‡‹–”‘†—…‡†–‘–Š‡’”‘Œ‡…–ƒ†–Š‡‹””‘Ž‡•ƒ†”‡•’‘•‹„‹Ž‹–‹‡•Ǥ
‡•–‹‰Ƭ”‘†—…–˜ƒŽ—ƒ–‹‘•Ȃ ‡•–‹‰ƒ’”‘†—…––‘ˆ‹†‡””‘”•‘”†‡ˆ‡…–•Ǥ –‘”‹‰Ȃ ‡ƒ‡„‡”•„‡‰‹–‘‡…‘—–‡”’‘–‡–‹ƒŽ…‘ˆŽ‹…–Ǥ
‘”‹‰Ȃ Š‡–‡ƒ„‡‰‹•–‘™‘”–‘‰‡–Š‡”ƒ†–”—•–‡ƒ…Š‘–Š‡”Ǥ
‡”ˆ‘”‹‰Ȃ Š‡–‡ƒ‹•ˆ—…–‹‘‹‰ƒ–ƒŠ‹‰ŠŽ‡˜‡Žƒ†™‘”‹‰…‘ŽŽƒ„‘”ƒ–‹˜‡Ž›–‘ƒ††”‡••‹••—‡•Ǥ
CHAPTER 9 – PROJECT RESOURCE MANAGEMENT †Œ‘—”‹‰Ȃ Š‡–‡ƒˆ‹‹•Š‡•–Š‡…—””‡–’”‘Œ‡…–ƒ†‘˜‡•‘–‘ƒ‘–Š‡”Ǥ

 


‹–Š†”ƒ™Ȁ˜‘‹†Ȃ ˜ƒ†‡‘”†‡Žƒ›–Š‡…‘ˆŽ‹…–‹‘”†‡”–‘„‡„‡––‡”’”‡’ƒ”‡†–‘ƒ††”‡••‹–Ǥ
Žƒ‡•‘—”…‡‰–ǤȋȌǦ ‘…—‡–‹‰Š‘™–‘‡•–‹ƒ–‡ǡƒ…“—‹”‡ǡƒ†ƒƒ‰‡’”‘Œ‡…–”‡•‘—”…‡•Ǥ ‘‘–ŠȀ……‘‘†ƒ–‡ Ȃ ‘…—•‘ƒ”‡ƒ•‘ˆƒ‰”‡‡‡–‘”›‹‡Ž†‹‰–‘‘–Š‡”•–‘ƒ‹–ƒ‹Šƒ”‘›Ǥ
•–‹ƒ–‡…–‹˜‹–›‡•‘—”…‡•ȋȌǦ •–‹ƒ–‹‰–Š‡Žƒ„‘”Ȁƒ–‡”‹ƒŽ•‡‡†‡†–‘…‘’Ž‡–‡–Š‡’”‘Œ‡…–Ǥ ‘’”‘‹•‡Ȁ‡…‘…‹Ž‡Ȃ ‡‡ƒ•‘Ž—–‹‘–Šƒ–‘Ž›’ƒ”–‹ƒŽŽ›•ƒ–‹•ˆ‹‡•ƒŽŽ’ƒ”–‹‡•Ǥ
…“—‹”‡‡•‘—”…‡•ȋȌǦ „–ƒ‹‹‰–Š‡Žƒ„‘”Ȁƒ–‡”‹ƒŽ•–‘…‘’Ž‡–‡–Š‡’”‘Œ‡…–Ǥ ‘”…‡Ȁ‹”‡…–Ȃ —•Šƒ˜‹‡™’‘‹–‘ƒ‘–Š‡”Ȃ –›’‹…ƒŽŽ›„›—•‹‰ƒ’‘•‹–‹‘‘ˆ’‘™‡”Ǥ
‡˜‡Ž‘’‡ƒȋȌǦ ’”‘˜‹‰–‡ƒ•‹ŽŽ•ƒ†”‡Žƒ–‹‘•–‘‡Šƒ…‡’”‘Œ‡…–’‡”ˆ‘”ƒ…‡Ǥ ‘ŽŽƒ„‘”ƒ–‡Ȁ”‘„Ž‡‘Ž˜‡Ȃ ‘”–‘‰‡–Š‡”…‘•–”—…–‹˜‡Ž›–‘‹…‘”’‘”ƒ–‡—Ž–‹’Ž‡˜‹‡™’‘‹–•Ǥ
ƒƒ‰‡‡ƒȋȌǦ ”ƒ…‹‰–‡ƒ‡„‡”’‡”ˆ‘”ƒ…‡ǡ’”‘˜‹†‹‰ˆ‡‡†„ƒ…ǡƒ†”‡•‘Ž˜‹‰‹••—‡•Ǥ
‘–”‘Ž‡•‘—”…‡•ȋȌǦ ‘‹–‘”‹‰’Žƒ‡†˜‡”•—•ƒ…–—ƒŽ”‡•‘—”…‡—•ƒ‰‡Ǥ

Dz
dzȂ 
CHAPTER 10 – PROJECT COMMUNICATIONS MANAGEMENT
”‰ƒ‹œƒ–‹‘ƒŽŠ‡‘”›Ȃ š’Žƒ‹•Š‘™’‡‘’Ž‡ǡ–‡ƒ•ǡƒ†‘”‰ƒ‹œƒ–‹‘ƒŽ—‹–•„‡Šƒ˜‡Ǥ 
ƒ–ƒ‡’”‡•‡–ƒ–‹‘‡…Š‹“—‡•
Ǧ ”‰ƒ‹œƒ–‹‘Šƒ”–ȋŠ‹‡”ƒ”…Š‹…ƒŽȌȂ Š‘™•’‘•‹–‹‘•‰”ƒ’Š‹…ƒŽŽ›Ǣ•‘‡–‹‡•…ƒŽŽ‡†‘” Žƒ‘—‹…ƒ–‹‘•‰–ǤȋȌǦ ‡˜‡Ž‘’‹‰ƒ’Žƒˆ‘”…‘•Ǥ„ƒ•‡†‘•–ƒ‡Š‘Ž†‡”‡‡†•Ǥ
Ǧ ‡•’‘•‹„‹Ž‹–›Šƒ”–ȋƒ–”‹šȌȂ Š‘™•”‡•‘—”…‡•ƒ••‹‰‡†–‘™‘”’ƒ…ƒ‰‡•ȋ‡Ǥ‰ǤȌ ƒƒ‰‡‘—‹…ƒ–‹‘•ȋȌǦ ”‡ƒ–‹‰ƒ††‹•–”‹„—–‹‰’”‘Œ‡…–‹ˆ‘”ƒ–‹‘Ǥ
Ǧ ‘Ž‡‡•…”‹’–‹‘ȋ–‡š–ȌȂ ‡–ƒ‹Ž‡†”‘Ž‡†‡•…”‹’–‹‘•ȋ“—ƒŽ‹ˆ‹…ƒ–‹‘•ǡ”‡•’‘•‹„‹Ž‹–‹‡•ǡƒ—–Š‘”‹–›ǥȌ ‘‹–‘”‘—‹…ƒ–‹‘•ȋȌǦ ‘‹–‘”‹‰…‘—‹…ƒ–‹‘•–‘‡•—”‡•–ƒ‡Š‘Ž†‡”•‡‡†•ƒ”‡‡–Ǥ

Dz
dzȂ  

‡•‘—”…‡ƒƒ‰‡‡–Žƒ Ǧ ‡•…”‹„‡•Š‘™–‘ƒƒ‰‡›‘—”Š—ƒ”‡•‘—”…‡•Ȁ’Š›•‹…ƒŽ”‡•‘—”…‡•Ǥ –‡”ƒŽ Ȃ ‹•‹†‡–Š‡’”‘Œ‡…– š–‡”ƒŽ Ȃ ‘—–•‹†‡‰”‘—’•

Ǧ —–Ž‹‡•Š‘™›‘—‹†‡–‹ˆ›ǡƒ…“—‹”‡ǡƒ••‹‰ǡ–”ƒ‹ǡ†‡˜‡Ž‘’ǡ”‡™ƒ”†ǡƒ†…‘–”‘Ž–Š‘•‡”‡•‘—”…‡•Ǥ ‘”ƒŽ Ȃ ”‡’‘”–•ƒ†’”‡•‡–ƒ–‹‘• ˆ‘”ƒŽ Ȃ ‡ƒ‹Ž•ƒ†…‘˜‡”•ƒ–‹‘•
‡”–‹…ƒŽ Ȃ ™‹–Šƒƒ‰‡‡– ‘”‹œ‘–ƒŽ Ȃ ™‹–Š’‡‡”•
‡ƒŠƒ”–‡” Ȃ —–Ž‹‡•–Š‡–‡ƒǯ•˜ƒŽ—‡•ǡ…‘—‹…ƒ–‹‘‰—‹†‡Ž‹‡•ǡ†‡…‹•‹‘’”‘…‡••ǡ‡–…Ǥ
ˆˆ‹…‹ƒŽ Ȃ Dz‘–Š‡”‡…‘”†dz ‘ˆˆ‹…‹ƒŽ Ȃ Dz‘ˆˆ–Š‡”‡…‘”†dz
DzdzȂ  ”‹––‡Ȁ‡”„ƒŽ Ȃ –Š‡—•‡‘ˆ™‘”†• ‘˜‡”„ƒŽ Ȃ –Š‡—•‡‘ˆ„‘†›Žƒ‰—ƒ‰‡

‡•‘—”…‡‡“—‹”‡‡–•Ȃ Š‡–›’‡•Ȁ“—ƒ–‹–‹‡•‘ˆ”‡•‘—”…‡•”‡“—‹”‡†ˆ‘”‡ƒ…Šƒ…–‹˜‹–›Ǥ 

‡•‘—”…‡”‡ƒ†‘™–”—…–—”‡ȋȌȂ Š‹‡”ƒ”…Š‹…ƒŽ˜‹‡™‘ˆ”‡•‘—”…‡•„›…ƒ–‡‰‘”›Ȁ–›’‡Ǥ —•Š‘—‹…ƒ–‹‘Ȃ ˜‘Ž˜‡••‡†‹‰ȋDz’—•Š‹‰dzȌ‡••ƒ‰‡•ǡ•—…Šƒ•‡ƒ‹Ž•ǡ–‘–Š‘•‡™Š‘‡‡†‹–Ǥ
ƒ•‹•‘ˆ•–‹ƒ–‡•Ȃ ‡–ƒ‹Ž••—’’‘”–‹‰–Š‡”‡•‘—”…‡‡•–‹ƒ–‡•Ǥȋ‡Ǥ‰Ǥ‡–Š‘†ǡƒ••—’–‹‘•ǡ‡–…ǤȌ —ŽŽ‘—‹…ƒ–‹‘Ȃ ‡“—‹”‡•”‡…‹’‹‡–•–‘ƒ……‡••‹–‘–Š‡‹”‘™–‹‡ȋDz’—ŽŽ‹‰dzȌǡ™Š‡‡‡†‡†Ǥ
–‡”ƒ…–‹˜‡‘—‹…ƒ–‹‘Ȃ ‹Ǧ†‹”‡…–‹‘ƒŽ…‘—‹…ƒ–‹‘„‡–™‡‡’‡‘’Ž‡ȋ‡Ǥ‰Ǥ˜‹†‡‘…Šƒ–•ȌǤ

Ȃ  
ȋȌ
Šƒ–‡‡†•–‘„‡…‘—‹…ƒ–‡†ǡƒŽ•‘™Š›ƒ†™Š‡ȋ‡Ǥ‰Ǥ‡ƒ…Š ”‹†ƒ›†—”‹‰–Š‡’”‘Œ‡…–ȌǤ ˜‘‹†Ȃ Ž‹‹ƒ–‡–Š‡–Š”‡ƒ–‘”’”‘–‡…––Š‡’”‘Œ‡…–ˆ”‘‹–•‹’ƒ…–Ǥ
Š‘™‹ŽŽƒ—–Š‘”‹œ‡–Š‡†‹•–”‹„—–‹‘ǡƒ†™Š‘™‹ŽŽ…‘—‹…ƒ–‡–Š‡‹ˆ‘”ƒ–‹‘Ǥ ”ƒ•ˆ‡”Ȃ Š‹ˆ––Š‡‹’ƒ…–‘ˆƒ–Š”‡ƒ––‘ƒ–Š‹”†’ƒ”–›Ǥ
Š‘™‹ŽŽ”‡…‡‹˜‡–Š‡‹ˆ‘”ƒ–‹‘ȋ‡Ǥ‰Ǥ–Š‡•’‘•‘”ǡ‹–‡”ƒŽ•–ƒ‡Š‘Ž†‡”•ǡ–Š‡’—„Ž‹…ǡ‡–…ǤȌǤ ‹–‹‰ƒ–‡Ȃ ‡†—…‡–Š‡’”‘„ƒ„‹Ž‹–›‘ˆ‘……—””‡…‡‘”‹’ƒ…–‘ˆƒ”‹•Ǥ
‘™™‹ŽŽ–Š‡‹ˆ‘”ƒ–‹‘„‡•‡–ȋ‡Ǥ‰Ǥ‡Ǧƒ‹Žǡ…‘ˆ‡”‡…‡…ƒŽŽȌǤ ……‡’–Ȃ …‘™Ž‡†‰‡–Š‡”‹•ƒ†‘––ƒ‡ƒ›ƒ…–‹‘—Ž‡••–Š‡”‹•‘……—”•Ǥ
Šƒ–”‡•‘—”…‡•™‹ŽŽ„‡ƒŽŽ‘…ƒ–‡†‘”…‘—‹…ƒ–‹‘ƒ…–‹˜‹–‹‡•Ǥ •…ƒŽƒ–‡ Ȃ ‘””‹••„‡›‘†–Š‡’”‘Œ‡…–ǯ••…‘’‡Ȁƒ—–Š‘”‹–›ǡ…‘—‹…ƒ–‡–Š‡–‘–Š‡’”‘’‡”’ƒ”–‹‡•Ǥ
‘™™‹ŽŽ„‡ƒ‹••—‡„‡‡•…ƒŽƒ–‡†ǡ‹ˆ‘‡ƒ”‹•‡•Ǥ
ȋȌ

š’Ž‘‹–Ȃ Ž‹‹ƒ–‡–Š‡—…‡”–ƒ‹–›„›‡•—”‹‰–Š‡‘’’‘”–—‹–›†‡ˆ‹‹–‡Ž›Šƒ’’‡•Ǥ
…‘†‡Ȃ •‡†‡”–”ƒ•Žƒ–‡•ȋ‡…‘†‡•Ȍƒ‡••ƒ‰‡‹–‘Žƒ‰—ƒ‰‡Ǥ Šƒ…‡ Ȃ …”‡ƒ•‡–Š‡’”‘„ƒ„‹Ž‹–›ƒ†Ȁ‘”’‘•‹–‹˜‡‹’ƒ…–•‘ˆƒ‘’’‘”–—‹–›Ǥ
”ƒ•‹–Ȃ Š‡‡…‘†‡†‡••ƒ‰‡‹••‡–ȋ„›–Š‡•‡†‡”Ȍ—•‹‰ƒ…‘—‹…ƒ–‹‘‡†‹—Ǥ Šƒ”‡ Ȃ ŽŽ‘…ƒ–‹‰‘™‡”•Š‹’–‘ƒ–Š‹”†’ƒ”–›™Š‘‹•„‡•–ƒ„Ž‡–‘…ƒ’–—”‡–Š‡„‡‡ˆ‹–Ǥ
‘‹•‡ Ȃ ƒ”‹‘—•ˆƒ…–‘”•ƒ›…‘’”‘‹•‡–Š‡‡••ƒ‰‡ȋ‡Ǥ‰Ǥ†‹•–ƒ…‡ǡ…—Ž–—”ƒŽ†‹ˆˆ‡”‡…‡•ǡ‡–…ǤȌǤ ……‡’– Ȃ ƒ‡ƒ†˜ƒ–ƒ‰‡‘ˆ–Š‡‘’’‘”–—‹–›‹ˆ‹–ƒ”‹•‡•ǡ„—–†‘‘–ƒ…–‹˜‡Ž›’—”•—‡‹–Ǥ
‡…‘†‡Ȃ Š‡”‡…‡‹˜‡”–”ƒ•Žƒ–‡•–Š‡‡…‘†‡†‡••ƒ‰‡‹–‘‡ƒ‹‰ˆ—Ž–Š‘—‰Š–•Ǥ •…ƒŽƒ–‡ Ȃ ‘””‹••„‡›‘†–Š‡’”‘Œ‡…–ǯ••…‘’‡Ȁƒ—–Š‘”‹–›ǡ…‘—‹…ƒ–‡–Š‡–‘–Š‡’”‘’‡”’ƒ”–‹‡•Ǥ
…‘™Ž‡†‰‡Ȃ Š‡”‡…‡‹˜‡”ƒ›ƒ…‘™Ž‡†‰‡–Šƒ––Š‡›”‡…‡‹˜‡†–Š‡‡••ƒ‰‡Ǥ
‡‡†„ƒ…Ȁ‡•’‘•‡Ȃ Š‡”‡…‡‹˜‡”ƒ›‡…‘†‡ƒ”‡•’‘•‡ƒ†–”ƒ•‹–‹––‘–Š‡•‡†‡”Ǥ
CHAPTER 12 – PROJECT PROCUREMENT MANAGEMENT

͓‘ˆ•–ƒ‡Š‘Ž†‡”•α 
͓‘ˆ…‘—‹…ƒ–‹‘…Šƒ‡Ž•αȋǦͳȌȀʹ
͓‘ˆ…‘—‹…ƒ–‹‘…Šƒ‡Ž•αͻȋͻǦͳȌȀʹǥͻȋͺȌȀʹǥ͹ʹȀʹǥ͵͸ Žƒ”‘…—”‡‡–‰–ǤȋȌǦ ‘…—‡–‹‰–Š‡’”‘…—”‡‡–‡–Š‘†Ǣ‹†‡–‹ˆ›‹‰’‘–‡–‹ƒŽ•‡ŽŽ‡”•Ǥ
‘†—…–”‘…—”‡‡–•ȋȌǦ ‘ŽŽ‡…–‹‰•‡ŽŽ‡””‡•’‘•‡•ǡ…Š‘‘•‹‰ƒ•‡ŽŽ‡”ǡƒ†ƒ™ƒ”†‹‰ƒ…‘–”ƒ…–Ǥ
‘–”‘Ž”‘…—”‡‡–•ȋȌǦ ƒƒ‰‹‰’”‘…—”‡‡–”‡Žƒ–‹‘•Š‹’•ƒ†‘‹–‘”…‘–”ƒ…–’‡”ˆ‘”ƒ…‡Ǥ
CHAPTER 11 – PROJECT RISK MANAGEMENT
Dz
dzȂ 
”‘…—”‡‡–ƒƒ‰‡‡–ŽƒȂ ‡•…”‹„‡•Š‘™–‘ƒ…“—‹”‡‰‘‘†•Ȁ•‡”˜‹…‡•ˆ”‘‡š–‡”ƒŽ‘”‰•Ǥ

”‘…—”‡‡––”ƒ–‡‰› Ȃ —–Ž‹‡•†‡Ž‹˜‡”›‡–Š‘†•ǡ…‘–”ƒ…––›’‡•ǡƒ†’”‘…—”‡‡–’Šƒ•‡•Ǥ
Žƒ‹•‰–ǤȋȌǦ ‡ˆ‹‹‰Š‘™–‘…‘†—…–”‹•‰–Ǥ‘–Š‡’”‘Œ‡…–Ǥ ”‘…—”‡‡––ƒ–‡‡–‘ˆ‘”ȋȌȂ Š‡’‘”–‹‘‘ˆ–Š‡•…‘’‡„ƒ•‡Ž‹‡–‘‹…Ž—†‡‹ƒ…‘–”ƒ…–Ǥ
†‡–‹ˆ›‹••ȋȌǦ ‡–‡…–‹‰”‹••–Šƒ–ƒ›ƒˆˆ‡…––Š‡’”‘Œ‡…–Ǥ ‹†‘…—‡–•Ȃ •‡†–‘•‘Ž‹…‹–’”‘’‘•ƒŽ•ˆ”‘’”‘•’‡…–‹˜‡•‡ŽŽ‡”•ȋ‡Ǥ‰Ǥ ǡ ǡ ȌǤ
‡”ˆ‘”—ƒŽ‹–ƒ–‹˜‡‹•ƒŽ›•‹•ȋȌǦ ”‹‘”‹–‹œ‹‰”‹••„›‡˜ƒŽ—ƒ–‹‰–Š‡‹”’”‘„ƒ„‹Ž‹–›ƒ†‹’ƒ…–Ǥ ƒ‡Ǧ‘”Ǧ—›‡…‹•‹‘•Ȃ ‡…‹•‹‘•ƒ„‘—–™Š‡–Š‡”‘”‘–™‘”‡‡†•–‘„‡’—”…Šƒ•‡†‡š–‡”ƒŽŽ›Ǥ
‡”ˆ‘”—ƒ–‹–ƒ–‹˜‡‹•ƒŽ›•‹•ȋȌǦ —‡”‹…ƒŽŽ›ƒƒŽ›œ‹‰–Š‡‡ˆˆ‡…–‘ˆ”‹••‘‘„Œ‡…–‹˜‡•Ǥ ‘—”…‡‡Ž‡…–‹‘”‹–‡”‹ƒȂ Š‡…”‹–‡”‹ƒ—•‡†–‘”ƒ–‡‘”•…‘”‡•‡ŽŽ‡”•Ǥȋ—…Šƒ•‘˜‡”ƒŽŽ…‘•–ǤȌ
Žƒ‹•‡•’‘•‡•ȋȌǦ ‡ˆ‹‹‰•–”ƒ–‡‰‹‡•ƒ†ƒ…–‹‘•–‘ƒ††”‡••’”‘Œ‡…–”‹••Ǥ †‡’‡†‡–‘•–•–‹ƒ–‡•Ȃ
‡‡”ƒ–‹‰‘—”‘™…‘•–‡•–‹ƒ–‡–‘—•‡ƒ•ƒ„‡…Šƒ”ˆ‘”„‹†•Ǥ
’Ž‡‡–‹•‡•’‘•‡•ȋȌǦ ’Ž‡‡–‹‰’Žƒ‡†”‹•”‡•’‘•‡•Ǥ
‘‹–‘”‹••ȋȌǦ ”ƒ…‹‰”‹••Ǣ‹†‡–‹ˆ›‹‰ƒ†ƒƒŽ›œ‹‰‡™‘‡•Ǥ DzdzȂ 
†˜‡”–‹•‹‰Ȃ •‹‰ƒ†˜‡”–‹•‹‰–‘†”ƒ™‘”‡’‘–‡–‹ƒŽ•‡ŽŽ‡”•Ǥ

‹††‡”‘ˆ‡”‡…‡•Ȃ ‡‡–‹‰•„‡–™‡‡–Š‡„—›‡”ƒ†’‘••‹„Ž‡•‡ŽŽ‡”•’”‹‘”–‘•—„‹––ƒŽ‘ˆ„‹†•Ǥ
‹• Ȃ —…‡”–ƒ‹‡˜‡––Šƒ–ǡ‹ˆ‘……—”•ǡŠƒ•ƒ’‘•‹–‹˜‡‘”‡‰ƒ–‹˜‡‡ˆˆ‡…–‘–Š‡’”‘Œ‡…–Ǥ ƒ–ƒƒŽ›•‹•Ȃ •‹‰ƒˆ‘”ƒŽ’”‘’‘•ƒŽ‡˜ƒŽ—ƒ–‹‘”‡˜‹‡™’”‘…‡••Ǥ
”‘„ƒ„‹Ž‹–›Ȃ ‘™Ž‹‡Ž›‹•–Š‡”‹•–‘Šƒ’’‡ǫ –‡”’‡”•‘ƒŽ‹ŽŽ•ȋ‡‰‘–‹ƒ–‹‘ȌȂ •‡†–‘…Žƒ”‹ˆ›–Š‡•–”—…–—”‡ƒ†–‡”•‘ˆƒ…‘–”ƒ…–Ǥ
’ƒ…– Ȃ ˆ–Š‡”‹•†‘‡•Šƒ’’‡ǡŠ‘™‰‘‘†‘”„ƒ†™‹ŽŽ–Š‡‡ˆˆ‡…–•„‡ǫ
‹•‡‰‹•–‡”Ȃ …Ž—†‡•‹†‡–‹ˆ‹‡†”‹••ƒ†”‡•’‘•‡’Žƒ•Ǥ’†ƒ–‡†–Š”‘—‰Š‘—–”‹•’Žƒ‹‰Ǥ DzdzȂ 
ƒ–ƒƒŽ›•‹•
Dz dzȂ 
Ǧ ‡”ˆ‘”ƒ…‡‡˜‹‡™•Ȃ •–”—…–—”‡†”‡˜‹‡™‘ˆ–Š‡•‡ŽŽ‡”ǯ•’”‘‰”‡••Ǥ
ƒ–ƒ
ƒ–Š‡”‹‰ Ǧ ƒ”‡†ƒŽ—‡ƒŽ›•‹•ȋȌȂ ••‡••–Š‡…‘•–Ȁ•…Š‡†—Ž‡˜ƒ”‹ƒ…‡ƒ†’‡”ˆ‘”ƒ…‡‘ˆ–Š‡•‡ŽŽ‡”Ǥ
Ǧ ”ƒ‹•–‘”‹‰Ȃ
‡‡”ƒŽ–‡…Š‹“—‡ˆ‘”‹†‡–‹ˆ›‹‰”‹••Ǥ Ǧ ”‡†ƒŽ›•‹•Ȃ ‘”‡…ƒ•–‹‰–Š‡‡•–‹ƒ–‡†…‘•–•ƒ–…‘’Ž‡–‹‘ȋȌǤ
Ǧ Š‡…Ž‹•–•Ȃ •‡†–‘†‡–‡”‹‡‹ˆ”‹••‘’ƒ•–’”‘Œ‡…–•ƒ’’Ž›–‘‘—”‡™’”‘Œ‡…–Ǥ Žƒ‹•†‹‹•–”ƒ–‹‘Ȃ ƒ†Ž‹‰…‘–‡•–‡†…Šƒ‰‡•™Š‡”‡–Š‡„—›‡”Ȁ•‡ŽŽ‡”†‘ǯ–ƒ‰”‡‡ȋȌǤ
Ǧ –‡”˜‹‡™‹‰Ȃ –‡”˜‹‡™‹‰‡š’‡”‹‡…‡†•–ƒ‡Š‘Ž†‡”•ƒ†‡š’‡”–•–‘‹†‡–‹ˆ›”‹••Ǥ —†‹–• Ȃ ”‡˜‹‡™‘ˆ–Š‡’”‘…—”‡‡–’”‘…‡••–‘‹†‡–‹ˆ›•—……‡••‡•ƒ†ˆƒ‹Ž—”‡•Ǥ
ƒ–ƒƒŽ›•‹•
Ǧ ƒŽ›•‹• Ȃ ‡Ž’•‹†‡–‹ˆ›’‘–‡–‹ƒŽ”‹••Ǣ•–ƒ†•ˆ‘”•–”‡‰–Šǡ™‡ƒ‡••ǡ‘’’‘”–—‹–›ǡ–Š”‡ƒ–Ǥ 
Ǧ ‘‘–ƒ—•‡ƒŽ›•‹•ȋȌȂ ‘”‹‰–‘†‡–‡”‹‡–Š‡—†‡”Ž›‹‰…ƒ—•‡•‘ˆƒ‹••—‡Ǥ ‹š‡†”‹…‡
Ǧ ‘…—‡–ƒŽ›•‹•Ȃ ‡˜‹‡™‹‰†‘…—‡–‹’—–•–‘‹†‡–‹ˆ›’‘••‹„Ž‡”‹••Ǥ Ǧ ‹” ‹š‡†”‹…‡ȋ ȌȂ Š‡’”‹…‡‹•†‡–‡”‹‡†ƒ––Š‡•–ƒ”–ƒ†‹•‘–•—„Œ‡…––‘…Šƒ‰‡Ǥ
Ǧ ••—’–‹‘ƒŽ›•‹• Ȃ †‡–‹ˆ›‹‰”‹••–‘–Š‡’”‘Œ‡…–ˆ”‘‹ƒ……—”ƒ…›‘ˆƒ••—’–‹‘•Ǥ Ǧ ‹š‡†”‹…‡…‡–‹˜‡ ‡‡ȋ  ȌȂ ‘—•‡•ƒ›„‡‰‹˜‡‹ˆ…‡”–ƒ‹‘„Œ‡…–‹˜‡•ƒ”‡ƒ…Š‹‡˜‡†Ǥ
Ǧ ‹š‡†”‹…‡™Ȁ…‘‘‹…”‹…‡†Œ—•–‡–ȋ ǦȌȂ ƒ›ƒ†Œ—•–„ƒ•‡†‘‡…‘‘‹…‹†‹…‡•Ǥ
Dz dzȂ Dzdz
‘•–Ǧ‡‹„—”•ƒ„Ž‡
‹—Žƒ–‹‘• Ȃ ‹—Žƒ–‡•ȋDz‹–‡”ƒ–‡•dzȌ–Š‡‡ˆˆ‡…–‘ˆ”‹••‘’”‘Œ‡…–‘—–…‘‡•ȋ‘–‡ƒ”Ž‘Ȍ Ǧ ‘•–Ž—• ‹š‡† ‡‡ȋ ȌȂ Š‡•‡ŽŽ‡”‹•”‡‹„—”•‡†ˆ‘”…‘•–•ƒ†‰‹˜‡ƒˆ‹š‡†’ƒ›‡–Ǥ
‡•‹–‹˜‹–›ƒŽ›•‹• Ȃ ••‡••‹‰™Š‹…Š”‹•…‘—Ž†Šƒ˜‡–Š‡„‹‰‰‡•–‹’ƒ…–‘’”‘Œ‡…–‘—–…‘‡•Ǥ Ǧ ‘•–Ž—•…‡–‹˜‡ ‡‡ȋ ȌȂ ‘—•‡•ƒ›„‡‰‹˜‡‹ˆ…‡”–ƒ‹‘„Œ‡…–‹˜‡•ƒ”‡ƒ…Š‹‡˜‡†Ǥ
‡…‹•‹‘”‡‡ƒŽ›•‹• Ȃ Š‘™•ƒŽ–‡”ƒ–‡’ƒ–Š•–Š”‘—‰Šƒ’”‘Œ‡…––‘•—’’‘”–†‡…‹•‹‘Ǧƒ‹‰Ǥ Ǧ ‘•–Ž—•™ƒ”† ‡‡ȋ ȌȂ ˆ‡‡‹•‡ƒ”‡†‹ˆ„”‘ƒ†•—„Œ‡…–‹˜‡’‡”ˆ‘”ƒ…‡…”‹–‡”‹ƒƒ”‡‡–Ǥ
ˆŽ—‡…‡‹ƒ‰”ƒ• Ȃ Š‘™•‡ˆˆ‡…–•„‡–™‡‡’”‘Œ‡…–˜ƒ”‹ƒ„Ž‡•ȋǦ…—”˜‡•ǡ–‘”ƒ†‘†‹ƒ‰”ƒ•ȌǤ ‹‡Ƭƒ–‡”‹ƒŽ•ȋƬȌȂ ‘•–ƒ›‘–„‡ˆ—ŽŽ›†‡ˆ‹‡†ƒ––Š‡•–ƒ”–ƒ†•…‘’‡ƒ›„‡‘’‡Ǧ‡†‡†Ǥ
CHAPTER 13 – PROJECT STAKEHOLDER MANAGEMENT


”‘Œ‡…––ƒ‡Š‘Ž†‡”•Ȃ ›‘‡™Š‘ƒ›„‡ƒˆˆ‡…–‡†„›–Š‡’”‘Œ‡…–Ǥ
Ǧ ƒ›„‡ƒ…–‹˜‡Ž›‹˜‘Ž˜‡†Ǣƒ›Šƒ˜‡†‹ˆˆ‡”‹‰‡š’‡…–ƒ–‹‘•Ǣƒ›„‡’‘•‹–‹˜‡Ž›Ȁ‡‰ƒ–‹˜‡Ž›‹’ƒ…–‡†Ǥ
–ƒ‡Š‘Ž†‡”‡‰‹•–‡”Ȃ ‘…—‡–•–Š‡ˆ‘ŽŽ‘™‹‰ȋ•‡•‹–‹˜‡Ȍ‹ˆ‘”ƒ–‹‘ƒ„‘—–›‘—”•–ƒ‡Š‘Ž†‡”•ǣ
Ǧ †‡–‹ˆ‹…ƒ–‹‘ˆ‘”ƒ–‹‘Ȃ ƒ‡ǡ‘”‰ƒ‹œƒ–‹‘ǡŽ‘…ƒ–‹‘ǡ”‘Ž‡ǡ‡–…Ǥ
Ǧ ••‡••‡–ˆ‘”ƒ–‹‘Ȃ ƒŒ‘””‡“—‹”‡‡–•ǡ‡š’‡…–ƒ–‹‘•ǡ‹ˆŽ—‡…‡ǡ‡–…Ǥ
Ǧ –ƒ‡Š‘Ž†‡”Žƒ••‹ˆ‹…ƒ–‹‘Ȃ –‡”ƒŽȀ‡š–‡”ƒŽǡ‹’ƒ…–Ȁ‹ˆŽ—‡…‡Ȁ’‘™‡”Ȁ‹–‡”‡•–ǡ‡–…Ǥ


†‡–‹ˆ›–ƒ‡Š‘Ž†‡”•ȋȌǦ ‡–‡”‹‹‰™Š‘™‹ŽŽ„‡ƒˆˆ‡…–‡†„›–Š‡’”‘Œ‡…–Ǥ
Žƒ–ƒ‡Š‘Ž†‡”‰ƒ‰‡‡–ȋȌǦ ‡˜‡Ž‘’‹‰•–”ƒ–‡‰‹‡•–‘‡‰ƒ‰‡•–ƒ‡Š‘Ž†‡”•†—”‹‰–Š‡’”‘Œ‡…–Ǥ
ƒƒ‰‡–ƒ‡Š‘Ž†‡”‰ƒ‰‡‡–ȋȌǦ ‘—‹…ƒ–‹‰™‹–Š•–ƒ‡Š‘Ž†‡”•ƒ†ƒ††”‡••‹‰‹••—‡•Ǥ
‘‹–‘”–ƒ‡Š‘Ž†‡”‰ƒ‰‡‡–ȋȌǦ ‘‹–‘”‹‰ƒ†ƒ†Œ—•–‹‰’Žƒ•ˆ‘”‡‰ƒ‰‹‰•–ƒ‡Š‘Ž†‡”•
 
‘™‡”Ȁ–‡”‡•–
”‹†Ȃ „›ȋͳȌŽ‡˜‡Ž‘ˆƒ—–Š‘”‹–›ȋ’‘™‡”ȌǢȋʹȌŽ‡˜‡Ž‘”…‘…‡”ȋ‹–‡”‡•–ȌǤ
‘™‡”ȀˆŽ—‡…‡
”‹† Ȃ „›ȋͳȌŽ‡˜‡Ž‘ˆƒ—–Š‘”‹–›ȋ’‘™‡”ȌǢȋʹȌƒ…–‹˜‡‹˜‘Ž˜‡‡–ȋ‹ˆŽ—‡…‡ȌǤ
ˆŽ—‡…‡Ȁ’ƒ…–
”‹†Ȃ „›ȋͳȌƒ…–‹˜‡‹˜‘Ž˜‡‡–ȋ‹ˆŽ—‡…‡ȌǢȋʹȌƒ„‹Ž‹–›–‘‡ˆˆ‡…–…Šƒ‰‡ȋ‹’ƒ…–ȌǤ
–ƒ‡Š‘Ž†‡”—„‡ Ȃ ‘„‹‡•–Š‡‰”‹†•ƒ„‘˜‡‹–‘ƒ͵‘†‡ŽǤ
ƒŽ‹‡…‡‘†‡ŽȂ „›ȋͳȌ’‘™‡”ǡȋʹȌ—”‰‡…›ǡƒ†ȋ͵ȌŽ‡‰‹–‹ƒ…›Ǥ
‹”‡…–‹‘•‘ˆˆŽ—‡…‡Ȃ Žƒ••‹ˆ‹‡•ƒ……‘”†‹‰–‘Š‘™–Š‡›…ƒ‹ˆŽ—‡…‡–Š‡™‘”Ǥ

 

 š–‡”ƒŽ
Ǧ ’‘•‘”•Ȃ ”‘˜‹†‡•–Š‡”‡•‘—”…‡•Ǥ Ǧ —•–‘‡”•Ȃ ’’”‘˜‡Ȁƒƒ‰‡–Š‡‘—–…‘‡•Ǥ
Ǧ ”‘Œ‡…–‡ƒȂ ”‡ƒ–‡–Š‡†‡Ž‹˜‡”ƒ„Ž‡•Ǥ Ǧ •‡”•Ȃ •‡–Š‡‘—–…‘‡•‘ˆ–Š‡’”‘Œ‡…–Ǥ
Ǧ Ȃ ‡”ˆ‘”ˆ—…–‹‘•ȋ„—†‰‡–‹‰ȌǤ Ǧ —’’Ž‹‡”•Ȃ †‡”…‘–”ƒ…––‘’”‘˜‹†‡–Š‹‰•Ǥ
Ǧ Ȃ –ƒ†ƒ”†‹œ‡’”‘Œ‡…–‰‘˜‡”ƒ…‡Ǥ

OTHER TIPS



‹–‹ƒ–‹‰ Ȃ Ž›–™‘’”‘…‡••‡•Ǥȋ‡˜‡Ž‘’”‘Œ‡…–Šƒ”–‡”ǡ†‡–‹ˆ›–ƒ‡Š‘Ž†‡”•Ȍ
Žƒ‹‰ Ȃ •—ƒŽŽ›‹…Ž—†‡•Dz’ŽƒdzǡDz‡•–‹ƒ–‡dzǡ‘”Dz†‡ˆ‹‡dzǤȋ‡Ǥ‰Ǥ‡ˆ‹‡…–‹˜‹–‹‡•Ȍ
š‡…—–‹‰ Ȃ •—ƒŽŽ›‹…Ž—†‡•Dzƒƒ‰‡dzǡDz…‘†—…–dzǡ‘”Dzƒ…“—‹”‡dzǤȋ‡Ǥ‰Ǥ‘†—…–”‘…—”‡‡–•Ȍ
‘‹–‘”‹‰Ƭ‘–”‘ŽŽ‹‰Ȃ Ž™ƒ›•‹…Ž—†‡•Dz‘‹–‘”dzǡDz…‘–”‘Ždzǡ‘”Dz˜ƒŽ‹†ƒ–‡dzǤȋ‡Ǥ‰Ǥ‘–”‘Ž‘•–•Ȍ
Ž‘•‹‰ Ȃ Ž›‘‡’”‘…‡••ǤȋŽ‘•‡”‘Œ‡…–‘”Šƒ•‡Ȍ


ͳǤ —–’—–•‘ˆ‘‡’”‘…‡••‘ˆ–‡„‡…‘‡‹’—–•–‘Žƒ–‡”’”‘…‡••‡•Ǥ
ʹǤ ’—–•ƒ†‘—–’—–•ƒ”‡‘ˆ–‡†‘…—‡–•Ǥ ‘‘Ž•ƒ†–‡…Š‹“—‡•ƒ”‡‘ˆ–‡ƒ…–‹‘•Ǥ
͵Ǥ Š‡Dz”‘Œ‡…–ƒƒ‰‡‡–Žƒdz‹•ƒ‹’—––‘‡ƒ”Ž›‡˜‡”›’”‘…‡••Ǥ
ͶǤ Dz”‰Ǥ”‘…‡••••‡–•dzƒ†Dz–‡”’”‹•‡˜‹”‘‡–ƒŽ ƒ…–‘”•dzƒ”‡‹’—–•–‘‘•–’”‘…‡••‡•Ǥ
ͷǤ Dzš’‡”– —†‰‡–dzǡDzƒ–ƒƒŽ›•‹•dzǡƒ†Dz‡‡–‹‰•dzƒ”‡–‘‘Ž•Ȁ–‡…Š‹“—‡•‘ƒ›’”‘…‡••‡•Ǥ
͸Ǥ Dz”‘Œ‡…–‘…—‡–•’†ƒ–‡•dzƒ†Dz’†ƒ–‡•dzƒ”‡‘—–’—–•‘ˆƒ›’”‘…‡••‡•Ǥ
͹Ǥ ›–Š‹‰–Šƒ–‹…Ž—†‡•Dz—’†ƒ–‡•dz™‹ŽŽƒŽ™ƒ›•„‡ƒ‘—–’—–ȋ‡˜‡”ƒ‹’—–‘”–‘‘ŽȌǤ
ͺǤ ›–Š‹‰–Šƒ–‹…Ž—†‡•Dz•›•–‡dz™‹ŽŽƒŽ™ƒ›•„‡ƒ–‘‘Žȋ‡˜‡”ƒ‹’—–‘”‘—–’—–ȌǤ
ͻǤ †‹˜‹†—ƒŽ’Žƒ•ȋ‡Ǥ‰ǤDz‹•‰–ǤŽƒdzȌƒ”‡ƒŽ‘•–ƒŽ™ƒ›•ƒ‘—–’—–‘ˆDzŽƒǥdz’”‘…‡••‡•Ǥ
ͳͲǤ Dz‘”‡”ˆ‘”ƒ…‡ƒ–ƒdz‹•ƒ‹’—–‘Dz‘‹–‘”‹‰dz’”‘…‡••‡•Ǥ ȋš…‡’–‹Dz–‡‰”ƒ–‹‘dzȌ
ͳͳǤ DzŠƒ‰‡•‡“—‡•–•dzƒ”‡ƒ‘—–’—–‘Dz‘‹–‘”‹‰dz’”‘…‡••‡•Ǥ ȋš…‡’–‹Dz–‡‰”ƒ–‹‘dzȌ
ͳʹǤ Dz‘”‡”ˆ‘”ƒ…‡ˆ‘Ǥdz‹•ƒ‘—–’—–‘Dz‘‹–‘”‹‰dz’”‘…‡••‡•Ǥ ȋš…‡’–‹Dz–‡‰”ƒ–‹‘dzȌ
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‘™Ž‡†‰‡”‡ƒ ”‘…‡•• š’Žƒƒ–‹‘ ‹–‹ƒ–‹‰ Žƒ‹‰ š‡…—–‹‰ Ƭ Ž‘•‹‰

‡˜‡Ž‘’”‘Œ‡…–Šƒ”–‡” —–Š‘”‹œ‹‰–Š‡’”‘Œ‡…–ƒ†’”‘˜‹†‹‰–Š‡™‹–Šƒ—–Š‘”‹–› –‘—•‡”‡•‘—”…‡•Ǥ 
‡˜‡Ž‘’”‘Œ‡…–ƒƒ‰‡‡–Žƒ –‡‰”ƒ–‹‰•—„•‹†‹ƒ”›’Žƒ•‹–‘ƒ…‘’”‡Š‡•‹˜‡’”‘Œ‡…–’ŽƒǤ 
‹”‡…–ƒ†ƒƒ‰‡”‘Œ‡…–‘” ‡”ˆ‘”‹‰’”‘Œ‡…–™‘”ȋƒ• †‡ˆ‹‡†‹–Š‡’ŽƒȌ ƒ†‹’Ž‡‡–‹‰ƒ’’”‘˜‡†…Šƒ‰‡•Ǥ 

 ƒƒ‰‡ ”‘Œ‡…–‘™Ž‡†‰‡ ”‡ƒ–‹‰ƒ†—•‹‰‘™Ž‡†‰‡–‘ •—’’‘”––Š‡’”‘Œ‡…–ƒ†–Š‡‘”‰ƒ‹œƒ–‹‘Ǥ 
‘‹–‘”ƒ†‘–”‘Ž”‘Œ‡…–‘” ”ƒ…‹‰ƒ†”‡’‘”–‹‰’”‘Œ‡…–’”‘‰”‡••ƒ‰ƒ‹•––Š‡‘„Œ‡…–‹˜‡•Ǥ 
‡”ˆ‘”–‡‰”ƒ–‡†Šƒ‰‡‘–”‘Ž ‡˜‹‡™‹‰ƒ†ƒ’’”‘˜‹‰…Šƒ‰‡”‡“—‡•–•Ǣ …‘—‹…ƒ–‹‰–Š‡†‡…‹•‹‘•Ǥ 
Ž‘•‡”‘Œ‡…–‘”Šƒ•‡ ‘”ƒŽŽ›…‘’Ž‡–‹‰–Š‡’”‘Œ‡…–‘”ƒ’Šƒ•‡‘ˆ–Š‡’”‘Œ‡…–Ǥ 
Žƒ…‘’‡ƒƒ‰‡‡– ‘…—‡–‹‰Š‘™•…‘’‡™‹ŽŽ„‡†‡ˆ‹‡†ƒ†…‘–”‘ŽŽ‡†Ǥ 
‘ŽŽ‡…–‡“—‹”‡‡–• ‘…—‡–‹‰•–ƒ‡Š‘Ž†‡”•‡‡†•Ǥ 
‡ˆ‹‡…‘’‡ ‡˜‡Ž‘’‹‰ƒ†‡–ƒ‹Ž‡†’”‘Œ‡…–ƒ†’”‘†—…– †‡•…”‹’–‹‘Ǥ 

”‡ƒ–‡ ‡…‘’‘•‹‰’”‘Œ‡…–™‘”‹–‘•ƒŽŽ‡”…‘’‘‡–•Ǥ 
ƒŽ‹†ƒ–‡…‘’‡ ‘”ƒŽ‹œ‹‰ƒ……‡’–ƒ…‡‘ˆ…‘’Ž‡–‡††‡Ž‹˜‡”ƒ„Ž‡•Ǥ 
‘–”‘Ž…‘’‡ ‘‹–‘”‹‰’”‘Œ‡…–•…‘’‡ƒ†ƒƒ‰‹‰…Šƒ‰‡•–‘–Š‡•…‘’‡„ƒ•‡Ž‹‡Ǥ 
Žƒ…Š‡†—Ž‡ƒƒ‰‡‡– ‘…—‡–‹‰Š‘™–Š‡•…Š‡†—Ž‡™‹ŽŽ„‡†‡˜‡Ž‘’‡†ƒ†…‘–”‘ŽŽ‡†Ǥ 
‡ˆ‹‡…–‹˜‹–‹‡• †‡–‹ˆ›‹‰–Š‡ •–‡’•”‡“—‹”‡†–‘’”‘†—…‡’”‘Œ‡…–†‡Ž‹˜‡”ƒ„Ž‡•Ǥ 
‡“—‡…‡…–‹˜‹–‹‡• †‡–‹ˆ›‹‰”‡Žƒ–‹‘•Š‹’•ȋ‘” ‘”†‡”Ȍ‘ˆ’”‘Œ‡…–ƒ…–‹˜‹–‹‡•Ǥ 

•–‹ƒ–‡…–‹˜‹–›—”ƒ–‹‘• ’’”‘š‹ƒ–‹‰–Š‡—„‡”‘ˆ™‘”’‡”‹‘†•‡‡†‡†–‘…‘’Ž‡–‡ƒ…–‹˜‹–‹‡•Ǥ 
‡˜‡Ž‘’…Š‡†—Ž‡ ƒŽ›œ‹‰ƒ…–‹˜‹–›•‡“—‡…‡•ƒ†‡•–‹ƒ–‡•–‘…”‡ƒ–‡–Š‡•…Š‡†—Ž‡Ǥ 
‘–”‘Ž…Š‡†—Ž‡ ‘‹–‘”‹‰’”‘‰”‡••‘ˆƒ…–‹˜‹–‹‡•ƒ†ƒƒ‰‹‰…Šƒ‰‡•–‘–Š‡•…Š‡†—Ž‡„ƒ•‡Ž‹‡Ǥ 
Žƒ‘•–ƒƒ‰‡‡– ‘…—‡–‹‰Š‘™–‘‡•–‹ƒ–‡ƒ†…‘–”‘Ž…‘•–•Ǥ 
•–‹ƒ–‡‘•–• ’’”‘š‹ƒ–‹‰–Š‡ˆ‹ƒ…‡•‡‡†‡†–‘…‘’Ž‡–‡’”‘Œ‡…–ƒ…–‹˜‹–‹‡•Ǥ 

‡–‡”‹‡—†‰‡– ‰‰”‡‰ƒ–‹‰–Š‡…‘•–•‘ˆ‹†‹˜‹†—ƒŽƒ…–‹˜‹–‹‡•–‘‰‡‡”ƒ–‡–Š‡…‘•–„ƒ•‡Ž‹‡Ǥ 
‘–”‘Ž‘•–• ‘‹–‘”‹‰’”‘Œ‡…–…‘•–•ƒ†ƒƒ‰‹‰…Šƒ‰‡•–‘–Š‡…‘•–„ƒ•‡Ž‹‡Ǥ 
Žƒ—ƒŽ‹–›ƒƒ‰‡‡– †‡–‹ˆ›‹‰“—ƒŽ‹–›”‡“—‹”‡‡–•ƒ††‘…—‡–‹‰Š‘™–‘…‘’Ž›™‹–Š–Š‡Ǥ 
 ƒƒ‰‡—ƒŽ‹–› ‘˜‡”–‹‰–Š‡“—ƒŽ‹–›ƒƒ‰‡‡– ’Žƒ‹–‘ƒ…–‹‘ƒ„Ž‡“—ƒŽ‹–›ƒ…–‹˜‹–‹‡•Ǥ 
‘–”‘Ž—ƒŽ‹–› ‘‹–‘”‹‰‘—–…‘‡•‘ˆ“—ƒŽ‹–›ƒ…–‹˜‹–‹‡•–‘‡˜ƒŽ—ƒ–‡ ’‡”ˆ‘”ƒ…‡Ǥ 
Žƒ‡•‘—”…‡ƒƒ‰‡‡– ‘…—‡–‹‰Š‘™–‘‡•–‹ƒ–‡ǡƒ…“—‹”‡ǡ ƒ†ƒƒ‰‡”‡“—‹”‡†’”‘Œ‡…–”‡•‘—”…‡•Ǥ 
•–‹ƒ–‡…–‹˜‹–›‡•‘—”…‡• •–‹ƒ–‹‰ –Š‡ƒ’‘™‡”ǡƒ–‡”‹ƒŽ•ǡƒ†‡“—‹’‡–‡‡†‡†–‘…‘’Ž‡–‡–Š‡’”‘Œ‡…–Ǥ 
…“—‹”‡‡•‘—”…‡• „–ƒ‹‹‰–Š‡ƒ’‘™‡”ǡƒ–‡”‹ƒŽ•ǡƒ†‡“—‹’‡–‡‡†‡†–‘…‘’Ž‡–‡–Š‡’”‘Œ‡…–Ǥ 

‡˜‡Ž‘’‡ƒ ’”‘˜‹‰–‡ƒ•‹ŽŽ•ƒ†”‡Žƒ–‹‘•–‘‡Šƒ…‡’”‘Œ‡…–’‡”ˆ‘”ƒ…‡Ǥ 
ƒƒ‰‡‡ƒ ”ƒ…‹‰–‡ƒ‡„‡”’‡”ˆ‘”ƒ…‡ǡ’”‘˜‹†‹‰ˆ‡‡†„ƒ…ǡƒ†”‡•‘Ž˜‹‰‹••—‡•Ǥ 
‘–”‘Ž‡•‘—”…‡• ‘‹–‘”‹‰’Žƒ‡†˜‡”•—•ƒ…–—ƒŽ”‡•‘—”…‡—•ƒ‰‡Ǥ 
Žƒ‘—‹…ƒ–‹‘•ƒƒ‰‡‡– ‡˜‡Ž‘’‹‰ƒ’Žƒˆ‘”…‘—‹…ƒ–‹‘•„ƒ•‡†‘–Š‡‡‡†•‘ˆ•–ƒ‡Š‘Ž†‡”•Ǥ 
 ƒƒ‰‡‘—‹…ƒ–‹‘• ”‡ƒ–‹‰ƒ††‹•–”‹„—–‹‰’”‘Œ‡…–‹ˆ‘”ƒ–‹‘Ǥ 
‘‹–‘”‘—‹…ƒ–‹‘• ‘‹–‘”‹‰…‘—‹…ƒ–‹‘•–‘‡•—”‡•–ƒ‡Š‘Ž†‡”•‡‡†•ƒ”‡‡–Ǥ 
Žƒ‹•ƒƒ‰‡‡– ‡ˆ‹‹‰Š‘™–‘…‘†—…–”‹•ƒƒ‰‡‡–‘–Š‡’”‘Œ‡…–Ǥ 
†‡–‹ˆ›‹•• ‡–‡…–‹‰”‹••–Šƒ–ƒ›ƒˆˆ‡…––Š‡’”‘Œ‡…–Ǥ 
‡”ˆ‘”—ƒŽ‹–ƒ–‹˜‡‹•ƒŽ›•‹• ”‹‘”‹–‹œ‹‰”‹••„›‡˜ƒŽ—ƒ–‹‰–Š‡‹”’”‘„ƒ„‹Ž‹–›ƒ†‹’ƒ…–Ǥ 
 ‡”ˆ‘”—ƒ–‹–ƒ–‹˜‡‹•ƒŽ›•‹• —‡”‹…ƒŽŽ›ƒƒŽ›œ‹‰–Š‡‡ˆˆ‡…–‘ˆ”‹••‘’”‘Œ‡…–‘„Œ‡…–‹˜‡•Ǥ 
Žƒ‹•‡•’‘•‡• ‡ˆ‹‹‰ •–”ƒ–‡‰‹‡•ƒ†ƒ…–‹‘•–‘ƒ††”‡••’”‘Œ‡…–”‹••Ǥ 
’Ž‡‡–‹•‡•’‘•‡• —––‹‰”‹•”‡•’‘•‡’Žƒ•‹–‘‡ˆˆ‡…–Ǥ 
‘‹–‘”‹•• ”ƒ…‹‰‡š‹•–‹‰”‹••ƒ†‹†‡–‹ˆ›‹‰ȀƒƒŽ›œ‹‰‡™”‹••Ǥ 
Žƒ”‘…—”‡‡–ƒƒ‰‡‡– ‘…—‡–‹‰–Š‡’”‘…—”‡‡–‡–Š‘†ƒ†‹†‡–‹ˆ›‹‰’‘–‡–‹ƒŽ•‡ŽŽ‡”•Ǥ 
 ‘†—…–”‘…—”‡‡–• ‘ŽŽ‡…–‹‰•‡ŽŽ‡””‡•’‘•‡•ǡ…Š‘‘•‹‰ƒ•‡ŽŽ‡”ǡƒ†ƒ™ƒ”†‹‰ƒ…‘–”ƒ…–Ǥ 
‘–”‘Ž”‘…—”‡‡–• ƒƒ‰‹‰’”‘…—”‡‡–”‡Žƒ–‹‘•Š‹’•ƒ†‘‹–‘”‹‰…‘–”ƒ…–’‡”ˆ‘”ƒ…‡Ǥ 
†‡–‹ˆ›–ƒ‡Š‘Ž†‡”• ‡–‡”‹‹‰™Š‘™‹ŽŽ„‡ƒˆˆ‡…–‡†„›–Š‡’”‘Œ‡…–ƒ†‘–‹‰–Š‡‹”‹˜‘Ž˜‡‡–Ȁ‹’ƒ…–Ǥ 
Žƒ–ƒ‡Š‘Ž†‡”‰ƒ‰‡‡– ‡˜‡Ž‘’‹‰•–”ƒ–‡‰‹‡•–‘ƒ’’”‘’”‹ƒ–‡Ž›‡‰ƒ‰‡•–ƒ‡Š‘Ž†‡”•†—”‹‰–Š‡’”‘Œ‡…–Ǥ 

ƒƒ‰‡–ƒ‡Š‘Ž†‡”‰ƒ‰‡‡– ‘—‹…ƒ–‹‰™‹–Š•–ƒ‡Š‘Ž†‡”•ƒ†ƒ††”‡••‹‰‹••—‡•Ǥ 
‘‹–‘”–ƒ‡Š‘Ž†‡”‰ƒ‰‡‡– ‘‹–‘”‹‰ƒ†ƒ†Œ—•–‹‰’Žƒ•ˆ‘”‡‰ƒ‰‹‰•–ƒ‡Š‘Ž†‡”•Ǥ 
PROJECT
PREP
projectprep.org

ITTO Notecards
On the subsequent pages of this document, you will find the
ITTOs for each of the 49 processes in the PMBOK® Guide.
Feel free to print and cut these and use them as one of your
exam study tools. However, remember that it is more
important to “master” the ITTOs than to “memorize” them.
Memorization would be nearly impossible! Mastery involves
understanding the purpose of an ITTO and how it can support
a given process. (For example, ask yourself, “What is a business
case (agreement), and why is it used to develop the project charter?”)

Also, as a note, these notecards include the basic view of the

ITTOs. For example, “agreements” include both the “business
case” and “benefits management plan”, but only “agreements”
are listed. If you want see both the basic view and the detailed
view, refer to the ITTO Spreadsheet in our Prep Pack.
 Knowledge Area: Integration Knowledge Area: Integration
Develop Project Charter Develop Project Mgmt. Plan
Process Group: Initiating Process Group: Planning

Authorizing the project and providing the PM with authority to use resources. Integrating subsidiary plans into a comprehensive project plan.

Inputs Tools Outputs Inputs Tools Outputs

 Business Documents  Expert Judgment  Project Charter  Project Charter  Expert Judgment  Project Management Plan
 Agreements  Data Gathering  Assumption Log  Outputs from Other  Data Gathering
 Enterprise  Interpersonal & Team Processes  Interpersonal & Team
Environmental Factors Skills  Enterprise Skills
 Organizational Process  Meetings Environmental Factors  Meetings
Assets  Organizational Process
Assets

Knowledge Area: Integration Knowledge Area: Integration

Direct & Manage Project Work Manage Project Knowledge
Process Group: Executing Process Group: Executing

Performing project work as defined in the plan and implementing approved changes. Using and creating knowledge to support the project and the organization.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Expert Judgment  Deliverables  Project Management Plan  Expert Judgment  Lessons Learned Register
 Project Documents  Project Management  Work Performance Data  Project Documents  Knowledge Management  Project Management Plan
 Approved Change Information System  Issue Log  Deliverables  Information Management Updates
Requests  Meetings  Change Requests  Enterprise  Interpersonal & Team  Organizational Process
 Enterprise  Project Management Plan Environmental Factors Skills Assets Updates
Environmental Factors Updates  Organizational Process
 Organizational Process  Project Documents Assets
Assets Updates
 Organizational Process
Assets Updates
 Knowledge Area: Integration Knowledge Area: Integration
Monitor & Control Project Work Perform Int. Change Control
Process Group: Monitor/Con. Process Group: Monitor/Con.

Reviewing and reporting project progress against the objectives. Reviewing and approving change requests; communicating the decisions.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Expert Judgment  Work Performance  Project Management Plan  Expert Judgment  Approved Change
 Project Documents  Data Analysis Reports  Project Documents  Change Control Tools Requests
 Work Performance  Decision Making  Change Requests  Work Performance  Data Analysis  Project Management Plan
Information  Meetings  Project Management Plan Reports  Decision Making Updates
 Agreements Updates  Change Requests  Meetings  Project Documents
 Enterprise  Project Documents  Enterprise Updates
Environmental Factors Updates Environmental Factors
 Organizational Process  Organizational Process
Assets Assets

Knowledge Area: Integration Knowledge Area: Scope

Close Project or Phase Plan Scope Management
Process Group: Closing Process Group: Planning

Formally completing the project or a phase of the project. Documenting how scope will be defined and controlled.

Inputs Tools Outputs Inputs Tools Outputs

 Project Charter  Expert Judgment  Project Documents  Project Charter  Expert Judgment  Scope Management Plan
 Project Management Plan  Data Analysis Updates  Project Management Plan  Data Analysis  Requirements
 Project Documents  Meetings  Final Product, Service, or  Enterprise  Meetings Management Plan
 Accepted Deliverables Result Transition Environmental Factors
 Business Documents  Final Report  Organizational Process
 Agreements  Organizational Process Assets
 Procurement Assets Updates
Documentation
 Organizational Process
Assets
 Knowledge Area: Scope Knowledge Area: Scope
Collect Requirements Define Scope
Process Group: Planning Process Group: Planning

Documenting stakeholders needs. Developing a detailed project and product description.

Inputs Tools Outputs Inputs Tools Outputs

 Project Charter  Expert Judgment  Requirements  Project Charter  Expert Judgment  Project Scope Statement
 Project Management Plan  Data Gathering Documentation  Project Management Plan  Data Analysis  Project Documents
 Project Documents  Data Analysis  Requirements  Project Documents  Decision Making Updates
 Business Documents  Decision Making Traceability Matrix  Enterprise  Interpersonal & Team
 Agreements  Data Representation Environmental Factors Skills
 Enterprise  Interpersonal & Team  Organizational Process  Product Analysis
Environmental Factors Skills Assets
 Organizational Process  Context Diagram
Assets  Prototypes

Knowledge Area: Scope Knowledge Area: Scope

Create WBS Validate Scope
Process Group: Planning Process Group: Monitor/Con.

Decomposing project work into smaller components. Formalizing acceptance of completed deliverables.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Expert Judgment  Scope Baseline  Project Management Plan  Inspection  Accepted Deliverables
 Project Documents  Decomposition  Project Documents  Project Documents  Decision Making  Work Performance
 Enterprise Updates  Verified Deliverables Information
Environmental Factors  Work Performance Data  Change Requests
 Organizational Process  Project Documents
Assets Updates
 Knowledge Area: Scope Knowledge Area: Schedule
Control Scope Plan Schedule Management
Process Group: Monitor/Con. Process Group: Planning

Monitoring project scope and managing changes to the scope baseline. Documenting how the schedule will be developed and controlled.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Data Analysis  Work Performance  Project Charter  Expert Judgment  Schedule Management
 Project Documents Information  Project Management Plan  Data Analysis Plan
 Work Performance Data  Change Requests  Enterprise  Meetings
 Organizational Process  Project Management Plan Environmental Factors
Assets Updates  Organizational Process
 Project Documents Assets
Updates

Knowledge Area: Schedule Knowledge Area: Schedule

Define Activities Sequence Activities
Process Group: Planning Process Group: Planning

Identifying the steps required to produce project deliverables. Identifying relationships (or order) of project activities.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Expert Judgment  Activity List  Project Management Plan  Precedence Diagramming  Project Schedule
 Enterprise  Decomposition  Activity Attributes  Project Documents Method Network Diagrams
Environmental Factors  Rolling Wave Planning  Milestone List  Enterprise  Dependency  Project Documents
 Organizational Process  Meetings  Change Requests Environmental Factors Determination & Updates
Assets  Project Management Plan  Organizational Process Integration
Updates Assets  Leads & Lags
 Project Management
Information System
 Knowledge Area: Schedule Knowledge Area: Schedule
Estimate Activity Durations Develop Schedule
Process Group: Planning Process Group: Planning

Approximating the number of work periods needed to complete activities Analyzing activities sequences and estimates to create the schedule.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Expert Judgment  Duration Estimates  Project Management Plan  Schedule Network  Schedule Baseline
 Project Documents  Analogous Estimating  Basis of Estimates  Project Documents Analysis  Project Schedule
 Enterprise  Parametric Estimating  Project Documents  Agreements  Critical Path Method  Schedule Data
Environmental Factors  Three-Point Estimating Updates  Enterprise  Resource Optimization  Project Calendars
 Organizational Process  Bottom-Up Estimating Environmental Factors  Data Analysis  Project Management Plan
Assets  Data Analysis  Organizational Process  Leads & Lags Updates
 Decision Making Assets  Schedule Compression  Project Documents
 Meetings  Project Management Updates
Information System
 Agile Release Planning

Knowledge Area: Schedule Knowledge Area: Cost

Control Schedule Plan Cost Management
Process Group: Monitor/Con. Process Group: Planning

Monitoring progress of activities and managing changes to the schedule baseline. Documenting how to estimate and control costs.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Data Analysis  Work Performance  Project Charter  Expert Judgment  Cost Management Plan
 Project Documents  Critical Path Method Information  Project Management Plan  Data Analysis
 Work Performance Data  Project Management  Schedule Forecasts  Enterprise  Meetings
 Organizational Process Information System  Change Requests Environmental Factors
Assets  Resource Optimization  Project Management Plan  Organizational Process
 Leads & Lags Updates Assets
 Schedule Compression  Project Documents
Updates
 Knowledge Area: Cost Knowledge Area: Cost
Estimate Costs Determine Budget
Process Group: Planning Process Group: Planning

Calculating the finances needed to complete project activities. Summing the costs of individual activities to generate the cost baseline.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Expert Judgment  Cost Estimates  Project Management Plan  Expert Judgment  Cost Baseline
 Project Documents  Analogous Estimating  Basis of Estimates  Project Documents  Cost Aggregation  Project Funding
 Enterprise  Parametric Estimating  Project Documents  Business Documents  Data Analysis Requirements
Environmental Factors  Bottom-Up Estimating Updates  Agreements  Historical Information  Project Documents
 Organizational Process  Three-Point Estimating  Enterprise Review Updates
Assets  Data Analysis Environmental Factors  Funding Limit
 Project Management  Organizational Process Reconciliation
Information System Assets  Financing
 Decision Making

Knowledge Area: Cost Knowledge Area: Quality

Control Costs Plan Quality Management
Process Group: Monitor/Con. Process Group: Planning

Monitoring project costs and managing changes to the cost baseline. Identifying quality requirements and documenting how to comply with them.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Expert Judgment  Work Performance  Project Charter  Expert Judgment  Quality Management Plan
 Project Documents  Data Analysis Information  Project Management Plan  Data Gathering  Quality Metrics
 Project Funding  To-Complete  Cost Forecasts  Project Documents  Data Analysis  Project Management Plan
Requirements Performance Index  Change Requests  Enterprise  Decision Making Updates
 Work Performance Data  Project Management  Project Management Plan Environmental Factors  Data Representation  Project Documents
 Organizational Process Information System Updates  Organizational Process  Test & Inspection Updates
Assets  Project Documents Assets Planning
Updates  Meetings
 Knowledge Area: Quality Knowledge Area: Quality
Manage Quality Control Quality
Process Group: Executing Process Group: Monitor/Con.

Converting the quality management plan into actionable quality activities. Monitoring outcomes of quality activities to evaluate performance.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Data Gathering  Quality Reports  Project Management Plan  Data Gathering  Quality Control
 Project Documents  Data Analysis  Test & Evaluation  Project Documents  Data Analysis Measurements
 Organizational Process  Decision Making Documents  Approved Change  Inspection  Verified Deliverables
Assets  Data Representation  Change Requests Requests  Testing/Product  Work Performance
 Audits  Project Management Plan  Deliverables Evaluations Information
 Design for X Updates  Work Performance Data  Data Representation  Change Requests
 Problem Solving  Project Documents  Enterprise  Meetings  Project Management Plan
 Quality Improvement Updates Environmental Factors Updates
Methods  Organizational Process  Project Documents
Assets Updates

Knowledge Area: Resource Knowledge Area: Resource

Plan Resource Management Estimate Activity Resources
Process Group: Planning Process Group: Planning

Documenting how to estimate, acquire, and manage required project resources. Estimating the manpower, materials, and equipment needed to complete the project.

Inputs Tools Outputs Inputs Tools Outputs

 Project Charter  Expert Judgment  Resource Management  Project Management Plan  Expert Judgment  Resource Requirements
 Project Management Plan  Data Representation Plan  Project Documents  Bottom-Up Estimating  Basis of Estimates
 Project Documents  Organizational Theory  Team Charter  Enterprise  Analogous Estimating  Resource Breakdown
 Enterprise  Meetings  Project Documents Environmental Factors  Parametric Estimating Structure
Environmental Factors Updates  Organizational Process  Data Analysis  Project Documents
 Organizational Process Assets  Project Management Updates
Assets Information System
 Meetings
 Knowledge Area: Resource Knowledge Area: Resource
Acquire Resources Develop Team
Process Group: Executing Process Group: Executing

Obtaining the manpower, materials, and equipment needed to complete the project. Improving team skills and relations to enhance project performance.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Decision Making  Physical Resource  Project Management Plan  Colocation  Team Performance
 Project Documents  Interpersonal & Team Assignments  Project Documents  Virtual Teams Assessments
 Enterprise Skills  Project Team  Enterprise  Communication  Change Requests
Environmental Factors  Pre-Assignment Assignments Environmental Factors Technology  Project Management Plan
 Organizational Process  Virtual Teams  Resource Calendars  Organizational Process  Interpersonal & Team Updates
Assets  Change Requests Assets Skills  Project Documents
 Project Management Plan  Recognition & Rewards Updates
Updates  Training  Enterprise
 Project Doc. Updates  Individual & Team Environmental Factors
 Enterprise Assessments Updates
Environmental Factors  Meetings  Organizational Process
Updates Assets Updates
 Organizational Process
Assets Updates

Knowledge Area: Resource Knowledge Area: Resource

Manage Team Control Resources
Process Group: Executing Process Group: Monitor/Con.

Tracking team member performance, providing feedback, and resolving issues. Monitoring planned versus actual resource usage.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Interpersonal & Team  Change Requests  Project Management Plan  Data Analysis  Work Performance
 Project Documents Skills  Project Management Plan  Project Documents  Problem Solving Information
 Work Performance  Project Management Updates  Work Performance Data  Interpersonal & Team  Change Requests
Reports Information System  Project Documents  Agreements Skills  Project Management Plan
 Team Performance Updates  Organizational Process  Project Management Updates
Assessments  Enterprise Assets Information System  Project Documents
 Enterprise Environmental Factors Updates
Environmental Factors Updates
 Organizational Process
Assets
 Knowledge Area: Comm. Knowledge Area: Comm.
Plan Communications Mgmt. Manage Communications
Process Group: Planning Process Group: Executing

Developing a plan for communications based on the needs of stakeholders. Creating and distributing project information.

Inputs Tools Outputs Inputs Tools Outputs

 Project Charter  Expert Judgment  Communications  Project Management Plan  Communication  Project Communications
 Project Management Plan  Communications Management Plan  Project Documents Technology  Project Management Plan
 Project Documents Requirements Analysis  Project Management Plan  Work Performance  Communication Methods Updates
 Enterprise  Communication Updates Reports  Communication Skills  Project Documents
Environmental Factors Technology  Project Documents  Enterprise  Project Management Updates
 Organizational Process  Communication Models Updates Environmental Factors Information System  Organizational Process
Assets  Communication Methods  Organizational Process  Project Reporting Assets Updates
 Interpersonal & Team Assets  Interpersonal & Team
Skills Skills
 Data Representation  Meetings
 Meetings

Knowledge Area: Comm. Knowledge Area: Risk

Monitor Communications Plan Risk Management
Process Group: Monitor/Con. Process Group: Planning

Monitoring communications to ensure stakeholders needs are met. Defining how to conduct risk management on the project.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Expert Judgment  Work Performance  Project Charter  Expert Judgment  Risk Management Plan
 Project Documents  Project Management Information  Project Management Plan  Data Analysis
 Work Performance Data Information System  Change Requests  Project Documents  Meetings
 Enterprise  Data Representation  Project Management Plan  Enterprise
Environmental Factors  Interpersonal & Team Updates Environmental Factors
 Organizational Process Skills  Project Documents  Organizational Process
Assets  Meetings Updates Assets
 Knowledge Area: Risk Knowledge Area: Risk
Identify Risks Perform Qual. Risk Analysis
Process Group: Planning Process Group: Planning

Detecting risks that may affect the project. Prioritizing risks by evaluating their probability and impact.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Expert Judgment  Risk Register  Project Management Plan  Expert Judgment  Project Documents
 Project Documents  Data Gathering  Risk Report  Project Documents  Data Gathering Updates
 Agreements  Data Analysis  Project Documents  Enterprise  Data Analysis
 Procurement  Interpersonal & Team Updates Environmental Factors  Interpersonal & Team
Documentation Skills  Organizational Process Skills
 Enterprise  Prompt Lists Assets  Risk Categorization
Environmental Factors  Meetings  Data Representation
 Organizational Process  Meetings
Assets

Knowledge Area: Risk Knowledge Area: Risk

Perform Quant. Risk Analysis Plan Risk Responses
Process Group: Planning Process Group: Planning

Numerically analyzing the effect of risks on project objectives. Defining strategies and actions to address project risks.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Expert Judgment  Project Documents  Project Management Plan  Expert Judgment  Change Requests
 Project Documents  Data Gathering Updates  Project Documents  Data Gathering  Project Management Plan
 Enterprise  Interpersonal & Team  Enterprise  Interpersonal & Team Updates
Environmental Factors Skills Environmental Factors Skills  Project Documents
 Organizational Process  Representations of  Organizational Process  Strategies for Threats Updates
Assets Uncertainty Assets  Strategies for
 Data Analysis Opportunities
 Contingent Response
Strategies
 Strategies for Overall
Project Risk
 Data Analysis
 Decision Making
 Knowledge Area: Risk Knowledge Area: Risk
Implement Risk Responses Monitor Risks
Process Group: Executing Process Group: Monitor/Con.

Implementing planned risk responses. Tracking risks; identifying and analyzing new ones.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Expert Judgment  Change Requests  Project Management Plan  Data Analysis  Work Performance
 Project Documents  Interpersonal & Team  Project Documents  Project Documents  Audits Information
 Organizational Process Skills Updates  Work Performance Data  Meetings  Change Requests
Assets  Project Management  Work Performance  Project Management Plan
Information System Reports Updates
 Project Documents
Updates
 Organizational Process
Assets Updates

Knowledge Area: Procurement Knowledge Area: Procurement

Plan Procurement Management Conduct Procurements
Process Group: Planning Process Group: Executing

Documenting the procurement method and identifying potential sellers. Collecting seller responses, choosing a seller, and awarding a contract.

Inputs Tools Outputs Inputs Tools Outputs

 Project Charter  Expert Judgment  Procurement Mgmt. Plan  Project Management Plan  Expert Judgment  Selected Sellers
 Business Documents  Data Gathering  Procurement Strategy  Project Documents  Advertising  Agreements
 Project Management Plan  Data Analysis  Bid Documents  Procurement  Bidder Conferences  Change Requests
 Project Documents  Source Selection Analysis  Procurement Statement Documentation  Data Analysis  Project Management Plan
 Enterprise  Meetings of Work  Seller Proposals  Interpersonal & Team Updates
Environmental Factors  Source Selection Criteria  Enterprise Skills  Project Documents
 Organizational Process  Make-or-Buy Decisions Environmental Factors Updates
Assets  Independent Cost  Organizational Process  Organizational Process
Estimates Assets Assets Updates
 Change Requests
 Project Doc. Updates
 Organizational Process
Assets Updates
 Knowledge Area: Procurement Knowledge Area: Stakeholder
Control Procurements Identify Stakeholders
Process Group: Monitor/Con. Process Group: Initiating

Managing procurement relationships and monitor contract performance. Determining who will be affected by the project and noting their involvement/impact.

Inputs Tools Outputs Inputs Tools Outputs

 Project Management Plan  Expert Judgment  Closed Procurements  Project Charter  Expert Judgment  Stakeholder Register
 Project Documents  Claims Administration  Work Performance  Business Documents  Data Gathering  Change Requests
 Agreements  Data Analysis Information  Project Management Plan  Data Analysis  Project Management Plan
 Procurement  Inspection  Procurement  Project Documents  Data Representation Updates
Documentation  Audits Documentation Updates  Agreements  Meetings  Project Documents
 Approved Change  Change Requests  Enterprise Updates
Requests  Project Management Plan Environmental Factors
 Work Performance Data Updates  Organizational Process
 Enterprise  Project Documents Assets
Environmental Factors Updates
 Organizational Process  Organizational Process
Assets Assets Updates

Knowledge Area: Stakeholder Knowledge Area: Stakeholder

Plan Stakeholder Engagement Manage Stakeholder Engagement
Process Group: Planning Process Group: Executing

Developing strategies to appropriately engage stakeholders during the project. Communicating with stakeholders and addressing issues.

Inputs Tools Outputs Inputs Tools Outputs

 Project Charter  Expert Judgment  Stakeholder Engagement  Project Management Plan  Expert Judgment  Change Requests
 Project Management Plan  Data Gathering Plan  Project Documents  Communication Skills  Project Management Plan
 Project Documents  Data Analysis  Enterprise  Interpersonal & Team Updates
 Agreements  Decision Making Environmental Factors Skills  Project Documents
 Enterprise  Data Representation  Organizational Process  Ground Rules Updates
Environmental Factors  Meetings Assets  Meetings
 Organizational Process
Assets
 Knowledge Area: Stakeholder
Monitor Stakeholder Engagement
Process Group: Monitor/Con.

Monitoring and adjusting plans for engaging stakeholders.

Inputs Tools Outputs

 Project Management Plan  Data Analysis  Work Performance
 Project Documents  Decision Making Information
 Work Performance Data  Data Representation  Change Requests
 Enterprise  Communication Skills  Project Management Plan
Environmental Factors  Interpersonal & Team Updates
 Organizational Process Skills  Project Documents
Assets  Meetings Updates
This full-length practice test is intended to be one of many possible tools that may help as you prepare for the
Project Management Professional (PMP)® exam. This practice test is 200 questions and the answer key is on
the last page of the document. The official exam is 200 questions and must be completed within four hours.

All rights reserved. No part of this publication may be reproduced in any form except as permitted by the
publisher. Requests to reproduce this material should be directed to the publisher ([email protected]).
Although this practice test has been carefully prepared, no warranty is given as to the completeness of the
information and the publisher shall not be responsible or liable for any loss or damage whatsoever arising by
virtue of such information, instructions, or advice contained within this publication.

© 2020 projectprep.org
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www.projectprep.org

PMP is a registered mark of the Project Management Institute, Inc.

PMBOK is a registered mark of the Project Management Institute, Inc.

1. A project to build a new terminal at an airport is ongoing. Currently, the team is performing
the plan cost management process. In doing so, which of the following activities might they
complete?

A. Calculating contingency allowances that will be used to account for uncertainty.

B. Reviewing strategic funding options, such as the possibility of using debt to fund the project.
C. Documenting risks that were considered when cost projections were prepared.
D. Establishing the amount of management reserve, which will be used to pay for unexpected work.

2. Francesco is collecting requirements on a project that involves building a courthouse for a

local government. In order to do so, he wants to use a brainstorming method that involves
voting on several requirements before they are further prioritized. Which tool or technique
would accomplish this task?

A. Nominal Group Technique

B. Design of Experiments
C. Brainstorming
D. Focus Groups

3. A project manager is preparing a scope management plan for a project that includes
upgrading three waste-water treatment plants. Which of the following would not be included
in that document?

A. The steps for decomposing the scope into work packages

B. An explanation of how formal acceptance will be obtained on project deliverables
C. A listing of control accounts and planning packages
D. The process for creating the project scope statement

4. A project manager is leading an effort to design a new 3D printer that accepts a broad range of
filament types. During the project, she uses earned value analysis and determines that the CPI
is 0.85 and the SPI is 1.25. What does this indicate?

A. The project is under budget and ahead of schedule.

B. The project is over budget and behind schedule.
C. The project is under budget and behind schedule.
D. The project is over budget and ahead of schedule.

5. A project manager is working with a team to revitalize a city park. At this point, she needs to
understand what currency will be used to pay vendors working on the project. Which
document should be reviewed to find this information?

A. Procurement Management Plan

B. Cost Management Plan
C. Cost Baseline
D. Procurement Documents

6. A department store is working on a project to close several locations. During the project, the
team spends time decomposing project work into smaller components. What is an output
from that process?

A. Project Scope Statement

B. Requirements Traceability Matrix
C. Scope Baseline
D. Lessons Learned Register
7. On your project, 12 stakeholders have been identified. Based on this information, how many
possible communication channels exist?

A. 66
B. 132
C. 72
D. 6

8. You are managing a project to develop the next version of a popular financial management
tool for small businesses. At this point on your project, you are in the process of collecting
requirements from stakeholders. One of the tools that will be used are surveys that will be
sent to users. Which of the following are inputs of that process?

A. Assumption Log, Requirements Documentation, Project Charter

B. Project Scope Statement, Requirements Documentation, Quality Reports
C. Lessons Learned Register, Requirements Traceability Matrix, Risk Register
D. Project Charter, Lessons Learned Register, Agreements

9. On a project to landscape the grounds of a large university, the team spends time
approximating the number of work periods needed to complete project activities. In this case,
what process is being performed?

A. Develop Schedule
B. Estimate Activity Durations
C. Sequence Activities
D. Create WBS

10. A project manager is creating a stakeholder engagement plan for a project that involves
redesigning the aluminum packaging for a popular soft drink. Which of the following would
not be included in that document?

A. A formal or informal set of plans for engaging specific stakeholders

B. The classification of known stakeholders
C. Strategies for working productively with those who are impacted by the project
D. A list of tactics for dealing with demanding stakeholders

11. On a project to educate users on how use "two-factor authentication" to protect their bank
accounts, the team spends time improving team skills and relations to enhance project
performance. What is an input to that particular process?

A. Resource Management Plan

B. Team Performance Assessments
C. Conflict Management
D. Leadership

12. On a given project; earned value (EV) is $30,000; actual cost (AC) is $35,000; and planned
value (PV) is $28,000. What is the schedule performance index (SPI)?

A. 0.86
B. 1.16
C. 1.07
D. 0.93
13. At a grocery store chain, a project is in process to deploy self-checkout registers at all of the
company’s California locations. During the project, the team spends time creating and using
knowledge to support the project and the organization. What is a tool or technique that may
be needed to perform this process?

A. Lessons Learned Register

B. Project Management Information System
C. Information Management
D. Issue Log

14. As a team, you have already planned and implemented responses to risks that were identified.
Your task now is to monitor those risks. Which of the following are inputs to that process?

A. Risk Register, Work Performance Information, Risk Report

B. Risk Report, Work Performance Reports, Stakeholder Register
C. Project Management Plan, Issue Log, Agreements
D. Risk Management Plan, Work Performance Data, Risk Register

15. A project team is designing a bracelet with a microchip that allows parents to track the
location of their children. During the project, the team identifies quality requirements and
documents how to comply with them. What is a tool or technique that may be needed to
perform this process?

A. Test & Inspection Planning

B. Quality Improvement Methods
C. Checklists
D. Statistical Sampling

16. Which of the following is true about predictive life cycles?

A. Requirements and plans are handled and expanded on frequently during delivery
B. Delivery is divided into subsets of the overall product
C. Risk and costs are controlled as requirements and constraints emerge
D. Change is limited as much as possible

17. A project has been funded by a local government to study the causes of a series of car
accidents that have occurred at the same intersection. During the project, the team spends
time managing procurement relationships and monitoring contractor performance. Which of
the following is not a tool or technique that may be needed to perform this particular process?

A. Variance Analysis
B. Earned Value Analysis
C. Performance Reviews
D. Proposal Evaluation

18. At this point on your project, you are in the process of developing the project management
plan, which will integrate several other plans, such as the cost management plan and schedule
management plan, into one document. Which of the following are inputs of that process?

A. Outputs from Other Processes, Business Documents, Project Documents

B. Project Charter, Approved Changed Requests, Deliverables
C. Project Charter, Outputs from Other Processes, Organizational Process Assets
D. Organizational Process Assets, Enterprise Environmental Factors, Agreements
19. On a given project; earned value (EV) is $250,000; actual cost (AC) is $215,000; and planned
value (PV) is $300,000. What is the cost performance index (CPI)?

A. 0.86
B. 1.16
C. 0.83
D. 1.2

20. On a project to overhaul a city's waste management system, the team spends time detecting
threats and opportunities that may impact the project. In this case, what process is being
performed?

A. Plan Risk Management

B. Plan Risk Responses
C. Implement Risk Responses
D. Identify Risks

21. At this point on your project, you are in the process of controlling costs. You want to
determine if you are staying within your budget. Which of the following are outputs of that
process?

A. Work Performance Information and Cost Forecasts

B. Cost Baseline and Project Funding Requirements
C. Change Requests and Work Performance Data
D. Cost Forecasts and Verified Deliverables

22. A global technology company has several projects that involve large, enterprise-wide system
deployments. In other words, they impact several departments across the organization. In
these types of scenarios, which of the following project lifecycles are commonly used?

A. Agile
B. Predictive
C. Adaptive
D. Iterative

23. You work at an aerospace company and are leading a project to launch a satellite, which will
be used for academic research. Currently, the team is performing the manage
communications process. In doing so, which of the following activities might they complete?

A. Conducting surveys of stakeholders to see if communication needs have been met.

B. Creating an ad-hoc report for a key project stakeholder.
C. Evaluating whether or not communication on the project has been effective.
D. Determining how information on the project will be distributed and stored.

24. All of the following are true about firm fixed price (FFP) contracts except:

A. The price is set at the start of the contract.

B. The price is not subject to change.
C. If a change to scope is needed, the buyer will likely need to pay more.
D. They are useful for staff augmentation.
25. A project manager is working with a team to design a new printer that addresses several flaws
in previous models. At this point, she needs to understand what funds will be needed to
appropriately respond to risks on the project. Which document should be reviewed to find
this information?

A. Risk Management Plan

B. Cost Management Plan
C. Risk Register
D. Cost Aggregation

26. As a team, you have already verified the quality of several project deliverables. Your next step
is to get formal acceptance of those deliverables from your customers. This process is
referred to as validating the scope. Which of the following are outputs of that process?

A. Work Performance Information, Scope Baseline, Scope Management Plan

B. Accepted Deliverables, Work Performance Information, Change Requests
C. Change Requests, Scope Baseline, Project Scope Statement
D. Scope Baseline, Project Scope Statement, Verified Deliverables

27. During a project to migrate user data between database technologies, the project manager
spends time tracking team member performance, providing feedback, and resolving issues.
What is an output from that process?

A. Project Team Assignments

B. Team Charter
C. Change Requests
D. Enterprise Environmental Factors

28. A project manager is working with a team to create and test a new flavor of a popular soft
drink. Early in the project, she would like to see a high-level summary of project milestones.
Which document should be reviewed to find this information?

A. Organizational Process Assets

B. Schedule Data
C. Schedule Management Plan
D. Project Charter

29. A project manager is creating a risk management plan for a project that involves relocating
office workers at a technology company to a new building. Which of the following would not
be included in that document?

A. The funds that will be needed to respond to risks on the project

B. The distribution of identified risks across various risk categories
C. The procedures for how management and contingency reserves will be used
D. A description of the format that will be used to report threat and opportunities on the project

30. You are managing an effort to remodel three local restaurants. At this point on your project,
you are in the process of defining the activities. Which of the following are tools or techniques
of that process?

A. Rolling Wave Planning, Meetings, Leads & Lags

B. Expert Judgment, Decomposition, Rolling Wave Planning
C. Resource Optimization, Data Analysis, Decision Making
D. Decomposition, Precedence Diagramming Method, Meetings
31. On a given project, the budget at completion (BAC) is $1,00,000. If your current estimate at
completion (EAC) is $1,100,000; what is the variance at completion (VAC)?

A. -$100,000
B. $1,100,000
C. -$1,100,000
D. $100,000

32. A project to widen broadband access in Poland was undertaken to fulfill a politician’s
campaign promise. During the project, the team spends time prioritizing risks by evaluating
their probability and impact. What is a tool or technique that may be needed to perform this
process?

A. Sensitivity Analysis
B. Simulations
C. Organizational Process Assets
D. Risk Probability & Impact Assessment

33. A project to construct a grocery store that will specialize in organic foods is underway.
Currently, the team is performing the collect requirements process. In doing so, which of the
following activities might they complete?

A. Determining which of the documented requirements will be completed as part of the project.
B. Meeting with stakeholders to capture their needs and to ensure they are measureable.
C. Splitting the work of the project to make it easier to manage and monitor.
D. Determining how the project work; which will produce the desired products, services, or results;
will be defined and controlled.

34. A project manager on a software development project was asked by her client to add another
feature. (This occurred after the scope had been baselined.) She reviewed the request,
assessed the impact, and received approval to update the scope. In this scenario, which of the
following processes were used?

A. Direct and Manage Project Work

B. Manage Project Knowledge
C. Perform Integrated Change Control
D. Monitor and Control Project Work

35. Jose is developing the schedule on a project that involves renovating dorms at a nearby
university. In order to complete that process, he needs to identify the early and late start and
finish dates of activities. Which tool or technique would accomplish this task?

A. Leads & Lags

B. Critical Path Method
C. Schedule Compression
D. Schedule Network Analysis
36. A project to recall a car part that was found to be defective has nearly begun. Currently, the
team is performing the develop project charter process. In doing so, which of the following
activities might they complete?

A. Coordinating and consolidating various plans that will be baselined and placed under formal
change control procedures.
B. Considering positive and negative experiences from previous projects to increase the likelihood
of success on the current project.
C. Developing a document that, when approved, will allow the project manager to use
organizational resources to complete the project.
D. Determining how the project work; which will produce the desired products, services, or results;
will be defined and controlled.

37. A project manager is creating a quality management plan for a project that involves creating a
dashboard that will be used to report on several of the company's key performance
indicators. Which of the following would not be included in that document?

A. The roles and responsibilities of those who will perform quality management on the project
B. A list of all the quality management issues that were escalated by the team
C. The process for dealing with defects in project deliverables when they are identified
D. The list of project deliverables that will be subject to a quality review

38. Elizabeth is estimating costs on a project that involves deploying asset management software
to track technology equipment at an aerospace company. She decides to aggregate estimates
of low-level WBS components to generate the estimate. In this case, what estimating
technique is being used?

A. Bottom-Up Estimating
B. Analogous Estimating
C. Parametric Estimating
D. Three-Point Estimating

39. Which of the following is not true about cost management on agile projects?

A. Detailed estimates are primarily for near-term planning.

B. Lightweight estimates may provide fast, high-level estimates of overall project costs.
C. Detailed estimates are utilized at the start of the project to determine total project costs.
D. Lightweight estimates are for long-term planning.

40. While performing schedule management on your project, you need to determine the
relationships between activities so that those activities are sequenced in the proper order.
Which of the following is not true about activity sequencing?

A. It involves identifying and documenting relationships among tasks.

B. It defines the logical sequence of work given certain constraints.
C. All tasks (including the first and the last) must have both a predecessor and a successor.
D. Sequencing can be done manually by hand or automatically using software.
41. Robert is determining the budget that will be required on a project to relocate a company's
operations to a new building. In doing so, he needs to evaluate whether or not funding will be
available when expenses need to be paid. What should Robert use in this scenario?

A. Funding Limit Reconciliation

B. Historical Information Review
C. Financing
D. Cost Aggregation

42. A project manager is preparing a communications management plan for a project that
includes constructing a new wing in a hospital that will focus on the treatment of cancer
patients. Which of the following would not be included in that document?

A. The information needs of your stakeholders

B. A description of strategies that will be used to engage those impacted by the project
C. A list of resources that will be allocated to communication activities
D. The process that the project manager or stakeholders can use to escalate concerns

43. A project to relocate employees of an insurance company to a new office building has been
funded and approved. However, the project manager has determined that they will need help
from outside vendors to complete it. She also knows that significant changes to scope are
likely and a fee will be paid if the vendors meet broad, subjective performance criteria. In this
scenario, which type of contract should be utilized?

A. Cost Plus Fixed Fee (CFPP)

B. Cost Plus Incentive Fee (CPIF)
C. Cost Plus Award Fee (CPAF)
D. Fixed Price Incentive Fee (FPIF)

44. Maria is developing the schedule on a project that involves constructing an oil pipeline that
will start in Canada and go through the mid-western United States. In order to complete that
process, she needs to estimate the minimum project duration and amount of scheduling
flexibility. Which tool or technique would accomplish this task?

A. Resource Optimization
B. Critical Path Method
C. Schedule Network Analysis
D. Schedule Compression

45. On a project to construct a toll road, which is expected to relieve traffic congestion and
generate tax revenue, a team spends time documenting needs of their stakeholders. In this
case, what process is being performed?

A. Define Scope
B. Plan Scope Management
C. Manage Stakeholder Engagement
D. Collect Requirements
46. A technology company that specializes in creating software applications for dental offices is
working on several multi-year projects for their customers. However, three new competitors,
who are seeking to take away those customers, have recently entered the market. In this
scenario, these marketplace conditions would be best classified as which of the following?

A. An enterprise environmental factor

B. An industry standard
C. An organizational process asset
D. A lesson that was learned

47. A project manager is preparing a procurement management plan for a project that includes
renovating a high school on a military base. Which of the following would not be included in
that document?

A. The currency that will be used to pay vendors working on the project
B. A decision about whether or not certain scope will be completed by the project team or procured
from outside vendors
C. The timetable of procurement activities
D. A statement on whether or not independent estimates will be needed prior to requesting and
purchasing services from vendors

48. As a project manager, you know that your projects are impacted by factors that are often
outside of your control. Those factors could be internal or external to your organization, and
they could have a positive or negative impact. Enterprise environmental factors are one such
example. Which of the following is considered an enterprise environmental factor?

A. Political Climate
B. Organizational Communication Requirements
C. Human Resource Policies
D. Knowledge Bases

49. A project manager on a factory automation project prepares a memo for the sponsor. It
explains that a key deliverable is behind schedule and that the expected completion date will
be two weeks later than originally planned. This memo would be classified as which type of
project information?

A. Work Performance Information

B. Work Performance Data
C. Enterprise Environmental Factors
D. Work Performance Reports

50. A project manager at a company that services luxury cars attends a training to learn about
earned value management. She believes it could be a valuable tool on her projects. This
particular training would be considered a way to strengthen her skills in which of the
following areas of the PMI Talent Triangle®?

A. Technical Project Management

B. Cost Control
C. Leadership
D. Strategic and Business Management
51. A project manager is working with a team to train employees at a technology company in Lean
Six Sigma. At this point, she needs to determine what levels of cost variance are acceptable
before action needs to be taken. Which document should be reviewed to find this
information?

A. Work Performance Report

B. Risk Management Plan
C. Cost Management Plan
D. Cost Baseline

52. A project to configure new content management software for an online news agency is
underway. Currently, the team is performing the plan schedule management process. In
doing so, which of the following activities might they complete?

A. Evaluating project scope and required resources in order to approximate the number of work
periods needed to complete the activities.
B. Identifying methods that will be used to develop the project timeline.
C. Mapping the flow of activities to most efficiently complete the work given various constraints.
D. Working with team members to identify the steps required to complete project work packages.

53. Your project team gets together outside of work to socialize and strengthen relationships. As
a result, communication and trust improves among team members. In this scenario, which
process was used?

A. Plan Resource Management

B. Manage Team
C. Manage Communications
D. Develop Team

54. At this point on your project, you are in the process of managing the team, which includes
tracking their performance and providing them feedback. Which of the following are inputs
of that process?

A. Team Charter, Change Requests, Work Performance Data

B. Resource Management Plan, Agreements, Resource Calendars
C. Work Performance Reports, Team Performance Assessments, Environmental Process Assets
D. Team Performance Assessments, Organizational Process Assets, Project Charter

55. On a home renovation project, the team aggregates the costs that had been estimated for
demolition, paint, flooring, and appliances. They also add reserve for unknown events that
arise. In this scenario, which of the following processes were used?

A. Estimate Costs
B. Determine Budget
C. Plan Cost Management
D. Control Costs

56. At a recent meeting on a project to remodel a hotel that was constructed more than 60 years
ago, you inform your stakeholders that you are in the process of conducting procurements.
What is an activity that could be performed during that process?

A. Confirming that payments are made to sellers as outlined in the terms of the contract.
B. Preparing a request for information to get feedback from potential vendors.
C. Defining the portion of scope that will be completed by outside vendors.
D. Using advertisements to expand the pool of interested vendors.
57. During a project to plan an event for an association of realtors, the team spends time
documenting how they will estimate and control costs. What is a tool or technique that may
be needed to perform this process?

A. Analogous Estimating
B. Cost Aggregation
C. Expert Judgment
D. Alternatives Analysis

58. As you work with your sponsor, you communicate how the structure of your organization
influences the delivery of your project. Which of the following statements, if said, would not
be true concerning organizational structures?

A. In a weak matrix, project managers have more authority than functional managers
B. In a strong matrix, the role of project manager it typically full-time
C. In a projectized organization, resource availability for projects is high
D. In a weak matrix, project management administrative staff are part-time

59. After a project has been baselined, changes to plans need to be carefully controlled. This
process is referred to as integrated change control. Which of the following documents
typically outlines who is responsible for approving change requests?

A. Stakeholder Register
B. Project Management Plan
C. Project Charter
D. Change Log

60. On a project to demolish an aging office building (prior to the construction of new
condominiums), the team spends time analyzing activity sequences and estimates to create
the schedule. What is an input to that particular process?

A. Agreements
B. Schedule Data
C. Project Calendars
D. Change Requests

61. At a recent meeting on a project to transition a company's headquarters from California to

Texas, you discuss progress being made on monitoring stakeholder engagement. What is an
activity that could be performed during that process?

A. Conducting surveys of stakeholders to see if communication needs have been met.

B. Creating an ad-hoc report for a key project stakeholder.
C. Determining how to modify the plan for engaging stakeholders to ensure their ongoing
commitment.
D. Classifying stakeholders based on their level of authority.

62. A project manager is working with a team to design new cases for the next version of a
popular smartphone. At this point, she needs to understand what financial incentives may be
offered to project team members upon successful completion of the project. Which document
should be reviewed to find this information?

A. Benefits Management Plan

B. Cost Baseline
C. Cost Management Plan
D. Resource Management Plan
63. You are soliciting advice from several experts, who have worked on similar projects, as you
prepare the work breakdown structure (WBS). Which of the following is not a purpose of this
document?

A. Articulate the components of work that will satisfy project objectives.

B. Subdivide the project work into more manageable components.
C. Outline the duration required to complete project activities.
D. Provide a hierarchical structure for assigning costs to work packages.

64. As you collect requirements for a new laptop, you choose to share a model of the final product
with your stakeholders. You believe that you will receive much better feedback through this
method than if you simply attempted to explain the product. In this case, which of the
following tools and technique should be used?

A. Prototypes
B. Observations
C. Benchmarking
D. Focus Groups

65. A project manager is leading an effort to launch a small satellite into low-earth orbit. During
the project, she uses earned value analysis and determines that the CPI is 0.90 and the SPI is
0.85. What does this indicate?

A. The project is under budget and ahead of schedule.

B. The project is over budget and behind schedule.
C. The project is under budget and behind schedule.
D. The project is over budget and ahead of schedule.

66. A project is underway to evaluate the impact of rising sea levels on oceanfront homes in
Hawaii. During the project, the team spends time creating and distributing project
information. What is an input to that particular process?

A. Project Communications
B. Project Reporting
C. Communication Technology
D. Stakeholder Engagement Plan

67. A project to construct a new high school to alleviate overcrowding at three other local schools
is underway. Currently, the team is performing the manage quality process. In doing so,
which of the following activities might they complete?

A. Using the six sigma methodology to identify process improvement opportunities.

B. Determining if the deliverables are complete, correct, and compliant with appropriate standards.
C. Testing project deliverables to identify errors or defects.
D. Using a SIPOC diagram to understand a process and predict where quality defects may occur.

68. On your project, 15 stakeholders have been identified. Based on this information, how many
possible communication channels exist?

A. 210
B. 105
C. 113
D. 29
69. On a project to identify a solution to address a major software vulnerability, the team spends
time obtaining the manpower, materials, and equipment needed to complete the project. In
this scenario, what process is being performed?

A. Estimate Activity Resources

B. Acquire Resources
C. Control Resources
D. Plan Resource Management

70. You have just been assigned to lead a project that is already underway. The objective is to
migrate several production databases to cloud servers. At this point, the team is acquiring
resources. In doing so, which of the following activities might they perform?

A. Arranging for key project team members to be at the same site near critical milestones
B. Consulting with experts in talent management and training.
C. Evaluating alternative resource options, such as renting or buying the needed equipment.
D. Working with functional managers to assign the appropriate resources to project work.

71. On a given project; actual cost (AC) is $500,00; estimate at completion (EAC) is $800,000; and
planned value is $850,000. What is estimate to completion (ETC)?

A. $50,000
B. $350,000
C. $300,000
D. $1,300,000

72. On a project to setup a technology environment that allows a clothing business to process and
gather insights from large volumes of customer data, the team spends time formally closing
the project. What is an output from that process?

A. Agreements
B. Final Report
C. Procurement Documentation
D. Accepted Deliverables

73. You have just been assigned to lead a project that is already underway. The objective is to
design and test a new self-driving car. At this time, the develop team process is being
performed. In doing so, which of the following activities might be completed?

A. Arranging for key project team members to be at the same site near critical milestones
B. Resolving a conflict between two team members.
C. Ensuring that assigned resources are available as originally planned.
D. Evaluating alternative resource options, such as renting or buying the needed equipment.

74. A fast food restaurant chain is working on a project that involves piloting the use of drone
technology to make local deliveries. During the project, the team spends time documenting
how the schedule will be developed and controlled. What is an input to that particular
process?

A. Activity List
B. Schedule Management Plan
C. Work Performance Data
D. Project Charter
75. On a given project, the budget at completion (BAC) is $375,000. If your current estimate to
completion (ETC) is $50,000 and estimate at completion (EAC) is $300,000; what is the
variance at completion (VAC)?

A. $75,000
B. -$50,000
C. $25,000
D. -$25,000

76. A project is underway to launch a new service that allows users to share bikes on college
campuses. During the project, the team spends time documenting how to estimate, acquire,
and manage required project resources. What is an output from that process?

A. Resource Breakdown Structure

B. Project Team Assignments
C. Resource Requirements
D. Team Charter

77. A project to develop a web-based inventory management system is ongoing. Currently, the
team is performing the manage project knowledge process. In doing so, which of the
following activities might they complete?

A. Evaluating project performance to determine if any preventive or corrective action is needed.

B. Archiving project information and releasing and reallocating project resources.
C. Allocating available resources (labor, material, and equipment) to activities in the project plan.
D. Considering positive and negative experiences from previous projects to increase the likelihood
of success on the current project.

78. A project in Europe is underway to secure an electric grid to reduce the likelihood of a
computer hack. During the project, the team spends time defining strategies and action to
address project risks. Which of the following is not a tool or technique that may be needed to
perform this process?

A. Contingent Response Strategies

B. Cost-Benefit Analysis
C. Decision Tree Analysis
D. Strategies for Threats

79. A project to renovate a hotel that was built in the 1970s is underway. Currently, the team is
performing the control quality process. In doing so, which of the following activities might
they complete?

A. Using audits to determine if activities on the project are conforming to organizational policies
and then addresses gaps, if needed.
B. Testing project deliverables to identify errors or defects.
C. Using the six sigma methodology to identify process improvement opportunities.
D. Determining appropriate investments in prevention and appraisal costs in order to avoid quality
failures.
80. You were recently hired by a gaming company to lead a strategic project. Before moving
forward, you understand that the structure of the organization will influence your work. The
gaming company is considered a projectized organization. Which of the following is not true
about that organizational type?

A. Project managers hold more authority than functional managers

B. Resource availability for projects is high
C. Functional managers control less of the budgets than project managers
D. Project managers have roles that are part-time

81. A project manager is creating a procurement management plan for a project that involves
implementing software that will be used to track and follow up on sales leads. Which of the
following would not be included in that document?

A. The criteria that will be used when determining which vendor to select
B. The roles and responsibilities related to the procurement
C. An explanation of how vendor performance will be monitored and measured
D. A list of pre-qualified sellers, if any

82. Which of the following is true about scope management on agile projects?

A. Scope would only change when a change request is approved

B. Scope is defined at the beginning of the project
C. Project scope includes the features and functions of the project
D. Scope is approved at the start of each iteration

83. At this point on your project, you are in the process of reviewing and approving change
requests and then communicating those decisions to your stakeholders. Which of the
following are inputs of that process?

A. Project Management Plan, Work Performance Reports, Change Requests

B. Project Charter, Change Requests, Agreements
C. Work Performance Reports, Work Performance Information, Project Documents
D. Change Requests, Project Management Plan, Approved Changed Requests

84. All of the following are true about fixed price with economic price adjustment (FP-EPA)
contracts except:

A. The price is set at the start of the contract.

B. There may be price adjustments over time based on changes to certain financial indices.
C. They are often used when a contract is several years in length.
D. The duration and scope can be left open-ended.

85. A project manager is working with a team to automate several manufacturing steps at a tire
production plant. At this point, she needs to understand what process should be used when
the project team (or stakeholders) need to escalate concerns. Which document should be
reviewed to find this information?

A. Risk Management Plan

B. Stakeholder Register
C. Communications Management Plan
D. Stakeholder Engagement Plan
86. A project to construct a bypass has the goal of easing traffic congestion near a large city.
During the project, the team spends time communicating with their stakeholders and
addressing their issues and concerns. In this scenario, what process is being performed?

A. Manage Stakeholder Engagement

B. Monitor Stakeholder Engagement
C. Manage Communications
D. Plan Stakeholder Engagement

87. Your project team has been tasked with designing a new, more fuel-efficient truck. At this
time, the team is implementing risk responses. In doing so, which of the following activities
might they perform?

A. Exploring options for addressing risks that have been previously identified.
B. Evaluating whether or not risks responses have been effective.
C. Performing sensitivity analysis and displaying the results using a tornado diagram.
D. Taking action to increase the likelihood that opportunities on the project occur.

88. A project manager is working with a team to redesign the layout of a cabinet manufacturing
plant to improve the flow of materials. At this point, she needs to understand what format
should be used to report threats and opportunities to stakeholders. Which document should
be reviewed to find this information?

A. Risk Management Plan

B. Work Performance Reporting
C. Communications Management Plan
D. Stakeholder Engagement Plan

89. A project manager is preparing a cost management plan for a project that includes
constructing a hanger for military aircrafts. Which of the following would not be included in
that document?

A. An explanation of how earned value management will be used on the project

B. The format for reporting cost performance
C. The degree of cost variance that would be acceptable before action needs to be taken
D. The basis of estimates that provides additional detail and supports cost estimates

90. On a given project; earned value (EV) is $30,000; actual cost (AC) is $35,000; and planned
value (PV) is $28,000. What is the cost variance (CV)?

A. $2,000
B. -$5,000
C. $5,000
D. -$2,000

91. A team of experts is working on a project to simulate the impact of altering an assembly line
that manufactures tablet computers. During that project, the team spends time determining
who will be affected by the project and noting their involvement and impact. What is an input
to that particular process?

A. Stakeholder Register
B. Stakeholder Analysis
C. Project Charter
D. Stakeholder Mapping
92. A project to build a facility for training military personnel in cybersecurity operations has
been funded and approved. However, the project manager has determined that they will need
help from outside vendors to complete it. At this time, the scope is not clear, and the project
manager only needs to augment her existing team with experts in cybersecurity. In this
scenario, which type of contract should be utilized?

A. Cost Plus Fixed Fee (CFPP)

B. Cost Plus Incentive Fee (CPIF)
C. Cost Plus Award Fee (CPAF)
D. Time & Materials (T&M)

93. A project manager is creating a project charter for a project that involves constructing a new
research lab at a major university. Which of the following would not be included in that
document?

A. A list of project exit criteria

B. A comprehensive list of stakeholders and their classification
C. A summary explanation of the purpose and objectives of the project
D. A high-level summary of project milestones

94. At this point on your project, you are in the process of defining the steps or activities that
must be performed to complete the deliverables. Which of the following are outputs of that
process?

A. Activity Attributes, Duration Estimates, Basis of Estimates

B. Schedule Baseline, Project Schedule, Activity List
C. Activity List, Activity Attributes, Milestone List
D. Activity List, Schedule Forecasts, Change Requests

95. Your project team is designing a new bicycle. During planning, they take the bicycle scope and
divide it into smaller, more manageable components – the frame, wheels, braking system,
shifting system, etc. In this instance, which of the following processes were used?

A. Define Scope
B. Create WBS
C. Define Activities
D. Control Scope

96. Evelyn is performing risk management on a project that involves upgrading employee
computers to a new version of an operating system. In order to complete that process, she
would like to review risks from past projects to determine whether or not they may be
relevant for this new project. Which tool or technique would accomplish this task?

A. SWOT Analysis
B. Assumptions Analysis
C. Checklists
D. Multi-Criteria Decision Analysis
97. A project to configure mapping technology that will be used by a shipping company to route
deliveries is ongoing. Currently, the team is performing the sequence activities process. In
doing so, which of the following activities might they complete?

A. Evaluating project scope and required resources in order to approximate the number of work
periods needed to complete the activities.
B. Adjusting start and finish dates of activities based on the availability of resources.
C. Mapping the flow of activities to most efficiently complete the work given various constraints.
D. Working with team members to identify the steps required to complete project work packages.

98. Ayesha is monitoring the schedule on a project that involves constructing a power plant to
provide electricity to 50,000 homes. In doing so, she realizes that the team is behind on
several activities and that she needs to shorten the schedule without reducing the scope.
Which tool or technique would accomplish this task?

A. Critical Path Method

B. Agile Release Planning
C. Resource Optimization
D. Schedule Compression

99. Which of the following is not true about resource management on agile projects?

A. Planning for physical and human resources is more predictable

B. Self-organizing teams with generalizing specialists are encouraged
C. The structure of the team should maximize focus and collaboration
D. Collaboration is critical and is intended to boost productivity

100. A project is underway to construct a cell phone tower that will improve the performance of a
company’s wireless network. During the project, the team spends time approximating the
finances needed to complete the construction activities. In this case, what process is being
performed?

A. Estimate Costs
B. Determine Budget
C. Plan Cost Management
D. Control Costs

101. While performing schedule management on your project, you need to determine the
relationships between activities so that those activities are sequenced in the proper order.
Which of the following is not true about activity sequencing?

A. It involves identifying and documenting relationships among tasks.

B. It defines the logical sequence of work given certain constraints.
C. It includes assigning resources to activities.
D. Every task (except for the first and last) should have both a predecessor and a successor.

102. A construction team can install carpet in a building fifteen days after they begin painting. This
is an example of a/an:

A. Task
B. Lead
C. Activity
D. Lag
103. After we identify risks that could impact the success of our project and make assessments of
their probability and impact, we can begin quantitative risk analysis. In doing so, we may use
______, which helps to determine the individual project risks that have the most potential
impact on project outcomes. One way of displaying this information is through a Tornado
diagram.

A. Sensitivity Analysis
B. Decision Tree Analysis
C. Monte Carlo Simulation
D. Delphi Techniques

104. A project to train soldiers for an overseas mission has been funded and approved. However,
the project manager has determined that they will need help from outside vendors to
complete it. At this time, the scope is clearly defined, and the project manager does not expect
any significant changes. She would also like to offer bonuses if the vendors meet certain
predefined objectives. In this scenario, which type of contract should be utilized?

A. Cost Plus Incentive Fee (CPIF)

B. Fixed Price Incentive Fee (FPIF)
C. Fixed Price with Economic Price Adjustment (FP-EPA)
D. Cost Plus Award Fee (CPAF)

105. A project to train a company's accountants on new bookkeeping software has begun.
Currently, the team is performing the create WBS process. In doing so, which of the following
activities might they complete?

A. Determining which of the documented requirements will be completed as part of the project.
B. Meeting with stakeholders to capture their needs and to ensure they are measureable.
C. Splitting the work of the project to make it easier to manage and monitor.
D. Determining how the project work; which will produce the desired products, services, or results;
will be defined and controlled.

106. A project manager is working with a team to construct a new toll road that will connect two
cities. At this point, she needs to understand how to deal with defects in project deliverables
when they are identified. Which document should be reviewed to find this information?

A. Quality Audits
B. Quality Control Measurements
C. Risk Management Plan
D. Quality Management Plan

107. As a project manager, you know that your projects are impacted by factors that are often
outside of your control. Those factors could be internal or external to your organization, and
they could have a positive or negative impact. Organizational process assets are one such
example. Which of the following is considered an organizational process asset?

A. Political Climate
B. Existing Human Resources
C. Change Control Procedures
D. Geographic Distribution of Facilities
108. You are working for a car company and are leading a project to construct a new battery
factory. Currently, the team is performing the plan risk management process. In doing so,
which of the following activities might they complete?

A. Exploring options for addressing risks that have been previously identified.
B. Determining the stakeholders' appetite for risk.
C. Meeting with project team members to brainstorm sources of overall project risk.
D. Determining which risks to transfer to a third party.

109. A project manager has created a dashboard for stakeholders that summarizes the overall
status of the project. Among other information, it shows upcoming milestones and whether or
not those milestones are expected to complete on time. This dashboard would be classified as
which type of project information?

A. Work Performance Information

B. Work Performance Data
C. Enterprise Environmental Factors
D. Work Performance Reports

110. As you work with your sponsor, you communicate how the structure of your organization
influences the delivery of your project. Given that your company is considered a functional
organization, all of the following would be true except:

A. Functional managers hold more authority than project managers

B. Resource availability for projects is moderate
C. Functional managers control the budget
D. Project managers have roles that are part-time

111. A healthcare company that makes equipment for spinal surgeries has decided to setup a PMO
in hopes of improving the delivery of their research and development projects. The PMO will
provides templates, tools, and coaching to aid projects mangers and simplify their work.
Which type of PMO does this represent?

A. Supportive
B. Controlling
C. Directive
D. Strategic

112. A project manager at a company that makes hiking equipment speaks with key stakeholders
about projected growth in the sporting goods market. This activity would fit into which of the
following skills set in the PMI Talent Triangle®?

A. Strategic and Business Management

B. Technical Project Management
C. Leadership
D. Market Assessment

113. A project to lead a joint military training exercise with two other countries is underway.
Currently, the team is performing the perform integrated change control process. In doing so,
which of the following activities might they complete?

A. Evaluating project performance to determine if any preventive or corrective action is needed.

B. Releasing and reallocating project resources and archiving project information.
C. Reviewing proposed adjustments to project baselines and the supporting cost estimates.
D. Evaluating the completion of project deliverables and preventing scope creep.
114. In regards to agile projects, which of the following is not true?

A. If the scope is not yet fully defined, projects may not benefit from detailed cost calculations
B. Detailed estimates are used for short-term planning horizons
C. Close collaboration among team members is critical
D. Infrequent checkpoints are valued and prevent distraction

115. On a project to design a new self-driving vehicle, the team spends time developing a detailed
project and product description that will help set boundaries for the project. What is an input
to that particular process?

A. Stakeholder Register
B. Requirements Documentation
C. Project Scope Statement
D. Alternatives Analysis

116. You were recently hired by a pharmaceutical company to lead a high priority project. Before
moving forward, you understand that the structure of the organization will influence your
work – whether for good or bad. The pharmaceutical company is considered a functional
organization. All of the following are true about that organizational type except:

A. Functional managers hold more authority than project managers

B. Resource availability for projects is low
C. Project managers control more of the budgets than functional managers
D. Project managers have roles that are part-time

117. During planning phases, projects are baselined. After that, any proposed changes to those
plans need to be carefully controlled and considered in the context of the overall project. This
process is referred to as integrated change control. All of the following is true about this
process except:

A. It is conducted throughout the life of a project.

B. The approver of changes will be identified in the project management plan.
C. Change requests should include any impact to cost and schedule.
D. Baselines are revised prior to the submission of change requests.

118. A project is underway to upgrade an oil pipeline in order to meet a new legal requirement.
During that project, the team spends time identifying relationships (or order) of project
activities. What is a tool or technique that may be needed to perform this process?

A. Rolling Wave Planning

B. Project Management Information System
C. Meetings
D. Parametric Estimating

119. At a recent meeting on a project to rebrand a national restaurant chain, you discuss progress
being made on identifying stakeholders. What is an activity that could be performed during
that process?

A. Preparing a stakeholder engagement assessment matrix.

B. Identifying the information needs of stakeholders.
C. Conducting surveys of stakeholders to see if communication needs have been met.
D. Classifying stakeholders based on their level of authority.
120. You are soliciting advice from several experts, who have worked on similar projects, as you
prepare the work breakdown structure (WBS). All of the following are purposes of this
document except:

A. Articulate the components of work that will satisfy project objectives.

B. Subdivide the project work into more manageable components.
C. Provides detailed information, such as codes of account, about WBS components.
D. Provide a hierarchical structure for assigning costs to work packages.

121. A project manager is working with a team to make several adjustments to a manufacturing
process to meet new legal requirements. At this point, she needs to identify who on the
project is authorized to release confidential messages. Which document should be reviewed
to find this information?

A. Project Charter
B. Stakeholder Engagement Plan
C. Stakeholder Register
D. Communications Management Plan

122. At this point on your project, you are in the process of performing qualitative risks analysis.
Which of the following are tools or techniques of that process?

A. Interviews, Risk Probability & Impact Assessment, SWOT Analysis

B. Hierarchical Charts, Meetings, Contingent Response Strategies
C. Sensitivity Analysis, Decision Tree Analysis, Influence Diagrams
D. Risk Data Quality Assessment, Risk Categorization, Meetings

123. A project manager is leading an effort to build a lab that will be used to conduct medical
research. During the project, she uses earned value analysis and determines that the CPI is
1.35 and the SPI is 1.25. What does this indicate?

A. The project is under budget and ahead of schedule.

B. The project is over budget and behind schedule.
C. The project is under budget and behind schedule.
D. The project is over budget and ahead of schedule.

124. On your project, 14 stakeholders have been identified. Based on this information, how many
possible communication channels exist?

A. 98
B. 27
C. 196
D. 91

125. On a project to digitize a paper-based filing system at a law firm, the team spends time seeking
authorization to begin expending resources to complete the project. In this case, what process
is being performed?

A. Acquire Resources
B. Identify Stakeholders
C. Develop Project Charter
D. Develop Project Management Plan
126. A project to implement enterprise resource planning software within a government agency is
underway. Currently, the team is performing the control scope process. In doing so, which of
the following activities might they complete?

A. Determining which of the documented requirements will be completed as part of the project.
B. Reviewing verified deliverables with the sponsor to confirm they were completed properly.
C. Evaluating the completion of project deliverables and preventing scope creep.
D. Splitting the work of the project to make it easier to manage and monitor.

127. A project is underway to produce a new music album for a rock band known around the
world. During the project, the team spends time putting risk response plans into effect. In this
case, what process is being performed?

A. Plan Risks Responses

B. Identify Risks
C. Monitor Risks
D. Implement Risk Responses

128. Your project team has been tasked with closing a major shopping mall in suburban Chicago
that has lost significant business. At this time, the team is performing quantitative risk
analysis. In doing so, which of the following activities might they perform?

A. Performing sensitivity analysis and displaying the results using a tornado diagram.
B. Conducting root cause analysis to pinpoint the source of a problem.
C. Identifying high priority risks by evaluating their probability and impact.
D. Exploring options for addressing risks that have been previously identified.

129. A project manager is working with a team to construct a new soccer stadium. Early in the
project, she would like to see a high-level explanation of the purpose and objectives for the
project. Which document should be reviewed to find this information?

A. Project Charter
B. Statement of Work
C. Work Breakdown Structure
D. Benefits Management Plan

130. At this point on your project, you are in the process of estimating the labor and physical
resources that are needed to complete the work. Which of the following are outputs of that
process?

A. Assumption Log, Project Schedule Network Diagrams, Resource Requirements

B. Resource Breakdown Structure, Schedule Baseline, Duration Estimates
C. Milestone List, Resource Requirements, Duration Estimates
D. Resource Requirements, Basis of Estimates, Resource Breakdown Structure

131. On a given project; earned value (EV) is $30,000; actual cost (AC) is $35,000; and planned
value (PV) is $28,000. What is the cost performance index (CPI)?

A. 0.86
B. 1.16
C. 1.07
D. 0.93
132. At a company that assembles mobile phones, it was determined that automating the screen
testing process could cut direct labor costs by $2,000,000 annually, so a project was initiated
to do so. During the project, the team spends time performing project work (as defined in the
plan) and implementing approved changes. What is an output from that process?

A. Accepted Deliverables
B. Work Performance Data
C. Approved Change Requests
D. Meetings

133. At a recent meeting on a project to identify and deploy a new inventory management tool, you
inform your stakeholders that you are in the process of controlling procurements. What is an
activity that could be performed during that process?

A. Confirming that payments are made to sellers as outlined in the terms of the contract.
B. Preparing a request for information to get feedback from potential vendors.
C. Defining the portion of scope that will be completed by outside vendors.
D. Using advertisements to expand the pool of interested vendors.

134. At this point on your project, you are in the process of planning resource management. This
involves documenting how you will estimate, acquire, and manage the labor and physical
resources that will be needed. Which of the following are tools or techniques of that process?

A. Hierarchal Charts, Responsibility Matrix, Organizational Theory

B. Pre-Assignment, Text-Oriented Formats, Meetings
C. Colocation, Expert Judgment, Conflict Management
D. Organizational Theory, Virtual Teams, Negotiation

135. A technology company was recently acquired so they are undertaking a project to transition
payroll systems. At various points during the project, the team spends time monitoring
project costs and carefully managing changes to the cost baseline. What is an output from that
particular process?

A. Work Performance Data

B. Approved Change Requests
C. To-Complete Performance Index
D. Work Performance Information

136. You have just been assigned to lead a project that is already underway. The objective is to
develop a web application that tracks versions of computer code. At this time, the manage
team process is being performed. In doing so, which of the following activities might be
completed?

A. Arranging for key project team members to be at the same site near critical milestones
B. Providing constructive feedback to team members.
C. Ensuring that assigned resources are available as originally planned.
D. Working with functional managers to assign the appropriate resources to project work.
137. A project has been funded by a foreign country to install several water pumps in Sub-Saharan
Africa. The goal is to increase the availability of clean water. During the project, the team
spends time documenting the procurement method and identifying potential sellers. Which
of the following is not an output from that process?

A. Source Selection Criteria

B. Bid Documents
C. Agreements
D. Independent Cost Estimates

138. Which of the following is not true about adaptive life cycles?

A. Deliveries, which include subsets of the overall product, occur frequently

B. Key stakeholders are involved at specific milestones
C. Change is incorporated in real-time during project delivery
D. It is designed to be responsive to high levels of change

139. All of the following are true about fixed price incentive fee (FPIF) contracts except:

A. Incentives are awarded typically for meeting cost, schedule, or performance targets.
B. The price is set at the start of the contract.
C. Bonuses can be given if certain predetermined objectives are achieved.
D. The seller is reimbursed for all allowable expenses.

140. A project manager is working with a team to design a new video game. At this point, she needs
to determine whether or not independent estimates will be needed prior to requesting and
purchasing services from vendors that will support the project. Which document should be
reviewed to find this information?

A. Cost Management Plan

B. Procurement Management Plan
C. Cost Baseline
D. Procurement Documents

141. You are working for a city government and are leading a project to construct or improve
several city parks. Currently, the team is performing the monitor communications process. In
doing so, which of the following activities might they complete?

A. Conducting surveys of stakeholders to see if communication needs have been met.

B. Creating an ad-hoc report for a key project stakeholder.
C. Determining how information on the project will be distributed and stored.
D. Identifying the organizational process assets that may support or impact communication on the
project.

142. A project manager is working with a team to demolish and reconstruct and aging office
building. During the project, she will need to several tenants who are upset that they will need
to temporarily relocate their offices. Which document might outline strategies for working
productively with these tenants?

A. Risk Register
B. Communication Model
C. Communications Management Plan
D. Stakeholder Engagement Plan
143. A project to design a new missile-defense system is underway. Currently, the team is
performing the direct and manage project work process. In doing so, which of the following
activities might they complete?

A. Evaluating project performance to determine if any preventive or corrective action is needed.

B. Adjusting start and finish dates of activities based on the availability of resources.
C. Allocating available resources (labor, material, and equipment) to activities in the project plan.
D. Determining if the project deliverables are complete, correct, and compliant with appropriate
standards.

144. A project manager is working with a team to create and test a new television show with local
audiences. At this point, she needs to understand how formal acceptance will be obtained on
the completed project deliverables. Which document should be reviewed to find this
information?

A. Test & Evaluation Documents

B. Project Charter
C. Scope Management Plan
D. Requirements Management Plan

145. On a given project; earned value (EV) is $250,000; actual cost (AC) is $215,000; and planned
value (PV) is $300,000. What is the schedule variance (SV)?

A. $35,000
B. $50,000
C. -$85,000
D. -$50,000

146. A project manager is preparing a stakeholder engagement plan for a project that includes
installing a new procurement management system. Which of the following would not be
included in that document?

A. A list of major requirements, expectations, and potential influence of various stakeholders

B. A list of suggestions for dealing with a stakeholder that has high power and high influence
C. A formal or informal set of plans for engaging specific stakeholders
D. Strategies for working productively with those who are impacted by the project

147. A project manager is overseeing the construction of a new restaurant. She receives feedback
from experts on the project that customer seating can be installed one week after painting is
complete. In this situation, which of the following processes were used?

A. Define Activities
B. Sequence Activities
C. Develop Schedule
D. Control Schedule

148. You are leading a project to build a new gym at a local college, and your current activities
involve managing quality. Which of the following are tools or techniques of that process?

A. Process Analysis, Audits, Problem Solving

B. Benchmarking, Checklists, Test & Inspection Planning
C. Design for X, Quality Improvement Methods, Inspections
D. Data Analysis, Testing & Product Evaluations, Meetings
149. A project to investigate and respond to a cyberattack at a technology company is underway.
Currently, the team is performing the determine budget process. In doing so, which of the
following activities might they complete?

A. Making sure that expenses incurred on the project do not exceed the funding that was approved.
B. Calculating the cost performance needed to complete the project within the approved budget.
C. Setting the cost baseline that will be closely monitored and controlled throughout the project.
D. Reviewing strategic funding options, such as the possibility of using debt or equity to fund the
project.

150. Hugo is collecting requirements on a project that involves building a custom home for a local
business owner. While doing so, he realizes that lots of ideas have been proposed by the
stakeholders, and he needs to classify those ideas into groups. Which tool or technique would
accomplish this task?

A. Prototypes
B. Affinity Diagrams
C. Nominal Group Technique
D. Context Diagrams

151. Which of the following is not true about procurement management on agile projects?

A. It is ideal when buyers and sellers are collaborating together in a virtual environment.
B. Specific sellers may be used to extend the team.
C. Buyers and sellers can collaborate to share risk and rewards.
D. Large projects may use agile for some deliverables and a more stable approach for others.

152. While performing schedule management on your project, you need to determine the
relationships between activities so that those activities are sequenced in the proper order.
Which of the following is not true about activity sequencing?

A. It involves documenting the durations of activities.

B. It defines the logical sequence of work given certain constraints.
C. It helps build a realistic project schedule.
D. Every task (except for the first and last) should have both a predecessor and a successor.

153. On a construction project, it is a best practice to paint before you install appliances. This best
describes which of the following dependencies?

A. Mandatory
B. Discretionary
C. External
D. Common

154. A project to construct a training environment for local firefighters has been funded and
approved. However, the project manager has determined that they will need help from
outside vendors to complete it. At this time, the scope is clearly defined, and the project
manager does not expect any significant changes or the work to span multiple years. In this
scenario, which type of contract should be utilized?

A. Firm Fixed Price (FFP)

B. Cost Plus Award Fee (CPAF)
C. Fixed Price with Economic Price Adjustment (FP-EPA)
D. Time & Materials (T&M)
155. On a project to build a stage in an urban park that will be used for concerts and other
performances, the team spends time defining how to conduct risk management on the project.
What is an input that may be needed to perform this process?

A. Risk Register
B. Enterprise Environmental Factors
C. Risk Management Plan
D. Risk Report

156. A commercial construction company that specializes in high-rise office buildings created a
database to store project files from previous projects, such as completed project schedules
from previous projects. This database would be considered which of the following?

A. An organizational process asset

B. A work performance report
C. An enterprise environmental factor
D. A lessons learned register

157. On an oil pipeline project, using a tool like Microsoft Project to create a “bottoms-up” schedule
estimate would be included in which of the following skills sets in the PMI Talent Triangle®?

A. Project Management Information System

B. Leadership
C. Strategic and Business Management
D. Technical Project Management

158. A project to improve an insurance company's algorithm for calculating accident risk is
ongoing. Currently, the team is performing the plan scope management process. In doing so,
which of the following activities might they complete?

A. Determining how the project work; which will produce the desired products, services, or results;
will be defined and controlled.
B. Determining which of the documented requirements will be completed as part of the project.
C. Meeting with stakeholders to capture their needs and to ensure they are measureable.
D. Splitting the work of the project to make it easier to manage and monitor.

159. A project manager has evaluated the status of the project schedule and calculated a forecasted
estimate to completion. This forecast would be considered which of the following:

A. Work Performance Information

B. Schedule Baseline
C. Work Performance Reports
D. Work Performance Data

160. You were recently hired by a mining company to lead a high priority project. Before moving
forward, you understand that the structure of your organization will influence your work –
whether for good or bad. The mining company is considered a projectized organization.
Which of the following is not true about that organizational type?

A. Project managers hold more authority than functional managers

B. Resource availability for projects is low
C. Project managers control the budget
D. Project managers have roles that are full-time
161. During planning phases, projects are baselined. After that, any proposed changes to those
plans need to be carefully controlled and considered in the context of the overall project. This
process is referred to as integrated change control. All of the following is true about this
process except:

A. It occurs only at the end of the project.

B. It is the ultimate responsibility of external stakeholders.
C. It allows for changes to be captured using written or verbal formats.
D. It dictates that changes can be requested by any stakeholder.

162. Which of the following is not true about schedule management on agile projects?

A. It uses longer cycles to undertake work, review results, and adapt

B. The role of the project manager is the same as it would be on a waterfall project
C. Rapid, frequent feedback is collected on deliverables
D. An on-demand, pull-based scheduling system is used

163. In the middle of your project, you noticed that one of your sellers did not provide the
materials that were needed by the deadline outlined in your agreement. You communicate
this issue to the seller and remind them of the terms of the contract. In this scenario, what
process was used?

A. Conduct Procurements
B. Control Schedule
C. Monitor & Control Project Work
D. Control Procurements

164. At this point on your project, you are in the process of planning how scope will be managed.
Which of the following are inputs of that process?

A. Scope Management Plan, Project Charter, Business Documents

B. Quality Management Plan, Project Charter, Development Approach
C. Project Charter, Requirements Management Plan, Development Approach
D. Project Life Cycle Description, Stakeholder Engagement Plan, Quality Management Plan

165. You are soliciting advice from several experts, who have worked on similar projects, as you
prepare the work breakdown structure (WBS). Which of the following is not a purpose of this
document?

A. Articulate the components of work that will satisfy project objectives.

B. Subdivide the project work into more manageable components.
C. Outline the duration required to complete project activities.
D. Provide a hierarchical structure for assigning costs to work packages.

166. One of the stakeholders on the project approaches the project manager about a disagreement
they had with the lead engineer. The stakeholder makes several accusations, and the project
manager determines that they need to pause the discussion until they can gather more
information about the encounter from the engineer. In this case, which conflict resolution
technique was utilized?

A. Force/Direct
B. Withdraw/Avoid
C. Smooth/Accommodate
D. Compromise/Reconcile
167. A project manager has been assigned to lead an effort to design a new virtual reality headset.
Early in the project; he identifies the processes, inputs, tools, and outputs that would be
appropriate for his project. This identification process is known as which of the following?

A. Configuration Management
B. Project Tailoring
C. Deliverable Selection
D. Environmental Assessment

168. All of the following are true about cost plus incentive fee (CPIF) contracts except:

A. There may be price adjustments over time based on changes to certain financial indices.
B. The seller is reimbursed for all allowable expenses.
C. The seller is provided a bonus if certain predetermined objectives are achieved.
D. Incentives are awarded typically for meeting cost, schedule, or performance targets.

169. Dylan is estimating costs on a project that involves configuring inventory management
software for a clothing retailer. He decides to use examples from similar projects, which were
performed in the past, to generate the estimate. In this case, what estimating technique is
being used?

A. Bottom-Up Estimating
B. Analogous Estimating
C. Parametric Estimating
D. Three-Point Estimating

170. A project to renovate an arena that hosts sporting events is ongoing. Currently, the team is
performing the plan quality management process. In doing so, which of the following
activities might they complete?

A. Determining if the deliverables are complete, correct, and compliant with appropriate standards.
B. Using audits to determine if activities on the project are conforming to organizational policies
and then addresses gaps, if needed.
C. Determining appropriate investments in prevention and appraisal costs to avoid quality failures.
D. Using the six sigma methodology to identify process improvement opportunities.

171. On a project to launch a satellite that will explore and provide data about black holes, the
team spends time documenting how scope will be defined and controlled. What is a tool or
technique that may be needed to perform this process?

A. Voting
B. Benchmarking
C. Meetings
D. Decomposition

172. When considering adaptive projects, which of the following is not true?

A. If the project has high variability, a team with generalized specialists would be ideal
B. Project artifacts should not be broadly shared among stakeholders
C. Lightweight estimates are often used for a fast, high-level forecast
D. Detailed estimates are provided in a “just-in-time” fashion
173. A project manager is working with a team to cleanup a hazardous waste site. During the
project, she will need to work with several different parties that will be affected the project,
including government officials and the local community, to ensure the project is successful.
Which document outlines strategies for promoting the productive involvement of these
parties?

A. Communication Styles Assessment

B. Stakeholder Register
C. Stakeholder Engagement Plan
D. Communications Management Plan

174. A project manager is preparing a resource management plan for a project that includes
building a new military training complex. Which of the following would not be included in that
document?

A. An explanation of how the team will ensure adequate physical resources are available
B. A project organizational chart that shows reporting relationships for various team members
C. A description of how resources will be identified and acquired
D. An explanation of values, agreements, and operating guidelines for the team

175. You are currently meeting with several qualified vendors, who may provide products or
services needed to complete the project work, prior to their submission of proposals. It
provides them an opportunity to ask questions about what is needed. This scenario reflects
which of the following processes?

A. Conduct Procurements
B. Plan Procurement Management
C. Control Procurements
D. Plan Stakeholder Engagement

176. Which of the following is not true about risk management on agile projects?

A. Risk and uncertainty is higher than on waterfall projects.

B. Risk is managed through frequent reviews of incremental work products.
C. Risk is identified, analyzed, and managed primarily at the beginning of the project.
D. Throughout the project, requirements may be reprioritized as risks are better understood.

177. On a construction project, you must get a permit from the local government before you start
construction. This best describes which of the following dependencies?

A. Common
B. Discretionary
C. Internal
D. External

178. A project to decommission a naval base that has been left in disrepair has been funded and
approved. However, the project manager has determined that they will need help from
outside vendors to complete it. At this time, the scope is clearly defined, and the project
manager does not expect any significant changes. The project is expected to span 10 years. In
this scenario, which type of contract should be utilized?

A. Firm Fixed Price (FFP)

B. Fixed Price Incentive Fee (FPIF)
C. Fixed Price with Economic Price Adjustment (FP-EPA)
D. Cost Plus Award Fee (CPAF)
179. Your project team has been tasked with developing an e-commerce website. At this time, the
team is planning risk responses. In doing so, which of the following activities might they
perform?

A. Conducting root cause analysis to pinpoint the source of a problem.

B. Taking action to increase the likelihood that opportunities on the project occur.
C. Determining if new risks have surfaced on the project -- beyond those originally identified.
D. Determining which risks to transfer to a third party.

180. An aerospace company that sends small satellites into orbit has several projects that are
funded by government customers. Prior to the start of those projects, the company had to
show that they were compliant with several government standards. In this scenario, these
marketplace conditions would be best classified as which of the following?

A. An organizational process asset

B. A procurement statement of work
C. An enterprise environmental factor
D. A marketplace condition

181. A company that develops software for banks has decided to setup a PMO. Their goal is to
increase the likelihood that each of their projects is successful. They have determined that
the PMO will require project teams to comply with a set of requirements. Which type of PMO
would this represent?

A. Supportive
B. Controlling
C. Directive
D. Strategic

182. A project to procure and configure a tool for tracking sales leads at a security company is
ongoing. Currently, the team is performing the validate scope process. In doing so, which of
the following activities might they complete?

A. Determining which of the documented requirements will be completed as part of the project.
B. Reviewing verified deliverables with the sponsor to confirm they have been completed properly.
C. Evaluating the completion of project deliverables and preventing scope creep.
D. Splitting the work of the project to make it easier to manage and monitor.

183. You were recently hired by a shipping company to lead a high priority project. Before moving
forward, you understand that the structure of your organization will influence your work –
whether for good or bad. The shipping company is considered a projectized organization.
Which of the following is not true about that organizational type?

A. Project managers hold more authority than functional managers

B. Resource availability for projects is high
C. Project managers control less of the budget than functional managers
D. Project managers have project management staff that are full-time
184. Early in your project, you have determined that you will use surveys and interviews as a
means to gather requirements from your stakeholders. All of the following would be true
about those requirements or the requirements documentation except:

A. They describe what the customer or sponsor needs.

B. They describe how requirements meet business objectives.
C. They can be in written or verbal format.
D. The format of requirements documentation may vary from simple list to complicated matrices.

185. A project to expand a wind farm was undertaken in a coastal community to begin their shift to
renewable energy. During the project, the team spends time performing quantitative analysis
on the risks that have been identified. What is a tool or technique that may be needed to
perform this process?

A. Sensitivity Analysis
B. Meetings
C. Risk Report
D. Risk Probability & Impact Assessment

186. A small company works closely with their customers, and they want to provide those
customers with rapid feedback on their deliverables and make immediate adjustments, when
needed. Which project lifecycle would be the best fit for their situation?

A. Predictive
B. Waterfall
C. Phased
D. Adaptive

187. You are a leading a project that involves planning and executing a cultural celebration. At this
point on the project, you are in the process of closing a phase. Which of the following are
inputs of that process?

A. Project Management Plan, Accepted Deliverables, Procurement Documentation

B. Accepted Deliverables, Approved Change Requests, Agreements
C. Business Documents, Change Requests, Deliverables
D. Procurement Documentation, Project Charter, Verified Deliverables

188. A project manager is working with a team to plan and host a major sporting event. At this
point, she needs to understand what an acceptable range would be as cost estimates are
prepared (e.g. +/-20%). Which document should be reviewed to find this information?

A. Cost Variance
B. Risk Management Plan
C. Cost Management Plan
D. Cost Baseline
189. A project to construct several wind turbines to begin a town's shift to renewable sources of
energy is underway. Currently, the team is performing the develop schedule process. In
doing so, which of the following activities might they complete?

A. Adjusting start and finish dates of activities based on the availability of resources.
B. Mapping the flow of activities to most efficiently complete the work given various constraints.
C. After comparing the schedule baseline to actual performance, shortening durations by applying
more resources to project activities.
D. Evaluating project scope and required resources in order to approximate the number of work
periods needed to complete the activities.

190. A project manager is preparing a risk management plan for a project that includes purchasing
and configuring a fleet of buses for large city. Which of the following would not be included in
that document?

A. The procedures for how management or contingency reserves will be used

B. A description of the format that will be used to report threat and opportunities on the project
C. The list of identified risks and potential risks responses
D. The funds that will be needed to respond to risks on the project

191. Agustin is estimating costs on a project that involves implementing software to allow an oil
company to track and report on safety issues. In doing so, he decides to average optimistic,
pessimistic, and most likely estimates. What estimating technique is being used in this
scenario?

A. Bottom-Up Estimating
B. Analogous Estimating
C. Parametric Estimating
D. Three-Point Estimating

192. While performing schedule management on your project, you need to determine the
relationships between activities so that those activities are sequenced in the proper order.
Which of the following is not true about activity sequencing?

A. It involves documenting the durations of activities.

B. It defines the logical sequence of work given certain constraints.
C. It helps build a realistic project schedule.
D. Every task (except for the first and last) should have both a predecessor and a successor.

193. A project to host a golf tournament for a major charity has been funded and approved.
However, the project manager has determined that they will need help from outside vendors
to complete it. She also knows that significant changes to scope are likely and bonuses will be
given if the vendors meet certain predefined objectives. In this scenario, which type of
contract should be utilized?

A. Fixed Price Incentive Fee (FPIF)

B. Cost Plus Incentive Fee (CPIF)
C. Cost Plus Award Fee (CPAF)
D. Time & Materials (T&M)
194. You were recently hired by a car manufacturer to lead a strategic project. Before moving
forward, you understand that the structure of the organization will influence your work. The
car manufacturer is considered a functional organization. Which of the following is not true
about that organizational type? All of the following are true about that organizational type
except:

A. Functional managers hold more authority than project managers

B. Resource availability for projects is low
C. Project managers control less of the budgets than functional managers
D. Project managers have project management staff that are full-time

195. A project to configure a machine that will be used to automate several manufacturing steps is
underway. Currently, the team is performing the monitor and control project work process.
In doing so, which of the following activities might they complete?

A. Reviewing verified deliverables with the sponsor to confirm they have been completed properly.
B. Considering positive and negative experiences from previous projects to increase the likelihood
of success on the current project.
C. Evaluating project performance to determine if any preventive or corrective action is needed.
D. While evaluating schedule performance, shortening durations by applying more resources to
project activities.

196. As you work with your sponsor, you communicate how the structure of your organization
influences the delivery of your project. Which of the following statements, if said, would not
be true concerning organizational structures?

A. In a weak matrix, functional managers have more authority than project managers
B. In a strong matrix, the role of project manager it typically part-time
C. In a projectized organization, resource availability for projects is high
D. In a weak matrix organization, project management administrative staff are part-time

197. When you meet with a key stakeholder, you inform them that any change needs to be
submitted through the change control board (CCB). All of the following are activities
performed by the CCB except:

A. Reviews changes in an integrated manner.

B. Records and communicates the outcome of change review decisions.
C. Implements approved changes.
D. Approves or rejects changes.

198. During project planning, you have determined that you will use focus groups and prototypes
as means to gather requirements from your stakeholders. Which of the following would not
be true about those requirements or the requirements documentation?

A. They should be in written format.

B. They start at a summary level and get more detailed over time.
C. They must be clear, traceable, and acceptable to key stakeholders.
D. They do not need to be put under formal change control – unlike the scope baseline.
199. At this point on your project, you are in the process of determining the budget, which will
include the cost baseline and management reserve. Which of the following are tools or
techniques of that process?

A. Cost Aggregation, Funding Limit Reconciliation, Reserve Analysis

B. Financing, Expert Judgement, To-Complete Performance Index
C. Funding Limit Reconciliation, Cost of Quality, Parametric Estimating
D. Historical Information Review, Earned Value Analysis, Trend Analysis

200. A project to construct a church in an urban area is underway. Currently, the team is
performing the develop project management plan process. In doing so, which of the following
activities might they complete?

A. Allocating available resources (labor, material, and equipment) to activities in the project plan.
B. Considering positive and negative experiences from previous projects to increase the likelihood
of success on the current project.
C. Developing a document that, when approved, will allow the project manager to use
organizational resources to complete the project.
D. Coordinating and consolidating various plans that will be baselined and placed under formal
change control procedures.
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9 ______ 34 ______ 59 ______ 84 ______ 109 ______ 134 ______ 159 ______ 184 ______
10 ______ 35 ______ 60 ______ 85 ______ 110 ______ 135 ______ 160 ______ 185 ______
11 ______ 36 ______ 61 ______ 86 ______ 111 ______ 136 ______ 161 ______ 186 ______
12 ______ 37 ______ 62 ______ 87 ______ 112 ______ 137 ______ 162 ______ 187 ______
13 ______ 38 ______ 63 ______ 88 ______ 113 ______ 138 ______ 163 ______ 188 ______
14 ______ 39 ______ 64 ______ 89 ______ 114 ______ 139 ______ 164 ______ 189 ______
15 ______ 40 ______ 65 ______ 90 ______ 115 ______ 140 ______ 165 ______ 190 ______
16 ______ 41 ______ 66 ______ 91 ______ 116 ______ 141 ______ 166 ______ 191 ______
17 ______ 42 ______ 67 ______ 92 ______ 117 ______ 142 ______ 167 ______ 192 ______
18 ______ 43 ______ 68 ______ 93 ______ 118 ______ 143 ______ 168 ______ 193 ______
19 ______ 44 ______ 69 ______ 94 ______ 119 ______ 144 ______ 169 ______ 194 ______
20 ______ 45 ______ 70 ______ 95 ______ 120 ______ 145 ______ 170 ______ 195 ______
21 ______ 46 ______ 71 ______ 96 ______ 121 ______ 146 ______ 171 ______ 196 ______
22 ______ 47 ______ 72 ______ 97 ______ 122 ______ 147 ______ 172 ______ 197 ______
23 ______ 48 ______ 73 ______ 98 ______ 123 ______ 148 ______ 173 ______ 198 ______
24 ______ 49 ______ 74 ______ 99 ______ 124 ______ 149 ______ 174 ______ 199 ______
25 ______ 50 ______ 75 ______ 100 ______ 125 ______ 150 ______ 175 ______ 200 ______
ANSWER KEY (COMPLETED)

1 B 26 B 51 C 76 D 101 C 126 C 151 A 176 C

2 A 27 C 52 B 77 D 102 D 127 D 152 A 177 D
3 C 28 D 53 D 78 C 103 A 128 A 153 B 178 C
4 D 29 B 54 C 79 B 104 B 129 A 154 A 179 D
5 A 30 B 55 B 80 D 105 C 130 D 155 B 180 C
6 C 31 A 56 D 81 A 106 D 131 A 156 A 181 B
7 A 32 D 57 C 82 D 107 C 132 B 157 D 182 B
8 D 33 B 58 A 83 A 108 B 133 A 158 A 183 C
9 B 34 C 59 B 84 D 109 D 134 A 159 A 184 C
10 B 35 D 60 A 85 C 110 B 135 D 160 B 185 A
11 A 36 C 61 C 86 A 111 A 136 B 161 D 186 D
12 C 37 B 62 D 87 D 112 A 137 C 162 A 187 A
13 C 38 A 63 C 88 A 113 C 138 B 163 D 188 C
14 D 39 C 64 A 89 D 114 D 139 D 164 B 189 A
15 A 40 C 65 B 90 B 115 B 140 B 165 C 190 C
16 D 41 A 66 D 91 C 116 C 141 A 166 B 191 D
17 D 42 B 67 A 92 D 117 D 142 D 167 B 192 A
18 C 43 C 68 B 93 B 118 B 143 C 168 A 193 B
19 B 44 B 69 B 94 C 119 D 144 C 169 B 194 D
20 D 45 D 70 D 95 B 120 C 145 D 170 C 195 C
21 A 46 A 71 C 96 C 121 D 146 A 171 C 196 B
22 B 47 B 72 B 97 C 122 D 147 B 172 B 197 C
23 B 48 A 73 A 98 D 123 A 148 A 173 C 198 D
24 D 49 D 74 D 99 A 124 D 149 C 174 D 199 A
25 A 50 A 75 A 100 A 125 C 150 B 175 A 200 D
This full-length practice test is intended to be one of many possible tools that may help as you prepare for the
Certified Associate in Project Management (CAPM)® exam. This practice test is 150 questions and the answer
key is on the last page of the document. The official exam is 150 questions and must be completed within
three hours.

All rights reserved. No part of this publication may be reproduced in any form except as permitted by the
publisher. Requests to reproduce this material should be directed to the publisher ([email protected]).
Although this practice test has been carefully prepared, no warranty is given as to the completeness of the
information and the publisher shall not be responsible or liable for any loss or damage whatsoever arising by
virtue of such information, instructions, or advice contained within this publication.

© 2020 projectprep.org
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www.projectprep.org

CAPM is a registered mark of the Project Management Institute, Inc.

PMBOK is a registered mark of the Project Management Institute, Inc.

1. The “Develop Project Management Plan” process involves:

A. Authorizing the project and providing the PM with authority.

B. Integrating subsidiary plans into a comprehensive plan.
C. Performing the project work and implementing approved changes.
D. Tracking and reporting project progress against objectives.

2. Which of the following is not true about schedule management on agile projects?

A. It uses longer cycles to undertake work, review results, and adapt

B. The role of the project manager is the same as it would be on a waterfall project
C. Rapid, frequent feedback is collected on deliverables
D. An on-demand, pull-based scheduling system is used

3. When managing conflict, we may use the technique of ______ to work together to incorporate
multiple viewpoints in a cooperative and constructive manner.

A. Force/Direct
B. Collaborate/Problem Solve
C. Withdraw/Avoid
D. Compromise/Reconcile

4. When sequencing activities, we must determine relationships (or dependencies) between

tasks. _____ dependencies are those that are determined based on knowledge of best practices.

A. Mandatory
B. Discretionary
C. External
D. Internal

5. Which of the following processes involves decomposing the project work into smaller
components?

A. Define Scope
B. Sequence Activities
C. Collect Requirements
D. Create WBS

6. PMOs that train project managers and provide templates and best practices are referred to as:

A. Supportive
B. Controlling
C. Directive
D. Strategic

7. Which of the following is not true about procurement management on agile projects?

A. Specific sellers may be used to extend the team.

B. Buyers and sellers can collaborate to share risk and rewards.
C. It is ideal when buyers and sellers are collaborating together in a virtual environment.
D. Large projects may use agile for some deliverables and a more stable approach for others.
8. Which of the following lifecycles is commonly used in large organizations with large,
enterprise-wide system deployments?
A. Agile
B. Iterative
C. Predictive
D. Adaptive

9. According to a RACI matrix, an individual who has ultimate ownership and decision making
authority is ______.

A. Responsible
B. Accountable
C. Consulted
D. Informed
10. You are working for a car company and are leading a project to construct a new battery
factory. Currently, the team is performing the plan risk management process. In doing so,
which of the following activities might they complete?

A. Exploring options for addressing risks that have been previously identified.
B. Determining which risks to transfer to a third party.
C. Determining the stakeholders' appetite for risk.
D. Meeting with project team members to brainstorm sources of overall project risk.

11. Which of the following processes involves specifying the procurement approach and
identifying potential sellers?

A. Conduct Procurements
B. Manage Communications
C. Control Procurements
D. Plan Procurement Management
12. Which of the following are tools and techniques used in the “Manage Quality” process?

A. Benchmarking, Checklists, Test & Inspection Planning

B. Design for X, Quality Improvement Methods, Inspections
C. Process Analysis, Audits, Problem Solving
D. Data Analysis, Testing & Product Evaluations, Meetings

13. After we identify risks that could impact the success of our project and make assessments of
their probability and impact, we can begin quantitative risk analysis. In doing so, we may use
______, which helps to determine the individual project risks that have the most potential
impact on project outcomes. One way of displaying this information is through a Tornado
diagram.

A. Decision Tree Analysis

B. Monte Carlo Simulation
C. Delphi Techniques
D. Sensitivity Analysis
14. Which of the following stages of team development occurs when the team members begin to
encounter potential conflict, and if they fail to work together, performance could be
impacted?

A. Storming
B. Performing
C. Forming
D. Norming

15. Which of the following is a response to negative risks that involves shifting the risk to another
party?
A. Avoid
B. Transfer
C. Mitigate
D. Accept

16. During the "Manage Quality" process, we may use a(n) ______ to show the relationship between
two variables. It helps us understand what might be contributing to a quality defect.
A. Affinity Diagram
B. Scatter Diagram
C. Matrix Diagram
D. Interrelationship Digraph

17. All of the following are true about fixed price incentive fee (FPIF) contracts except:

A. Incentives are awarded typically for meeting cost, schedule, or performance targets.
B. The seller is reimbursed for all allowable expenses.
C. The price is set at the start of the contract.
D. Bonuses can be given if certain predetermined objectives are achieved.

18. Which of the following processes involves aggregating the costs of individual activities to
generate the cost baseline?

A. Control Costs
B. Estimate Costs
C. Estimate Activity Durations
D. Determine Budget

19. Which of the following is an input to the “Plan Scope Management” process?

A. Project Management Plan

B. Scope Management Plan
C. Expert Judgment
D. Requirements Documentation

20. Which of the following is not true about projects?

A. They could end early if a project is terminated

B. They could end if the need for the project no longer exists
C. They do not impact operational stakeholders
D. They produce a unique product, service, or result
21. Which of the following is an input to “Plan Quality Management”?

A. Enterprise Environmental Factors

B. Quality Management Plan
C. Cost-Benefit Analysis
D. Quality Checklists

22. All of the following are inputs of the “Identify Stakeholders” process except:

A. Project Charter
B. Business Documents
C. Enterprise Environmental Factors
D. Stakeholder Register

23. The “Issue Log” is updated during each of the following processes except?

A. Monitor Stakeholder Engagement

B. Identify Stakeholders
C. Plan Stakeholder Engagement
D. Manage Stakeholder Engagement

24. “Define Scope” is performed in which process group?

A. Initiating
B. Planning
C. Executing
D. Monitoring and Controlling

25. A project manager is overseeing the construction of a new restaurant. She receives feedback
from experts on the project that customer seating can be installed one week after painting is
complete. In this situation, which of the following processes were used?

A. Define Activities
B. Sequence Activities
C. Develop Schedule
D. Control Schedule

26. Which of the following does not occur during the “Initiating” process group?

A. Total scope is established

B. The charter is authorized
C. Finances are committed
D. Initial scope is proposed

27. When collecting requirements, _____ may be used. These are focused, interactive sessions with
key stakeholders to define product requirements.

A. Interviews
B. Facilitated Workshops
C. Observations
D. Benchmarking
28. When collecting requirements, _____ may be used. These are used to gather early feedback on
requirements by sharing a working version of a product.

A. Prototypes
B. Observations
C. Benchmarking
D. Focus Groups

29. If we apply a/an _____ when sequencing activities on our project, there is a successor that will
be delayed with respect to a predecessor.

A. Milestone
B. Lead
C. Activity
D. Lag
30. A project is underway to restore a classic video game using newly-available technology.
During the project, the team spends time monitoring outcomes of quality activities to evaluate
performance against expectations. What is an input to that particular process?

A. Quality Control Measurements

B. Verified Deliverables
C. Work Performance Reports
D. Deliverables

31. Which of the following quality management tools are used to organize and display the origins
of a quality problem? They are also known as fishbone diagrams.

A. Cause and Effect Diagrams

B. Histograms
C. Control Charts
D. Pareto Diagrams
32. Which of the following processes involves approximating the labor and material needed for
activities?

A. Develop Schedule
B. Estimate Activity Resources
C. Determine Budget
D. Estimate Activity Durations
33. As you manage a project, which of the following questions would not be asked when
considering how to tailor the processes within Project Communication Management to your
own project?

A. How many languages are used?

B. Does the organization have a formal knowledge management repository?
C. What is the physical location of team members?
D. What is the most appropriate lifecycle approach?
34. Which of the following best describes a leader (as opposed to a manger)?

A. Do things right
B. Focus on operational issues
C. Challenge the status quo
D. Rely on control
35. Which of the following techniques for developing the schedule involves fast tracking or
crashing the schedule to finish remaining project activities on time.

A. Critical Path Method

B. Agile Release Planning
C. Resource Optimization
D. Schedule Compression

36. When determining the budget, we may use this technique, which involves reviewing data from
previous projects to generate estimates.

A. Funding Limit Reconciliation

B. Historical Information Review
C. Project Funding Requirements
D. Cost Aggregation

37. If a project manager aggregates estimates of low-level WBS components to generate an

estimate of activity durations, this is referred to as:

A. Bottom-Up Estimating
B. Analogous Estimating
C. Parametric Estimating
D. Three-Point Estimating

38. Dependencies that are legally required or inherent in the nature of the project work are:

A. Mandatory
B. Discretionary
C. External
D. Internal

39. During the "Manage Quality" process, we may use a/an ______, which organizes causes of
defects into categories.

A. Design for X
B. Affinity Diagram
C. Scatter Diagram
D. Matrix Diagram

40. A project is underway to implement new payment technology at several retail stores. The
new tools will allow the stores to accept cryptocurrency as payment. During the project, the
team spends time tracking and reporting project progress against the objectives. In this case,
what process is being performed?

A. Manage Project Knowledge

B. Manage Communications
C. Report Management
D. Monitor and Control Project Work
41. Which of the following would not be a tailoring consideration in Project Schedule
Management?

A. Life cycle approach

B. Continuous improvement
C. Resource availability
D. Technology support

42. In Earned Value Management, _____ is the expected cost to finish the remaining project work.

A. Budget at Completion (BAC)

B. Estimate at Completion (EAC)
C. Estimate to Complete (ETC)
D. Variation at Completion (VAC)

43. The “Develop Schedule” process involves:

A. Documenting how the schedule will be managed.

B. Identifying steps required to product project deliverables.
C. Approximating the number of work periods needed to complete activities.
D. Analyzing activities sequences, estimates, and constraints to create the schedule.

44. When considering cost of quality (COQ), which of the following represents an appraisal cost?

A. Testing
B. Training
C. Process Documentation
D. Scrap

45. Which of the following is not an input to “Control Quality”?

A. Project Management Plan

B. Work Performance Data
C. Quality Metrics
D. Quality Control Measurements

46. Which of the following is not an input to the “Perform Integrated Change Control” process?

A. Work Performance Data

B. Project Management Plan
C. Change Requests
D. Organizational Process Assets

47. The _____ knowledge area includes the processes involved with identifying and engaging with
anyone that could be impacted the project.

A. Project Communications Management

B. Project Stakeholder Management
C. Project Integration Management
D. Project Resource Management
48. When we acquire resources, if we rank team members to determine who should be selected,
the technique of ______ is being used.

A. Pre-Assignment
B. Negotiation
C. Acquisition
D. Multi-Criteria Decision Analysis

49. At a grocery store chain, a project is in process to deploy self-checkout registers at all of the
company’s California locations. During the project, the team spends time creating and using
knowledge to support the project and the organization. What is a tool or technique that may
be needed to perform this process?

A. Lessons Learned Register

B. Project Management Information System
C. Information Management
D. Issue Log

50. ____ is a contract type in which the cost may not be fully defined at the start of the contract and
could be left open-ended. It is useful for staff augmentation.

A. Cost Plus Fixed Fee (CPFF)

B. Cost Plus Incentive Fee (CPIF)
C. Cost Plus Award Fee (CPAF)
D. Time & Materials (T&M)

51. The “Monitor Risks” process involves:

A. Prioritizing risks by evaluating their probability of occurrence and their impact.

B. Numerically analyzing the effect of risks on project objectives.
C. Defining actions to reduce threats to project.
D. Tracking existing risks and identifying/analyzing new risks.

52. In a communication model, after a sender encodes and shares a message, the receiver decodes
it and sends which of the following messages?

A. Feedback Message
B. Transmit Message
C. Decode Message
D. Acknowledge Message

53. In which of the following project lifecycles is the product developed through a series of
repeated cycles and where each increment delivers more functionality?

A. Iterative
B. Predictive
C. Adaptive
D. Phased

54. All of the following are examples of projects except:

A. Constructing an office building on a newly acquired parcel of land

B. Performing regular maintenance on a fleet of vehicles
C. Deploying workforce management software across an organization
D. Designing a new printer and complementary ink cartridges
55. Which of the following methods of communication involves sending messages, such as memos
and e-mails, to a large group of stakeholders that need it?

A. Push Communication
B. Communication Requirements Analysis
C. Interactive Communication
D. Pull Communication

56. When measuring the success of a project, we determine whether or not we operated within
each of the following constraints except:

A. Cost
B. Time
C. Customer Satisfaction
D. Risk

57. Your sponsor wants to know the methods that were used and assumptions that were made
when your cost estimate was generated. Which of the following tools or techniques should be
used?
A. Project Funding Requirement
B. Funding Limit Reconciliation
C. Vendor Bid Analysis
D. Basis of Estimates

58. A project manager on a government project documents the actual costs that were spent on
labor and materials over the last week. Those actual costs would be classified as which type of
project information?

A. Work Performance Information

B. Work Performance Data
C. Enterprise Environmental Factors
D. Work Performance Reports

59. You have just been assigned to lead a project that is already underway. The objective is to
design and test a new self-driving car. At this time, the develop team process is being
performed. In doing so, which of the following activities might be completed?

A. Resolving a conflict between two team members.

B. Ensuring that assigned resources are available as originally planned.
C. Arranging for key project team members to be at the same site near critical milestones.
D. Evaluating alternative resource options, such as renting or buying the needed equipment.

60. As we are gathering information about potential risks on our project, what tool or technique
could be used that involves researching the underlying sources of an issue?

A. Root Cause Analysis

B. Assumptions Analysis
C. Delphi Technique
D. SWOT Analysis
61. Which of the following is not true about process groups?

A. Process groups are not the same as project lifecycle phases.

B. Multiple process groups can occur within a single project lifecycle phase.
C. Process groups usually only occur once.
D. Process groups often overlap each other.

62. Which of the following "spheres of influence" involves the project manager staying current
and informed about trends in the marketplace?

A. Industry
B. Organization
C. Project
D. Professional Discipline

63. Which of the following is a response to a positive risk that involves working with another
party who can help us seize the benefit?

A. Transfer
B. Enhance
C. Share
D. Accept

64. Which of the following are tools and techniques used in “Determine Budget” process?

A. Financing, Expert Judgement, To-Complete Performance Index

B. Funding Limit Reconciliation, Cost of Quality, Parametric Estimating
C. Cost Aggregation, Funding Limit Reconciliation, Reserve Analysis
D. Historical Information Review, Earned Value Analysis, Trend Analysis

65. A “Probability and Impact Matrix” is a tool used in which of the following processes?

A. Perform Quantitative Risk Analysis

B. Perform Qualitative Risk Analysis
C. Plan Risk Management
D. Identify Risks

66. When planning for procurements, we use ______ to examine the capabilities of potentials sellers
to meet the needs of the project.

A. Market Research
B. Make or Buy Analysis
C. Source Selection Analysis
D. Meetings

67. All of the following are components of the PMI Talent Triangle® except:

A. Strategic and Business Management

B. Leadership
C. Technical Project Management
D. Industry Knowledge
68. Which of the following techniques is a structured review of the work being performed by a
contractor? On a construction project, it could involve “walkthroughs” of the site.

A. Claims Administration
B. Inspections
C. Data Analysis
D. Audits

69. In regards to agile projects, which of the following is not true?

A. Infrequent checkpoints are valued and prevent distraction

B. If the scope is not yet fully defined, projects may not benefit from detailed cost calculations
C. Detailed estimates are used for short-term planning horizons
D. Close collaboration among team members is critical

70. All of the following are true about the “Project Management Plan” except:

A. It grants the project manager authority.

B. It may be updated if a change is formally approved.
C. It must align with a program management plan, if that exists.
D. It documents how the project will be executed.

71. “Direct and Manage Project Work” is performed as part of which process group:

A. Initiating
B. Executing
C. Monitoring and Controlling
D. Planning
72. A project to widen broadband access in Poland was undertaken to fulfill a politician’s
campaign promise. During the project, the team spends time prioritizing risks by evaluating
their probability and impact. What is a tool or technique that may be needed to perform this
process?

A. Sensitivity Analysis
B. Simulations
C. Organizational Process Assets
D. Risk Probability & Impact Assessment
73. Which of the following processes involves defining how to conduct risk management on the
project?

A. Plan Risk Responses

B. Perform Qualitative Risk Analysis
C. Identify Risks
D. Plan Risk Management
74. Which of the following subsidiary plans of the project management plan describes how the
project team will acquire goods from an external organization?

A. Procurement Management Plan

B. Resource Management Plan
C. Cost Management Plan
D. Scope Management Plan
75. “Cost Aggregation” is a technique used in which of the following processes?

A. Determine Budget
B. Estimate Costs
C. Plan Cost Management
D. Control Costs
76. A team is designing a video game that will accompany a major motion picture. During that
project, the team identifies steps required to produce project deliverables. What is an output
from that process?

A. Project Schedule Network Diagram

B. Basis of Estimates
C. Decomposition
D. Activity Attributes
77. Which of the following is not a trend or emerging practice in project procurement
management?

A. Emphasizing the allocation of specific risks to capable entities

B. Using trial engagements with candidate sellers
C. Using technology, such as web cameras, to improve stakeholder communications
D. Minimizing the flow of materials across international borders

78. A technology company that specializes in creating software applications for dental offices is
working on several multi-year projects for their customers. However, three new competitors,
who are seeking to take away those customers, have recently entered the market. In this
scenario, these marketplace conditions would be best classified as which of the following?

A. An enterprise environmental factor

B. An industry standard
C. An organizational process asset
D. A lesson that was learned

79. The most important benefit of performing integrated change control is that:

E. It allows each stakeholder to feel valued. (All of them can propose changes.)
F. It allows for changes to be considered in the context of overall project plans.
G. It ensures changes are communicated to all of the affected stakeholders.
H. It ensures we have a historical record of proposed changes.

80. ____ is a contract type in which the price is set at the start of the contract and is not subject to
change.

A. Firm Fixed Price (FFP)

B. Cost Plus Award Fee (CPAF)
C. Fixed Price with Economic Price Adjustment (FP-EPA)
D. Time & Materials (T&M)

81. The “Estimate Costs” process involves:

A. Documenting how to manage and control costs.

B. Aggregating the costs of individual activities to generate the cost baseline.
C. Monitoring project costs and managing changes to the cost baseline.
D. Approximating the finances needed to complete project activities.
82. Which of the following documents typically outlines who is responsible for approving changes
requests?

A. Stakeholder Register
B. Project Management Plan
C. Project Charter
D. Change Log

83. The _____ process group involves establishing the total scope and outlining the path to achieve
the project objectives.

A. Initiating
B. Executing
C. Planning
D. Monitoring and Controlling

84. “Work Performance Information” is an output of which of the following processes?

A. Validate Scope
B. Sequence Activities
C. Direct and Manage Project Work
D. Determine Budget

85. All of the following are purposes of the WBS except:

A. Articulate the components of work that will satisfy project objectives.

B. Subdivide the project work into more manageable components.
C. Provide detailed information, such as codes of account, about WBS components.
D. Provide a hierarchical structure for assigning costs to work packages.

86. At a recent meeting on a project to design a memory card, you discuss progress being made on
planning stakeholder engagement. What is an activity that could be performed during that
process?

A. Identifying the information needs of stakeholders.

B. Preparing a stakeholder engagement assessment matrix.
C. Identifying organizational process assets that may influence communication on the project.
D. Classifying stakeholders based on their level of authority.

87. Which of the following represents the lowest level in the WBS?

A. Activity
B. Summary Task
C. Project
D. Work Package

88. A project manager at a company that designs smartphones works with suppliers in six
different countries. During that engagement, she ensures that she is sensitive to differences
in cultures. This behavior would fit into which of the following skills set in the PMI Talent
Triangle®?

A. Technical Project Management

B. Political Awareness
C. Leadership
D. Strategic and Business Management
89. Which of the following is not a trend or emerging practice in project resource management?

A. The need to invest in emotional intelligence

B. The rise of self-organizing teams
C. The use of resource management methods, such as the theory of constraints
D. The use of earned value management

90. All of the following is true about requirements or requirements documentation except:

A. They describe what the customer or sponsor needs.

B. They describe how requirements meet business objectives.
C. They can be in written or verbal format.
D. The format of requirements documentation may vary from a simple list to complicated matrices.

91. “Pre-Assignment” is a technique used in which of the following processes?

A. Develop Team
B. Acquire Resources
C. Manage Team
D. Plan Resource Management

92. _____ requirements are those that describes the features or functions of a product or service.

A. Business
B. Stakeholder
C. Solution
D. Project

93. Which of the following is not true about the sequencing of activities?

A. It involves documenting the durations of activities.

B. It defines the logical order of work given the constraints of the project.
C. It helps build a realistic project schedule.
D. Every task (except for the first and last) should have both a predecessor and a successor.

94. A ____ is a task that logically comes before another task.

A. Work package
B. Successor
C. Constraint
D. Predecessor

95. When sequencing activities, which of the following represents a “finish-to-finish”

relationship?

A. The awards ceremony cannot start until the race has finished.
B. Writing a document is required to finish before editing the document can finish.
C. Leveling concrete cannot begin until pouring the foundation begins.
D. The first security guard shift cannot finish until the second security guard shift starts.
96. All of the following are tools or techniques of the “Plan Schedule Management” process,
except:

A. Expert Judgment
B. Meetings
C. Rolling Wave Planning
D. Data Analysis

97. Which interpersonal skill, when used on a project, can help to reduce miscommunication and
misunderstandings? It often involves acknowledging and clarifying information.

A. Networking
B. Active Listening
C. Motivation
D. Political Awareness

98. “Contingent Response Strategies” are techniques used in which of the following processes?

A. Plan Risk Responses

B. Monitor Risks
C. Plan Risk Management
D. Identify Risks

99. On a project to construct a new warehouse, two weeks before painting is complete, the activity
to lay carpet can begin. This is an example of:

A. Task
B. Lag
C. Activity
D. Lead

100. In Earned Value Management, _____ is the authorized budget assigned to an activity. It excludes
management reserve.

A. Forecasted Cost
B. Planned Value
C. Earned Value
D. Actual Cost

101. Project cost and staffing levels are the highest at what point in the project?

A. Starting the project

B. Organizing and preparing
C. Carrying out the work
D. Closing the project

102. “Recognition and Rewards” are tools used in which of the following processes?

A. Plan Resource Management

B. Acquire Resources
C. Develop Team
D. Manage Team
103. All of the following are true about portfolios except:

A. They may include programs, projects, and operations

B. The projects and programs underneath a portfolio may not be directly related
C. Elements of the portfolio aim to achieve common strategic objectives
D. A portfolio must have at least one program

104. A project has been funded by a foreign country to install several water pumps in Sub-Saharan
Africa. The goal is to increase the availability of clean water. During the project, the team
spends time documenting the procurement method and identifying potential sellers. Which
of the following is not an output from that process?

A. Source Selection Criteria

B. Agreements
C. Bid Documents
D. Independent Cost Estimates

105. “Develop Project Management Plan” is included in which of the following knowledge areas?

A. Project Integration Management

B. Project Scope Management
C. Project Schedule Management
D. Project Cost Management

106. In Earned Value Management, _____ is a measure of cost efficiency on a project. It is the ratio of
earned value to actual cost.

A. SV
B. CPI
C. SPI
D. CV

107. The “Activity List” is an input to which of the following processes?

A. Define Scope
B. Define Activities
C. Sequence Activities
D. Control Schedule

108. Which of the following does not occur during the “Monitoring and Controlling” process group?

A. Project risks are identified and analyzed

B. Changes are reviewed and approved
C. Project health is determined
D. Scope is validated

109. The cost performance index (CPI) on a project is 1.25. Given this measurement, which of the
following is true?

A. Cost efficiency is aligned with our expectation.

B. Project work is behind schedule.
C. Cost efficiency is better than expected.
D. Cost efficiency is less than expected.
110. As a project manager, you know that your projects are impacted by factors that are often
outside of your control. Those factors could be internal or external to your organization, and
they could have a positive or negative impact. Enterprise environmental factors are one such
example. All of the following are enterprise environmental factors except:

A. Organizational Culture
B. Industry Standards
C. Marketplace Conditions
D. Project Files from Previous Projects

111. All of the following statements are true concerning operations except:

A. They are repeatable

B. They support the day-to-day needs of the business
C. An example would be to upgrade an inventory system
D. Resources often perform the same tasks on a regular basis

112. A project team member was assigned to take random samples of completed phone cases and
compare them for color consistency according to the specified quality requirements. In this
scenario, which of the following processes were used?

A. Control Quality
B. Plan Quality Management
C. Manage Quality
D. Monitor and Control Project Work

113. Which of the following processes involves developing strategies to appropriately engage
stakeholders during the project?

A. Identify Stakeholders
B. Manage Stakeholder Engagement
C. Monitor Stakeholder Engagement
D. Plan Stakeholder Engagement

114. On a given project; earned value (EV) is $30,000; actual cost (AC) is $35,000; and planned
value (PV) is $28,000. What is the cost variance (CV)?

A. $2,000
B. -$5,000
C. $5,000
D. -$2,000

115. All of the following are inputs to the “Plan Risk Management” process except:

A. Project Management Plan

B. Risk Register
C. Project Charter
D. Enterprise Environmental Factors

116. Which of the following are tools and techniques used in “Create WBS” process?

A. Expert Judgment and Decomposition

B. Inspection and Decision Making
C. Data Analysis and Product Analysis
D. Context Diagram and Prototypes
117. On a given project; earned value (EV) is $30,000; actual cost (AC) is $35,000; and planned
value (PV) is $28,000. What is the schedule performance index (SPI)?

A. 0.86
B. 1.16
C. 1.07
D. 0.93

118. As you manage a project, which of the following questions would not be asked when
considering how to tailor the processes within Project Quality Management to your own
project?

A. How will quality improvement be managed on the project?

B. Is there a collaborate environment for stakeholders and suppliers?
C. Are there any specific quality standards in the industry that need to be applied?
D. Are buyers and sellers in the same location?

119. Which of the following processes involves performing the project work and implementing
approved changes?

A. Monitor and Control Project Work

B. Close Project or Phase
C. Direct and Manage Project Work
D. Perform Integrated Change Control

120. During a project to plan an event for an association of realtors, the team spends time
documenting how they will estimate and control costs. What is a tool or technique that may
be needed to perform this process?

A. Analogous Estimating
B. Cost Aggregation
C. Alternatives Analysis
D. Expert Judgment

121. Which of the following is a key output of an “Initiating” process that becomes an input to a
“Planning” process?

A. Stakeholder Register
B. Deliverables
C. Risk Register
D. Requirements

122. Which of the following quality management tools is used for data gathering and involves
collecting data for a portion of the population?

A. Benchmarking
B. Histograms
C. Control Charts
D. Statistical Sampling
123. On a project to design a new self-driving vehicle, the team spends time developing a detailed
product description that will help set boundaries for the project. What is an input to that
particular process?

A. Stakeholder Register
B. Project Scope Statement
C. Alternatives Analysis
D. Requirements Documentation

124. Which of the following is an example of work performance information?

A. Finish Dates of Schedule Activities

B. Forecasted Estimates to Complete
C. Status Reports
D. Memos

125. The “Procurement Statement of Work” is an output of which of the following processes:

A. Develop Project Management Plan

B. Conduct Procurements
C. Control Procurements
D. Plan Procurement Management

126. Which of the following is not included in the “Communications Management Plan”?

A. Approaches for updating the communications management plan

B. The reason for the communication
C. Any communication limitations
D. All other answers are possible components of the plan

127. Which of the following is not true about programs and projects?

A. Programs include a group of related projects

B. A project must be part of an overall program
C. Projects in the program are managed in a coordinated way
D. Programs have larger scope than projects

128. All of the following statements are true concerning the information in the PMBOK® Guide
except:

A. It provides for a common vocabulary

B. It applies to most projects most of the time
C. It encompasses all project management knowledge
D. It is "generally recognized" and "good practice"

129. A risk has a 50% probability of occurring. If it does occur, the impact would be low, according
to our definitions in the Risk Management Plan. If our low risk rating equates to a score of 0.2,
what is the overall rating of this risk?

A. 0.04
B. 0.10
C. 0.40
D. 0.01
130. Which of the following are tools and techniques used in the “Develop Team” process?

A. Virtual Teams, Negotiation, Pre-Assignment

B. Conflict Management, Influencing, Project Management Information System
C. Colocation, Recognition & Rewards, Training
D. Meetings, Individual & Team Assessments, Multi-Criteria Decision Analysis

131. Which of the following is not true about stakeholder management on agile projects?

A. Aggressive transparency of project information is encouraged

B. Teams go through layers of management to facilitate timely, productive discussions.
C. Stakeholders are invited to project meetings in public spaces to ensure issues surface quickly.
D. It requires active engagement and involvement with project stakeholders.

132. All of the following are true about time and materials (T&M) contracts except:

A. The scope may not be fully defined at the start of the contract.
B. The contract could be left open-ended.
C. They are useful for staff augmentation.
D. They cannot include cost or time limits.

133. Which of the following is not true about projectized organizations?

A. Project managers hold more authority than functional managers

B. Resource availability for projects is high
C. Functional managers control less of the budgets than project managers
D. Project managers have roles that are part-time

134. A project manager is preparing a communications management plan for a project that
includes constructing a new wing in a hospital that will focus on the treatment of cancer
patients. Which of the following would not be included in that document?

A. The information needs of your stakeholders

B. A list of resources that will be allocated to communication activities
C. A description of strategies that will be used to engage those impacted by the project
D. The process that the project manager or stakeholders can use to escalate concerns

135. All of the following statements are true about project phases except:

E. At the end of a phase, there is a transfer of work product

F. A project can have one or more phases
G. They are a collection of project activities that creates deliverables
H. Phases cannot overlap

136. Which of the following is an input to the “Develop Schedule” process?

A. Duration Estimates
B. Parametric Estimating
C. Schedule Data
D. Cost Baseline
137. The _____ knowledge area includes the processes that define the work required (and only the
work required) to complete the project.

A. Project Scope Management

B. Project Time Management
C. Project Integration Management
D. Project Quality Management

138. Which of the following is a tool or technique of the “Plan Communications Management”
process?

A. Project Communications
B. Communications Management Plan
C. Negotiation
D. Communication Requirements Analysis

139. Which of the following are tools and techniques used in “Sequence Activities” process?

A. Dependency Determination and Bottom-Up Estimating

B. Project Management Information System and Schedule Network Analysis
C. Precedence Diagramming Method and Leads & Lags
D. Critical Path Method and Decomposition

140. “Selected Sellers” are an output of which of the following processes?

A. Plan Procurement Management

B. Manage Stakeholder Engagement
C. Conduct Procurements
D. Control Procurements

141. During a project to migrate user data between database technologies, the project manager
spends time tracking team member performance, providing feedback, and resolving issues.
What is an output from that process?

A. Project Team Assignments

B. Change Requests
C. Team Charter
D. Enterprise Environmental Factors

142. All of the following are enterprise environmental factors except:

A. Organizational Culture
B. Industry Standards
C. Project Files from Previous Projects
D. Marketplace Conditions

143. A project manager is working with a team to automate several manufacturing steps at a tire
production plant. At this point, she needs to understand what process should be used when
the project team (or stakeholders) need to escalate concerns. Which document should be
reviewed to find this information?

A. Communications Management Plan

B. Risk Management Plan
C. Stakeholder Register
D. Stakeholder Engagement Plan
144. As you manage a project, which of the following questions would not be asked when
considering how to tailor the processes within Project Integration Management to your own
project?

A. How will historical information be made available to future projects?

B. What special resources are needed in the industry?
C. What is an appropriate project lifecycle?
D. How will change be managed on the project?

145. A project to implement enterprise resource planning software within a government agency is
underway. Currently, the team is performing the control scope process. In doing so, which of
the following activities might they complete?

A. Determining which of the documented requirements will be completed as part of the project.
B. Reviewing verified deliverables with the sponsor to determine if they have been completed
properly.
C. Splitting the work of the project to make it easier to manage and monitor.
D. Evaluating the completion of project deliverables and preventing scope creep.

146. All of the following are inputs to the “Plan Cost Management” process except:

A. Organizational Process Assets

B. Project Management Plan
C. Project Funding Requirements
D. Enterprise Environmental Factors

147. All of the following are inputs to the “Monitor Communications” process except:

A. Project Communications
B. Issue Log
C. Communication Methods
D. Work Performance Data

148. On a project to identify a solution to address a major software vulnerability, the team spends
time obtaining the manpower, materials, and equipment needed to complete the project. In
this scenario, what process is being performed?

A. Estimate Activity Resources

B. Acquire Resources
C. Control Resources
D. Plan Resource Management

149. On a given project; earned value (EV) is $250,000; actual cost (AC) is $215,000; and planned
value (PV) is $300,000. What is the schedule variance (SV)?

A. $35,000
B. $50,000
C. -$85,000
D. -$50,000
150. Using the ______, we classify stakeholders based on their level of authority and active
involvement.

A. Power/Interest Grid
B. Power/Influence Grid
C. Influence/Impact Grid
D. Salience Model
ANSWER KEY (BLANK)

1 ________ 26 ________ 51 ________ 76 ________ 101 ________ 126 ________

2 ________ 27 ________ 52 ________ 77 ________ 102 ________ 127 ________
3 ________ 28 ________ 53 ________ 78 ________ 103 ________ 128 ________
4 ________ 29 ________ 54 ________ 79 ________ 104 ________ 129 ________
5 ________ 30 ________ 55 ________ 80 ________ 105 ________ 130 ________
6 ________ 31 ________ 56 ________ 81 ________ 106 ________ 131 ________
7 ________ 32 ________ 57 ________ 82 ________ 107 ________ 132 ________
8 ________ 33 ________ 58 ________ 83 ________ 108 ________ 133 ________
9 ________ 34 ________ 59 ________ 84 ________ 109 ________ 134 ________
10 ________ 35 ________ 60 ________ 85 ________ 110 ________ 135 ________
11 ________ 36 ________ 61 ________ 86 ________ 111 ________ 136 ________
12 ________ 37 ________ 62 ________ 87 ________ 112 ________ 137 ________
13 ________ 38 ________ 63 ________ 88 ________ 113 ________ 138 ________
14 ________ 39 ________ 64 ________ 89 ________ 114 ________ 139 ________
15 ________ 40 ________ 65 ________ 90 ________ 115 ________ 140 ________
16 ________ 41 ________ 66 ________ 91 ________ 116 ________ 141 ________
17 ________ 42 ________ 67 ________ 92 ________ 117 ________ 142 ________
18 ________ 43 ________ 68 ________ 93 ________ 118 ________ 143 ________
19 ________ 44 ________ 69 ________ 94 ________ 119 ________ 144 ________
20 ________ 45 ________ 70 ________ 95 ________ 120 ________ 145 ________
21 ________ 46 ________ 71 ________ 96 ________ 121 ________ 146 ________
22 ________ 47 ________ 72 ________ 97 ________ 122 ________ 147 ________
23 ________ 48 ________ 73 ________ 98 ________ 123 ________ 148 ________
24 ________ 49 ________ 74 ________ 99 ________ 124 ________ 149 ________
25 ________ 50 ________ 75 ________ 100 ________ 125 ________ 150 ________
ANSWER KEY (COMPLETED)

1 B 26 A 51 D 76 D 101 C 126 D
2 A 27 B 52 D 77 D 102 C 127 B
3 B 28 A 53 A 78 A 103 D 128 C
4 B 29 D 54 B 79 B 104 B 129 B
5 D 30 D 55 A 80 A 105 A 130 C
6 A 31 A 56 C 81 D 106 B 131 B
7 C 32 B 57 D 82 B 107 C 132 D
8 C 33 D 58 B 83 C 108 A 133 D
9 B 34 C 59 C 84 A 109 C 134 C
10 C 35 D 60 A 85 C 110 D 135 D
11 D 36 B 61 C 86 B 111 C 136 A
12 C 37 A 62 A 87 D 112 A 137 A
13 D 38 A 63 C 88 C 113 D 138 D
14 A 39 B 64 C 89 D 114 B 139 C
15 B 40 D 65 B 90 C 115 B 140 C
16 B 41 B 66 A 91 B 116 A 141 B
17 B 42 C 67 D 92 C 117 C 142 C
18 D 43 D 68 B 93 A 118 D 143 A
19 A 44 A 69 A 94 D 119 C 144 B
20 C 45 D 70 A 95 B 120 D 145 D
21 A 46 A 71 B 96 C 121 A 146 C
22 D 47 B 72 D 97 B 122 D 147 C
23 C 48 D 73 D 98 A 123 D 148 B
24 B 49 C 74 A 99 D 124 B 149 D
25 B 50 D 75 A 100 B 125 D 150 B