PMP Exam 1-60

You are placing the activities for the software project in order. The user interface will be completed before the back-end programming is completed. The user interface will not change once it is completed. You discover that the editorial staff can start writing the user interface portion of the software manual after the user interface is finished but before the entire program is completed. The fact that the manual can be started before the software program is entirely completed can be described as:

• a lead
• a discretionary dependency
• an external dependency
• a lag

You were part of the onsite project team for a very large software integration project for your company. You realize that there were many cultural changes in the onsite work environment. You think that if you were aware of these changes, you may have been more effective on site. You managed the project well. There are a few more projects lined up for the same client. You are not staffed on these projects. What will be your BEST course of action?

• With the approval of senior management, schedule a session with the new team, during which you can share your experience on the previous project.
• Convince senior management to staff you on these other projects, as you have onsite client experience.
• Start working on the project that you have been assigned.
• Inform senior management regarding the onsite environment and its impact.

Your project team is collecting the requirements for a new project. After documenting all the stakeholders' requirements, you decide to use a group decision-making technique to classify and prioritize the requirements. Which of the following is considered an example of this type of technique?

• plurality
• brainstorming
• affinity diagram
• mind mapping

You are the project manager for a large ERP implementation project. You are identifying potential risks for your project. Which technique would you NOT use?

• benchmarking
• brainstorming
• interviewing
• root cause analysis

A common characteristic between facilitating and coaching team members is:

• Both the facilitator and the coach need to stay neutral and actively listen to the individual/group during the discussions.
• Both facilitating and coaching can last for a period of time, even after the project has ended.
• Facilitating and coaching adapt the outside-in approach that focuses first on the existing structure and process to achieve one’s goals/desired outcomes.
• Facilitating and coaching can be prepared spontaneously based on the client’s feedback.

You are given the network diagram with durations in weeks shown in the exhibit. What is the early finish of Task D?

• 21.0
• 20.0
• 12.0
• 22.0

You have identified the project stakeholders. You need to examine interest, rights, ownership, knowledge, and contribution data to decide which stakeholders should affect the project. Which step of the stakeholder engagement process are you performing?

• Understand and Analyze
• Engage
• Identify
• Prioritize

An agile project requires active participation from stakeholders throughout its life cycle. Which of the following factors will greatly impact stakeholder participation in a project? (Choose all that apply.)

• Proactive engagement

• Irregular availability

• Co-located teams

• Informal communication

You are project manager for a software development project that has four phases. The project closure guidelines dictate that the project sponsor and stakeholders should be notified when each phase of the project is complete. The four phases of the project are: Phase 1 - Research department interface completed and released to research department. Phase 2 - Accounting department interface completed and released to accounting department. Phase 3 - Three other modules completed and released to phase 4. Phase 4 - All deliverables integrated into final application and released in live environment. To whom should you release the phase 2 deliverables?

• the accounting department
• the research department
• the stakeholders
• the project sponsor

You are working on an expansion project for a client who is a steel manufacturer. The client asks you to implement a change. This change would not affect the project cost, but it will cause a schedule delay of three weeks in the project. As the project manager, FIRST you should:

• Evaluate the impact, and inform the client of your findings.
• Crash the project schedule to make sure it is on time despite the change.
• Escalate the matter to the senior project manager.
• Discuss the change with the project team.