PMP® Practice Quiz

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PMP® Practice Quiz - 30

You are considering whether to buy or make a software product. If you want to buy, the cost is $ 80,000, and the cost of procuring and integrating the product in your company is $ 1,000. If you want to build it yourself, the product will require seven engineers working for three months. The salary of each software engineer is $ 4,000 per month. The other related miscellaneous costs budget allocated to the project is $ 2,000. Which option will you choose? *

1 point

Buy.

Build.

Neither build nor buy.

Need more information on suppliers to take a decision.

Which motivational theory is based on ideas about hygiene factors? *

1 point

Maslow

Deming

McGregor

Herzberg

If planned value (PV) is US $29,000, actual cost (AC) is US $32,000, and earned value (EV) is US $30,000, what is the schedule variance (SV)? *

1 point

0.938

$1000

1.034

($2,000)

You are the manager of your company's project management office. The company is running many concurrent projects; most of them share a resource pool of technical staff. Understanding how resources are utilized across projects has been found essential to overall project performance, including cost effectiveness and profitability. This morning you received a message that the resource pool members will be unable to perform as planned for the next months because the overall work load has grown too high and while delays are adding up, the morale of the staff is going down. What should you do next? *

1 point

Ensure that quantitative information for all projects is being made available in a uniform and reliable fashion and verify that the project management methodology is adhered to. Then consolidate the information to get an understanding of the problems related with the use of shared resources.

Implement an enterprise project management software solution which is able to level the human resources across the various projects and which has the capability to model resource assignment on a percentage level thus optimizing resource utilization for the overall organization.

Do nothing related to the described problem unless you are explicitly requested by the organizations upper management. Supporting decision making on the level on which project portfolio management is done, is not the project management office's business.

Evaluate project management software which supports planning and scheduling across enterprise-wide project portfolios. Avoid managing the availability of shared enterprise resources for the projects run by an organization because this is not the business of a project management office.

A project management plan should be realistic in order to be used to manage the project. Which of the following is the BEST method to achieve a realistic project management plan? *

1 point

The sponsor creates the project management plan based on input from the project manager.

The functional manager creates the project management plan based on input from the project manager.

The project manager creates the project management plan based on input from senior management.

The project manager creates the project management plan based on input from the team.

You have just discovered an error in the implementation plan that will prevent you from meeting a milestone date. The BEST thing you can do is: *

1 point

Develop options to meet the milestone date.

Change the milestone date.

Remove any discussion about due dates in the project status report.

Educate the team about the need to meet milestone dates.

Which process groups MUST be included in every project? *

1 point

Planning, executing, and closing

Initiating, planning, and executing

Initiating, planning, executing, monitoring and controlling, and closing

Planning, executing, and monitoring and controlling

The role of the project manager relating to integration is MOST appropriately described as: *

1 point

Ensuring that the various project elements are properly coordinated.

Ensuring that team members work together.

Ensuring that the stakeholders' role is integrated with the rest of the team.

Ensuring that management's role is integrated into the everyday workings of the project.

A major negotiation with a potential subcontractor is scheduled for tomorrow when you discover there is a good chance the project will be cancelled. What should you do? *

1 point

Do not spend too much time preparing for the negotiations.

Cut the negotiations short.

Only negotiate major items.

Postpone the negotiations.

In your project, you conduct extensive testing to ensure that quality problems in the final product are minimized. The costs incurred on extensive testing are known as: *

1 point

Costs of non-conformance.

Appraisal costs.

Failure costs.

Prevention costs.

When dealing with stakeholders, all the following statements are correct EXCEPT: *

1 point

Project manager must try to satisfy even the implicit requirements of stakeholders.

Only those stakeholders who are project team members should be involved in the creation of project plan.

Both stated and unstated needs of stakeholders should be properly identified.

Some stakeholders may provide conflicting requirements.

You are the project manager for a construction project. You have completed project initiation activities, and you are now creating a document that describes processes to document the scope, decompose deliverables into work packages, verify that all work is complete, and manage changes to the baseline. What process are you performing? *

1 point

Develop Project Management Plan.

Define Scope.

Create WBS.

Develop Project Charter.

Please refer to the diagram. Task 1 -> Task 3 -> Task 4 -> Task 5 is the critical path. What is the late finish date for Task 2? *

1 point

What is the MOST correct statement about conflict? *

1 point

The primary source of conflict is personality.

Conflict can be beneficial.

Conflict is best resolved by smoothing.

The best way to prevent conflict in the procurement process is to make sure the project manager is not involved with negotiations.

You're managing a project that is currently executing. You're evaluating the work being performed by constantly measuring the project performance, and recommending changes, repairs and corrections where necessary. What process are you performing? *

1 point

Integrated Change Control.

Monitor & Control Project Work.

Scope Control.

Communications Management.

During project executing, an accepted risk occurs, and is handled. However, the project manager notes that the impact was greater than was anticipated. The BEST thing to do would be to: *

1 point

Notify the sponsor.

Create a workaround.

Perform additional risk response planning.

Revisit the Quantitative Risk Analysis process.

You have joined a company as a project manager, and although you maintain the professional conduct expected of you, it is not reciprocated by the other employees. The BEST course of action for you would be to: *

1 point

Maintain the same conduct.

Change your behavior and be one among the other employees.

Complain to the higher authority.

Ignore others' behavior.

While preparing your risk responses, you realize that you have not planned for unknown risk events. You need to make adjustments to the project to compensate for unknown risk events. These adjustments are based on your past project experience when unknown risk events occurred and knocked the project off track. What should you do? *

1 point

Include a management reserve in the budget to try to compensate for the unknown risks, and notify management to expect unknown risks to occur.

Document the unknown risk items and calculate the expected monetary value based on probability and impact that may result from the occurrence.

Determine the unknown risk events and the associated cost, then add the cost to the project budget as reserves.

With the stakeholders, determine a percentage of the known risk budget to allocate to a management reserve budget.

You are looking at the standard reports that the project management office has supplied, and you see network diagrams and bar charts. In which of the following circumstances would you ALWAYS use a network diagram instead of a bar chart? *

1 point

To track progress or to report to the team

To show logical relationships

In the Define Activities process

To report to senior management

A project activity on the critical path is delayed. What is the BEST thing to do? *

1 point

Obtain more resources.

Tell the customer the project will be late.

Compress the schedule.

Cut scope.

In your project, you would like to conduct a lessons learned session to identify project successes and failures, as well as make recommendations to improve future project performance. This is done during: *

1 point

Project closure.

Project initiation.

Project life cycle.

Project execution and project closure.

You are a project manager for a major telecommunications network upgrade with a net present value (NPV) of US $10,000,000. You are heavily dependent on a third party vendor for your project and your contract office informs you that there is a 30 percent chance that the vendor will go out of business at the end of the quarter. If that occurs, your project will incur a US $3,000,000 cost overrun due to rework. There is also a 30 percent chance that a new legislation will pass that will decrease government oversight of your team's work. If this legislation passes, you estimate that your project will save US $1,600,000 in time delays. Lastly, your technical lead indicates that there is 20 percent chance that a new software package will be available by month end that could save US $1,800,000 in testing time. If available, the software will cost US $500,000 to procure, install, and train. What is the total expected monetary value of these three risk events? *

1 point

$60,000

$1,640,000

$5,900,000

$160,000

You are performing Earned value technique on your project. After budget approval, an additional and unexpected cost item has been identified, which made the project more expensive some weeks ago. The item has meanwhile been paid by the project team, and it is expected that for the remaining duration of the project, costs will be as budgeted. In this case, which is the best formula to calculate EaC (Estimate at Completion)? *

1 point

EaC = BaC - CV

EaC = BaC / CPI

EaC = AC + BtC / CV

You can not compute the EaC

What is NOT the purpose of Configuration control when Configuration management is applied in a project? *

1 point

Verification that the configuration identification for a configuration item is accurate, complete, and will meet specified program needs.

Ensuring that proposed and approved changes to configuration items are fully analyzed.

Ensuring that proposed and approved changes to configuration items are fully documented.

Managing and controlling the frequently requested changes to a project by applying agreed rules.

An employee approaches you and asks to tell you something in confidence. He advises you that he has been performing illegal activities within the company for the last year. He is feeling guilty about it and is telling you in order to receive advice as to what he should do. What should you do? *

1 point

Ask for full details.

Confirm that the activity is really illegal.

Inform your manager of the illegal activity.

Tell the employee to inform his boss.

You are the project manager in a software company. As an output from the Develop Human Resource Plan process, you have determined the roles and responsibilities of all your project team members. All the following statements about your team members' roles and responsibilities in your project are accurate EXCEPT: *

1 point

Members can be designated as business analyst, technical architect, programmer, project manager, team leader, etc.

Team members' individual levels of authority are matched with their competencies in order to get the best performance.

Proper responsibility (work that a team member is expected to perform in order to complete the project's activities) is assigned to all the team members.

Competency and proactive responses (e.g. training, hiring, schedule changes, or scope changes) of the team members are improved.

You are one of the ten full-time project managers in your organization. All of you share two administrative resources. Normally, around 30 - 40 projects are executed per year involving about 30% of the employees of the organization. However, all of them do not report to you, although you are their project manager. Your organization can best be classified as: *

1 point

Projectized.

Balanced Matrix.

Strong Matrix.

Weak Matrix.

Executing the risk response plan in order to react to risk events throughout the project is called: *

1 point

Contingency planning.

Monitoring and control.

Mitigation.

Life cycle costing.

A project manager has put in place rules covering who will have access to controlled documents, how changes to these items will be recorded and approved, and how everyone will know what the current version is. The project manager is therefore creating a: *

1 point

Work authorization system.

Change control system.

Configuration management system.

Project management information system.

In your project, you have included contingency allowances in the cost estimates of many schedule activities. All of the following statements on contingency reserve are true EXCEPT: *

1 point

Quantitative analysis methods are used for developing contingency reserve.

Precise information on the project helps reduce contingency reserve.

Cost estimates may not include contingency reserve.

Contingency reserve may be a percentage of the estimated cost.

You are the project manager for a new international project, and your project team includes people from four countries. Most of the team members have not worked on similar projects before, but the project has strong support from senior management. What is the BEST thing to do to ensure that cultural differences do not interfere with the project? *

1 point

Spend a little more time creating the work breakdown structure and making sure it is complete.

As the project manager, make sure you choose your words carefully whenever you communicate.

Ask one person at each team meeting to describe something unique about their culture.

Carefully encode all the project manager's communications.

During a meeting with some of the project stakeholders, the project manager is asked to add work to the project scope. The project manager had access to correspondence about the project before the project charter was signed and remembers that the project sponsor specifically denied funding for the scope mentioned by these stakeholders. The BEST thing for the project manager to do is to: *

1 point

Let the sponsor know of the stakeholders' request.

Evaluate the impact of adding the scope.

Tell the stakeholders the scope cannot be added.

Add the work if there is time available in the project schedule.

The project manager's role during the executing process group of the project can BEST be described as a(n): *

1 point

Director.

Integrator.

Coordinator.

Leader.

During project executing, your project team member delivers a project deliverable to the buyer. However, the buyer refuses the deliverable, stating that it does not meet the requirement on page 300 of the technical specifications. You review the document and find that you agree. What is the BEST thing to do? *

1 point

Explain that the contract is wrong and should be changed.

Issue a change order.

Review the requirements and meet with the responsible team member to review the WBS dictionary.

Call a meeting of the team to review the requirement on page 300.

The MOST common source of conflict on projects is: *

1 point

Personality

Cost.

Priorities.

Schedules.

Please refer to the diagram. Tasks A, B, C and D are in the critical path of a project; all the tasks are estimated to require similar effort of 5 days each and cost $5,000 per task. At the end day 11, Task A and Task B are complete; Task C is 50% complete, and $13,000 has already been spent. You know that current variances are atypical, i.e., similar variances will not occur in the future. What is the estimate at completion (EAC)? *

1 point

$15,000

$20,000

$20,500

$22,000

You are working on your research and development project when your customer asks you to include a particular component in the project. You know this represents new work, and you do not have excess funds available. What should you do? *

1 point

Delete a lower-priority work package to make more time and funds available.

Use funds from the contingency reserve to cover the cost.

Follow the contract change control system.

Ask for more funds from the project sponsor.

Projects frequently do not meet customer expectations from which of the following reasons? *

1 point

Poor risk management by the contractor running the project.

Poor technical ability of the contractor running the project for the customer.

Technical inability and poor risk management by the contractor.

Unclear Scope definition by the customer for whom the project is performed.

You are managing a software project, when you find out that a programming team who you were supposed to have access to has been reassigned to another project. What is the first thing that you should do? *

1 point

Figure out the impact that this will have on your project.

Bring a copy of your project's charter to the other manager, and explain that you need that team for your own project.

Go to your sponsor and demand the team.

Figure out a way to compress the project schedule so that you can work with the team if they become available.

As a project manager, when should you especially consider cultural differences? *

1 point

When you break down scope to create a Work breakdown structure (WBS).

When you assign a human resources to do the work in a Schedule activity.

When you develop acceptance criteria for work results to be achieved by the team members.

When you decide upon recognition and awards during Team development.

You are managing an industrial design project. One of your team members comes to you with a suggestion that will let you do more work while at the same time saving the project 15% of the budget. What is the BEST way for you to proceed? *

1 point

Tell the team to make the change because it will deliver more work for less money.

Refuse to make the change until a change request is documented and change control is performed.

Refuse to consider the change because it will affect the baseline.

Do a cost-benefit analysis and then make sure to inform the sponsor that the project scope changed.

Your company is responsible for developing an anti-virus software. You are responsible for managing both the individual product releases and the coordination of multiple releases. Your role is that of a: *

1 point

Program manager.

Project manager.

Functional manager.

Operations manager.

All the following are risk response strategies EXCEPT: *

1 point

Retain.

Accept.

Share.

Avoid.

This project is chartered to determine new ways to extend the product life of one of the company's medium-producing products. The project manager comes from the engineering department and the team comes from product management and marketing departments. The project scope statement and project planning are completed when a stakeholder notifies the team that there is a better way to complete one of the work packages. They even supply a technical review letter from their department proving that the new way to complete the work package will actually be faster than the old way. The project manager has had similar experiences with this department on other projects, and was expecting this to happen on this project. What is the FIRST thing the project manager should do? *

1 point

Contact the department and complain again about their missing the deadline for submission of scope.

Look for how this schedule change will impact the cost to complete the work package and the quality of the product of the work package.

See if there is a way to change from a matrix environment to a functional organization so as to eliminate all the interference from other departments.

Ask the department if they have any other changes.

In your project, you wish to monitor the status of the project to update project progress and manage changes to the schedule baseline. Which of the following will you use for this purpose? *

1 point

Schedule network analysis.

Pareto diagram.

Performance reviews.

Dependency Determination.

Please refer to the diagram. What is the slack of task G? *

1 point

0 weeks.

1 week.

-1 week.

Cannot be determined.

You are managing a construction project to install new door frames in an office building. You planned on spending $12,500 on the project, but your costs are higher than expected, and now you're afraid that your project is spending too much money. What number tells you the difference between the amount of money you planned on spending and what you've actually spent so far on the project? *

1 point

VAC

In a scatter diagram, if points are close to the diagonal line, it indicates that: *

1 point

Scatter diagram has some erroneous data.

Three variables are closely correlated.

Independent and dependent variables are related.

No inference can be made from the analysis.

You are currently performing the Select Sellers process. You are considering two bids from companies on your qualified sellers list. Your project is on a tight budget, and you have been instructed by senior management to consider the cost over any other criteria. You used the company that submitted the lower bid on a previous project, and you were not happy with their work. The company that submitted the higher bid has a reputation for treating their clients well, flying project managers first class and giving them accommodations in five-star hotels. What is the BEST way to handle this situation? *

1 point

Select the company with the lowest bid.

Give the manager at the company with the higher bid information that will allow him to tailor his bid so that it better meets your needs.

Rewrite the RFP so that the company with the lowest bid is excluded.

Select the company with the higher bid.

Your customer has asked for a 2,000-call capacity for the new call center project. However, one of your company's technical experts believes a 3,000-call capacity can be reached. Another thinks that based on the technical needs of the customer, the capacity needs to be only 1,500 calls. What is the BEST thing to do? *

1 point

Meet with the customer to better understand the reasons behind the 2,000-call capacity.

Set the objective at 3,000 calls.

Meet with the technical experts, and help them to agree on an objective.

Set the objective at 2,000 calls.

The customer wants to expand the product scope after the performance measurement baseline has been established. Which document will the customer need to submit? *

1 point

Change request

Project scope statement

Performance measurements

Activity attributes

You are the project manager for a telecommunications project. You are working on the project scope statement. Which of the following is NOT included in this document? *

1 point

Authorization for the project manager to work on the project.

Requirements that the deliverables must meet.

A description of the project objectives.

The list of deliverables that must be created.

Implementation of which one of the following techniques results in a lose-lose situation? *

1 point

Smoothing.

Forcing.

Compromising.

Confronting.

Which of the following techniques is the BEST way to determine project objectives? *

1 point

Delphi technique

Earned value analysis

Expert interviews

Pareto

Your company is constructing a dam, and your project (being performed under a contract) mandates that you pay compensation to persons displaced because of the project. What kind of constraint is this? *

1 point

Social.

Legal.

Environmental.

Humanitarian.

Patrick, a senior member of your team, brought to your notice a flaw in one of the project's deliverables. The team is now engaged in repairing it. In which of the following project management processes would this be performed? *

1 point

Direct and Manage Project Execution.

Perform Integrated Change Control.

Close Project or Phase.

Monitor and Control Project Work.

You are managing a construction project that is currently being initiated. You met with the sponsors and several important stakeholders, and have started to work on the preliminary scope statement. You've documented several key assumptions that have been made, and identified project constraints and initial risks. Before you can finish the preliminary scope statement, you must make a rough order of magnitude estimate of both time and cost, so that the sponsor can allocate the final budget. What's the range of a rough order of magnitude (ROM) estimate? *

1 point

-10% to +10%

-50% to +50%

-25% to +75%

-100% to +200%

All the following statements on quality planning are accurate EXCEPT: *

1 point

Quality planning is performed in parallel with the other project planning processes.

During quality planning, you should be aware of governmental regulations, rules, standards, and guidelines specific to the application area.

You can use DOE to help identify which factors may influence specific variables of a product or process under development.

During quality planning, you can use change requests to take corrective or preventive action or to perform defect repair.

You have completed the Distribute Information process and are now in a position to make the required information available to the project stakeholders in a timely manner. Which of the following is NOT an output from Distribute Information process: *

1 point

Performance reports.

Project reports and presentations.

Stakeholder notifications.

Project records.

Generally, where should control limits be located on a control chart? *

1 point

Near the assignable cause

Above the statistical independence point

Within the specification limits

Above the normal curve

In order to speed up a project, you made a decision to fast-track a phase currently performed with five team members and another one which was planned to begin in four weeks time with another five team members. Which of the following activities should you do first? *

1 point

Make sure that all exit criteria of the consecutive phase have been met to ensure the flow of communications in a team situation which is more complex by a factor of 2.

Make sure that all entry criteria of the previous phase have been met by planning and performing a phase gate meeting to assess technical aptness.

Make sure that all exit criteria of the previous phase have been met by planning and performing a phase gate meeting to assess technical performance.

Restructure your team and delegate tasks in order to ensure the flow of communications in a team with the number of communication channels increased by a factor of 4.5.

How many types of relationships between activities can be found on a precedence (AON) diagram? *

1 point

Two days ago, you joined a consulting company as project manager to lead an existing project for a client. Today, a major change is requested. What should be done FIRST? *

1 point

Quickly develop a change control board to approve or disapprove changes.

Approve the change if your sponsor approved it, otherwise suggest a review by the project team.

Hire an outside consultant to develop and manage overall change control.

Find out if a change control system is in place for this project.

In your project, you prefer bar charts over project network diagrams for the purpose of: *

1 point

Making presentations to the middle management.

Determining the critical path of the project.

Determining the start and finish dates for each activity.

Determining the critical path of the project and start and finish dates for each activity.

An activity has an early start (ES) of day 3, a late start (LS) of day 13, an early finish (EF) of day 9, and a late finish (LF) of day 19. The activity: *

1 point

Is on the critical path.

Has a lag.

Is progressing well.

Is not on the critical path.

Your project has a medium amount of risk and is not very well defined. The sponsor hands you a project charter and asks you to confirm that the project can be completed within the project cost budget. What is the BEST method to handle this? *

1 point

Build an estimate in the form of a range of possible results.

Ask the team members to help estimate the cost based on the project charter.

Based on the information you have, calculate a parametric estimate.

Provide an analogous estimate based on past history.

Your project had a cost overrun in the past and you tried to obtain funding on top of the original Budget at completion (BAC). Management has told you that they cannot make additional funding available. You have to increase cost performance so that the project will be finished with costs not exceeding the original BAC. Which metric describes the future performance to meet this objective? *

1 point

TCPI calculated as BAC / CPI.

TCPI calculated as (BAC-EV) / (EAC–AC).

TCPI calculated as (BAC-EV) / (BAC-AC).

TCPI cannot be calculated in this situation.

Your project has a cost performance index (CPI) of 1.1 and a schedule performance index (SPI) of 1.03. All the deliverables to date have been completed to the customer's satisfaction. Getting formal acceptance of the project management plan was difficult because the schedule was compressed beyond reason. Activity B has float of 2 weeks, activity C has float of zero, activity D has a float of zero and activity E is being done by a new employee and has float of 3 weeks. The hardest part of the project is about to start and the project management office has asked you to increase your management oversight and report more often on the status of the project. In preparing your report you find out that the team member completing activity E reports a one day delay, the team member completing activity D reports that the material needed to complete the activity has not arrived. The team member for activity B tells you his activity will be delayed by two days because the customer has delayed formal acceptance during the Verify Scope process. Another team member reports that the earned value-related trend report is favorable. What would you do if you were the project manager? *

1 point

Investigate why it was difficult to get formal acceptance of the project management plan and whether that problem added any risk to the project.

Hold a meeting to walk through the upcoming difficult activities with those doing the work.

Investigate the reason for the delayed material and the effect on the project.

Reassign resources from noncritical path activities to critical path activities and meet with the customer about activity B.

As a project manager, which tool will you use to bring together prequalified stakeholders and subject matter experts in order to know about their expectations and attitudes about a proposed product? *

1 point

Facilitated workshops.

Focus Groups.

Group creativity techniques.

Group decision making techniques.

A project manager is working with quality professionals in the Perform Quality Assurance process of the project. Which of the following activities is being performed? *

1 point

Perform Quality Control

Determining if the right processes are being used

Determining what processes should be used

Evaluating quality against the processes

You are managing a project for a defense contractor. You know that you're over budget, and you need to tell your project sponsor how much more money it's going to cost. You've already given him a forecast that represents your estimate of total cost at the end of the project, so you need to take that into account. You now need to figure out what your CPI needs to be for the rest of the project. Which of the following BEST meets your needs? *

1 point

BAC.

ETC.

TCPI (BAC calculation).

TCPI (EAC calculation).

Just-in-time (JIT) manufacturing techniques are used by Japanese auto-companies to improve overall quality and decrease operational costs. In this context, all the following statements related to JIT are correct EXCEPT that JIT: *

1 point

Stresses waste reduction.

Eliminates costs related to material handling, storage, paperwork, and inspection.

Stresses short term relationships with suppliers.

Reduces inventory to minimal level..

The project sponsor has just signed the project charter. What is the NEXT thing to do? *

1 point

Begin to complete work packages.

Verify Scope.

Start integrated change control.

Start to create management plans.

While holding a risk reassessment meeting, the sponsor is looking at the latest list of top risks in the project report. A new risk has been identified and it has been determined that the risk did not rank higher than already identified risks to continue through the risk process. Two fallback plans have been adjusted based on the severity of previous risk impacts. What has the project manager NOT done? *

1 point

Provide the sponsor with the full list of noncritical risks.

Perform Quantitative Risk Analysis for the new risk.

Look at the impact of the new risk to the project as a whole.

Look for contingency risks from the fallback plan.

A project team is creating a project management plan when management asks them to identify project risks and provide some form of qualitative output as soon as possible. What should the project team provide? *

1 point

Prioritized list of project risks

Risk triggers

Contingency reserves

Probability of achieving the time and cost objectives

When should the Project schedule be developed? *

1 point

As early in the project as possible. A committed schedule should be there before any initiating or planning processes are applied for the project.

During initiating. The definite project schedule should be developed concurrently with the Project contract (if applicable) and the Project charter.

Scheduling should be avoided. Agile approaches with a backlog and a weekly to 4-weekly meeting cycle are sufficient for modern project management.

When most planning processes from time, scope, and procurement management have been finished. These will then be iterated when necessary.

You are currently finishing a project under contract to develop and build some machining equipment for a customer. Your organization took over the obligation to solve certain problems if they come up during a contractual Warranty period of one year after Start of production. What do you NOT have to consider during the warranty period? *

1 point

Parts which were marked As-Is must be held available for free replacement in case of failure.

Incoming problems reported to the team must be handled immediately and with high priority.

Some team members must be held available during the warranty period in case that they have to solve problems.

At the end of the warranty period, the responsibility for the equipment will be turned over to the customer.

In your pharmaceutical project, you would like to determine the duration required to complete a schedule activity. In this context, what should you consider FIRST that will help you in determining the duration estimates? *

1 point

List of activities and activity resource requirements.

Decomposition and templates.

Project schedule and schedule baseline.

Project scope management plan and project charter.

You have created the Work Breakdown Structure (WBS) for your project. Major project deliverables have been divided into smaller more manageable components. What should you do NEXT? *

1 point

Prepare a detailed project scope statement.

Aggregate estimated costs of individual activities through cost budgeting.

Develop project schedule.

Identify specific activities that need to be performed to produce various project deliverables.

Please refer to the diagram. This diagram represents which of the following situations? *

1 point

Task A and Task B should be done in parallel.

Task A and Task B have finish-to-start relationship with 1 day lead.

Task A and Task B have finish-to-start relationship with 1 day lag.

Task A and Task B have finish-to-start relationship with 1 day slack.

Which of the following statements BEST describes the rule that has been ignored when a project which was originally scheduled for completion in six months has been ongoing for two years? *

1 point

Too many activities can mean the project never is completed.

The project needs only one project sponsor.

The WBS is a good way to determine project activities.

A project is something that is temporary.

What percentage of the total distribution is 3 sigma from the mean equal to? *

1 point

68.26 percent

99.99 percent

95.46 percent

99.73 percent

You just found out that a major subcontractor for your project consistently delivers items late. You decide to postpone dealing with the issue until you have more time. What conflict resolution method are you using? *

1 point

Ignoring

Compromise

Smoothing

Withdrawal

Which of the following is NOT an example of quality assurance? *

1 point

Examining the way deliverables are produced to see if processes are being followed.

Examining deliverables to see if they meet requirements.

Examining a group of deliverables to figure out why they all had the same defect.

Examining the company's documentation on how processes are to be performed.

A project manager that you have been mentoring has completed the Plan Risk Responses process and has a risk response plan. What is the NEXT thing the project manager should do? *

1 point

Update the project management plan.

Recommend corrective action.

Update the risk identification checklist.

Create risk response strategies.

In your project, you have reasons to believe that the current variances occurred because of extraneous factors, and you do not expect similar variances to occur in future. What should be the estimate at completion (EAC) for your project? BAC = $ 300,000; AC = $ 100,000; EV = $ 150,000; CPI = $ 1.5 *

1 point

$ 250,000

$ 220,000

$ 280,000

$ 200,000

A team member notifies you that she has added extra functionality to the project. She tells you there was no impact on the cost or schedule. What should be done as a result of this change? *

1 point

Implement change control processes to track the change.

Understand what functionality was added.

Instruct the team member to remove the extra functionality.

Issue an approved change request.

A project manager is responsible for managing project costs and human resources. Factors like cost and staffing level for a project : *

1 point

Increase with duration of the project.

Decrease with duration of the project.

Are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close.

Cannot be determined, as they are specific to the project.

You are beginning a new project that has been attempted, but unsuccessful, several times in the past few years. Previous projects were cancelled because of "politics" (differing views and direction by key stakeholders on the project). This is an example of: *

1 point

Stakeholder analysis.

Scope management.

Historical information.

Risk identification.

The sponsor's role on a project is BEST described as: *

1 point

Helping to plan activities.

Helping to prevent unnecessary changes to project objectives.

Identifying unnecessary project constraints.

Helping to put the project management plan together.

Operational work is different from project work in that it is: *

1 point

Unique.

Temporary

Ongoing and repetitive.

A part of every project activity.

The financial systems project has a relatively high profile in the organization and has received great support from the sponsor. There are over 230 activities on the project, and a few have remained relatively large due to the nature of the work to be accomplished. One of these larger activities has an estimate to complete (ETC) that is longer than planned. If the project manager wants to look at non-value-added activities that might be causing the delay, the manager should: *

1 point

Measure using quality metrics.

Complete process analysis.

Perform a quality audit.

Use a Pareto chart.

You are managing a small project with five team members working part-time. At the beginning of every week, you orally allocate work to all the team members. This is an example of: *

1 point

Work Authorization System.

Improper Planning because team members do not know in advance what needs to be done at what time.

Project time management plan.

Project flexible time management plan.

You have recently joined as a project manager of an equipment manufacturing company. Your project sponsor stresses the importance of obtaining stakeholders' formal acceptance of completed deliverables. This should be done: *

1 point

At the end of the project.

At the end of each project phase.

After deliverables are completed and ready for review.

After project milestones are defined.

A floor in one of the office buildings a company owns is now available for rent. It is imperative that the space be rented within one month. The only offer that has been received is from a company that is a competitor. What is the BEST thing to do in this situation? *

1 point

Offer the space to the customer under a short-term lease agreement.

Report the issue to management and inform the customer of their decision.

As part of the lease agreement, include a non-competitive agreement.

Tell the customer that your company has decided to use the space.

In your project, after identifying stakeholders, you want to create a Stakeholder Register. This document should contain all the following information about the stakeholders EXCEPT: *

1 point

Identification information (e.g. name, role in project etc).

Assessment information (e.g. major requirements, main expectations etc.).

Stakeholder classification (e.g. internal/external etc.).

Stakeholder management strategy (e.g. level of participation, stakeholder groups etc.).

Who should be in charge of the project during the Close Project process? *

1 point

Sponsor.

Project manager.

Customer.

Project closing functional expert.

Which of the following is NOT a risk response technique? *

1 point

Exploit.

Transfer.

Mitigate.

Confront.

While walking down the hallway, you meet your project sponsor who wants to know the status and percentage complete of your project. What would be the percent complete in your project from the following data? Earned Value of the project = $ 3000; Budget at completion of the project = $ 5000; Cost performance of the project = 1.2 *

1 point

71%

60%

71.4%

60.3%

You are in the execution stage of your project. For the information of the stakeholders, you have documents to highlight project status, lessons learned, issue logs, and outputs from other knowledge areas. These documents should be included in: *

1 point

Project reports.

Change logs.

Lessons learned documentation.

Performance Reports.

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