pmp mock examssabeer

8/10/2019 PMP Mock ExamsSabeer

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PMP Mock ExamsBased on PMBOK 4th Edition

Here are 200 objective type sample questions and their ansers are !iven just belo to them" #his e$am is just to!ive you an idea o% type o% questions hich may be as&ed in PMP 'erti%ication E$ams" Even e have ta&en %ull care

to !ive correct ansers %or all the questions but it is recommended to veri%y these ansers"(n e$amination you ill !et each question one by one on computer screen

(1)) Project Mana!er is at the project &ic&*o%% meetin!" He con%idently states the vision and mission %or the project"#his PM is e$hibitin! the %olloin! leadership style+

," Hierarchal2" )uthoritarian-" 'harismatic4" )ssociative

)nser+'(2).ou are in char!e o% developin! a ne product %or an or!ani/ation" .our quality metrics are based on the 0thpercentile o% each o% the last three products developed" #his is an e$ample o%+

," 1tatistical samplin!

2" Metrics-" Benchmar&in!4" Operational de%initions

)nser+ '(3)#he to closin! procedures are called+

," 'ontract close out and scope veri%ication2" 'ontract close out and 'lose Project-" Project closure and product veri%ication4" Project closure and lessons learned

)nser+ B(4)urin! the schedule development process the Project Mana!er may have to !o throu!h several iterations o% theschedule be%ore establishin! the schedule baseline" )ll o% the %olloin! are tools and techniques that may be useddurin! this process+

," 'ritical Path Method3 E5#3 5esource 5equirements2" 5esource 6evelin! Heuristics3 Mathematical )nalysis3 'alendars-" uration compression3 5esource 6evelin! Heuristics3 PE5#4" E5#3 PE5#3 6eads and 6a!s

)nser+'(5)7hich o% the %olloin! models o% con%lict resolution allos a coolin! o%% period3 but seldom resolves the issue inthe lon! term8

," Problem solvin!2" 7ithdraal-" 9orcin!4" 1moothin!

)nser+B(6)#he receiver %ilters messa!es based on all but the %olloin!+

," 'ulture

2" 1emantics-" 6an!ua!e4" istance:" Knoled!e

)nser+ (7)Ho much time does the typical project mana!er spend communicatin! both %ormally and in%ormally8

," 40*;0" (nputtin! data into a spreadsheet

)nser+E(52) 'ommunication is the P5(ME responsibility o% a Project+

:" Mana!er in a ea& matri$;" Mana!er in a projecti/ed environment=" 'oordinator

" E$peditor)nser+(53)7hat are the %our parts o% the communications model8

:" 1endin!3 5eceivin!3 ecodin!3 and 'omprehendin!;" 1ender3 Messa!e3 Medium3 5eceiver=" 'ommunicator3 Messa!e3 5eceiver3 ecoder" 'ommunicatin!3 #ransmittin!3 5eceivin!3 'omprehendin!

)nser+B(54)(n ne!otiatin! ith %unctional department mana!ers3 project mana!ers o%ten %ind themselves usin! hat to*party con%lict mana!ement approach8

:" 7in*6ose;" 7in*7in=" 6ose*6ose

" one o% the above)nser+'(55) ) leadership style in hich the project mana!er shares problems ith team members and %ormulates solutionsas a !roup is called+

:" )utocratic;" 'onsultation in a !roup=" 'onsensus" One*to*one consultation

)nser+'(56) ) type o% or!ani/ation in hich the project mana!er has little %ormal authority and basically acts as a sta%%assistant to an e$ecutive ho is ultimately responsible %or the project is called+

;" 9unctional=" 7ea& matri$

" Project coordinator>" Project e$pediter

)nser+(57) 'reate 7B1 process belon!s to+

:" (nitiation Process roup;" Plannin! Process roup=" E$ecutin! Process roup" Monitorin! C 'ontrollin! Process roup

)nser+ B(58) (n hich o% the %olloin! or!ani/ations is the project mana!er role li&ely to be part*time8


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:" 7ea& matri$;" 9unctional=" Balanced matri$" a and b>" )ll o% the above

)nser+'(59) Project 5is& Mana!ement includes all o% the %olloin! processes e$cept+

:" 5is& Luanti%ication;" 5is& (denti%ication=" 5is& )nalysis" 5is& 5esponse evelopment>" 5is& 5esponse 'ontrol

)nser+E(60)?sin! the PMBOK de%inition o% contin!ency reserve3 hich o% the %olloin! statements about contin!encyreserves is %alse8

:" ) contin!ency reserve is a separately planned quantity used to allo %or %uture situations hich may beplanned %or only in part"

;" 'ontin!ency reserves may be set aside %or &non un&nons"=" 'ontin!ency reserves may be set aside %or un&non un&nons"" 'ontin!ency reserves are normally included in the project@s cost and schedule baselines"

)nser+'(61) 7hich o% the %olloin! is true about pure ris&8

:" #he ris& can be de%lected or trans%erred to another party throu!h a contract or insurance policy";" Pure ris&s involve the chance o% both a pro%it and a loss"=" o opportunities are associated ith pure ris&3 only losses"" a and c>" a and b

)nser+(62) ) contin!ency plan is+

:" ) planned response that de%ines the steps to be ta&en i% an identi%ied ris& event should occur";" ) or&around=" ) reserve used to allo %or %uture situations hich may be planned %or only in part"" a and c

>" a and b)nser+)(63) e%lection or trans%er o% a ris& to another party is part o% hich o% the %olloin! ris& response cate!ories8

;" Miti!ation=" )cceptance" )voidance>" )nalysis

)nser+)(64) Mana!ement reserves are used to handle hich type o% ris&8

;" ?n&non un&nons=" Knon un&nons" business ris&s>" pure ris&s

)nser+)(65) 7hich o% the %olloin! is considered durin! the Procurement Plannin! Process8

;" 7hether to procure=" Ho to procure and ho much to procure" 7hat and hen to procure>" b and c,0" all o% the above

)nser+E(66) 9rom a buyer@s standpoint3 hich o% the %olloin! is true8

;" Procurement plannin! should include consideration o% potential subcontracts


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=" Procurement plannin! does not include consideration o% potential subcontracts since this is the duty o% thecontractor"

" 1ubcontractors are %irst considered durin! the 1olicitation Process>" none o% the above

)nser+)(67) 7hich o% the %olloin! is true about procurement documents8

:" Procurement documents are used to solicit proposals %rom prospective sellers";" (nvitation %or Bid and 5equest %or Proposal are to e$amples o% procurement documents"=" Procurement documents should be structured to %acilitate accurate and complete responses %rom

prospective sellers"" b and c>" all o% the above

)nser+E(68) 7hich o% the %olloin! is a method %or quanti%yin! qualitative data in order to minimi/e the e%%ect o% personalprejudice on source selection8

:" 7ei!htin! system;" 1creenin! system=" 1electin! system" none o% the above>" all o% the above

)nser+)(69) 7hich o% the %olloin! are e$amples o% indirect costs8

;" 1alaries o% corporate e$ecutives=" 1alaries o% %ull*time project sta%%" Overhead costs>" a and b,0" a and c

)nser+E(70) 7hich o% the %olloin! contract types places the !reatest ris& on the seller8

;" 'ost*plus*%i$ed*%ee contract=" 'ost plus*incentive*%ee contract" 9i$ed*price*incentive contract>" 9irm*%i$ed*price contract

)nser+(71) (n hich o% the %olloin! contract types is the seller@s pro%it limited8

:" 'ost*plus*percenta!e*cost contract;" 'ost*plus*%i$ed*%ee contract=" 9i$ed*price*plus*incentive" b and c>" none o% the above

)nser+(72) ) cost*plus*percenta!e*cost 'PP'" contract has an estimated cost o% ,203000 ith an a!reed pro%it o% ,0< o%the costs" #he actual cost o% the project is ,-03000" 7hat is the total reimbursement to the seller8

:" ,4-3000;" ,423000=" ,403000

" ,-23000)nser+)(73) ) %i$ed*price*plus*incentive*%ee 9P(" contract has a tar!et cost o% ,-030003 a tar!et pro%it o% ,:30003 a tar!etprice o% ,4:30003 a ceilin! price o% ,;030003 and a share ratio o% 0G20" #he actual cost o% the project as,:03000" Ho much pro%it does the seller ma&e8

;" ,03000=" ,:3000" 0>" :3000

)nser+)


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(74) ?nder hat circumstances is it better %or a contractor to subcontract8;" #he subcontractor possesses special technical and en!ineerin! s&ills that the contractor does not have"=" #he or& to be subcontracted represents almost all o% the overall or& e%%ort"" #he subcontractor can per%orm the or& at a loer cost than the contractor">" all the above,0" a and c

)nser+E(75) 7hich type o% bilateral contract is used %or hi!h dollar3 standard items8

:" Purchase order;" 5equest %or proposal 59P"=" (nvitation %or bid (9B"" 5equest %or quotation 59L">" all o% them are appropriate

)nser+'(76) (n hich sta!e o% the ne!otiation meetin! are points o% concession identi%ied8

:" Probin!;" 'losure=" )!reement" 1cratch bar!ainin!

)nser+(77) 7hich o% the %olloin! is O# a method o% !overnment procurement8

:" )ssistance;" 1ealed Biddin!=" 'ompetitive proposals" )cquisition>" 1mall purchases,0" o anser provided

)nser+(78) #he Arule o% sevenA as applied to process control charts means that +

:" (% there are seven points on one side o% mean3 then an assi!nable cause must be %ound";" 1even consecutive points are ascendin!3 descendin!3 or the same"=" )t least seven inspectors should be in place %or every thousand employees"" ) process is not out o% control even thou!h seven measurements %all outside the loer and upper control

limits")nser+)(79) #here is project ith 'P( o% 0", and #'P(N,"0000, this project is+

:" Overbud!et and cannot recover;" ?nderbud!et=" Overbud!et and early in its evolution" o inter%erence cam be made

)nser+(80) ) collection o% !enerally sequential project phases hose name and number are determined by the controlneeds o% the or!ani/ation or or!ani/ations involved in the project3 is called+

:" Project li%e cycle;" Product li%e cycle=" Project li%e event

" )ll o% the above)nser+ )(81) 7hat does 5? stand %or8

:" 5eally umb ?ser;" 5eady %or onload ?se=" 5emainin! uration unassisted" 5emainin! uration

)nser+ (82) 7ho is responsible %or ris& identi%ication3 ris& quanti%ication3 ris& response development3 ris& Monitor and'ontrol8


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:" Project 'ommunications Mana!ement;" Project human resource Mana!ement=" Project Procurement Mana!ement" Project 5is& Mana!ement

)nser+ (83) #hree Point 1tatistical Estimatin! 9ormula roup" E$pected Jalue N

:" Optimistic 4 Most 6i&elyI Pessimistic I $ ;;" Optimistic 4 Most 6i&elyI Pessimistic I divided by ;=" Optimistic 4 Most 6i&elyI $ Pessimistic I divided by ;" Optimistic 4 Most 6i&elyI Pessimistic I divided by ;

)nser+ B(84) #o Point elphi Estimate3 #he Best and 7orst 'ase e%%ort calculation+

;" 'alculate Best 7orstI G 2=" 'alculate Best 2 I G 7orst" 'alculate 2 7orstI G Best>" none o% the above

)nser+ )(85) 7hat does #LM stand %or8

:" #ime Luality Mana!ed;" #ar!et Luality Mana!ement

=" #otal Luality Mana!ement" #ime Luote Mana!ement

)17E5+ '(86) E$amples o% Projects include+

:" (mplementin! a ne business procedure or process;" 'onstructin! a buildin! or %acility=" esi!nin! a ne transportation vehicle" )ll o% the )bove

)17E5+ (87) Projects are underta&en at all levels o% the or!ani/ation8

:" #rue;" 9alse=" Both #rue and 9alse

" either true nor %alse)17E5+ )(88) =" means that every project has a de%inite be!innin! and a de%inite end"

:" Overall;" Project 'hart=" #emporary" uration

)17E5+ '(89) #he smallest unit o% time used in schedulin! the project is &non as+

:" 'alendar ?nit;" 1cope unit=" #ime Measurement" )ll o% the )bove

)17E5+ )(90) 7ho should be involved in the project plannin! phase8

:" #he Project Mana!er";" #he customer"=" #he 1ub*contractorsGvendors"" #he project team members">" )ll o% the above"

)nser+ E(91) #he success%ul project mana!ers spend most o% their time+

:" Plannin! ith their personnel"


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;" Plannin! ith top mana!ement"=" #al&in! ith personnel"" 1tudyin! project results"

)nser+ '(92) 'ost Plus Percenta!e o% 'ost 'PP'I contracts provide+

:" ) reimbursement o% alloable cost o% services per%ormed plus an a!reed upon percenta!e o% the estimatedcost as pro%it"

;" ) reimbursement o% alloable costs plus a %i$ed %ee hich is paid proportionately as the contractpro!resses"

=" #he supplier ith a %i$ed price %or a delivered per%ormance plus a predetermined %ee %or superiorper%ormance"

" one o% the above")nser+ )(93) Project success depends on a no" o% interrelated %actors3 includin! time3 cost and scope control" #he success o%any project depends primarily on+

:" 'ustomer acceptance";" 'ustomer satis%action"=" 'ustomer compromise in de%inin! its needs"" E$ceedin! customer requirements throu!h !old platin!"

)nser+ B(94) 7hich o% the %olloin! is the most e%%icient means o% product quality inspection+

:" )cceptance samplin!";" ,00< inspection"=" Jariable lot inspection"" ) and '"

)nser+ )(95) 'onstructive #eam 5ole includes +

;" (nvesti!ates3 clari%ier and closer"=" 'ompromise3 bloc&er and closer"" (nitiate3 encoura!e and !ate &eeper">" (nvesti!ates3 reco!ni/e and summary"

)nser+ '(96) Pareto )nalysis3 cause and e%%ect dia!rams and %lo charts are used in quality"

:" 'ontrol";" )ssurances"=" Plannin!"" Jeri%ication"

)nser+ )(97) (n a multi*cultural environment3 it is critical to establish a corporate culture that %acilitates+

;" Problem*solvin! throu!h di%%erent approaches"=" 6earnin! and communication"" Partnerships3 stron! alliances and joint ventures">" e!otiations"

)nser+ B(98) ) condition hich ill lead an or!ani/ation toards con%lict is+

;" 'on%lict o% interest"

=" i%%erentiation in or!ani/ation" 5esolved prior con%licts">" Both ) and B",0" )ll o% the above"

)nser+ (99) #he contemporary vie o% con%lict is that+

:" 'on%lict is bad";" 'on%lict is caused by trouble ma&ers"=" 'on%lict should be avoided"" 'on%lict is o%ten bene%icial"


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>" )3 B and '")nser+ (100) (n !eneral a project charter covers+

:" Project justi%ication3 bac&!round3 scope3 objectives3 available resources3 or!ani/ational responsibilities3 aproject schedule3 estimates3 procurement schedule3 and any imitations that top mana!ement ants to apply"

;" Project justi%ication3 bac&!round3 scope3 objectives3 available resources3 or!ani/ational responsibilities3detailed project schedules3 estimates3 and detailed procurement schedules responsibilities3 a projectschedule3 and any limitations that top mana!ement ants to apply"

=" Project justi%ication3 bac&!round3 scope3 objectives3 available resources3 or!ani/ational apply"" Project scope3 objectives3 available resources3 responsibilities3 a project schedule3 estimates3 procurement

schedules3 and any limitations that top mana!ement ants to apply")nser+ (101) ) project mana!er has increased project costs by ?1 =:30003 but completed the project si$ ee&s earlier thanplanned" 7hat tool is best described here8

,0" 5esource levelin!,," uration compression,2" 'rashin!,-" 9ast trac&in!

)nser+ '(102) 7hich o% the %olloin! is most true8

>" 6a! is the ma$imum amount o% time a tas& can be delayed ithout delayin! the early start o% its successor",0" 6a! may be determined by ma&in! a %orard pass",," 6a! is aitin! time",2" 6a! is the ma$imum amount o% time a tas& can be delayed ithout delayin! the project"

)nser+ '(103) )s project mana!er you should dedicate a primary %ocus to+

>" Mana!in! chan!es immediately as they sur%ace",0" 9ormally documentin! all chan!es",," 'ommunicatin! authori/ed chan!es to senior mana!ement and &ey sta&eholders",2" Preventin! unnecessary chan!es"

)nser+ (104) #he behavioral responsibilities o% a project mana!er may also include dealin! ith+

>" 5e!ulatory Personnel

,0" #he le!al environment,," Environmental (ssues,2" )ll o% the above

)nser+ (105) #he major purpose o% project status reports is to+

>" Or!ani/e and summari/e the in%ormation so that all sta&eholders ere in%ormed,0" (n%orm upper mana!ement o% the project problems,," (n%orm the client about the chan!es that have completed,2" Provide in%ormation to mana!ement and client

)nser+ )(106) Most project mana!ement leadership theories %ocus on all o% the %olloin! e$cept +

,0" Personal characteristics o% the project mana!er,," Personal traits o% the subordinates

,2" Behavioral styles o% the project mana!er,-" ?se%ulness o% authority and poer and leadership

)nser+ B(107) Preliminary 'ost estimates are developed durin! the phase o% the project+

>" 'onceptual,0" Plannin!,," (mplementation,2" E$ecution

)nser+ )(108) Historical records durin! close*out are use%ul to and %or %uture projects+


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,0" Predict trends3 hi!hli!ht problems",," )naly/e successes3 short%alls,2" )naly/e stren!ths3 document results,-" Fusti%y results3 set standards

)nser+ )(109) .our client in%orms that his company has a problem ith the current desi!n specs o% your product and ho itill inter%ace ith the e$istin! systems" (% this occurs3 it could be a major problem %or your project" #he client iscomin! to your o%%ice in one ee& to discuss the problem and to see hat your team can do to overcome thissetbac&" )ll previous meetin!s ere in%ormal ith this client3 but no he ants a %ormal meetin!" 7hat should youdo to prepare %or this meetin!

,0" ?pdate the schedules and assume an active role since the client has not !iven you the speci%ics o% thepotential problem

,," Ma&e sure that the team has increased productivity so the client can see ho e%%icient your team isper%ormin!

,2" )ssemble the team and as& them to prepare an a!enda %or topics to discuss,-" Ma&e sure that each team member has his assi!nment in preparation %or any handouts and needed plans

)nser+ '(110)#he de%initive terms o% a contract are ritten durin! hich o% the %olloin! contract phases8

>" 'ontract phase,0" Post aard phase

,," )ard phase,2" Pre aard phase,-" 5equirement phase

)nser+ '(111)) document that %ormally reco!ni/es the e$istence o% a project is a +

,0" antt 'hart,," 7B1,2" Project 'harter,-" 1cope statement

)nser+ '(112) 1ome or!ani/ations are no usin! ; 1i!ma %or quality control compared to the usual+

,0" 2 si!ma,," - si!ma

,2" 4 si!ma,-" : si!ma

)nser+ B(113) 5educin! the impact o% a ris& event by reducin! the possibility o% its occurrence is+

,0" 5is& avoidance,," 5is& acceptance,2" 5is& miti!ation,-" 'ontin!ency plannin!

)nser+ )(114) (n hich o% the %olloin! project mana!ement process !roups are the most time and money typically spent8

,0" (nitiatin!,," Plannin!,2" E$ecutin!

,-" 'ontrollin!)nser+ '(115) reco!ni/es that a project or phase should be!in and commits the or!ani/ation to do so+

,," (nitiation Process,2" 1olicitation Process,-" 1copin! Process,4" Plannin! process

)nser+ )(116) ) supplier has ithdran %rom your project" ) ne supplier has been retained" His labor %orces are due toarrive at the job site tomorro" .ou should +


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,0" Meet ith the supplier and his %orces and establish yoursel% as the authority in char!e",," Brin! your team in %or introductions and establish a communications e$chan!e,2" Brin! out the communication mana!ement plan,-" Brin! out the project plan"

)nser+ )(117) ) ne project mana!er is about to be!in creatin! the project@s scope o% or&" One sta&eholder ants to addmany items to the scope o% or&" )nother sta&eholder only ants to describe the %unctional requirements" #heproject is important %or the project mana!er@s company but a seller ill do the or&" 7hich o% the %olloin! ouldyou advise the project mana!er to do8

,0" #he scope o% or& should be !eneral to allo the seller to ma&e its on decisions",," #he scope o% or& should be !eneral to allo clari%ication later",2" #he scope o% or& should be detailed to allo clari%ications later",-" #he scope o% or& should be as detailed as necessary %or the type o% project"

)nser+ (118) )%ter the &ic&o%% meetin!3 to team members en!a!e in a casual conversation about the project objectives anddeliverables" (t is clear they heard di%%erent messa!es durin! the meetin!" One member is so adamant that the othermember !ives up ar!uin! the point" )%ter tal&in! to the project mana!er3 the second member con%irms that the %irstmember is mista&en" )t this point3 hat is the BE1# course o% action8

,0" #he second team member should send the other team member an e*mail describin! hat he discovered",," )t the ne$t project meetin!3 the team member should as& the mista&en team member to describe his

interpretation so the project mana!er can !et everyone on the same pa!e",2" #he project mana!er should send out an e*mail to the team restatin! the project objectives and deliverables",-" )t the ne$t project meetin!3 the project mana!er should spend time reviein! a documented scope

statement ith the !oal o% identi%yin! this and other %alse assumptions")nser+ (119) urin! project e$ecution3 a project team delivers a project deliverable to the customer" Hoever3 the customerneither ac&noled!es the deliverable nor says i% it is acceptable3 althou!h an approval is required" 7hat is the BE1#thin! to do8

,," 'ontinue ith the project,2" ocument the situation,-" 'ontact mana!ement %or help,4" 'all a meetin! o% the team

)nser+ '

(120) .ou are mana!in! a si$ months project and have held bi*ee&ly meetin!s ith your project sponsors" )%ter%ive*and*a*hal% months o% or&3 the project is on schedule and bud!et3 but the sponsors are not satis%ied ith thedeliverables" #his situation ill delay the project completion by one month" #he MO1# important process that couldhave prevented this situation is+

,0" 5is& monitorin! and control",," 1chedule control",2" 1cope plannin!",-" 1cope chan!e control"

)nser+ '(121) 7hen you are closin! out a project3 hat must you do8

,0" Per%orm project %eedbac& on the team,," Obtain si!n o%% %rom the customer,2" 5evie project documentation %or completeness

,-" ?pdate the project plans)nser+ B(122) 9inancial controls that need to be considered %or project plan development do not include+

>" #ime reportin!,0" 1tandard contract provisions,," Process audits,2" )ccountin! codes

)nser+ '(123) ) project mana!er has been or&in! on a project %or si$ months ith the same team yet the team still shos alac& o% support %or the project" #he best thin! %or the project mana!er to do ould be to8


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,0" 5e*evaluate the e%%ectiveness o% the reard system the project mana!er has put in place,," tal& to each team member@s boss,2" 5e*plan the project,-" #ell the team he needs its support

)nser+ )(124) ) project has several teams" #eam ' has repeatedly missed several deadlines in the past causin! #eam tohave to crash the critical path several times" )s the project leader %or #eam 3 hat should you do8

,," Meet ith mana!ement alone,2" Meet ith the project mana!er alone,-" Meet ith the project mana!er and mana!ement,4" Meet ith the project mana!er and the team ' leader

)nser+ (125) #he current update to the schedule per%ormance report shos no schedule variance" Based upon the reportin!3you have told the client that the project is on time" Hoever3 your team members &no that a major milestone hasjust been missed and that the project ill not meet its startup date" #his is an indication o% poor8

,0" 'ommunication mana!ement plannin!,," 1cope mana!ement plannin!,2" #eam trust,-" 1chedule plannin!

)nser+ )(126) ) project mana!er is assi!ned a project ith a team that has already been selected" #he %irst thin! the projectmana!er should %ind out about the team is8

>" 7hat is each team member@s %avorite color,0" Each team member@s objectives %or or&in! on the project,," ) list o% each team member@s tas&s,2" Each team member@s role in the project plan

)nser+ (127) )n advisor to a ne project mana!er tells the project mana!er to create lessons learned at the end o% a project") lessons learned includes8

,," )ny variances and the causes o% the variances,2" 5eports %rom the customer,-" 5eports %rom mana!ement,4" ) list o% all the plans

)nser+ )(128) ) project mana!ement pro%essional can compare earned value per%ormance data to all o% the %olloin! projectmana!ement tools E'EP#+

>" 'ritical path analysis,0" #echnical per%ormance metrics,," 5is& miti!ation plans,2" 9orecasted %inal costs and schedule estimates

)nser+ (129) #he project is completed and the %inal deliverable !iven to the customer but the customer re%uses to ta&e anyaction to !ive %inal acceptance on the project" #he project mana!er should8

>" 5epeatedly as& %or %inal acceptance,0" )s& the team %or assistance,," ocument the situation

,2" o nothin! because there is nothin! that can be done)nser+ '(130).our ne product development project has resulted in a hi!hly success%ul ne product" #he property3equipment3 materials3 and personnel o% your project are no bein! inte!rated into the %unctional or!ani/ation" .ourproject is bein! terminated by+

>" E$tinction,0" )ddition,," (nte!ration,2" 1tarvation

)nser+ '


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(131) #he Precedence ia!rammin! Method +>" has %inish*to*start tas& relationships and provides the %le$ibility o% lead and la! time to the activitiesD,0" has the activity on the nodeD

)nser+ ),-2I antt charts are !reat %or+

>" 1hoin! tas&s relationships,0" #rac&in! actual vs planned,," ood communications ith customer3 mana!ement and project teams,2" b and c

)nser+ (133) ?ltimate responsibility %or quality mana!ement in the project rests ith the8

>" Project en!ineer,0" Purchasin! a!ent,," Luality mana!er,2" #eam members

)nser+ (134) esi!n o% e$periments8

,0" identi%ies hich variables have the most in%luence on a quality outcome,," identi%ies hich variables have the least in%luence on a quality outcome,2" determines hat a quality outcome is

,-" is a method %or research and development)nser+ )(135) .ou are a project mana!er %or a major in%ormation systems project" 1omeone %rom the quality departmentcomes to see you about be!innin! a quality audit o% your project" #he team3 already under pressure to complete theproject as soon as possible3 ta&es objection to the audit" .ou should e$plain to the team that the purpose o% a qualityaudit is8

>" part o% an (1O >000 investi!ation,0" to chec& i% the customer is %olloin! its quality process,," to identi%y lessons learned that can improve per%ormance on the project,2" to chec& the accuracy o% the costs submitted by the team

)nser+ '(136) .ou mana!e a project hose team members have diverse s&ills and e$pertise" .ou ant to encoura!e yoursta%% to pool its &noled!e on project issues to ma&e the best decisions possible" #he most appropriate mana!ement

style to use is+>" 6aisse/*%aire,0" emocratic,," )utocratic,2" irective

)nser+ )(137) #he types o% poer that have substantial in%luence on both subordinates and upper mana!ement are+

>" 9ormal C e$pert,0" 5eard C penalty,," E$pert C re%erent,2" 9ormal C re%erent

)nser+ '(138) .our pre%erred resource is not available at the time needed" 7hat is the best thin! to do8

>" e!otiate ith mana!ement to !et the resource,0" )ssess your alternatives,," Be!in the tas& early,2" ?se reserves to increase resources assi!ned to those tas&s"

)nser+B(139) )n important piece o% hardare ill be late" 7hat is the %irst thin! to do8

>" iscuss ith team,0" ?se schedule reserves,," ?se alternate vendor,2" o to customer or mana!ement


18/25

)nser+ )(140) ) project has e$perienced si!ni%icant delays due to equipment problems3 sta%% attrition3 and slo clientrevies" #he project is 40< complete and has used ;0< o% the available calendar time" 7hat is the 9(51# thin! youshould do8

,0" 5e*baseline the schedule to re%lect the ne date,," )naly/e the critical path activities %or potential to %ast trac& or crash the schedule,2" ocument the lac& o% pro!ress and associated issues to mana!ement,-" (denti%y tas&s that have required more time than planned

)nser+ (141)) %unctional mana!er ants to ma&e a chan!e to the time associated ith a tas&3 but there is not enou!hreserve to accommodate the chan!e" 7ho should authori/e the chan!e8

>" 1enior mana!ement,0" #he %unctional mana!er,," #he project mana!er,2" #he team member per%ormin! the or&

)nser+ '(142) urin! the course o% a project you have motivated team members3 mana!ed con%lict3 per%ormed personneladministrative %unctions and ne!otiated %or more resources" #hese are e$amples o%+

>" eneral Mana!ement,0" Project Human 5esource Mana!ement

,," Project E$ecution,2" ) Projecti/ed or!ani/ation

)nser+)(143) .ou have been promoted to Mana!er3 'ontinuous Process (mprovement" .our ne position+

>" (s a project because the or& ill be per%ormed by people,0" (s not a project because 'ontinuous Process (mprovement ill continue inde%initely,," (s a project because it is constrained by limited resources,2" (s a project because improvements must be planned3 e$ecuted3 and controlled

)nser+B(144) 7hich o% the %olloin! is not a Project Mana!ement &noled!e area8

>" Project Luality Mana!ement,0" Project Procurement Mana!ement,," Project 'on%i!uration Mana!ement

,2" Project 5is& Mana!ement)nser+ '(145) #he state o% bein! totally anserable %or the satis%actory completion o% a speci%ic assi!nment is called+

,0" )uthority,," )ccountability,2" 5esponsibility,-" 9iduciary

)nser+B(146) .ou are responsible %or the communication controls %or the enesis series o% satellites" .our currentassi!nment is+

>" Project mana!ement,0" 9unctional mana!ement,," 9acility mana!ement

,2" Pro!ram mana!ement)nser+(147) 7or& pac&a!es are used to +

,0" 5epresent units o% or& at a level here or& is per%ormed",," istin!uish one pac&a!e %rom all others assi!ned to a sin!le %unctional !roup",2" 6imit or& to be per%ormed to relatively short periods o% time",-" )ll o% the above"

)nser+ (148)etor& plannin! methodsPE5#G'PMGPMI+

,," )re usually too complicated %or practical use on most projects


19/25

,2" 5equire hi!hly trained specialists %or e%%ective use,-" )lays require computer support to be practical,4" )re based on %lo charts and they allo observation o% hat happens to the project schedule hen chan!es

occur to a tas&@s start and stop dates)nser+ (149) Earned value can be described as+

,0" #he value o% the equipment that has been installed as o% the current date,," #he sum o% the labor costs that have been incurred on the project date,2" ) method o% measurin! project per%ormance,-" ) method o% measurin! the amount o% money that has been spent to date

)nser+ '(150)) role o% the chan!e control board is to+

>" issue chan!e requests,0" represent top mana!ement interests in initiatin! innovation,," revie the impact o% chan!e requests on project costs3 schedule3 and speci%ications,2" schedule chan!es into PE5# netor&s,-" identi%y ne areas o% project or&

)nser+ '(151) Luality control is+

,4" identi%yin! hich quality standards are relevant to the project and determinin! ho to satis%y them

,:" monitorin! speci%ic project results to determine i% they comply ith relevant quality standards andidenti%yin! ays to eliminate causes o% unsatis%actory per%ormance

,;" evaluatin! overall project per%ormance on a re!ular basis to provide con%idence that the project ill satis%ythe relevant quality standards

,=" ta&in! action to increase the e%%ectiveness and e%%iciency o% the project so as to provide added bene%its toboth the per%ormin! or!ani/ation and the project customer

," assumin! the production o% !oods that meet the hi!hest standards o% lu$ury)nser+ B(152) 'ost o% quality is a concept that includes+

,-" the cost necessary %or ensurin! con%ormance to requirements,4" the li%e cycle cost o% the project,:" all research and development costs related to the project,;" only the cost o% the quality control %unction

,=" ) and B)nser+ )(153) #he pillarsI o% quality is areI +

,-" Luality is %ree,4" oin! it ri!ht the %irst time,:" ero de%ects,;" Process improvement,=" B and '

)nser+ E(154) Luality assurance is+

,-" top mana!ement@s intention re!ardin! quality,4" %unctions determinin! implementation o% the quality policy,:" actions to provide con%idence o% satis%yin! quality requirements

,;" responsibilities and processes hich implement quality mana!ement,=" all o% the above

)nser+ '(155) #he /ero de%ects concept+

,-" is a per%ormance standard %or mana!ement,4" is a motivational technique that promotes Adoin! it ri!ht the %irst timeA,:" is used by mana!ement to communicate to all employees that everyone should do thin!s ri!ht the %irst time,;" ) and ',=" B and '

)nser+


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(156) 7hen appointed3 a project mana!er has the inherent %orms o% le!itimate poer conveyed to him" #he three%orms o% le!itimate poer are+

,4" absolute3 direct3 and indict,:" direction3 coordination3 and liaison,;" %ormal3 in%ormal3 and persuasive,=" %ormal3 reard3 and direct," %ormal3 reard3 and penalty

)nser+ E(157) #he %ive types o% con%lict resolution are listed belo and represent3 in !eneral order o% importance3 themethods a project mana!er should use to mana!e con%lict" #he one used most o%ten by project mana!ers to resolvecon%lict is+

,-" con%rontation,4" compromise,:" smoothin!,;" %orcin!,=" ithdraal

)nser+ )(158) #he process o% !ettin! a !roup o% diverse individuals to or& e%%ectively to!ether as a team is the de%inition o%

,4" leadership,:" project mana!ement

,;" the project mana!er@s responsibilities,=" implementation," team buildin!

)nser+ E(159) 7hich contract type should be used by the oner on a hi!h ris& project8

,4" 'ost plus percenta!e o% cost,:" 'ost plus incentive %ee,;" 6ump sum,=" 9i$ed price plus incentive %ee," ' and

)nser+ '(160) PM( su!!ests hich o% the %olloin! behaviors as part o% contract ne!otiations8

,4" Probin!3 scratchin!3 and small bites

,:" 1ni%%in! and smellin! ol%actoryI,;" #ouchin! and caressin! tactileI,=" Mind*readin! and e$tra*sensory perception," one o% the above

)nser+ )(161) Project ris& is characteri/ed by three %actors+

,4" 1everity o% impact3 duration o% impact and cost o% impact,:" (denti%ication3 type o% ris& cate!ory and probability o% impact,;" 5is& event3 ris& probability and the amount at sta&e,=" Occurrence3 %requency and cost

)nser+ '(162)ame the ethical code you@ll be required to adhere to as a PMP+

,4" Project Mana!ement Policy o% Ethics

,:" Project Mana!ement Pro%essional 1tandards,;" Project Mana!ement 'ode o% Pro%essional Ethics C 1tandards,=" Project Mana!ement Pro%essional 'ode o% Pro%essional 'onduct

)nser+ (163) 7hich is not another term %or contract8

,4" )!reement,:" Purchase Order,;" Proposal,=" Memorandum o% ?nderstandin!

)nser+ '


21/25

(164) 7hich o% the %olloin! situations describes a violation o% the PMP" Pro%essional 'ode o% 'onduct8,4" )cceptin! a !i%t that is ithin the customary !uidelines o% the country or province you are currently

or&in! in",:" ?se o% con%idential in%ormation to advance your position or in%luence a critical decision",;" 'omplyin! ith las and re!ulations o% the state or province in hich project mana!ement services are

provided,=" isclosin! in%ormation to a customer about a situation that may have an appearance o% impropriety"

)nser+ B(165) .ou are or&in! in a country here it is customary to e$chan!e !i%ts beteen contractor and customer" .ourcompany code o% conduct clearly states that you cannot accept !i%ts %rom any client" 9ailure to accept the !i%t %romthis client may result in termination o% the contract" #he action to ta&e in this case ould be+

,:" Provide the customer ith a copy o% your company code o% conduct and re%use the !i%ts",;" E$chan!e !i%ts ith the customer and &eep the e$chan!e con%idential,=" 'ontact your project sponsor and Gor your le!al o%%ice %or assistance"," )s& the project sponsor or project e$ecutive to e$chan!e !i%ts"

)nser+ '(166) )n e$ample o% a con%lict o% interest ould be+

,4" )s a public o%%icial you ma&e a decision about a contract aard that ill bene%it you personally,:" .ou and a %unctional mana!er disa!ree ith a tas& cost estimate,;" .our sponsor decides to cancel your project because it no lon!er supports the company strate!y

,=" .our personality con%licts ith that o% a &ey member o% your project team")nser+ )(167) .our project is runnin! out o% cash and si!ni%icant or& remains" .ou are directed by senior mana!ement toinstruct your people to use another project@s char!e numbers hile or&in! on your project" .ou should+

,4" 9ollo instructions,:" (n%orm the corporate auditors,;" ?nderstand the bac&!round o% mana!ement@s instructions be%ore ta&in! any action,=" #ry to close don the project

)nser+ '(168) Project Mana!ers can contribute to their or!ani/ation@s &noled!e base and to the pro%ession o% projectmana!ement most e%%ectively by+

,4" evelopin! and implementin! a project revie and lessons learned process,:" Establishin! strict !uidelines %or protectin! intellectual property

,;" Promote the use o% ad hoc project mana!ement,=" Ensurin! that all project plans are developed be%ore the project team is %ormed

)nser+ )(169) 9or a %estival3 you !ive your !overnment client a leather brie% case" .ou are in violation o% the responsibilityto+

,:" 'omply ith the la",;" 'omply ith re!ulations",=" Provide accurate in%ormation"," Protect con%lict o% interest"

)nser+ B(170) .ou have just chan!ed jobs and discovered that your ne employer routinely violates O1H)GEP) anda%%irmative action requirements on projects" .ou should+

,4" o nothin!D it@s not your problem

,:" 1tart by as&in! mana!ement i% they are aare that re!ulations are bein! violated,;" #al& to the corporate le!al department,=" (n%orm the appropriate !overnment a!encies about the violations

)nser+ B(171) urin! your assi!nment as project mana!er you add a ne member to your project team" #his ne teammember as recently hired %rom a competitor and o%%ers to share a substantial amount o% proprietary in%ormation%rom his previous company" #his in%ormation could put you and your team in a very stron! position %or %uturebusiness" .ou are aare o% a non*compete clause in the ne hire@s condition o% employment" .ou should+

,4" )ccept the in%ormation and a!ree to &eep it con%idential beteen you and the ne hire",:" 5evie the condition o% employment ith the ne hire and advise her to reconsider the o%%er"


22/25

,;" 5evie the in%ormation and only accept only hat may have a direct impact on the project@s %inancialstatus"

,=" (!nore the o%%er to share and move %orard ith the project)nser+ B(172) Be%ore reportin! a perceived violation o% an established rule or policy the project mana!er should+

,-" etermine the ris&s associated ith the violation,4" Ensure there is a reasonably clear and %actual basis %or reportin! the violation,:" (!nore the violation until it actually a%%ects the project results,;" 'onvene a committee to revie the violation and determine the appropriate response

)nser+ B(173) ) response to a ne!ative ris& event is &non as a+

,4" 7or& (tem,:" 7or& Pac&a!e,;" 7or&around,=" 7or& brea&don structure

)nser+ '(174) Lualitative 5is& )nalysis ill be per%ormed under +

,:" (nitiation Process roup,;" Plannin! Process roup,=" E$ecutin! Process roup

," Monitorin! C 'ontrollin! Process roup)nser+ B(175) )cquire Project team process ill be per%ormed under+

,4" (nitiation Process roup,:" Plannin! Process roup,;" E$ecutin! Process roup,=" Monitorin! C 'ontrollin! Process roup

)nser+ '(176) #he terms A9acilitatin! ProcessesA and A'ore ProcessesA are no lon!er used in ne PMBOK" #hese termshave been eliminated to ensure that all project mana!ement processes in the Project Mana!ement Process roupshave the same level o% importance"

,-" #rue,4" 9alse

)nser+ )(177) (n a !roup o% 4 members3 , member has been added" Ho many communication channels are there no +

,:" :,;" -,=" ,0," 20

)nser+ '(178) 7hich statement is correct +

,-" #here are some core processes and some %acilitatin! processes",4" PM( is not any more responsible %orm PMBOK",:" PMBOK ill be chan!ed every year in ecember",;" e PMBOK has > process !roups and 42 processes"

)nser+

(179) 7hich o% the %olloin! is not an input to evelop Project 'harter+,-" 'ontract,4" Project 1tatement o% 7or&,:" Enterprise Environmental 9actors,;" Or!ani/ational Process )ssets,=" Project Mana!ement (n%ormation 1ystem

)nser+ E(180) 7hich o% the %olloin! is a tool used to 'reate 7B1+

,-" Or!ani/ational Process )ssets,4" 7or& Brea&don 1tructure #emplates


23/25

,:" 7B1 ictionary,;" 'on%i!uration Mana!ement 1ystem

)nser+ B(181) 7hich o% the %olloin! is not an input to )ctivity e%inition process+

,," 7B1 ictionary,2" Or!ani/ational Process )ssets,-" Project 1cope 1tatement,4" 7or& Brea&don 1tructure,:" 1chedule etor& #emplates

)nser+ E(182 ) 7hich o% the %olloin! is not an output o% )ctivity 5esource Estimatin!+

,-" )ctivity 5esource 5equirements,4" 5esource Brea&don 1tructure,:" 5equested 'han!es,;" 5esource Mana!ement Plan

)nser+ (183) 7hich o% the %olloin! is a tool used in )ctivity uration Estimatin!+

,-" )nalo!ous Estimatin!,4" 7or& Brea&don 1tructure #emplates,:" 'ritical Path Method

,;" 1chedule etor& #emplates)nser+ )(184) 'rashin!3 and 9ast trac&in! are techniques used in the %olloin! process+

,4" 1chedule evelopment,:" )ctivity e%inition,;" 'reate 7B1,=" 5esource )llocation

)nser+ )(185) 7hich is not a technique used %or cost estimation +

,-" )nalo!ous Estimatin!,4" Bottom*up Estimatin!,:" Parametric Estimatin!,;" Jendor Bid )nalysis

,=" 5esource 6evelin!)nser+ E(186) 7hich is not a tool used in Luality Plannin! process +

,-" 'ost*Bene%it )nalysis,4" Benchmar&in!,:" esi!n o% E$periments,;" 'ost o% Luality 'OLI,=" Process )nalysis

)nser+ E(187) 7hat are three tools used in Luality 'ontrol Process+

,-" Benchmar&in!3 'ost o% Luality 'OLI and 'ause and E%%ect ia!ram,4" 'ost o% Luality 'OLI3 'ause and E%%ect ia!ram and 'ontrol 'harts,:" 'ontrol 'harts3 9lochartin! and Process )nalysis

,;" Pareto 'hart3 'ontrol 'harts and 'ause and E%%ect ia!ram)nser+ (188) 7hich o% the %olloin! Human 5esource process !enerates 5oles C 5esponsibilities +

,-" Human 5esource Plannin!,4" )cquire Project #eam,:" evelop Project #eam,;" Mana!e Project #eam

)nser+ )(189) 'o*6ocation is a techniques hich means+


24/25

,-" Placin! many or all o% the most active project team members in the same physical location to enhance theirability to per%orm as a team"

,4" Placin! many or all o% the most active project team members in the same physical location to reduce thecost o% the project

,:" Per%ormin! a complete project at a sin!le location,;" Per%ormin! a project at various locations"

)nser+ B(190) Mana!e 1ta&eholders is a part hich o% the %olloin! process !roup+

,4" Human 5esource Mana!ement,:" Project #ime Mana!ement,;" Project 'ost Mana!ement,=" Project 'ommunications Mana!ement," Project 5is& Mana!ement

)nser+ (191) 7hich is not correct about 'ommunications Mana!ement Plan document+

,-" (t contains 1ta&eholder communication requirements,4" (t contains Person responsible %or communicatin! the in%ormation,:" (t contains 9requency o% the communication3 such as ee&ly,;" (t contains Methods or technolo!ies used to convey the in%ormation3 such as memoranda3 e*mail3 andGor

press releases

,=" (t contains total cost required %or per%ormin! communication")nser+ E(192) 7hich is not a tool used %or 5is& 5esponse Plannin!+

,-" 5is& )udits,4" )voidance,:" #rans%er,;" Miti!ate,=" E$ploit

)nser+ )(193) )dvertisin! is a technique used in hich o% the %olloin! process+

,-" 1elect 1ellers,4" 5equest 1eller 5esponses,:" 'ontract )dministration

,;" 'ontract 'losure)nser+ B(194) 7hich o% the %olloin! de%inition is not correct+

,-" Human 5esource Plannin! * (denti%yin! and documentin! project roles3 responsibilities3 and reportin!relationships3 as ell as creatin! the sta%%in! mana!ement plan"

,4" )cquire Project #eam * Obtainin! the human resources needed to complete the project,:" evelop Project #eam * (mprovin! the competencies and interaction o% team members to enhance project

per%ormance,;" Mana!e Project #eam * #rac&in! team member per%ormance3 providin! %eedbac&3 resolvin! issues3 and

coordinatin! chan!es to enhance project per%ormance",=" #eam Buildin! * 9ormin! a team %rom scratch %or a ne project"

)nser+ E(195) 7hich o% the %olloin! de%inition is not correct+

,4" 'ontract 'losure * completin! and settlin! each contract3 includin! the resolution o% any open items3 andclosin! each contract"

,:" Plan Purchases and )cquisitions * selectin! a buyer to purchase any product or service",;" 1elect 1ellers * reviein! o%%ers3 choosin! %rom amon! potential sellers3 and ne!otiatin! a ritten contract

ith a seller",=" 5equest 1eller 5esponses * obtainin! in%ormation3 quotations3 bids3 o%%ers3 or proposals3 as appropriate," Plan 'ontractin! * documentin! products3 services3 and results requirements and identi%yin! potential

sellers)nser+ B(196) 7hich o% the %olloin! is not correct+


25/25

,-" PMO * Pro!ram Mana!ement O%%ice,4" 5B1 * 5esource Brea&don 1tructure,:" 5)M * 5esource )ssi!nment Matri$,;" 59P * 5equest %or Proposal,=" #LM * #otal Luality Mana!ement

)nser+ '(197) 7hich o% the %olloin! is not correct +

,4" 'ost o% Luality 'OLI+ eterminin! the costs incurred to ensure quality,:" 'rashin!+ ) speci%ic type o% project schedule compression technique per%ormed by ta&in! action to

decrease the total project schedule duration",;" #otal Luality Mana!ement+ ) common approach to implementin! a quality improvement pro!ram ithin

an or!ani/ation,=" 5is& 5e!ister+ #he ris& re!ister details all identi%ied ris&s3 includin! description3 cate!ory3 cause3

probability o% occurrin!3 impactsI on objectives3 proposed responses3 oners3 and current status"," 1imulation+ prototypin! o% a project to chec& i% proposed desi!n ill or& or not"

)nser+ E(198) Most schedule simulations are based on some %orm o% hich o% the %olloin!8

,:" elphi,;" PE5#,=" 'PM

," Monte 'arlo )nalysis)nser+ (199) 7hat is critical path8

,4" #he shortest path throu!h the netor&3 hich represents the lon!est amount o% time in hich a project canbe completed"

,:" #he path ith /ero %loat",;" #he lon!est path throu!h the netor&3 hich represents the shortest amount o% time in hich a project can

be completed",=" #he path ith the most activities ith the lon!est durations"," b and c

)nser+ '(200) (n the communication process3 AnoiseA is the ord used to describe %actors and %orces inhibitin! the e$chan!eo% in%ormation beteen to or more parties" oise includes all o% the %olloin! but

,4" 'ulture,:" Behavior,;" 6an!ua!e,=" #raditional ay o% doin! thin!s," 6oud tal&in!

)nser+ E

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