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During project executing, a project team member informs the project manager that a work package has not met the quality metric, and that she believes it is not possible to meet it. The project manager meets with all concerned parties to analyze the situation. Which part of the quality management process is the project manager involved in?
Plan Quality Management.
Perform Quality Assurance.
Control Quality.
Project control.

A resource histogram includes which two data points?
Resource & usage.
Resource & calendar dates.
Resource & time estimate.
Resource & activity.

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.
Penalty
Reward
Formal
Referent

A project team has been arguing for days about the correct way to complete a high-level design. This argument has caused the schedule performance index (SPI) to fall to 0.89 and the cost performance index (CPI) to 0.8. If the project manager tells the team, "We will schedule this discussion for our team meeting next week", the project manager is:
Compromising
Using earned value.
Withdrawing.
Increasing costs even further.

Which of the following is the correct order of the Monitoring & Controlling processes for Scope Management?
First Validate Scope, then Control Scope.
First Control Scope, then Validate Scope.
Both happen simultaneously.
There is not enough information to decide.

One way the Close Project or Phase process differs from Close Procurement is:
Procurement closure involves verification that all work and deliverables are acceptable, where Close Project or Phase does not.
Close Project or Phase is only a subset of Close Procurement.
Procurement closure means verifying that the project is complete or terminated; Close Project or Phase is the process of tying up all of the activities for every management process group.
Procurement closure is performed by the seller; Close Project or Phase is performed by the buyer.

While identifying risks for a new construction project, you discover that a chemical you are using on your building cannot be applied in rainy conditions. You also learn that your project will be ready for the chemical application around the time when most of the rainfall happens in this part of the country. Since the project can’t be delayed until after the rainy season and you need to make sure the building gets the chemical coating, you decide that your team will just have to allow enough time in the schedule for non-worked rain days. This is an example of which strategy?
Mitigate.
Accept.
Exploit.
Transfer.

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?
In a trigger.
In the Probability and Impact Matrix.
In the Monte Carlo analysis report.
On a watchlist

Which of the following is NOT a characteristic of the Project Management Plan?
Collection of subsidiary plans.
Formal, written communication.
A bar chart that shows the order of tasks and their resource assignments.
Must be approved by project sponsor.

Which of the following is NOT a tool or technique of Estimate Costs?
Cost aggregation
Bottom-up
Parametric
Analogous

You’re managing a construction project to install several hundred air conditioner panels in a new office building. Every floor has identical panels. The customer, a construction contracting company, has provided specifications for the installations. The team is using a process to install and verify each panel. As the team completes each panel, your team’s quality control inspector measures it and adds the data point to a control chart. You examine the control chart, and discover that the process is out of control and you need to take close look at it immediately. Which of the following BEST describes what you found on the control chart?
At least seven consecutive measurements are either above or below the mean but within the control limits.
At least one point is inside of the control limits.
At least seven consecutive measurements are inside of the control limits.
At least one point is above or below the mean.

A change has occurred on your project. You’ve documented the change, filled out a change request, and submitted that request to the change control board (CCB). What’s the NEXT thing that must happen on the project?
A senior manager decides whether or not to make the change and informs the project management team of the decision.
The project manager informs the CCB whether or not to approve the change.
Stakeholders on the CCB use expert judgment to evaluate the requested change for approval.
The project manager meets with the team to analyze the impact of the change on the project’s time, scope, and cost.

You are managing a design project. You find that bringing all of your team members into a single room to work increases their communication, and helps build a sense of community. This is referred to as a:
War room.
Virtual team.
Socially active team.
Common area

The scope baseline consists of:
The Scope Management Plan, the WBS, and the WBS Dictionary.
The Project Scope Statement, the WBS, and the WBS Dictionary.
The Scope Management Plan, the Project Scope Statement, and the WBS.
The Scope Management Plan, Requirements Documents, and the WBS.

An important part of performing stakeholder analysis is documenting quantifiable expectations. Which of the following expectations is quantifiable?
The project must improve customer satisfaction.
The project should be higher quality.
The project must yield a 15% reduction in part cost.
All stakeholders’ needs must be satisfied.

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?
Quality management plan.
Communications management plan.
Staffing management plan.
Risk management plan.

Dave is the project manager for a construction project that is building a gazebo. When the project first started, he met with the stakeholders to define the scope. The sponsors mentioned that the gazebo is a really important part of their daughter’s wedding ceremony that was planned for seven months from then. In fact, they said that if the gazebo couldn’t be completed in seven months, it wouldn’t be worth it for them to even start the project. Dave wrote down the seven-month deadline to put in his Project Scope Statement. In which section of the document did the deadline appear?
Project Deliverables
Project Objectives
Project Constraints
Project Assumptions

You have identified an opportunity to potentially increase the project’s value. Which of the following is an example of enhancing that opportunity?
By forming a partnership with another company, the project’s value will increase for both companies.
By taking additional actions, you increase the potential reward without reducing its probability.
By taking out insurance, you can reduce potential costs to the project.
By documenting the opportunity in the register, you can keep track of it and ensure it gets exploited.

Your company’s quality assurance department has performed a quality audit on your project. They have found that your team has implemented something inefficiently, and that could lead to defects. What’s the next thing that should happen on your project?
You work with the quality department to implement a change to the way your team does their work.
You document recommended corrective actions and submit them to the change control board.
You add the results of the audit to the lessons learned.
You meet with the manager of the quality assurance department to figure out the root cause of the problem.

Which of the following best describes the contents of a WBS Dictionary entry?
The definition of the work package including its net present value.
Work Package ID and Name, Statement of Work, Required Resources, and Monte Carlo Analysis.
Work Package ID and Name, Statement of Work, Risk Register, Earned Value Calculation, Scheduled Complete Date, and Cost.
Work Package ID and Name, Statement of Work, Responsible Organization, Schedule Milestones, Quality Requirements, Code of Account Identifier, Required Resources, Cost Estimate.

Tom is a project manager on an industrial design project. He is always watching when his team members come into the office, when they take their breaks, and when they leave. He periodically walks around the office to be sure that everyone is doing work when they are at their desks and he insists that he make every project decision, even minor ones. What kind of manager is he?
Theory X
Theory Y
Cost cutter
Effective

You are using a Pareto chart to examine the defects that have been found during an inspection of your product. Which process are you performing?
Perform Quality Assurance.
Plan Quality Management
Control Quality.
Validate Scope.

Which of the following are all tools of the Control Procurements process?
Audits, payment systems, & negotiations.
Contract change control system, bidder conferences, & claims administration.
Make-or-buy analysis, performance reporting, & contract change control system.
Inspections, procurement performance reviews, & records management systems.

You get a call from the procurement manager who tells you the shipment of goods just received from a seller doesn't meet the requirements of the contract. You look at the shipment yourself & determined that the shipment needs of the project. What should you do next?
Issue a change order to change the contract specifications.
Accept the shipment.
Expect to receive a claim from the seller.
Send the shipment back.

Your program manager has come to you, the project manager, for help with a bid for her newest project. You want to protect your company from financial risk, & you have limited scope definition. What is the best type of contract to choose?
Cost plus percentage of cost (CPPC)
Time & Material (T&M)
Cost plus fixed fee (CPFF)
Fixed price (FP)

The project manager is having a difficult time keeping the project schedule on track. The project requires 220 people to complete it. All the project problems have been fixed to the project manager's satisfaction, the schedule performance index (SPI) is currently 0.67, the cost performance index (CPI) is 1.26, there are 23 activities on the critical path, and the project PERT duration is 26. Under these circumstances, the monthly status report should report:
That the project cost is behind budget.
The issues & options.
That the project is doing well.
That the project will be late.

Paralingual cues cannot be transmitted by:
Telephone conversations.
Casual conversations.
Face to face meetings.
E-mail.

What is a risk owner?
The person who is responsible for the response plan for the risk.
The person who monitors the watchlist that contains the risk.
The person who meets with stakeholders to explain the risk.
The person who makes a risk happens.

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?
Transference
Mitigation
Avoidance
Acceptance

You are managing a project with AC = $25,100, ETC = $45,600, VAC = -$2,600, BAC =$90,000, and EAC = $92,100. Your sponsor asks you to forecast how much money you expect to spend on the remainder of the project. Which is the BEST estimate to use for this forecast?
$45,600
$87,400
$90,000
$92,100

Which is the BEST description of project scope?
All of the features and deliverables your project will deliver.
All of the products your project will make.
All of the people involved in your project.
All of the work you will do to build the product.

You are managing an accounting project when a new CFO is hired at your company. He’ll be affected by all accounting projects in your company. What’s the best thing for you to do?
Show him the Project Charter so that he knows that you are in charge of the project.
Work with him to understand the current requirements and determine if he has new ones to add to the project.
Keep working on the project and get his feedback when he can review the finished product.
Add him to the communications plan.

Tom is a project manager on a large construction project. Late in the project, her client demands a big change. She assesses the impact of the change and tells the client how much time and money it will cost. But the client says that he doesn’t have the time or budget to allow the change. What’s the best way for Tom to handle this situation?
Have her senior managers' meet with the client to explain the situation.
Hold a meeting with the client to figure out why he’s asking for the change.
Do nothing; she’s the project manager, so she sets the rules.
Have the client find more money for the budget.

You are conducting a status meeting and monitoring your risk register when you discover a risk that remains even after you implement all of your response strategies. What kind of risk is this and what should you do about it?
It’s a secondary risk; you don’t need to worry about it.
It’s a residual risk; you need to plan a response strategy for it.
It’s a residual risk; you don’t need to plan a response strategy for it because you’ve already implemented all of the risk responses you can plan for.
It’s a contingency reserve. You should only use it if the first risk occurs.

Which of the following is NOT a tool of the Define Scope process?
Facilitated Workshops
Constrained Optimization
Alternatives Identification
Product Analysis

Rekha is a project manager on a large construction project. Late in the project, her client demands a big change. She assesses the impact of the change and tells the client how much time and money it will cost. But the client won’t allow any change to the schedule and won’t pay anything more for change. Rekha explains that the proposed change is well outside the documented scope of the original work. The client tells Rekha that he doesn’t care what was n the original scope and that she needs to implement the change with no impact to schedule or budget. What conflict resolution technique is he the client using?
Confronting
Withdrawal
Smoothing
Forcing

Which of the following best describes the records management system?
A system to store contracts and project records for future project managers to reference
A library that stores the lessons learned for past projects
A filing system to store paid invoices
A system to store human resource records, salary information and work performance history

Which is not an example of cost of quality?
The cost of inspecting your product to be sure that it meets requirements.
The cost of reviewing documents used to produce your product to be sure that they do not have defects.
The costs of training your team on techniques that will help them avoid defects.
The cost of contracting another company to build part of the product.

Which of the following is not a stakeholder?
A project team member
An attorney from your company’s competitor
A representative from your project team’s union
The project sponsors

You are acquiring a project team, and as part of that process you must interview new project managers for your company. One of the candidates claims to be a PMP-certified project manager, but you discover that she has never taken the PMP exam. What is the BEST way to handle this situation?
Consult the resource management plan to see if PMP certification is a resource requirement.
Report the person to your manager.
Report the person to PMI.
Call the police.

Which of the following are not all examples of project documents?
Scope Baseline, Project Funding Requirements, Stakeholder Requirements.
Activity List, Stakeholder Register, Teaming Agreements.
Forecasts, Risk Register, Quality Metrics.
Basis of Estimates, Resource Requirements, Statement of Work.

As you are executing your project you are constantly checking your risk register to be sure that you have planned responses for all of your risks. At one team status meeting, you find that a lower-priority risk has suddenly become more likely. Where do you keep information about low-priority risks?
Triggers
The watchlist
Risk Management Plan
Qualitative analysis documents

You’re managing a project with a schedule performance index (SPI) of 1.07 and a cost performance index (CPI) of 0.94. How would you best describe this project?
The project is ahead of schedule and within its budget.
The project is behind schedule and within its budget.
The project is ahead of schedule and over its budget.
The project is behind schedule and over its budget.

Which of the following is the best example of a reward system?
The team member who works the hardest will receive $1,000.
Everyone will get a bonus of $500 if the project meets its quality goals, $500 if it meets its budget goals and $600 if it comes in on time.
The five team members who put in the most hours will get a trip to Disneyland.
The team will only get a bonus if the project comes in 50% under budget, schedule, and quality metric goals; even though the team leads know this goal is unrealistic, they agree that it will motivate the team to work harder.

There are 17 people on a project. How many lines of communication are there?
136
105
112
68

Which of the following project selection methods is not a comparative approach (or benefit measurement model)?
Linear programming
Murder boards
Benefit-to-cost ratios
Peer review

You’re managing a team of project managers, and as part of developing the team you hold a PMP study group so that you and your coworkers can work together to study for the exam. One person recently took and passed the exam, and has offered to give you all of the questions he can remember. How should you respond?
Accept the questions, but to be fair to everyone in the study group you should make sure everyone gets a copy.
Refuse the offer, but encourage other study group members to make up their own minds.
Refuse the offer, and report the person to your manager.
Refuse the offer, and report the person to PMI.

The project charter is typically approved by the project sponsor, although some charters can be approved by key stakeholders instead. Which of the following best describes the role of the project sponsor on the project?
The sponsor manages the project
The sponsor provides funding for the project
The sponsor verifies that all of the work was completed
The sponsor negotiates all contracts

You are managing a software project. The stakeholders have found a few requirements that were missed in the initial Project Scope Statement. You put the requested changes through change control and they are approved so you need to update the Scope Statement to include the new work. Where can you find the most updated version of the Scope Statement?
In the Configuration Management System
In the Document Repository
In the Project Management Plan
In the Communications Management Plan

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?
Integrated Change Control
Monitor & Control Project Work
Control Scope
Communications Management

Which of the following helps you identify the root cause of 80% of the defects in your project using the 80/20 rule?
Scatter chart
Control chart
Cause-and-effect diagram
Pareto chart

As you complete each deliverable for your project, you check that it is correct along with your stakeholders and sponsors. Which process are you performing?
Define Scope
Define Activities
Validate Scope
Control Scope

You are a project manager on a large military contract that involves 7 subcontractor companies and a total 1,253 team members, 752 stakeholders and sponsors, and 14 project managers (including you). You need to get a handle on the communications channels, because otherwise your project will devolve into chaos. How many potential channels of communication are there on this project?
2019
91
2,037,171
No way to determine

Joe is an excellent programmer. He was promoted to a role of Project Manager because he understands technology better than anyone else in the company. Unfortunately, he is having trouble doing the project management job and his projects are failing. What is this an example of?
Gold plating
Halo effect
Pre-assignment
Ground rules

Which of the following describes the contents of a staffing management plan?
Organizational Chart, Training Needs, Estimated Labor Cost, and Release Criteria
Sponsor, Organizational Chart, Verify Scope Plan, and Schedule
RACI Matrix, Organizational Chart, Performance Improvement Plan, and Budget
Resource Histogram, Training Needs, Recognition and Rewards, and Release Criteria

A project manager on a construction project includes a line item in the budget for insurance for the equipment and job site. This is an example of:
Transference
Mitigation
Avoidance
Acceptance

You are talking to experts and gathering independent estimates for your contract. Which of the following best describes what you are doing?
Plan Procurements
Conduct Procurements
Control Procurements
Close Procurements

A project manager is creating a report of the final status of a closed project to the stakeholders. Which of the following is not used in a final project report to communicate the status of a project?
Variance information
Lessons learned
Scope baseline
Status of deliverables

You are the project manager for a railroad construction project. Your sponsor has asked you for a forecast for the cost of project completion. Which of the following is the best metric to use for forecasting?
EV and AC
SV and CV
ETC and VAC
SPI and CPI

A company uses a management technique that employs quality assurance techniques to continuously improve all processes. This is called:
Just In Time Management
Kaizen
Ishikawa Diagrams
Inspection

Mike is a project manager for an IT technology implementation project. He is using an Ishikawa diagram to figure out what could cause potential risks on his project. Which process is he doing?
Identify Risks
Perform Qualitative Risk Analysis
Control Quality
Plan Risk Responses

Amit is the manager of a software project. His client has agreed on a Project Scope Statement at the beginning of the project, but whenever the client validates deliverables, he comes up with features that he would like to add into the product. Amit is working with the client to find what requirements were missed in the planning stages of the project and how to plan better in the future. What is the best description of his project’s current situation?
Gold plating
Scope creep
Alternatives analysis
Schedule variance

You are working with potential sponsors to determine which project your company will pursue. Based on the benefit-to-cost (BCR) ratios, which of the following four projects should you recommend?
Project A has a BCR of 5:2
Project B has a BCR of 5:4
Project C has a BCR of 3:1
Project D has a BCR of 2:1

You’re managing a software project. Your team has discovered a problem, and as a result you’ve requested a change. The change will cost the project an extra three weeks, but without it several stakeholders might have problems with the final product. What’s the next thing that you should do?
Instruct the team to make the change
Call a meeting with each stakeholder to figure out whether or not to make the change
Document the change and its impact, and put it through the change control system
Don’t make the change because it will delay the project

Which of the following is not part of the Close Project or Phase process?
Making sure that all exit criteria have been met
Obtaining formal acceptance of all deliverables from all stakeholders
Moving the project’s deliverables to the next phase or into production
Writing down lessons learned

Which of the following is an output of Direct and Manage Project Execution?
Work Performance Information
Statement of Work
Approved Change Requests
Contract

You are working on a construction project. You, your team, and your senior manager all feel that the work is complete. Your stakeholders have communicated their final acceptance of the project. You are now meeting with your team to update the organizational process assets with a record of knowledge gained about the project to help future project managers with their projects. This is best described as:
Lessons learned
Project records
Project management information system (PMIS)
Work performance information

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, which 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:
Sensitivity training
Common courtesy
A reward system
Ground rules

Which of the following best describes when you perform the Monitor and Control Project Work process?
Continuously throughout the project
As soon as every deliverable is completed
At scheduled milestones or intervals during the project
At the end of every project phase

Which of the following is NOT an output of Monitor & Control Project Work?
Project management plan updates
Change request status updates
Change requests
Project document updates

You are the project manger of a software project. Two developers, Bill and Alfredo, are having an argument about how to implement a feature. Bill thinks that it’s more important that the project get done quickly, so he’s suggesting that you re-use some work that’s been done on a previous project to get started. Alfredo thinks that that work doesn’t apply to this project and will just waste time. Bill is almost always right about these things and he’s very influential on the team, so it’s important that you keep him happy. What should you do?
Since you do want to get the project done quickly, you side with Bill
Side with Alfredo; it could end up taking longer in the end
Call a meeting to hear both sides of the situation and decide in favor of the solution that is best supported by objective evidence
Call a meeting in private with Bill to hear more about his position

You are managing a project with 23 team members and 6 key stakeholders. Two team members identify a problem with the current approach. Addressing that problem will require changes to the project plan and its subsidiary plans. One of the stakeholders previously indicated that any delays are unacceptable, and your team members tell you that it’s possible the change could cause the team to miss at least one critical deadline. What is the best way to deal with this situation?
Analyze the impact that the change will have on the work to be done, the schedule, and the budget.
Deny the change because any delays are unacceptable.
Gather consensus among the team that you should make the change before approaching the stakeholders, so that they can see the team supports making the change.
Make the change to the project plan and subsidiary plans, and ask the team to implement the change.

You have been asked to select between three projects. Project A has a net present value of $54,750 and will take six months to complete. Project B has a net present value of $85,100 and will take two years to complete. Project C has a net present value of $15,000 and a benefit-cost ratio of 5:2. Which project should you choose?
Project A
Project B
Project C
There is not enough information to decide

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:
Withdrawal
Compromise
Smoothing
Forcing

As you determine the requirements, constraints, and assumptions for the project you record them in which document?
Project Management Plan
Project Scope Statement
Project Charter
Communications Management Plan

Approved changes are implemented in which process?
Direct and Manage Project Work
Monitor and Control Project Work
Perform Integrated Change Control
Develop Project Management Plan

You’ve been hired by a large consulting firm to lead an accounting project. You determine the needs of the project and divide the work up into work packages so that you can show how all of it fits into categories. What are you creating?
WBS
Schedule
Project Scope Statement
Contract

The Estimate Activity Resources process includes reviewing the schedule management plan and:
Reviewing the cost management plan, and crashing the project.
Creating a resource breakdown structure, and developing a schedule.
Further breaking down activities, and soliciting expert judgment.
Creating a company calendar and reviewing resource availability.

A project manager has increased project costs by $100,000, but completed the project four weeks earlier than planned. What activity is reflected by this outcome?
Critical chain.
Adjusting leads & lags.
Resource leveling.
Schedule compression.

Resource requirements are determined:
Before the project schedule and after the network diagram.
After the project schedule and project scope statement.
After the project schedule and WBS.
Before the project scope statement and the network diagram.

In order to handle some resource changes on your project, activity H is going to be done concurrently with activity G instead of after it. Based on the data in the chart, what impact will this have on the project?ActivityFloat (months)StartB2C1D0E3F1G0H4I0End
It will cause the project to be completed four time periods sooner.
It will cause a decrease in project risk.
It will affect activity F.
It will have no effect on the critical path.

The project manager and project sponsor are discussing the project costs and whether it is better to have their own company do part of the project or hire another company to do the work. If they asked for your opinion, you might say it would be better to do the work yourself if:
Your company resources are limited.
You don't need control over the work.
There is a lot of proprietary data.
You have the expertise, but you don't have the available manpower.

The sponsor and the project manager are discussing what type of contract the project manager plans to use on the project. The sponsor 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 for the buyer is:
Cost risk is lower.
Risk is shared by all parties.
There is little risk.
Cost risk is higher.

While completing the procurement, the project manager should be concerned about conflict with the procurement manager because:
In many cases, the procurement manager is the only one who can change the contract.
The contract is complex.
The procurement manager is not interested in the contract.
The company favors the procurement manager rather than the project manager.

A cost performance index (CPI) of 0.89 means:
At this time, we expect the total project to cost 89 percent more than planned.
The project is progressing at 89 percent of the rate planned.
When the project is completed, we will have spent 89 percent more than planned.
The project is getting 89 cents out of every dollar invested.

A project manager has run into cost difficulties. The project scope must be completed, but at less cost. The project manager should:
Perform a value analysis.
Evaluate benefit cost ratios.
Change the depreciation method for the equipment used on the project.
Recover some sunk costs.

Company ABC is evaluating three consulting companies to find a consultant to perform professional services. They request information on how the three consulting companies allocate fringe benefits to their clients. What type of cost is company ABC asking about?
Fixed
Indirect
Variable
Direct

Which of the following describes the best use of historical records from previous projects?
Risk management, estimating, & creating lessons learned.
Estimating, life cycle costing, and project planning.
Estimating, risk management, and project planning.
Project planning, estimating, and creating a status report.

Your manager approves the project charter and asks you to begin working immediately & to provide her with a schedule. What should you do first?
Create an activity list and then begin to assign activities to resources.
Identify a team and obtain approval for their participation from their functional managers.
Begin estimating the activities necessary to complete the scope of work.
Begin creating a project scope statement.

A new project manager is having a difficulty creating a WBS with the team. To alleviate this situation, the project manager should ask for help from:
The team.
The sponsor.
The project management office.
Other project managers.

You are the project manager for a large installation project when you realize there are over 200 potential stakeholders on the project. Which of the following would be best course of action for you to take?
Find an effective way to gather the needs of all stakeholders.
Gather the needs of all the most influential stakeholders.
Eliminate some stakeholders.
Contact your manager, and ask which stakeholders are most important.

Quality is:
Adding extras to make the customer happy.
The degree to which the project meets requirements.
Conformance to management's objectives.
Meeting and exceeding the customer's expectations.

Measuring the height of one of the tables manufactured by your company to determine if it meets your quality standards is an example of measuring:
A population.
Statistical independence.
A sample.
A mutual exclusivity.

The upper and lower control limits in a control chart indicate the:
Boundaries the customer will accept.
Acceptable range of variation in the process.
Statistical control points for judging the success or failure of the project.
Acceptable specification limits.

Which of the following is the most beneficial result of the project manager knowing the critical path?
She knows where stakeholders need to be assigned to the project.
She knows where there is float on the project.
She knows where extra resources should be placed.
She knows what activities she needs to focus on while managing the project.

As project progress is tracked according to the project management plan, the project manager discovers that final deliverables will be completed two months after the deliverable dates imposed by management. What should the project manager do?
Look for options with stakeholders using some combination of scaling back work, reevaluating discretionary dependencies, and adding resources.
Drive the project team to work faster to make up for the lost time.
Evaluate the impact on the company of completing the project late.
Recalculate the project schedule and distribute it according to the communications management plan.

Which of the following quality theorists properly matched with his theory or tool?
Ishikawa & Pareto
Deming & Plan-Do-Check-Act.
Crosby & fishbone.
Juran & TQM

In which stage of team development are team members more likely to be independent?
Storming
Influencing
Adjourning
Forming

Which parts of the risk management process do not generally use organizational process assets as an input?
Plan Risk Responses & Control Risks
Identify Risks & Perform Qualitative Risk Analysis.
Perform Quantitative Risk Analysis & Plan Risk Responses.
Perform Qualitative & Quantitative Risk Analysis.

Identifying high-level project performance criteria, defining business need, & determining the product description are all part of which project management process group?
Planning
Executing
Initiating
Monitoring & Controlling

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Charl Daniels

Hi I cannot access the exam?

1043 days 19 hours ago

Vinod

Good material!!!!Really appreciate your efforts!!!

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James O Ogbeiwi

THKS

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Marianne

tough exam with thinking stimulating questions

1629 days 10 hours 5 minutes ago

Lakshmi

Good set of questions. Thanks

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