PMP Questions Scardo Errors Flashcards
Daniel is managing the development of an ecommerce website for his organization. Daniel enjoys coercive powers and has assigned Julie, a project team member, to facilitate the team meetings. During any team meeting, Julie must?
Influence team members to support the project manager’s decisions
Support the team members to challenge the project manager’s decisions
Negotiate with team members to achieve the project objectives
Remain neutral and facilitate the meetings
D - Since the project manager enjoys coercive powers, it seems likely that he has assigned a neutral facilitator to facilitate the team meetings. Facilitation is a management skill. A good facilitator should always remain neutral in a meeting and help facilitate consensus when required. [PMBOK 5th edition, Page 408] [Project Stakeholder Management]
What is the primary risk with including reserves or contingency allowances in your cost estimate? Cancelling your project Understating the cost estimate Overstating the cost estimate Tracking the funds
C - Contingency funds are used to handle cost uncertainty due to unknown purchases that may be needed during a project. These funds are generally used for items that are likely to occur, but not certain to occur. [PMBOK 5th edition, Page 206] [Project Cost Management]
With the establishment of a PMO in an organization, the project management jargon is being adopted by the employees. However, few people are still struggling with the project management terminologies. One of the most common confusion is the difference between a project stakeholder and a key stakeholder. Who are the key stakeholders?
Individuals, groups or organizations in a decision making position.
Individuals, groups or organizations actively involved in the project.
Individuals, groups or organizations affected by the project.
Individuals, groups or organizations carrying out the project work.
A - All of the given choices correctly define the project stakeholders. However, the key stakeholders are the subset of the project stakeholders that are in a decision making position. [PMBOK 5th edition, Page 396] [Project Stakeholder Management]
Perform Integrated Change Control includes several configuration management activities. Which of the following is not part of Perform Integrated Change Control? Change request Configuration Verification Configuration Status Accounting Configuration Identification
A - Change request is not a valid response. The configuration management activities included in the Perform Integrated Change Control process are Configuration Identification, Configuration Status Accounting, Configuration Verification and Auditing. [PMBOK 5th edition, Page 96, 97] [Project Integration Management]
The most detailed level of the WBS is called the \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ . WBS element Work package Project scope Deliverable
B - The work package is the lowest and most detailed level of the WBS and can be scheduled, cost estimated, monitored, and controlled. [PMBOK 5th edition, Page 126] [Project Scope Management]
Which of the following is a tool or technique used in the Monitor and Control Project Work process? Expert judgment Rejected change requests Earned value technique Change control tools
A - Expert Judgment is a tool or technique used in the Monitor and Control Project Work process. [PMBOK 5th edition, Page 86] [Project Integration Management]
Mary is currently focusing on controlling the key stakeholder engagement on her project. The project management plan is an essential input to this process. Which of the following components of the project management plan is least likely to be utilized during this process?
Stakeholder communication needs and expectations
Project management processes selected for the project
Change management process
Human resource requirements
B - All of the given choices are the components of the project management plan that can be utilized during the Control Stakeholder Engagement process. However, the key project stakeholders are usually not interested in the minor details of the project; rather they are more interested in the project’s objectives, the current progress, and the current risks and issues. From the given choices, ‘the selected project management processes for the project’ is the weakest choice. [PMBOK 5th edition, Page 411] [Project Stakeholder Management]
The Project Charter formally authorizes a project. Who authorizes the project charter?
The project manager
A project sponsor or initiator internal to the project
The user of the product
A project sponsor or initiator external to the project
D - A project initiator or sponsor external to the project, at a level that is appropriate to funding the project, authorizes the project charter. [PMBOK 5th edition, Page 68] [Project Integration Management]
Which of the following is an input to the Develop Project Team process? Resource Requirements Resource Conflicts Resource Calendars Resource Breakdown Structure
C - Resource calendars are input of the Develop Project Team process. [PMBOK 5th edition, Page 273] [Project Human Resource Management]
Which of the following is an enterprise environmental factor? Configuration management knowledge base Change control procedures Historical information Commercial databases
D - The commercial databases are considered enterprise environmental factors. Rest of the choices are organizational process assets. [PMBOK 5th edition, 29] [Project Framework]
Which of the following is a classic organizational structure? Functional Projectized Composite Matrix
A - A functional organization is a classical organizational structure. [PMBOK 5th edition, Page 22] [Project Framework]
If you are developing a Project Management Plan, how should you determine the level of detail to be included in the plan?
Always only provide a summary or high level plan
Include only the details your manager specifically requested
Always provide the maximum level of detail possible
Provide the level of detail based on the project complexity and application area
D - The level of detail required in a Project Management Plan would vary by project and would include only the details necessary for the project. [PMBOK 5th edition, Page 78] [Project Integration Management]
In general, Perform Qualitative Risk Analysis is: not often completed complete and 100% accurate in-depth and thorough quick and cost-effective
D - Perform Qualitative Risk Analysis is quicker than Perform Quantitative Risk Analysis which is sometimes not required by the project. [PMBOK 5th edition, Page 328, 333] [Project Risk Management]
During a project update meeting for the key stakeholders, the schedule of some project activities was challenged. The VP Operations challenged that some of the critical path activities cannot be executed as scheduled as they will disturb critical operations. The VP has requested rescheduling of these tasks so that they are carried out during the non-working times of the business. What should the project manager do first?
Analyze the impact of change
Record the issue in the issue log
Send the change request to the change control board for the approval
Produce a change request
B - All of the tasks in the choices need to be carried out. However, the question is asking for the task to be carried out first. The identified issue must be documented in the project’s issue log first. This should be captured and recorded during the meeting. Rest of the tasks can be performed after the meeting. [PMBOK 5th edition, Page 408] [Project Stakeholder Management]
Susan is about to review her project stakeholder management plan to make some necessary adjustments. She has got her project management plan, the recent issue log and the work performance data. Which of the following inputs is still missing for this process? Project charter Stakeholder management plan Project documents Communication management plan
C - Since Susan is planning to adjust her project stakeholder management plan, this implies that she is about to start the Control Stakeholder Engagement process. The stakeholder management plan and the communication management plan are the components of the project management plan, hence these are already included. The project charter is not an input of the Control Stakeholder Engagement process. The missing input to the process is the project documents. [PMBOK 5th edition, Page 410] [Project Stakeholder Management]
Which of these items are important to address when determining each person’s role in the project team?
Role, authority, responsibility, and competency
Role, responsibility, and competency
Role and responsibility
Role, authority, and competency
A - All four of these are important to consider when considering someone for a position within the project team: role, authority, responsibility, and competency. [PMBOK 5th edition, Page 261] [Project Human Resource Management]
If you want to reduce the number of quality inspections and thus reduce the cost of quality control for your project, which technique should be used? Run Chart Defect Repair Review Statistical Sampling Pareto Chart
C - Statistical sampling will provide sufficient inspection to ensure a high likelihood of a quality product, while saving money for the project. [PMBOK 5th edition, Page 240] [Project Quality Management]
Which of the following is not a general management technique used to generate different approaches to execute and perform the project work? Lateral thinking Analysis of alternatives Map Out Brainstorming
C - Alternatives Identification concerns itself with identifying techniques to generate different approaches to execute and perform the work of the project. Map-Out is not a valid technique - the other three namely brainstorming, lateral thinking and analysis of alternatives are techniques used to generate ideas for different approaches. [PMBOK 5th edition, Page 123] [Project Scope Management]
Where would you find a detailed list and description of specific project assumptions associated with the project? Project charter Project scope statement Project configuration document Change management plan
B - The Project scope statement lists and describes the specific project assumptions associated with project scope and the potential impact of those assumptions if they prove to be false. The assumptions listed in the detailed project scope statement are typically more numerous and detailed than the project assumptions listed in the project charter. [PMBOK 5th edition, Page 124] [Project Scope Management]
The date through which the project has provided actual status and accomplishments is called: Data Date (DD) Due Date (DD) Project Date (PD) Reporting Date (RD)
A - The date through which the project has provided actual status and accomplishments is called the data date. It is also known as the as-of date or the status date [PMBOK 5th edition, Page 184] [Project Communications Management]
A Project Manager's primary professional responsibility is towards: The performing organization The project sponsor All stakeholders Customers
C - A project manager’s professional responsibilities are not limited to any one of the stakeholders. The other choices are correct but not complete by themselves. Expectations of every project stakeholder need to be managed. [PMBOK 5th edition, Page 391] [Prof. Responsibility]
If you have an unresolved issue while working on a project, what is the best way to communicate that issue?
Assume that someone else is already working on it
Write an email describing the issue
Create an issue log
Complain to a fellow colleague
C - An issue log allows you to communicate, track, and resolve project issues. [PMBOK 5th edition, Page 305] [Project Communications Management]
11. Which of these is not a tool or technique for the Control Procurements process? Contract change control system Recommended Corrective Action Claims administration Performance reporting
B - Recommended corrective action is not a tool or technique in the Control Procurements process. [PMBOK 5th edition, Page 379] [Project Procurement Management]
You are looking at various process improvement models. Which of the following is not a process improvement model?
Malcolm-Baldrige
Organizational Project Management Maturity Model (OPM3)®
Capability Maturity Model Integrated (CMMI®)
Shewhart-Deming
D - Shewhart and Deming were quality management experts. The rest of the choices are process improvement models. [PMBOK 5th edition, Page 229] [Project Quality Management]
As a project manager of a project, you are analyzing the costs which have incurred. Which of the following costs cannot be classified under 'Cost of non-conformance' Quality Assurance Costs Warranty costs Costs due to loss of reputation Rework costs
A - The Quality Assurance Costs are part of the cost of conformance. The cost of non-conformance includes the failure costs. [PMBOK 5th edition, Page 229] [Project Quality Management]
You are a consulting project manager with over 15 years experience running software development projects. You have been engaged to manage a finance application project for a new customer. However on the first day onsite at the customer’s headquarters you are told the project has been cancelled, but there is a need for a project manager to manage a major infrastructure project to deploy a large number of servers and storage devices. The customer asks if you would be interested in leading this project. You have never managed this type of project before but would be interested in the challenge. Which of the follow is the best response?
Do not mention your lack of experience, but ask for more information about the project. After reviewing the information and see that you could probably wing the project, accept the project.
Accept the job with the caveat you can bring in any needed resources to work on the project, then hire a project manager you know that works in this area to handle the implementation details.
Decline the opportunity, citing your lack of experience and knowledge in this area.
Do not mention your lack of experience and accept the job.
C - The best response is to decline the project due to lack of experience or expertise in this area. The PMI code of ethics mandates that project managers only accept assignments that are consistent with their background, experience, skills, and qualifications. Failing to disclose lack of experience and knowingly accepting a job for which you are not qualified is a violation of the code. While not presented as an option in this question, it would be acceptable to indicate your interest in the project following a full disclosure to the customer that you lack experience in this area. [Reference: PMI Code of Ethics and Professional Conduct, Page 2] [Prof. Responsibility]
The WBS represents all product and project work. The total work at the lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed. This is also called as: 100% rule 80/20 rule Pareto's rule Ground rule
A - The WBS represents all product and project work. The total work at the lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed. This is also called as 100 percent rule. [PMBOK 5th edition, Page 131] [Project Scope Management]
You are at work related social event and a colleague tells you another project manager has just hired her niece’s engineering firm for a city public improvement project that you are managing. You know that this company’s proposal did not meet the pre-defined selection criteria to be considered for award. What do you do?
File a complaint with PMI.
Escalate the issue to the appropriate management.
Ask the project manager about what you have just heard. If your suspicions are confirmed, escalate the issue to the appropriate management.
Do nothing.
C - Project managers must disclose any potential conflict of interest, and avoid both favoritism and discrimination in all situations. However, project managers may not make unfair accusations or file false or inaccurate complaints. You must first respectfully confront the project manager to ensure that you have accurate information about the situation. Doing nothing, or escalating the issue prematurely are behaviors that run counter to the code of ethics. [Reference: PMI Code of Ethics and Professional Conduct, Page 2,4,5] [Prof. Responsibility]
You are managing a medium sized construction project, and are reviewing some invoices from the electrical contractor. You see that materials not required for your project have been included on the invoice. After making a few phone calls it becomes clear that one of your project resources asked one of the vendor’s staff to add a few extra circuits to one part of the building. This change was never approved through the change management process. What do you do?
Notify the manager of your project resource that he failed to follow proper processes.
Refuse to pay the charges.
Call a team meeting to determine how this will impact the project, then inform stakeholders of the impacts.
Immediately inform the project stakeholders of the unauthorized scope change. Then call a team meeting to determine the impact to the project.
D - Immediately inform the stakeholders of the unauthorized scope change, then call team meeting to determine the impact. The code of ethics requires project managers to provide accurate and timely information about their projects, and to report the errors and omissions made by others when they are discovered. [Reference: PMI Code of Ethics and Professional Conduct, Page 2] [Prof. Responsibility]
A manager asks you to evaluate four new projects that he has suggested for next year. You review the projects and notice that one is not really a project, but more an operational task. Which of these is not a project?
Change the product to enable increased consumer usage
Manage a set of people for the next year to deliver the desired productivity results
Respond to a customer request for different product packaging
Resolve a space constraint issue by building a new addition to the plant
B - Managing an operating team does not meet the project definition because it is not temporary or unique. [PMBOK 5th edition, Page 3] [Project Framework]
The stakeholders of a project typically have: Positive objectives Negative objectives Conflicting objectives Similar objectives
C - Stakeholder expectation management is a key responsibility of a project manager as they often have conflicting objectives. [PMBOK 5th edition, Page 391] [Project Stakeholder Management]
A project was estimated to cost $ 200,000 with a timeline of 10 months. Due to a shipment delay, the schedule was slightly delayed. This was however made up by receiving the first batch of materials for the project by air. The net result was that there was some additional cost in the project. At the end of the second month, the Project Manager reviews the project and finds that the project is 20% complete and Actual Costs are $ 50,000. The Estimate to complete (ETC) for the project would now be: $160,000 $210,000 $250,000 $200,000
A - The Budget at completion (BAC) = $ 200,000 (given). The Actual Cost (AC) = $ 50,000 (given). The Earned value (EV) = ( 2 /10 ) * 200,000 since 20% of the project is complete i.e. 2 months out of 10. Hence, Earned Value (EV) = $ 40,000. This is an instance of an atypical situation in the project. Late arrival of materials does not mean that all subsequent material will arrive late. Hence, the calculation used for ETC is: ETC = BAC - EV = $200,000 - $40,000 = $160,000. [PMBOK 5th edition, Page 220] [Project Cost Management]
You have a team of engineers working on your project. Two of the engineers have frequent disagreements. You ask them to resolve their differences through a discussion. However, that does not yield any results. Subsequently, you get involved and based on an analysis of the situation, suggest some changes in the way they work with each other. This still does not yield results and you find that the project schedule is beginning to suffer. What is you next course of action?
Take Disciplinary action, if required, since the needs of the project are not being met.
Don’t do anything. Differences of opinion amongst the team members is a healthy situation
Speak to the two team members and ask them to resolve their conflict amicably.
Ensure that they work in different shifts so that they don’t clash with each other.
A - After the project manager has tried intervening, it is time to go in for more formal conflict resolution mechanisms, such as disciplinary action. [PMBOK 5th edition, Page 283] [Project Human Resource Management]
A project manager found that some of the project work was not done at the right time and was done in an improper sequence. What do you think was the likely issue?
This is a project communications breakdown. The project manager needs to re-develop the communication management plan
The Project Scope document was not properly updated.
The Work Authorization System was not properly established in the project.
This is due to poor teamwork.
C - The Work Authorization System is a subsystem of the overall project management system. It is a collection of formal documented procedures that defines how work will be authorized to ensure that work is done by the identified organization at the right time and in the right sequence. It includes the steps, documents, tracking systems and defined approval levels to issue work authorizations. The other responses could be contributory factors, but the most likely reason is that the work authorization procedure was either not properly established, or not properly followed. [PMBOK 5th edition, Page 567] [Project Integration Management]
A contract change control system should include:
Vendor contact information, tracking systems, and approval levels necessary for authorizing changes
Paperwork, tracking systems, dispute resolution procedures, and approval levels necessary for authorizing changes
Information database, dispute resolution procedures, and approval levels necessary for authorizing changes
Tracking systems, legal ramifications for certain actions, and approval levels necessary for authorizing changes
B - Having a contract change control system will allow you to establish the procedures and process should you need to modify a contract. It contains paperwork, tracking systems, dispute resolution procedures, and approval levels necessary for authorizing changes [PMBOK 5th edition, Page 383] [Project Procurement Management]
Linda is a project manager in charge of an online banking project. The project has completed phase 1 and is moving into the next phase of the project. Which of the following processes must be carried out first for the phase 2? Define Scope Identify Stakeholders Develop Project Charter Develop Project Management Plan
B - Linda needs to initiate the second phase of her project. There is no need to revisit the Develop Project Charter process. However, she needs to revisit the Identify Stakeholders process to determine any change in the stakeholders for the second phase of the project. Stakeholder identification is a continuous process. [PMBOK 5th edition, Page 31] [Project Stakeholder Management]
The WBS is finalized by establishing control accounts for the work packages and a unique identifier from a code of accounts. This provides a structure for hierarchical summation of: Schedule and requirements information Cost and requirements information Cost and resource information Cost, schedule and resource information
D - The WBS is finalized by establishing control accounts for the work packages and a unique identifier from a code of accounts. This provides a structure for hierarchical summation of costs, schedule and resource information.[PMBOK 5th edition, Page 132] [Project Scope Management]
While managing a project, you have included the product acceptance criteria in the Quality Management Plan. When reviewing your plan, a senior manager asks you look at this closely. You then realize that what you have done is incorrect. Where should you actually place the product acceptance criteria? Project Charter Change control process Project Scope Statement Scope Verification Plan
C - The project scope statement documents and addresses the characteristics and boundaries of the project and its associated products and services, as well as product acceptance criteria and scope control. [PMBOK 5th edition, Page 123] [Project Scope Management]
A project manager wants to use a group decision making technique to generate, classify and prioritize requirements. Which of these is not a valid group decision making technique? Dictatorship Singularity Majority Unanimity
B - Singularity is not a valid method to reach a group decision. The other choices are valid methods to reach a group decision. [PMBOK 5th edition, Page 115] [Project Scope Management]
Which of the following is an output of the Define Activity process? Milestone list Project schedule activity diagrams Resource calendar Activity duration estimates
A - A milestone list is a valid output of the Define Activity process. [PMBOK 5th edition, Page 149] [Project Time Management]
Which of the following inaccurately describes a prototype?
A prototype is tangible and allows stakeholders to fine-tune their expectations.
Requirements from a prototype are usually insufficient to move to the design phase.
Prototypes support the concept of progressive elaboration.
A prototype is a working model of the expected product.
B - Prototypes usually go through multiple feedback cycles after which the requirements obtained from the prototype are sufficiently complete to move to a design or build phase. [PMBOK 5th edition, Page 116] [Project Scope Management]
Which of the following is accurate regarding Project Integration Management?
Project deliverables are not part of Integration Management
It involves the integration of process groups and not individual processes
The need for it becomes evident in situations where individual processes interact
It involves disregarding trade-offs and focuses on clearly articulating how accomplish all requirements by the deadline
C - Project Integration Management is needed more where individual processes interact. [PMBOK 5th edition, Page 63, 64] [Project Integration Management]
Which of the following is NOT a tool or technique of the Acquire Project Team process? Negotiation Multi-criteria decision analysis Pre-assignment Conflict management
D - Conflict management is not a tool and technique of the Acquire Project Team process. The rest of the choices are valid tools and techniques of this process. [PMBOK 5th edition, Page 267] [Project Human Resource Management]
A company you worked for several years ago is bidding on a project your new company will be starting in approximately 6 months. You have been selected to manage the project, and will be participating in the vendor selection processes. What should you do?
Notify the stakeholders of your status and excuse yourself from the vendor selection process.
Provide the vendor selection committee with as much detail as you can remember about your former company so that the best decision can be reached.
Notify the project stakeholders of your status as a former employee of the bidding company, and comply with their preferences for how you participate in the vendor selection process.
Do nothing.
C - Notify the project stakeholders of your potential conflict of interest and follow their directives as to how to proceed, whether it is to excuse yourself or to fully participate. The code of ethics requires project managers to fully disclose to all project stakeholders any conflicts of interest or situations where you may unfairly influence a decision. Regardless of the project stakeholders’ decision, you are still bound to respect the intellectual property of your former employer. [Reference: PMI Code of Ethics and Professional Conduct, Page 4] [Prof. Responsibility]
What are the outputs of the Plan Procurement Management process?
Procurement management plan, Procurement statements of Work, Qualified sellers lists.
Procurement management plan, Qualified sellers lists, Selected sellers
Procurement management plan, Procurement statements of Work, Make-or-buy decisions
Procurement management plan, Qualified sellers lists, Resource calendars
C - Procurement management plan, Procurement statements of Work, and Make-or-buy decisions are three for the seven outputs of the Plan Procurements process. [PMBOK 5th edition, Page 358] [Project Procurement Management]
Which of the following is accurate regarding the Estimate Activity Resources process?
It produces project resource calendars as the output
It determines dependencies that may require a lead or lag to define the relationship
This process is coordinated independent of the Estimate Cost process
It involves determining what and how many resources will be used
D - The Estimate Activity Resources process determines what and how many resources will be used. The resource calendars are inputs to this process and this process is closely coordinated with the Estimate Costs process. Activity leads and lags are not determined during this process. [PMBOK 5th edition, Page 160] [Project Time Management]
In a project, Activity A has a duration of 4 days and begins on the morning of Monday the 4th. The successor Activity, B, has a Finish-to-Start (FS) relationship with A. The Finish-to-Start relationship has 2 days of lag, and Activity B has a duration of 3 days. If Saturday and Sunday are non working days, which of the following statements is true?
Total elapsed days (completing both activities) is 7 days
Activity B will be completed by the end of day on Thursday, 14th
Activity B will be completed by the end of day on Friday, 15th.
Activity B will be completed by the end of day on Tuesday, 12th
B - Activity A has a duration of 4 days and completes by end of the day on Thursday, 7th. There is a 2 day lag and since Saturday and Sunday are non-working, Activity B can begin only on Tuesday, 12th. Activity B has a duration of 3 days and completes by end of the day on Thursday, 14th. [PMBOK 5th edition, Page 156] [Project Time Management]
What is the BEST way to make an accurate forecasting of ETC?
EAC - AC
BAC – EV
Manual forecasting of cost of the remaining work.
(BAC – EV)/CPI
C - Manual forecasting of costs for remaining work is generally the best means of generating an accurate forecast. [PMBOK 5th edition, Page 220] [Project Cost Management]
Which of the following is not a valid instance of Risk Transference? Use of a Cost Reimbursable contract Warranties Fixed Price contracts Performance bonds
A - A Cost reimbursable contract does not transfer risk to the seller, rather, the risk is with the buyer. Risk Transference involves shifting the negative impact of a risk, along with the ownership of the response, to a third party. Risk transference nearly always involves payment of a premium to the party taking on the risk. Examples are use of performance bonds, warranties, fixed price contracts. [PMBOK 5th edition, Page 344] [Project Risk Management]
Bar charts, with bars representing activities, show activity start dates as well as end dates and expected activity durations. For control and management communication, the broader, more comprehensive summary activity that is used between milestones is referred to as: Activity bridge Milestone chart Hammock activity Gantt chart
C - The correct response is the Hammock activity. The comprehensive summary activity that is displayed in bar chart reports for control and management communication is called Hammock activity. [PMBOK 5th edition, Page 182] [Project Time Management]
he critical path method (CPM) calculates the theoretical early start and finish dates; and late start and finish dates. The difference between the late and early start of a task is called: Free float Feeding buffer Danger zone Total float
D - The difference between the early and late finish of a task is called the total float for that task. Total float is the amount of time that a schedule activity can be delayed from its early start date without delaying the project finish date. [PMBOK 5th edition, Page 177] [Project Time Management]
When writing the roles and responsibilities for team members, you should document the role, authority, responsibility and competency for each team member. Where must this information be documented? Human resource management plan RACI chart Resource calendar Resource Breakdown Structure (RBS)
A - Information regarding team roles, responsibilities, authorities and competencies are documented in the Human Resource Management Plan. [PMBOK 5th edition, Page 264] [Project Human Resource Management]
Project stakeholders are individuals and organizations that are actively involved in the project or have an interest in it. Which of the following is not a stakeholder? Customer Project Sponsor Competitor Project Manager
C - The competitors are affected by the project but are not actively involved in the project. Competitors are not project stakeholders. [PMBOK 5th edition, Page 30] [Project Framework]
You are an expatriate working in a foreign country and have been asked to offer a cash payment gift to the procurement manager at a company you are bidding on work for. How BEST should you interpret this request?
Agree to provide the cash payment because the procurement manager controls whether your bid is accepted.
Inform the procurement manager that offering such a payment would violate your professional standards.
Base your interpretation of the request on an understanding of the norms of the country you are in.
Express your anger at the request and inform the procurement manager that this would never happen in your home country.
C - It is important to understand the local customs and standards in the area where your project is taking place. This knowledge will ensure your decisions are considered ethical. Project Managers have a responsibility to not accept or offer inappropriate payments. In some cultures it would be considered inappropriate to offer a cash payment to a company accepting bids, however, in the scenario presented it may be a lawful and accepted practice of the foreign country you are working in. In such a scenario, offering cash payment would not be an inappropriate payment. [Reference: PMI Code of Ethics and Professional Conduct, Page 2, 3] [Prof. Responsibility]
Jonathan is managing a computer network deployment project at a university campus. Jonathan wants to involve the key project stakeholders in the scheduling of the major work packages. He sends out a meeting invitation to all key stakeholders for this brainstorming session. Which of the following types of communication methods has Jonathan selected for the brainstorming? Push communication Interactive communication Pull communication One-sided communication
B - Meetings are examples of interactive communication. They are neither push nor pull. Further if any meeting is one-sided communication, it is more of a lecture than a meeting. [PMBOK 5th edition, Page 295, 407] [Project Stakeholder Management]
Which of the following is a control tool that helps the project management team quantify and categorize defects according to sources? Scatter chart Pareto diagram Control chart Cause and effect diagram
B - A Pareto Diagram helps the management team quantify and categorize defects. [PMBOK 5th edition, Page 237] [Project Quality Management]
You have successfully passed your PMP exam and are leading a project to replace the storage devices in a data center. In the following week, you and your team of experts will be meeting with a storage device vendor to discuss the status of their deliverables that are due at week's end. What management process do these activities reflect? Plan Procurement Management Control Procurements Conduct Procurements Close Procurements
C - The other project manager has failed to follow proper policies and processes. You must report the findings to the appropriate management immediately. Project managers are required by the code of ethics to report errors and omissions to the appropriate management, whether they have been made by themselves or by someone else. [Reference: PMI Code of Ethics and Professional Conduct, Page 2] [Prof. Responsibility]
The project management plan can best be described as:
A list of tasks, activities, durations and resources in a software program (e.g., Microsoft Project)
Coordinating changes across the entire project
Integrating and coordinating all project plans to create a consistent, coherent document
Integrating and coordinating all project documents and stakeholder expectations
C - The Project Management Plan is the combination of all the other management plans such as: scope management plan, risk management plan, cost management plan, etc. [PMBOK 5th edition, Page 76] [Project Integration Management]
A project team is required to prepare a monthly project update report for the project key stakeholders. This report must contain the current status of the deliverables, information related to the recently approved change requests, project's health and the forecasted estimates. This report is an example of? Milestone Expert judgment Work performance information Work performance data
C - Producing a monthly report by the project team is neither expert judgment nor a milestone. The report being discussed is an information pack for the key stakeholders detailing the project’s health. This report is an example of work performance information produced by transforming the work performance data collected by the project team. [PMBOK 5th edition, Page 413] [Project Stakeholder Management]
The Risk Register contains details of all identified risks and current status. It is a document containing the results of:
Plan Risk Responses
Identify Risks
Control Risks
Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis and Plan Risk Responses
D - The Risk Register contains the results of the Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, and Plan Risk Responses. It details all identified risks, including description, category, cause, probability of occurring, impact(s) on objectives, proposed responses, owners, and current status. [PMBOK 5th edition, Page 333, 341, 347] [Project Risk Management]
You the project manager responsible for building a 100,000 sq. ft. data center. One of the schedule activities in your plan is to install the Computer Room Air Conditioning (CRAC) units, however in order to start the installation of the units the raised floor in the data center must be completely installed first, so the units have something to be bolted on to. This is an example of what type of dependency? External Optional Discretionary Mandatory
D - This is an example of a mandatory dependency, since the units will be bolted to the raised floor. [PMBOK 5th edition, Page 157] [Project Time Management]
A Probability and Impact Matrix contains risks prioritized according to their potential implications for meeting the project’s objectives. The typical approach is:
To use a look-up table or Probability and Impact Matrix with specific combinations of Probability and impact that lead to a risk being rated as “high”, “moderate” or “low” importance. The importance for planning responses to the risk are usually set by the organization.
To create a Risk Breakdown Structure with the probabilities and Impacts listed on the individual boxes. The higher the risk, the closer it is towards the Start Node.
To use a look-up table or Probability and Impact Matrix with specific combinations of Probability and impact that lead to a risk being rated as “high”, “moderate” or “low” importance. The importance for planning responses to the risk are usually set by the project manager.
To create a matrix with the Cost, Time, Scope and Quality on one axis and probability of occurrence on the other.
A - A look-up table or Probability and Impact Matrix with specific combinations of Probability and impact that lead to a risk being rated as “high”, “moderate” or “low” importance is used. The importance for planning responses to the risk are usually set by the organization. The project manager can tailor this to the specific project during the Plan Risk Management process. [PMBOK 5th edition, Page 318] [Project Risk Management]
Which of the following is not accurate about the initial phase of a project?
The highest uncertainty is at this stage of the project
The cost associated at the beginning of the project is highest
Stakeholders have maximum influence during this phase
Staffing levels are the highest at this stage
B - At the initial stage of a project, the cost is typically not at its highest. [PMBOK 5th edition, Page 40] [Project Framework]
The paint on the exotic cars that are manufactured in your plant is bubbling after about a year of application. What would be the BEST tool for your team to use to find potential causes of the peeling paint? Defect Repair Review Ishikawa Diagram Control Chart Inspection
B - All the choices are tools/techniques in quality control, however the BEST choice would be the Ishikawa or Cause and Effect diagram. [PMBOK 5th edition, Page 236] [Project Quality Management]
You are meeting with your team, early in the project, and would like to address all the strengths, weakness, opportunities and threats the project is facing. What tool should be used? SWOT Analysis Interviewing Delphi Technique Brainstorming
A - A SWOT Analysis chart would be the best choice. SWOT is an acronym for strengths, weakness, opportunities and threats. [PMBOK 5th edition, Page 326] [Project Risk Management]
Rosemary is the project manager at a pharmaceutical company. She begins her day by analyzing her team's work requirements. She then assigns daily tasks to her team members over a centralized project management information system that then generates automatic task assignment notifications for the team members. Which of the following types of communication methods has been selected by Rosemary? Formal, push communication Informal, pull communication Formal, pull communication Informal, push communication
D - According to the PMBOK guide, emails and memos are informal communication. These are created by the author and then pushed on to the readers. [PMBOK 5th edition, Page 287, 407] [Project Stakeholder Management]
You have just been assigned a project with an unrealistic deadline. What do you do?
Do the best you can to deliver the project on time.
Ask for more resources
Insist that the deadlines for the project be changed.
Ask for a larger budget.
C - It is the project manager’s responsibility to push back against any unrealistic project deadlines. The PMI Code of Ethics and Professional Conduct requires project managers to stand up for the project and adhere to all project processes. Failure to do so runs counter to PMI code. [Reference: PMI Code of Ethics and Professional Conduct, Page 2] [Prof. Responsibility]
You have your project team members record the time they spend on different activities during the day such as: programming, electrical, HVAC, etc. This is an example of a tool and technique in what process? Manage Communications Direct and Manage Project Work Monitor and Control Project Work Manage Project Team
C - The Monitor and Control Project Work process tracks and reviews the project’s progress. [PMBOK 5th edition, Page 86] [Project Integration Management]
You are working with your team and are looking at the cost risks in the project. You are your team are currently creating a tornado diagram for the project risks. This is done as a part of which of the following processes? Qualitative Risk Analysis Risk Response Planning Quantitative Risk Analysis Control Risks
C - A tornado diagram is a sensitivity analysis tool. This technique is used during the Perform Quantitative Risk Analysis process. [PMBOK 5th edition, Page 338] [Project Risk Management]
A project team is currently assessing the project stakeholder management plan for its validity. The project documents are essential inputs to this process. Which of the following project documents must be used by the project team during this process?
All project documents prepared during the project so far.
Project documents prepared during the project planning.
Project documents prepared during the project execution.
Project documents prepared during the project initiation.
A - Since the project team is reviewing the project stakeholder management plan for potential adjustments, this relates to the Control Stakeholder Engagement process. Multiple project documents from all phases of the project are considered during this process. [PMBOK 5th edition, Page 411] [Project Stakeholder Management]
The process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used is the definition of: Quality assurance Quality planning Quality control Scope validation
A - This is the definition of quality assurance. [PMBOK 5th edition, Page 242] [Project Quality Management]
You are managing a software development project. The project will involve working with a remote team. One of the requirements is to set up a secure communication link. The lead-time to setup the link is 45 days. Since the initial phase of the project involves requirements gathering, you feel that the link is required only after 3 months and are planning accordingly. You would typically do this planning activity in: The Conduct Procurements process The Define Activities process The Plan Procurement Management process The Control Procurements process
C - Determining what, when and how to purchase or acquire is done during the Plan Procurement Management process. [PMBOK 5th edition, Page 358] [Project Procurement Management]
As a project manager, you periodically do project performance reviews to compare cost performance over time, schedule activities or work packages over-running and under-running budget, milestones due, and milestones met. Which of the following is not a valid analytical technique? Trend Analysis Earned Value Performance Variance Analysis Interpersonal skills
D - Interpersonal skills is not a valid choice. The other three choices, namely Variance Analysis, Trend Analysis and Earned Value Performance, are analytical techniques. [PMBOK 5th edition, Page 91, 92] [Project Integration Management]
Which of these are not inputs to the Determine Budget process?
Cost baseline, requirements traceability matrix
Project schedule, agreements
Basis of estimates, activity cost estimates
Project schedule, resource calendars
A - The cost baseline and the requirements traceability matrix are not inputs to the Determine Budget process. The rest are valid inputs. [PMBOK 5th edition, Page 208] [Project Cost Management]
Large variations in the periodic expenditure of funds are undesirable for organizational operations. Therefore the expenditure of funds is frequently reconciled with the disbursement of funds for the project. According to the PMBOK, this is known as: Disbursement reconciliation Expenditure Reconciliation Budget Reconciliation Funding Limit Reconciliation
D - This is known as Funding Limit reconciliation. This will necessitate the scheduling of work to be adjusted to smooth or regulate those expenditures. [PMBOK 5th edition, Page 212] [Project Cost Management]
The Earned Value Management methodology can be used as a means to:
Forecast future performance based on past performance
Calculate the number of days left in the project
Calculate the value provided to the customer
Calculate the profitability of the project
A - The Earned Value Management methodology can be used as a means to forecast future performance based on past performance. [PMBOK 5th edition, Page 217] [Project Cost Management]
A manager asked to see a list of milestones in the project. This would be available as an output from the: Sequence Activities phase Define Scope phase Estimate Activity Durations Define Activities phase
D - The list of milestones is available as an output from the Define Activities process. [PMBOK 5th edition, Page 149] [Project Time Management]
A storm has damaged the manufacturing facility that is being constructed as part of your project. You have just discovered that, although the project risk management plan mandated that the facility be insured against damage and loss, this policy was never acquired and the losses now have to be covered by the project budget. Who is at fault The risk manager The project manager The facilities manager The construction crew.
B - The project manager is at fault. It is the project manager’s ultimate responsibility to ensure that all project work, policies, and processes are conducted properly. PMI requires that the project manager take ownership for his or her actions or inactions, and the consequences that arise from them. [Reference: PMI Code of Ethics and Professional Conduct, Page 2] [Prof. Responsibility]
On a control chart, if six consecutive plot points are above the mean, then what can be established about the process?
The process is out of control
The process will be out of control after plotting the seventh point.
The process is in control
Nothing can be established
D - Nothing can be established. The process is out of control if seven consecutive points are either above or below the mean, or any single point is outside of the control limits. [PMBOK 5th edition, Page 238] [Project Quality Management]
A point in time that a project or project phase is authorized to its completion is called: Project scope Control limit Project threshold Project boundary
D - A point in time that a project or project phase is authorized to its completion is called project boundary. [PMBOK 5th edition, Page 54] [Project Framework]
Project performance appraisals are different from team performance assessment in that project performance appraisals focus on?
Reducing staff turnover
A Team building effort
How each team member is performing on the project
An evaluation of the project team’s effectiveness
C - Project performance appraisals deal with how each team member is performing work, rather than how well the team is working together. [PMBOK 5th edition, Page 278, 282] [Project Human Resource Management]
Costs incurred in one area of a project can offset costs in another area of the same project. However, it is not the best practice to consider only the costs of project execution when making project decisions. What must also be considered? Costs of non-conformance Planning costs Operating costs Initiating costs
C - Project Cost Management is primarily concerned with the cost of the resources needed to complete schedule activities. However, Project Cost Management should also consider the effect of project decisions on the cost of using, maintaining, and supporting the product, service or result of the project. [PMBOK 5th edition, Page 195] [Project Cost Management]
You are setting up your project team and you are looking at a chart that shows that the programming will be performed by Systems Development, the infrastructure will be implemented by Infrastructure Systems, the customer communication will be handled by the Call Center. This is an example of what type of chart? RACI Organizational Breakdown Structure (OBS) Work Breakdown Structure Resource Breakdown Structure (RBS)
B - A hierarchically organized depiction of the project organization arranged so as to relate the work packages to performing organizational units is an example of Organizational Breakdown Structure (OBS). [PMBOK 5th edition, Page 261] [Project Human Resource Management]
As part of the Close Procurements process, the project manager prepared a complete set of indexed contract documentation, including the closed contract, to include with the final project files. This is called a: Procurement file Documentation file Closure report Closure file
A - This detailed set of documentation is called a procurement file. [PMBOK 5th edition, Page 389] [Project Procurement Management]
A summary milestone schedule would normally be part of which document? Project sign-off document Project charter Project requirements document Project scope statement
B - The summary milestone schedule is normally included as part of the project charter which documents the business need, understanding of customer’s needs and other high-level items. [PMBOK 5th edition, Page 72] [Project Integration Management]
Organizational process assets are key inputs to the Manage Stakeholder Engagement process. The key elements of the organizational process assets utilized during this process are organizational communication requirements, issue management procedures and the change control procedures. Which of the following is also a key organizational process asset that must be considered during this process?
Process audit procedures
Human resource policies
Historical information about previous projects
Project document templates
C - All of the given choices are organizational process assets. However, the organizational polices and templates are more relevant during the planning phase of the project. For the Manage Stakeholder Engagement process, a process from the executing process group, historical information about previous projects is considered a critical input from the organizational process assets. [PMBOK 5th edition, Page 407] [Project Stakeholder Management]
Sometimes the broader, more comprehensive summary activity is also referred to as: Critical Activity Hammock Activity Milestone Group Task
B - A broader more comprehensive summary activity is sometimes referred to as a hammock activity. [PMBOK 5th edition, Page 182] [Project Time Management]
A detailed milestone list is created as an output of what process? Sequence Activities Define Activities Develop Project Charter Develop Schedule
B - A detailed milestone list is created as an output of the Define Activities process and includes information on whether the milestone is mandatory or optional. Note that the project charter also contains milestone information, but at a higher level. [PMBOK 5th edition, Page 149] [Project Time Management]
Accounting for the limited resources in the project schedule is called: Forward pass Critical chain method Backward Pass Critical Path Method
B - The Critical Chain Method is a schedule network analysis technique that modifies the project schedule to account for limited resources. [PMBOK 5th edition, Page 178] [Project Time Management]
During a project status meeting, a new project manager has reported that there is a two week delay in acquiring a key resource for a task on the critical path in her project. She also states that she has built 3 weeks of float into the project schedule. What do you do?
Create a proposal for the other project manager for alternate resources.
Notify appropriate management that the new project manager has made a scheduling error that could cause an impact to the project outcome.
Do nothing.
Volunteer a resource from your team.
B - Notify the appropriate management immediately. PMI’s code of ethics requires project managers report errors and omissions they observe or commit. Failure to do so is a violation of the code. [Reference: PMI Code of Ethics and Professional Conduct, Page 2] [Prof. Responsibility]
You have the project management responsibility of a virtual team comprising team members from the same company who live in widespread geographic areas; employees who work from home-offices and employees with mobility handicaps. Virtual teams are formed as a result of which of the following processes? Acquire Project Team Plan Human Resource Management Estimate Activity Resources Develop Schedule
A - Virtual teams are formed as a result of the Acquire Project Team process. [PMBOK 5th edition, Page 271] [Project Human Resource Management]
The Conduct Procurements process receives bids or proposals and applies criteria to select one or more sellers who are both qualified and acceptable as a seller. Which of the following techniques is not a valid technique for this process? Make-or-buy analysis Proposal Evaluation Techniques Advertising Bidder Conference
A - The Make-or-Buy analysis is not a valid technique in the Conduct Procurements process. All the other three choices are valid techniques. [PMBOK 5th edition, Page 371] [Project Procurement Management]
A Work Breakdown Structure is a hierarchical illustration of all the work to be done in a project. A WBS component does not represent: products results services project activities
D - Upper level WBS components are decomposed into more easily managed elements, and can be process or product oriented. The lowest level of the WBS are the work packages. The project activities are obtained by further decomposing the work packages. The activities become a part of the project schedule and not the WBS. [PMBOK 5th edition, Page 131] [Project Scope Management]
Probability distributions are frequently used in Perform Quantitative Risk Analysis. Which of these is not a valid example of such a distribution? Sigma distribution Logarithmic distribution Triangular distribution Beta distribution
A - The response ‘Sigma distribution’ is not a valid distribution. Continuous probability distributions represent the uncertainty in values, such as durations of schedule activities and costs of project components. Triangular, Beta, Logarithmic, Normal and Uniform distributions are other examples of commonly used distributions. [PMBOK 5th edition, Page 337] [Project Risk Management]
