PMP® Practice Quiz

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PMP® Practice Quiz - 16

When entering into a procurement, it is BEST to assume there will be disputes about the performance of the work as specified, and to: *

1 point

Include a procedure in the contract describing the means for dispute resolution.

Track claims to ensure the best position during litigation.

Make sure disputes are never brought to public knowledge.

Include a change order provision in the contract.

A project has the following risks: 20 percent probability of a 14 day delay in the receipt of customer requirements; 10 percent probability of a 21 day delay in the procurement process; 50 percent probability the integration will take 14 days longer. What is the expected monetary value of these events? *

1 point

11.9 days

35.8 days

49 days

Seven days

While planning a project, you are defining activities. Which of the following is not a result of that process? *

1 point

Activity list.

Work breakdown structure.

Activity attributes.

Milestone list.

Which is NOT a type of project review meeting? *

1 point

Team review meetings.

Project status meetings.

Executive management review meetings.

Customer review meetings.

Your project is being carried out under a contract. There have been some changes in the project scope and you want to determine the cause of variance with respect to the scope baseline. This will help you decide whether corrective action is required. This should be done as part of: *

1 point

Define Scope.

Collect Requirements.

Verify Scope.

Control Scope.

A project manager discovers that a project problem has occurred. The problem was never discussed during risk planning activities or added to the risk register, and it will now cost the project money. What is the BEST response? *

1 point

Don't take any action, just accept that there's a problem that the team did not plan for.

Stop all project activity and approach senior management for advice.

Add the risk to the risk register and gather information about its probability and impact.

Use the management reserve to cover the costs of the problem.

You have always been asked by your management to cut your project estimate by 10 percent after you have given it to them. The scope of your new project is unclear and there are over 30 stakeholders. Management expects a 25 percent reduction in downtime as a result of the project. Which of the following is the BEST course of action in this situation? *

1 point

Replan to achieve a 35 percent improvement in downtime.

Reduce the estimates and note the changes in the risk response plan.

Provide an accurate estimate of the actual costs and be able to support your estimate.

Meet with the team to identify where you can find 10 percent savings.

Who should be responsible for defining project objectives? *

1 point

Project manager

Sponsor

Project management team

Stakeholders

During a project Earned Value Analysis is performed and gives the following numbers: EV: 523,000; PV: 623,000; AC: 643,000. Which results are correct? *

1 point

CV: +120,000; SV: +100,000.

CV: +100,000; SV: +120,000.

CV: -100,000; SV: -120,000.

CV: -120,000; SV: -100,000.

The project has been challenging to manage. Everyone has been on edge due to pressure to complete the project on time. Unfortunately, the tension has grown to the point where team meetings have become shouting matches and little work is accomplished during the meetings. One team member asks to be excused from future team meetings, as all the shouting upsets him. Meanwhile, the sponsor has asked to attend team meetings in order to better understand how the project is going and the issues involved in completing the project, and the customer has started discussions about adding scope to the project. In this situation, it would be BEST for the project manager to: *

1 point

Ask the sponsor if the information needed could be send in a report rather than have him attend the meeting.

Inform the team member who asked to be excused from the meetings of the value of communication in such meetings.

Create new ground rules for the meetings and introduce them to the team.

Hold a team building exercise that involves all the team members.

You could obtain measuring equipment with very high accuracy and precision. You used it to make a sequence of measurements directly at a production process output and depicted the results on the following Control chart. Which statement is the best conclusion from these results? *

1 point

The process has high precision but low accuracy. It should be adjusted.

The process has high precision but low accuracy. It should be improved.

The process has high accuracy but low precision. It should be adjusted.

The process has high accuracy but low precision. It should be improved.

A difference between a Statement of work and a Scope statement is: *

1 point

The statement of work is prepared by the customer while the scope statement is developed by the project management team.

The statement of work focuses on physical or technical matters, while the project scope statement focuses on a functional view.

The project scope statement is in most projects developed before the statement of work is written.

A project scope statement can become a contract document; a statement of work cannot.

The line in the middle of a control chart is called the: *

1 point

Mean.

Specification limit.

Rule of seven.

Upper and lower control limit.

In your project, you estimate the cost of individual activities or work packages, and then roll up the individual estimates for subsequent reporting and tracking purposes. This can be done using: *

1 point

Bottom-up estimating.

Analogous estimating.

Parametric modeling.

Top-down estimating.

A control chart indicates the last 12 weights produced were outside the upper control limit. What should the project manager do? *

1 point

Stop production.

Work to better meet ISO 9000 standards.

Look for the nonrandom causes for the variations.

Plan to rework the 12 weights.

Your project work has generally been finished and you want to commence a solid closing process for the project. What must have been attained to begin this process? *

1 point

The deliverables of the project must have been accepted.

The Organizational process assets must have been updated.

The final product, service or result transition must have been finished.

Lessons learned must have been organized into a data base.

A stakeholder wants to make a change to the work breakdown structure that does NOT affect the time or cost of the project. What is the BEST thing to do? *

1 point

Tell the stakeholder that this change cannot be made without revising the project management plan.

Make the change.

Meet with management.

Look for other impacts on the project.

A project manager new to project management is taking on a new project. When is the BEST time to help build the people working on the project into a team? *

1 point

During project initiating

Before committing to a project cost estimate

Throughout the project

During project planning

You found the following Earned Value Analysis information for a recently closed out project: SPI = 0.7, CPI = 1.0 *

1 point

The project has been cancelled while it was executed. At that time the project was behind schedule and on budget.

The project's deliverables have all been finished. The project came in behind schedule but on budget.

The project's deliverables have all been finished. The project came in ahead of schedule but on budget.

The project's deliverables have all been finished. The project came in on schedule but over budget.

You are in the process of obtaining seller responses to select a seller. In this context, you conduct a bidder conference, where your primary objective is to: *

1 point

Ensure that sellers have a clear understanding of the proposal.

Determine who would be qualified sellers for bidding.

Evaluate the interest level of sellers.

Use evaluation criteria to select sellers.

Activities in the Define Activities process should meet: *

1 point

The WBS layout.

Cost incentives.

Schedule objectives.

Project objectives.

Which of the following is a KEY output of the Verify Scope process? *

1 point

A more complete scope management plan

Customer acceptance of project deliverables

Improved schedule estimates

An improved project management information system

As part of decomposing, you break down the project work that needs to be accomplished in the near term at a low level of WBS. However, the work planned in the future is broken down at a relatively high level of WBS. This technique is called : *

1 point

Procrastination.

Delaying tactics.

Futuristic planning.

Rolling wave planning.

You are a project manager for a large electrical system implementation. One of your key people has started to miss deadlines and work quality is beginning to suffer as well. This person has participated in project planning, and in fine-tuning the earned value estimating, and developing the reward systems for the project. You are confident that this person is well aware of the work deadlines and required quality specifications. What action should you take? *

1 point

Report the problem to the personnel or human resource department for corrective action.

Reassign some work to other team members until performance starts to improve.

Discuss the issue with the employee at the next team meeting and try to determine the factors impacting performance.

Escalate the situation to the employee's functional manager and ask for assistance.

What is the Internal Rate of Return (IRR) of a project? *

1 point

The time period needed to pay back the investment from a project when future income is discounted.

The inherent discount rate or investment yield rate produced by the project over a pre-defined period of time.

The rate of negative risk that can be accepted for a project without turning the Expected net present value negative.

The expected benefit from a project's deliverable calculated as a percentage of the original investment over a specified time period.

In your project, the seller is worried that the CPIF contract is reaching the point of total assumption. What is meant by the point of total assumption? *

1 point

Point where share ratio becomes irrelevant.

Point where risk registers need to be updated.

Point where buyer assumes all the risk.

Point where seller decides not to do the project any more.

Which of the following is the MOST likely cause of poor risk management? *

1 point

Inadequate risk response planning

Poor risk monitoring and control

Lack of a prioritized list of risks

Lack of detail in the project scope statement

A project has a team member assigned to the project full time. What is the MOST likely effect on the project if that resource completes her activity sooner than planned? *

1 point

Lower quality deliverables

Wasted cost

A subsequent activity will be delayed

Changes to the risk response plan

For which of the following actions could a project manager incur a fine and be jailed? *

1 point

Using people from outside the project manager's country to work on the project

Failing to file the necessary permits in their own country

Paying a bribe to a foreign official

Not using minority workers on the project

Which of the following represents the value of work we have actually completed? *

1 point

Earned value

Planned value

Actual cost

Estimate to complete

All of the following are outputs of the Estimate Costs process EXCEPT: *

1 point

An understanding of the cost risk in the work that has been estimated.

The prevention of inappropriate changes being included in the cost baseline.

An indication of the range of possible costs for the project.

Documentation of any assumptions made during the Estimate Costs process.

Which of the following should NOT be in the risk register? *

1 point

Watchlists of low-priority risks.

Relative ranking of project risks.

Root causes of each risk.

Probability and impact matrix.

A project has a tight budget when you begin negotiating with a seller for a piece of equipment. The seller has told you that the equipment price is fixed. Your manager has told you to negotiate the cost with the seller. What is your BEST course of action? *

1 point

Make a good faith effort to find a way to decrease the cost.

Postpone negotiations until you can convince your manager to change his mind.

Hold the negotiations, but only negotiate other aspects of the project.

Cancel the negotiations.

You are managing a software engineering project, when two team members come to you with a conflict. The lead developer has identified an important project risk: you have a subcontractor that may not deliver on time. Another developer doesn't believe that the risk is likely to happen; however, you consult the lessons learned from previous projects and discover that subcontractors failed to deliver their work on two previous projects. The lead developer suggests that you have two team members take three weeks to research the component being built by the subcontractor, and come up some initial work that you can fall back on in case that subcontractor does not deliver. You decide to follow the lead developer's advice over the objections of the other team member. Which of the following BEST describes this scenario? *

1 point

Transference.

Mitigation.

Avoidance.

Acceptance.

You have recently been assigned as a project manager to a new B-O-T (Build, Operate, Transfer) capital project. Reviewing the initial documentation you found out that it has been calculated with a very small margin during operations of its product for the shareholders. What should you do? *

1 point

As you are not responsible for lifecycle costing, you don't have to worry about operation profits. Focus on project costs from initiation through handover.

Ensure maximum profits by buying the best and cheapest items, components and modules - potentially from a big number of different suppliers - and integrating them.

Create a realistic plan broken down to a sufficient level of detail. Perform all risk management processes. Ensure real-time communications with all stakeholders.

Try to get a second project manager assigned to share decision making and accountability to shareholders with the person.

A definitive estimate is: *

1 point

A level of estimating that can be achieved without the team's help.

Created during the initiating process group.

Within a range of -10 percent to +25 percent of actual.

The most expensive to create.

The stakeholders identified a major project risk of more than 2 centimeters of rain falling in any 24 hour period. With a little effort, contingency plans and fallback plans were put in place for this risk and risk response owners said they were ready to take action. One day during the project it started to rain. The risk response owner was not even near the project location to know it was raining and so the contingency plan was not implemented. Which of the following BEST describes why this occurred? *

1 point

The project manager should implement the contingency plan if the risk response owner does not.

The risk response owner should have been required to remain in the project location for the length of the project and run through the implementation of the contingency plan at least twice before it was needed.

The project manager should have been watching the weather to see if the risk event might be triggered and then had the risk response owner available to fulfill his responsibilities.

The risk response owner only determines ideas for contingency plans, he does not implement them, therefore there is another root cause of this problem.

Project Team A has been hired to manage a transportation project very similar to dozens of projects the team has managed successfully in the past. The team has determined that the probability of achieving project objectives is 94 percent. What part of the risk process is the team in? *

1 point

Perform Qualitative Risk Analysis

Plan Risk Responses

Perform Quantitative Risk Analysis

Identify Risks

Which of the following items is not included in schedule data? *

1 point

Order and delivery schedules.

Cash-flow projections.

Resource histograms.

Cost baseline.

Your new project to outsource work has been going badly. The project deliverables have changed three times, the functional managers keep removing people from the team, and the project schedule baseline has been adjusted four times in the first week. This is MOST likely due to a lack of: *

1 point

A staffing management plan.

A signed project charter.

Clear direction from the sponsor.

A scope management plan.

A project manager has a large team consisting of people from many functional areas of the company. The BEST method to get the team's cooperation is to use _____ power. *

1 point

Formal

Penalty

Reward

Referent

You are taking over a project and determine the following: Activity B has an early finish (EF) of day 3, a late finish (LF) of day 6, and an early start (ES) of day 2. Activity L is being done by a hard-to-get resource. The cost performance index (CPI) is 1.1 and the schedule performance index (SPI) is 0.8. Based on this information what would you be more concerned about? *

1 point

Float

Resources

Cost

Schedule

A frequent complaint about matrix organizations is that communications are: *

1 point

Hard to automate.

Closed and inaccurate.

Complex.

Misleading.

A junior project manager is studying for her PMP exam, and asks you for advice. She's learning about Earned Value Management, and wants to know which of the variables represents the difference between what you expect to spend on the project and what you've actually spent so far. What should you tell her? *

1 point

Actual Cost (AC).

Cost Performance Index (CPI).

Earned Value (EV).

Cost Variance (CV).

The project is completed and the final deliverable has been sent to the customer, but the customer refuses to give final acceptance of the project. It is MOST important for the project manager to: *

1 point

Inform management of the situation.

Ask the team for assistance.

Document the situation.

Initiate legal proceedings.

If the optimistic estimate for an activity is 12 days, and the pessimistic estimate is 18 days, what is the standard deviation of this activity? *

1 point

1.3

There are four people on the project team and the project manager adds three more. How many channels of communication are there now? *

1 point

Define Activities, Sequence Activities, and Estimate Activity Durations all occur before: *

1 point

Develop Project Charter.

Create WBS.

Develop Schedule.

Project development.

The sponsor and the project manager are discussing what type of contract the project manager plans to use on the project. The buyer points out that the performing organization spent a lot of money hiring a design team to come up with the design. The project manager is concerned that the risk for the buyer be as small as possible. An advantage of a fixed price contract is: *

1 point

Cost risk is lower.

Cost risk is higher.

There is little risk.

Risk is shared by all parties.

Outputs of the Develop Human Resource Plan process are: *

1 point

Roles and responsibilities, project organization charts, and staffing management plan.

Project organization charts, project staff assignments, and roles and responsibilities.

Project management plan updates, staffing management plan, and project organization charts.

Roles and responsibilities, staffing management plan, and resource availability.

The project customer and project sponsor have requested for the addition of a new feature to your project deliverable. This request is approved by the change control board. The change will result in delay of project by 2 months and a cost increase of $ 1 million. What should you do NEXT? *

1 point

Re-baseline the project scope, cost, and time.

Get approval from all your project team members.

Try to prevent this change, since you think it is unnecessary.

Issue a change request.

What does estimate at completion (EAC) mean? *

1 point

Each anticipated cost for the project

Estimated average cost at project completion

Anticipated total cost at project completion

Anticipated expenses at project completion

A project manager is running into problems with the team. People are repeatedly running into trouble over seemingly small problems: who takes notes at meetings, what dress is appropriate for the office, who people need to notify when they take a day off. The problems started out small, but as more people run into more problems the situation is rapidly escalating. This situation is most likely caused by a lack of: *

1 point

Sensitivity training.

Common courtesy.

A reward system.

Ground rules.

You have recently taken over a new project. While studying the project information, you find out that cost variances are very severe. To provide a realistic basis for performance measurement, what should you recommend? *

1 point

Issue budget updates.

Revise the cost baseline.

Adjust schedule activity budget.

Close the project.

You are a project manager for a major information systems project. Someone from the quality department comes to see you about beginning a quality audit of your project. The team, already under pressure to complete the project as soon as possible, objects to the audit. You should explain to the team that the purpose of a quality audit is: *

1 point

Part of an ISO 9000 investigation.

To check if the customer is following the quality process.

To identify inefficient and ineffective policies.

To check the accuracy of costs submitted by the team.

The project schedule constraints have just been determined. What project management process group are you in? *

1 point

Initiating

Planning

Executing

Monitoring and controlling

You just completed a cost estimate on the project, and you're assuming there is a 15 percent chance you will exceed this estimate. You are: *

1 point

Below the mean.

Above the mean.

Above the median.

Below the median.

You are managing a team consisting of members from four different countries; you realize that some cultural differences among your team members are hampering the progress of your project. In this context, what should you do? *

1 point

Conduct team building activities in which most of the team members can participate actively.

Train your team members on project objectives.

Train your team members on the broad objectives of your organization.

Provide training to your team members regarding cultural diversities among different countries along with training on project objectives and the company culture.

Your company has decided to outsource one of its IT product developments to ABC IT Services through a contract. You clarify the structure and requirements of the contract so that mutual agreement can be reached prior to signing the contract. All the following statements on procurement negotiations are correct EXCEPT: *

1 point

You have to discuss technical and business management approaches, proprietary rights, overall schedule, payments, and price.

At the end of the procurement negotiations, you will have a contract document executed by both buyer and seller.

The project manager is the lead negotiator on the procurements.

Final contract language will reflect all agreements reached.

A project manager you are mentoring comes to you for help because he is about to face his first procurement audit. You might explain that he should NOT worry about such an audit because it: *

1 point

Identifies successes and failures that warrant transfer to other procurements.

Makes sure the contract is being followed.

Makes sure costs are in line with the project.

Makes sure the seller is following the contract.

Which of the following includes all of the relationships represented on an activity-on-node diagram? *

1 point

Finish-to-start

Finish-to-finish

Finish-to-start, start-to-finish, finish-to-finish, start-to-start

Start-to-start, start-to-finish

You recently assigned staff members to activities, estimated work and scheduled your project. You then created the following resource histogram for your staff. What does this diagram tell you? *

1 point

The project can probably not be finished as scheduled.

You may be able to finish the project early by reassigning work.

You should avoid network logic diagramming for scheduling.

You may run into problems with dual reporting relationships.

You're working at a major conglomerate. You have a 24-person team working for you on a project with five major sponsors. The company announces layoffs, and your team is reduced to half its size. How many lines of communication are on your new, smaller team? *

1 point

153

276

406

Which of the following is not true about the Project Charter? *

1 point

It formally assigns the project manager.

It is always created by the project manager.

It contains external constraints and assumptions.

Includes a high level milestone schedule.

You are the project manager of a $ 20 million project, and you are struggling to manage the needs of all the stakeholders. So, you decide to classify the stakeholders, which will enable you to focus on the relationships necessary to ensure the success of the project. All the following are valid ways to classify stakeholders EXCEPT: *

1 point

According to Interest.

According to Organization hierarchy.

According to Involvement.

According to Influence.

You monitored figures on cost and planned/earned value for each individual project week until the data date at the end of the sixth week. What is the status of this project at this date? *

1 point

The project is ahead of schedule and over budget.

The project is ahead of schedule and under budget.

The project is behind schedule and over budget.

The project is behind schedule and under budget.

Which of the following activities occurs during the Plan Procurements process? *

1 point

Make-or-buy decisions

Answering sellers' questions about the bid documents

Advertising

Proposal evaluation

In Configuration management, which of the following is necessary to maintain the integrity of Baselines? *

1 point

Analyzing variances by comparing baseline information with actual project data.

Releasing only approved changes for incorporation into products or services.

Ensuring that team members adhere to a code of ethical conduct and behavior.

Ensuring transparency across all project management processes and activities.

All of the following are tools used in the Verify Scope process EXCEPT: *

1 point

Product reviews.

Audits.

Walkthroughs.

Sensitivity analysis.

An equipment seller provided a buyer with all the operations and maintenance manual information on their equipment in electronic disc format, compatible with the computer hardware/software used by the buyer. The buyer's project manager demanded that written copies of these manuals be provided. The seller refused, stating that the information had been supplied in the "useable & complete" format required in the contract. This disagreement is an example of an oversight made during which stage of the project's development? *

1 point

Administer Procurements

Control Quality

Plan Procurements

Verify Scope

After the project schedule is created, a project manager should use schedule control for all of the following EXCEPT: *

1 point

Influencing the factors that create schedule changes.

Determining that the project schedule has changed.

Determining planned start and finish dates for project activities.

Managing actual schedule changes as they occur.

The main purpose of the Manage Project Team process is to: *

1 point

Assess the viability of the project's ground rules.

Complete the project according to the project management plan.

Acquire the best resources available.

Make sure each team member has a clearly assigned role.

Which of the following BEST describes when a project phase is generally concluded? *

1 point

When the work is done

When the deliverables are accepted

When the work for the next phase is ready to start

When it is scheduled in the milestone schedule

In an informal discussion you had with another PMP certificant, he mentioned how he was able to sit for the PMP Certification exam three years ago using false contact hour certificates. You should: *

1 point

Report this to PMI.

Report this to your manager.

Do nothing, since he is a colleague.

Do nothing, since he had taken the PMP exam three years ago, and contact hour certificates get audited only for one year.

Who is responsible for determining appropriate project management processes to use for a specific project? *

1 point

Sponsor

Project management office

Project manager/project management team

Customer

Three students from another country are working as interns on a project. The project manager has arranged for some games to play as team building activities to help create a close knit sense of team with the group members. At the event where the activities are taking place, the three students refuse to participate claiming the behavior involved is unacceptable in their country and they would be very uncomfortable participating. What should the project manager do? *

1 point

He should tell the students that they need to become familiar with the how things are done in this country and that they must play along.

He should excuse the students from playing and arrange to discuss with them alternative activities that they would be more comfortable with.

He should report the students to their functional manager and request they be removed from the project since their attitude will have a negative impact on the project.

He should tell the students they are excused from the activities and to not attend any team building activities in the future.

Which of the following is the BEST thing to do at a bidder conference? *

1 point

Answer sellers' questions

Meet the sellers' teams

Make sure the sellers have all the procurement documents

Make sure the sellers ask all their questions

A contract obligates the seller to provide the specified product and obligates the buyer to pay for it. In this context, which of the following is a mandatory feature of a contract? *

1 point

Legally binding.

Complicated.

Very detailed statement of work.

Signatures of senior leadership of the buyer.

You are the program level manager with several project activities underway. In the executing process group, you begin to become concerned about the accuracy of progress reports from the projects. What would BEST support your opinion that there is a problem? *

1 point

Quality audits

Risk quantification reports

Regression analysis

Monte Carlo analysis

Your contract states that the maximum charge for services from the seller will be US $50,000/month. However, the actual invoices have been US $100,000 for the past three months. Stopping the seller's service will impact the project schedule. Under these circumstances, the BEST thing to do is to review the: *

1 point

Contract change control system.

Scope control system.

Performance reporting system.

Cost change control system.

You have just discovered that one of the sellers on your project has not submitted the weekly status report, as is required in the contract, for the last four weeks. What is the BEST thing to do? *

1 point

Send a letter to the seller letting him know he has breached the contract and demanding corrected performance in the future.

Determine if the report is important to the project before doing anything.

Suspend payment.

Call the seller and ask when the report will be issued.

During project planning, you are presented with the following diagram that depicts a cumulative likelihood distribution for the duration of a project. What kind of conclusion can you draw from the information depicted in it? *

1 point

The likeliness that the project will finish exactly at the date marked with―Deadline is 80%.

The likeliness that the project team will exceed the date marked with―Deadline is at 80%.

If the project team will meet the deadline, project costs will be 80% of the budgeted costs.

The likeliness that the project team will meet the deadline or will finish earlier is at 80%.

A project team member tells you that she went to her project manager with a good idea for a useful change to the project. Instead of giving her approval to make the change, the project manager asked her to write a report describing the benefits of the change. What is the MOST appropriate advice for the situation? *

1 point

The project manager is being unreasonable and should do that kind of work herself.

Remind the project manager that the benefit cost analysis for the project was done during project planning.

A project manager must be able to weigh the benefits of the change versus the costs and compare them to other possible changes. The team member should do what was asked.

The team member should do what was asked because this sort of information must be given to the project sponsor to make the change.

During the implementation of a contingency plan, a team member notices that the plan worked only marginally. There were three similar contingency plans developed for other risks that have not yet happened. He should recommend which of the following? *

1 point

A workaround

A project change request

A new risk rating matrix

A risk responsibility chart review

Which process group focuses on completing the requirements of the project? *

1 point

Initiating

Planning

Executing

Closing

Project Risk Management includes all the processes concerned with conducting risk management planning, identification, analysis, response planning, and monitoring and control on a project. In this context, all the following statements about risk are accurate EXCEPT: *

1 point

Risk is an uncertain event or condition.

Risks have to be identified and properly managed.

Risk management should be done throughout the project.

Risk has only a negative impact on the project objective.

A project is in the middle of the executing processes when a stakeholder suggests a major new change. This change will cause the third major overhaul of the project. At the same time, the project manager discovers that a major work package was not completed because a team member's boss moved him to another project that had a higher priority. Which of the following is the BEST person for the project manager to address these issues with? *

1 point

The team

Senior management

The customer

The sponsor

Estimate at completion (EAC) is a periodic evaluation of: *

1 point

The cost of work completed.

The value of work performed.

The anticipated total cost at project completion.

What it will cost to finish the job.

A trend report was given to the project manager, who reacted to the report by investigating what activity or activities had not been done, but should have been done, to date. What did the report show? *

1 point

Actual cost was below planned and schedule progress was less than planned.

The cost performance index (CPI) was 0.8 and the schedule performance index (SPI) was 1.2.

The budget at completion (BAC) was higher than planned.

The schedule performance index (SPI) was 1.3 and the estimate at completion (EAC) was greater than planned.

Customer satisfaction should be measured at the end of the project to maintain long-term relationships. Which of the following is NOT always an aspect of customer satisfaction? *

1 point

The product meets its stated and unstated requirements.

The project is profitable.

The product is high quality.

The customer's needs are met.

In Plan Risk Management, you define how to conduct risk management activities for a project because careful and explicit planning enhances the probability of success for the subsequent risk management processes. In this context, what will you NOT do when you Plan Risk Management? *

1 point

Identify Risks.

Establish an agreed-upon basis for evaluating risk.

Ensure that the degree, type, and visibility of risk management are commensurate with both the risks and the importance of the project.

Provide sufficient resources and time for risk management activities.

A project manager has been instructed to use the project charter to help identify risks on the project. This does not make sense to him. If you were asked to explain the reason the project charter is used in this way, what is the BEST explanation? *

1 point

The project charter describes the business needs of the project.

Reviewing what is said and not said in the project charter will help determine risks.

The project charter is issued by the sponsor.

Reviewing the project charter will help determine a description of the product of the project.

Which is typically NOT specified in a document referred to as Activity attributes? *

1 point

The person executing the work in a schedule activity.

Schedule activity identifiers, codes and descriptions.

Schedule activity predecessors and successors.

The cost baseline assigned to the schedule activity.

A project manager has completed a detailed WBS and cost estimates for each work package. To create a cost baseline from this data, the project manager would: *

1 point

Use the highest level of the WBS to estimate analogously.

Sum up the work package and risk contingency reserve estimates.

Roll up work package estimates into a project total and add management reserves.

Gain expert opinions of the project total costs.

One of the stakeholders on the project contacts the project manager to discuss some additional scope he would like to add to the project. The project manager asks for details in writing and then works through the Control Scope process. What should the project manager do NEXT when the evaluation of the requested scope is complete? *

1 point

Ask the stakeholder if there are any more changes expected.

Complete integrated change control.

Make sure the impact of the change is understood by the stakeholder.

Find out the root cause of why the scope was not discovered during project planning.

In a fixed price contract, the buyer decides to increase the scope of work to make the product better. In this case, which of the following can the buyer NOT do? *

1 point

Issue a contract change request.

Start another fixed price contract to do the additional work.

Start another cost reimbursable contract to do the additional work.

Cancel the existing contract and start a new contract.

While reviewing a land purchase agreement with the government, the project manager thought that some clauses in the agreement were not in order. She consulted the company lawyer, who advised her that all the legal formalities and procedures were properly followed as per the state laws. However, the project manager was not satisfied with the explanation given by the company lawyer. To find out a solution to this issue, she should: *

1 point

Discuss the issue with a friend, who is a corporate lawyer in another firm.

Inform the senior manager about possible misconduct in the land purchase agreement.

Trust the company lawyer and go ahead with the project..

Report the issue to PMI and seek their advice.

The network expansion project you just took over is said to be doing pretty well. The previous project manager only used variances to tell the current project status. In the last report you find SV = US $50,000, CV = US $10,000, PV = US $500,000. You know the rate of spending and schedule progress are important as well. Based on the details you have been given what are the SPI and CPI? *

1 point

0.90, 1.02

1.10, 1.02

0.91, 0.98

1.11, 0.98

The sponsor of the project you are managing asks you to compress the schedule. Which of the following is CORRECT? *

1 point

Crashing always shortens the timeline but often increases risk.

Fast tracking often results in rework, and crashing often results in increased cost.

Crashing is only a viable alternative if earned value analysis indicates that the project is ahead of schedule and under budget.

Fast tracking will result in fewer parallel activities than crashing the project.

You finished your project for a customer to implement a business software solution. All deliverables have been handed over and are already in use by the company. There is a minor last payment to be made by the customer on contract closure. You believe that it is now getting time to finally close the contract with the customer and then administratively close down the project. You approached the customer this morning and found that they are reluctant to finally close the contract. But you do not exactly understand why. What should you NOT do? *

1 point

Update all documents related to the project and the product so that they reflect the final specifications and the status of both the project and the product. Organize them in a fashion for easy access.

Focus on your next project and leave the customer the time to get familiar with the software. They will come back to you anyway after some weeks to terminate the contract and make the last payment.

Based on the contract and all documents which are relevant for the formal relationship with the customer, write a close-out report describing what was contractually required and what was obtained.

Make sure that there are no active purchase orders against the contract or any other pending obligations, requests or claims from either party which need to be resolved. Then insist on formal contract closure.

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