PMP® Practice Quiz

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PMP® Practice Quiz - 17

What is NOT the main purpose of a final Project report? *

1 point

Preparing acceptance of the final product, service or result.

Making stakeholders aware that the project has been closed out.

Acknowledging what has been done and achieved by all contributors.

If a project has been cancelled before completion: Explaining the causes.

In your construction project, the CPI is 1.30 and SPI is 0.85. What could be the possible reason? *

1 point

A critical resource went on sick leave for a long period of time, which had not been anticipated earlier.

The cost of raw materials required for construction increased by 10%.

You had not taken into account the inflation rate..

There was four days waiting time in the curing of concrete, and work could not be done during that time..

In your previous project, the project manager gave a lot of autonomy to the team members, which led to anarchy. The management style followed by the project manager was: *

1 point

Directing.

Laissez faire.

Delegating.

Democratic.

What is the purpose of the following diagram? *

1 point

Describing the influence of extreme weather conditions on progress and on the achievement of project objectives.

Comparing the relative importance of variables that have a high degree of uncertainty with those that are more stable.

Evaluating team performance and identifying team members with low productivity and work effectiveness.

Evaluating the degree to which project work and deliverables conform to the expectations of key stakeholders.

What is the BEST method of estimating the time for an activity that has never been done by your company before? *

1 point

Analogous estimating

Three-point estimating

Monte Carlo analysis

Parametric estimating

Another project has had a major defect. A project manager has gotten his project team and the process engineers involved in analyzing how this might affect their project. Which of the following would BEST describe what the group is involved in? *

1 point

Quality Analysis.

Plan Quality.

Perform Quality Assurance.

Perform Quality Control.

You are performing Integrated change control. Which of the following will NOT be part of what you do? *

1 point

Reviewing and approving Change requests.

Maintaining the integrity of Baselines.

Performing Milestone trend analysis (MTA).

Documenting the allover impact of Requested changes.

You have been assigned to manage the development of an organization's first Web site. The site will be highly complex and interactive, and neither your project team nor the client has much experience with Web site development. The timeline is extremely aggressive. Any delay will be costly for both your firm and the client. You have a project sponsor and have achieved agreement and sign-off on both the project charter and the project management plan. Client personnel have been kept fully informed of the project's progress through status reports and regular meetings. The project is on schedule, within the budget, and a final perfunctory review has been scheduled. Suddenly you hear that the entire effort may be cancelled because the product developed is totally unacceptable. What is the MOST likely cause of this situation? *

1 point

A key stakeholder was not adequately involved in the project.

The project charter and project management plan were not thoroughly explained or adequately reviewed by the client.

Communications arrangements were inadequate and did not provide the required information to interested parties.

The project sponsor failed to provide adequate support for the project.

A project manager is working in a country where it is customary to pay the police for private protection services. The project manager's supervisor tells him that in another country that would be considered a bribe. What is the BEST way for the project manager to proceed? *

1 point

Do not pay the police for private protection services, because that would be a bribe.

Pay the police for private protection services, because it is customary in the country they are operating in.

Consult the Cost Management Plan about payment.

Ask the supervisor for guidance.

Which of the following BEST describes the meaning of the 50/50 rule? *

1 point

Grant 50 percent progress on an activity when it begins and 50 percent upon completion.

50 percent of the work is done by 50 percent of the people on the project.

Identify 50 percent of risks before you start to develop responses.

The project is given credit for completing 50 percent of the work when it starts.

Inputs to the Plan Communications process include all the following EXCEPT: *

1 point

Communications requirements.

Stakeholder management strategy.

Company culture.

Forecasts.

In managing a project, you notice that a deliverable mentioned in the general conditions of the contract has not yet been received. The seller, however, says the special provisions of the contract specifically void that deliverable. What should you do? *

1 point

Require the deliverable as in the contract.

Do nothing.

Contact the procurement manager.

Send a letter requiring the deliverable be provided.

A scope change is made on the project. You have determined the effect on the schedule, performed integrated change control, and adjusted the project baselines and the project management plan. What is the NEXT thing to do? *

1 point

Look for impacts to cost.

Notify stakeholders affected by the change.

Submit the change to the change control board for approval.

Change the work breakdown structure.

All the following statements relating to the project management team and the project team are accurate EXCEPT: *

1 point

The project management team is also called the core, executive, or leadership team.

The project team is responsible for activities like planning, controlling, and closing.

The project management team is a subset of the project team.

For small projects, the project management responsibilities are shared by the entire team or administered solely by the project manager.

The project has a critical deliverable that requires certain expertise to complete. The person who was going to complete the activity has left the company and there is no one who can complete the work within the company. For this reason, the project manager needs to acquire the services of a consultant as soon as possible. To do this, the project manager should: *

1 point

Follow the requirements set up by the company for using outside services.

Bypass the company procedures as they are not relevant to the situation.

Expedite and go directly to his/her preferred consultant.

Ask his/her manager what to do.

Which of the following is NOT true of obtaining project plan approval? *

1 point

Until you obtain plan approval, you don't need to put changes to it through change control.

Change control makes sure that only approved changes can make it into the approved plan.

Only one person needs to approve the Project Management Plan and that's the Project Manager.

It's important for the entire team to buy into the Project Management Plan for it to be successful.

Which of the following describes the contents of a staffing management plan? *

1 point

Organizational Chart, Training needs, Estimated Labor Cost, and Release Criteria.

Sponsor, Organizational Chart, Scope Verification Plan, and Schedule.

RACI Matrix, Organizational Chart, Performance Improvement Plan, and Budget.

Resource Histogram, Training Needs, Recognition and Rewards, and Release Criteria.

The Java development of a project is outsourced to India. The project schedule is starting to slip. What is the LEAST likely cause of the slippage? *

1 point

Lack of competent programmers

Cultural influences

Internationalization

Communication

A project manager is trying to manage a complex project at a 6 sigma level with 15 people. The project manager decides to use a trend report because it will help him: *

1 point

Evaluate earned value.

Examine project results over time.

Analyze the level of project complexity.

Determine the level of quality.

Some colleagues told you that they are planning, executing, monitoring and controlling a project by use of milestones only with durations between 1 and 4 weeks. What do you think? *

1 point

The approach is erroneous. A milestone is a significant point with zero duration to highlight achievements.

It is a good approach as long as the milestones reflect fixed or imposed dates during the project lifecycle only.

It is a good approach if the milestones are used for reviews between consecutive project phases only.

It is a good approach because it saves from progress measurement on activities and work packages.

Approved changes are implemented in which process? *

1 point

Direct and Manage Project Execution.

Monitor and Control Project Work.

Integrated Change Control.

Develop Project Management Plan.

All the following statements regarding the creation of duration estimates are correct EXCEPT: *

1 point

Mathematical analyses like CPM, GERT, and PERT indicate the dates on which the activity can be scheduled, given resource limits and other constraints.

Duration compression techniques, including fast tracking and crashing, can help in decreasing the project schedule.

WBS classification allows for useful activity ordering and sorting.

The duration of the project is the sum of the duration of all the tasks in the project.

Which of the following are GENERALLY illustrated BETTER by bar charts than network diagrams? *

1 point

Logical relationships

Critical paths

Resource trade-offs

Progress or status

In your project, you want to use organization charts to document team member roles and responsibilities. This will ensure that each work package has an unambiguous owner and that all team members have a clear understanding of their roles and responsibilities. In this context, all the following are correct EXCEPT: *

1 point

Hierarchical charts include OBS (organization breakdown structure) and RBS (resource breakdown structure).

Matrix based charts can also be called RACI or RAM charts.

Organization breakdown structure is arranged according to an organization's existing departments, units, or team with the project activities or work packages listed under each department.

RAM charts show how project roles and responsibilities are linked to project schedule.

You have been asked by your company to manage a project in a foreign country. You must obtain a license for starting your project, but realize that acquiring this license will take two weeks - this may lead to unnecessary delays and cost overruns. One of your team members informs that she can get the license in two days by paying an additional fee of $ 100. In this context, you should: *

1 point

Ask your team member to get the license as early as possible by paying an additional fee.

Wind up the project and move to another country.

Obtain the license through the normal path without paying additional fee, and inform your senior management about the impending delay.

Proceed with the project work without the required license.

Which of the following is the most widely used contract type? *

1 point

Cost plus incentive fee contracts.

Fixed price incentive fee contracts.

Cost plus award fee contracts.

Firm fixed price contracts.

Which of the following is the LEAST effective way to influence the factors that create changes to the cost baseline? *

1 point

Review the project scope with the functional manager responsible for the greatest number of requested changes.

Explain to those requesting changes the negative impact of change to the project.

Eliminate the scope causing the most changes.

Notify all stakeholders that no more changes will be allowed.

Your organization is having a difficult time managing all of its projects. You have been asked to help senior management get a better understanding of the problems. What do you do FIRST? *

1 point

Meet with individual project managers to get a better sense of what is happening.

Send a formal memo to all project managers requesting their project management plans.

Meet with senior managers to help them develop a new tracking system for managing projects.

Review the project charters and bar charts for all projects.

The BEST time to assign a project manager to a project is during: *

1 point

Executing.

Closing.

Initiating.

Planning.

When is passive risk acceptance an appropriate approach? *

1 point

When the likeliness of risk occurrence is very low.

When the risk occurrence is hard to identify.

When it is best to deal with a risk as it occurs.

When the risk cannot be assessed or analyzed.

Inputs to the Direct and Manage Project Execution process include all of the following EXCEPT: *

1 point

Approved corrective actions.

Project management plan.

Implemented corrective actions.

Defect repair orders.

Which of the following is the highest point of Maslow's hierarchy? *

1 point

Self-fulfillment

Respect

Affection

Stability

You are the manager of a major project to develop a system of barriers to prevent a seaside city from flooding. Together with your team you created a Code of conduct stating that the Change control board must be immediately notified of gifts when the value exceeds $90. The same applies to invitations when the value exceeds $150. Today, a contractor executive sent you an invitation for a night at an opera with a value of $95. It is a one-time event and you tried to obtain tickets by yourself without success. The person told you that he would so much wish to join you, but he will not be available on that day, and he could get hold of only one ticket anyway. What do you have to do? *

1 point

You are allowed to accept invitations with a value of up to $150, so there should be no problem.

One may regard the ticket as a gift, but it is just at the limit: You do not have to notify the CCB.

The ticket is a gift and over of the limit. You have to notify the CCB who will make the decision.

You are the project manager. The rules are in place to strengthen your position. They do not apply to you.

A new project manager is planning a complex hardware installation project. The team consists of 13 people who are experts in their fields. The project manager does not want to micromanage the project. How far should he decompose the work? *

1 point

As small as possible because the work is complex

As large as possible because he is dealing with experts

To 1000-hour work packages because he is dealing with experts

To about 80-hour work packages because it will make the work less complex

Identifying and documenting the specific activities that must be performed to produce work packages is called: *

1 point

Define Scope.

Decomposition.

Define Activities.

Sequence Activities.

The engineering department wants the project objective to be a ten percent improvement in throughput. The information technology department wants no more than five percent of its resources to be used on the project. Management, who is also your boss, wants the project team to decrease tax liability. The BEST thing you can do is: *

1 point

Put a plan together that meets all the objectives.

Have these people get together and agree on one objective.

Include the engineering and information technology objectives, but hold further meetings regarding management's objective.

Include only management's objective.

To know who will approve the changes in your project deliverables and documentation, you should refer to: *

1 point

Change control system.

Project plan.

Organization chart.

Resource assignment matrix.

At the close of your project, you measure the customer satisfaction and find that some customer needs were not fully met. Your supervisor asks you what steps you took on your project to improve customer satisfaction. Which subsidiary plan would you consult to determine this information? *

1 point

Quality management plan.

Communications management plan.

Staffing management plan.

Risk management plan.

You are the project manager for a large project under contract with the government. The contract for this two-year, multi-million dollar project was signed six months ago. You were not involved in contract negotiations or setting up procedures for managing changes, but now you are swamped with changes from the customer and from people inside your organization. Who is normally responsible for formally reviewing major changes to the project/contract? *

1 point

The change control board

The procurement/legal department

The project manager

Senior management

Which of the following is the correct order of the Monitoring & Controlling processes for Scope Management? *

1 point

First Scope Verification, then Scope Control.

First Scope Control, then Scope Verification.

Both happen simultaneously.

There is not enough information to decide.

Linear programming is an example of what type of project selection criteria? *

1 point

Constrained optimization

Comparative approach

Benefit measurement

Impact analysis

A project manager is in the middle of the executing process of a very large construction project when he discovers that the time needed to complete the project is longer than the time available. What is the BEST thing to do? *

1 point

Cut product scope.

Meet with management and tell them that the required date cannot be met.

Work overtime.

Determine options for schedule compression and present management with his recommended option.

You have created a communications management plan to identify, analyze, and document the needs and expectations of stakeholders. This communications management plan is: *

1 point

An output from the Distribute Information process.

A subsidiary of the organizational process assets.

A subsidiary of the project management plan.

A subsidiary of the configuration management plan.

While reviewing the performance reports of your project, you notice that the Cost Performance Index (CPI) is 1.2 and Schedule Performance Index (SPI) is 0.8. In this case you should: *

1 point

Make changes to the performance baseline to improve the SPI.

Evaluate options to crash or fast-track the project.

Inform the management why the project got delayed.

Tell the team-members that they have no option but to meet the target dates as stated in the project schedule.

As a project manager, you use fishbone diagram to analyze the root cause of a problem. This is performed in which of the following process? *

1 point

Plan Quality.

Verify Scope.

Perform Quality Control.

Perform Quality Audits.

An advisor to a new project manager tells the project manager to create lessons learned at the end of a project. What does a lessons learned include? *

1 point

Variances and their causes

Reports from the customer

Reports from management

All the plans used in the project

You are the project manager in an organization, so all your team members report to you. Managing a team is always a challenge and a project manager needs to focus on: *

1 point

Communication.

Observation.

Influence.

Assessment.

Which of the following is NOT an input to Control Scope? *

1 point

WBS Dictionary.

Approved change requests.

Requested changes.

Project scope statement.

You recently took over the assignment for a project. The project charter has been developed. What is an appropriate next step for you? *

1 point

Develop the risk register.

Develop the project milestone schedule.

Develop management plans.

Get approval for the project management plan.

In managing risks for your project, you examine the extent to which the uncertainty of each project element affects the objective being examined when all other uncertain elements are held at baseline values. This helps to: *

1 point

Get a qualitative analysis of the risk.

Determine which risks may have impact on the project.

Translate the uncertainties at a detailed level into potential impact on objectives expressed at the level of the total project.

Determine the implication of choosing one alternative over the other.

Verify Scope is closely related to: *

1 point

Perform Quality Control.

Sequence Activities.

Perform Quality Assurance.

Time Management.

Which of the following BEST describes why quality is planned in and not inspected in? *

1 point

It reduces quality and is less expensive.

It improves quality and is more expensive.

It reduces quality and is more expensive.

It improves quality and is less expensive.

Barriers can influence communication when sending or receiving information. Which of the following is NOT a barrier? *

1 point

Prejudices

Attitudes and emotions

Personality and interests

Feedback

Which of the following processes occurs during the initiating process group? *

1 point

Define Activities

Develop Project Charter

Perform Quality Control

Verify Scope

A project manager discovers an urgent need for outsourced resources on the project. He knows he has the money to cover the cost of these resources. He goes to the procurement manager and explains the situation, insisting a contract be drawn up today so he can obtain resources and circumvent the standard procedure. Is this the correct process to follow? *

1 point

Yes, of course. For urgent needs, it is not necessary to follow the organization's procedure regarding procurement.

Yes. Urgent needs from projects should always be dealt with immediately, as directed by the project manager.

No. The procurement manager has a process to follow when creating contracts that helps protect the company and its projects.

No. The procurement manager should be checking in with the project manager to see if he is in need of a contract, rather than making the project manager come and ask for one.

Due to corporate restructuring, the project sponsor, a major stakeholder, and the CEO have left the company. The project manager's project is past the halfway point and the remaining members of the management team have been lukewarm toward the project. The new CEO does not place a high value on project management methodology, and the project team is nervous about its future. Under these circumstances, what is the project manager's primary responsibility? *

1 point

Try to determine if the team should continue to work on the project.

Ensure that a conflict of interest does not compromise the legitimate interests of the customer.

Interact with others in a professional manner while completing the project.

Provide accurate and truthful representations in all project reports.

A market demand, a customer request, and a technological advance are examples of: *

1 point

Changes to the project.

Reasons to initiate a project.

Components of a WBS.

Reasons to outsource the work.

In a projectized organization, the project team: *

1 point

Reports to many bosses.

Has no loyalty to the project.

Reports to the functional manager.

Will not always have a "home."

Although your company is not the lowest bidder for a project, the client has come to expect good performance from your company and wants to award the contract to you. To win the contract, the client asks you to eliminate your project management costs. The client says that your company has good project processes, and project controls unnecessarily inflate your costs. What should you do under these circumstances? *

1 point

Eliminate your project management costs and rely on experience.

Remove costs associated with project team communications, meetings, and customer reviews.

Remove meeting costs but not the project manager's salary.

Describe the costs incurred on past projects that did not use project management.

The members of your project team have been assigned to your project with general availability levels of 50%. Yesterday, they reported to you that significant variances occurred during project execution. You have noted that the team members have been spending less than 50% of their time working on your project. Your project schedule is about to become heavily delayed, and deadlines are in jeopardy. What should you do? *

1 point

Talk to your sponsor and try to get more resources assigned on similar conditions as the existing ones.

Talk with functional managers. Negotiate clear and written assignments with reliable scheduling priorities.

Ignore the difficulties, adjust your schedule and negotiate new deadlines according to the slower progress.

Focus on internal charges. Make sure that your project is not getting charged for more than the actual work.

In your project, you use a specific set of processes and automation tools to manage contract and procurement documentation. This is referred to as: *

1 point

Claims administration.

Project documents.

Records management system.

Procurement document package.

Identifying ways to eliminate the causes of unsatisfactory performance would MOST likely lead to: *

1 point

Quality audits.

Work performance information.

Recommended corrective actions.

Updates to the performance measurement baseline.

You take over a project that is US $100,000 over budget. You know that the team has completed US $500,000 worth of work. Your sponsor has been calling all day leaving messages while you were in meetings asking for a quick update on the project status. What will you tell him when you return his call? *

1 point

The CPI is 0.90.

The SPI is 1.10.

The CPI is 0.83.

The SPI is 0.83.

The work authorization system: *

1 point

Ensures that every work package is performed at the right time and in the proper sequence.

Authorizes the project manager to spend money on work.

Is a set of processes and tools that aids project manager in effectively guiding the project to completion.

Is a formalized, written description of how to carry out an activity.

A project manager has a project team consisting of people in four countries. The project is very important to the company, and the project manager is concerned about its success. The length of the project schedule is acceptable. What type of communication should he use? *

1 point

Informal verbal communication

Formal written communication

Formal verbal communication

Informal written communication

Which of the following best describes the triple constraint? *

1 point

Cost, schedule, and quality.

Cost, resources, and schedule.

Cost, schedule, and scope.

Cost, schedule, and product.

There are two projects to choose between: Project A with an NPV of US $45,000 and Project B with an NPV of US $85,000. What is the opportunity cost of selecting project B? *

1 point

$45,000

$85,000

$40,000

$130,000

Crashing describes a technique to speed up a project by… *

1 point

…reallocating existing resources or assigning additional resources to the project.

…overlapping activities which were originally planned to be done in sequence.

…reducing the number of features of the product in order to reduce development work.

…reducing the duration estimates for activities to increase the pressure applied to the staff.

Which of the following is needed to develop a project schedule? *

1 point

Lessons learned

Network diagram

Completion of the Verify Scope process

Completion of the Control Schedule process

You're working on a IT project to set up a development environment, including designing and building a computer room, installing the operating systems and software, and performing a security evaluation. Once the operating system on a machine is installed, it needs to be imaged and copied to three identical boxes. Which of the following BEST describes this relationship? *

1 point

Lead.

Lag.

Finish-to-start (FS).

Start-to-start (SS).

Which technique has been applied to develop the following diagram? *

1 point

Decision tree.

P/I matrix.

Strategic scoring.

Risk breakdown structure.

What is defined by control limits? *

1 point

A measuring instrument solely used to describe process capability. The process is found capable if the ±3 Sigma range is exceeded by not more than 0.3% of a tested sample lot.

The limits of the six Sigma area on either side of a control chart to plot measured values; data found outside the area are out of specification and can lead to rejection of an entire batch.

The area consisting of typically three standard deviations on either side of a mean value of a control chart to plot measured values found in statistical quality control.

The area consisting of typically three standard deviations on either side of a mean value of a control chart to plot measured values found in quality assurance.

What is typical for High-context cultures? *

1 point

Technical means for communications can focus on transfer of spoken and written language.

Communication is preferred which avoids passing over a great deal of additional information.

A message has little meaning without an understanding of the surrounding context.

To understand a message, no information on history or personal opinions is needed.

Which of the following is NOT one of the triple constraints? *

1 point

Scope.

Time.

Quality.

Cost.

Which of the following is NOT included in a cost of quality calculation? *

1 point

Team members' time spent finding and repairing defects.

Quality managers' time spent writing quality standards.

Project managers' time spent creating the project management plan.

Team members' time spent reviewing specifications, plans and other documents.

Which is not a point used for Three-point estimation? *

1 point

Optimistic estimate.

Most likely estimate.

Budget estimate.

Pessimistic estimate.

Documentation on a contract should include all of the following EXCEPT: *

1 point

Approvals.

Inspection reports.

Correspondence.

Customer's meeting minutes.

What is wrong in this diagram? *

1 point

The data date must be accurately between weeks.

AC cannot be higher than PV when EV is lower.

EV cannot be assessed beyond the data date.

PV cannot be assessed beyond the data date.

You are managing a construction project. During your risk identification interviews you learn that there has been a string of construction site thefts over the past few months in the area where your will be building your project. The team agrees that it's unlikely that people will be able to steal from your site. Even if thieves could get around your security, it's even more unlikely that your project will lose a significant amount of material if a theft does occur. You decide to monitor the risk from time to time to be sure that it continues to have a low probability and impact. Where do you record the risk so that you don't lose track of it? *

1 point

In a trigger.

On a watchlist.

In the Probability and Impact Matrix.

In the Monte Carlo analysis report.

You ask one of your stakeholders how things are going on her part of the project and she says "things are fine" in a sarcastic tone. Which is the BEST way to describe the kind of communication that she used? *

1 point

Feedback

Active listening

Nonverbal

Paralingual

A client has asked you to add to the scope of the project. The project is under budget and a little ahead of schedule. What should you do? *

1 point

Approve the change.

Determine the effects of the change on the project.

Ask the sponsor for approval to make the change.

Get approval from the configuration change board.

A project manager has assembled the project team, identified 56 risks on the project, determined what would trigger the risks, rated them on a risk rating matrix, tested their assumptions, and assessed the quality of the data used. The team is continuing to move through the risk management process. What has the project manager forgotten to do? *

1 point

Simulation

Risk mitigation

Overall risk ranking for the project

Involvement of other stakeholders

In your company, payback period is primarily used as the decision criterion for project selection. Payback period is the: *

1 point

Number of years a company takes to get back the invested amount.

Discount rate on an investment that makes present value of all cash inflows equal to present value of all cash outflows.

Duration in which the project gets completed.

Number of years a company takes to make profits equal to the amount invested.

You are working as a project manager. You are in the process of defining and documenting stakeholders' needs to meet project objectives. What documents are you going to use for this purpose? *

1 point

Project charter.

Requirements documentation.

Stakeholder register.

Project charter and stakeholder register.

A project manager discovers that a work package has been completed for substantially less cost than planned. Which of the following is NOT among the first things to consider doing? *

1 point

Make sure all project processes were followed.

Make sure the right resources were used.

Make sure all the work was done.

Identify ways to increase the result.

A project manager is faced with two team members who have conflicting opinions. One team member explains her side of the conflict, and presents a possible solution. But before the other team member starts to explain his side of things, the project manager says, "I've heard enough, and I've decided to go with the solution I've heard." This is an example of: *

1 point

Withdrawal.

Compromise.

Smoothing.

Forcing.

Which risk analysis tool is used to model your risks on a computer to show random probabilities? *

1 point

Computerized risk audit.

Monte Carlo analysis.

EMV analysis.

Delphi technique.

In your project, the process of obtaining seller responses, selecting a seller, and awarding a contract is performed as part of : *

1 point

Administer Procurements.

Plan Procurements.

Conduct Procurements.

Close Procurements.

In your project, you notice that one of the team members is not following a company policy about reporting daily status in the company Project Management Information System. You also realize that by not following this policy, the team member is able to be more productive since he spends the extra time working on project deliverables. What will you do in this situation? *

1 point

Do nothing since the team member is more productive.

Ask the team member to follow the company policies and report daily status(even if it means lower productivity).

Modify the company policy to the requirements of the project.

Escalate this issue to senior management.

A project manager is faced with two team members who have conflicting opinions. One team member explains her side of the conflict. The other team member responds by saying, "I know you'll never really listen to my side, so let's just go with her opinion and get back to work." This is an example of: *

1 point

Withdrawal.

Compromise.

Smoothing.

Forcing.

Risks that are caused by the response to another risk are called *

1 point

Residual risks.

Secondary risks.

Cumulative risks.

Mitigated risks.

Which of the following is NOT a knowledge area? *

1 point

Scope.

Integration.

Procurement.

Initiating.

A new project manager has just been assigned a project that is in progress. The project is two weeks behind schedule. The team members are about to be distributed to another project based on original time estimates provided by the functional manager. What is the FIRST step the project manager should take? *

1 point

She should first revise the bar chart with new timelines.

She should initially contact the sponsor and begin with a new team.

She should first show sympathy with the current team and delay decision making for another week.

She should check the project management plan for contingencies concerning resources and talk to the functional manager.

Which of the following is NOT a forecasting method? *

1 point

Scenario building.

Regression analysis.

Time series method.

Variance analysis.

The project charter has been developed, and the project has been formally authorized. A full-time project manager is appointed for the project. There is clarity about the business needs, high-level project description, and product requirements that the project is to address. A summary budget has also been approved. Given this information, what activity should the project manager perform FIRST? *

1 point

Perform the work defined in the project management plan to achieve the project's objectives.

Define, prepare, integrate, and coordinate all subsidiary plans into a project management plan.

Track, review, and regulate the progress to meet the project objectives defined in the project management plan.

Review all change requests, approve changes, and manage changes to the deliverables, organizational process assets, project documents, and the project management plan..

During the creation of lessons learned for a project, the team determines that the project would have been better if they had a change control board. Which of the following is the BEST description of what a change control board helps the team to do? *

1 point

Create change requests

Approve or reject changes

Create procedures

Formulate the change

A project team is worried that the integration of the components of the project will result in uncovering flaws. Instead of continuing their work, they are constantly looking for flaws to try to prevent their system from being the only one found to have flaws during integration. Quality and technical experts were called in to advise and found little possibility of errors for this project. An agreement was reached by all parties on what will be done to prevent errors. It might be BEST for the project manager to: *

1 point

Smooth the situation.

Compromise the situation.

Tell the team to create quality testing plans.

Let management know of the concern.

Which of the following BEST describes when a project baseline should be changed? *

1 point

When a major delay occurs

When an official change is made

When a cost increase occurs

Changes should never be made to the baseline

Which of the following represents the estimated value of the work actually accomplished? *

1 point

Earned value (EV)

Planned value (PV)

Actual cost (AC)

Cost variance (CV)

One of the risks your team has discovered is a high probability that the equipment you are developing will not perform under the pressure it needs to in the workplace. In order to handle this risk, you have chosen to prototype the equipment. This is an example of risk: *

1 point

Mitigation.

Avoidance.

Transference.

Acceptance.

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