You are a project manager on a $5,000,000 software development project. While working with your project team to develop a network diagram, you notice a series of activities that can be worked in parallel but must finish in a specific sequence. What type of activity sequencing method is required for these activities?

You are a project manager on a US $5,000,000 software development project. While working with your project team to develop a network diagram, your data architects suggest that quality could be improved if the data model is approved by senior management before moving on to other design elements. They support this suggestion with an article from a leading software development journal. Which of the following best describes this type of input?

Base on the following, if you needed to shorten the duration of the project, which activity would you try to shorten?

Activity: Start A B C D E F G H I

Preceding Activity: None Start Start Start A B,C C D E F G,H,I

Duration in Weeks: 0 1 2 6 10 1 2 3 9 1 0"

You have a project with the following activities: Activity A takes 40 hours and can start after the project starts.Activity B takes 25 hours and should happen after the project starts. Activity C must happen after activity A and takes 35 hours. Activity D must happen after activities B and C and takes 30 hours. Activity E must take place after activity C and takes 10 hours. Activity F takes place after Activity E and takes 22 hours. Activities F and D are the last activities of the project. Which of the following is true if activity B actually takes 37 hours?

A project manager has received activity duration estimates from his team. Which of the following does he need in order to complete the Develop Schedule process?

A project manager is taking over a project from another project manager during project planning. If the new project manager wants to see what the previous project manager planned for managing changes to the schedule, it would be best to look at the:

A project manager is using weighted average duration estimates to perform schedule network analysis. Which type of mathematical analysis is being used?

The WBS, estimates for each work package, and the network diagram are completed. The next thing for the project manager to do is:

A new product development project has four levels in the work breakdown structure and has been sequenced using the precedence diagramming method. The activity duration estimates have been received. What should be done next?

You are the project manager for a new product development project that has four levels in the work breakdown structure. The network diagram and duration estimates have been created, and a schedule has been developed and compressed. Which schedule management activity should you do next?

A team member from research and development tells you that her work is too creative to provide you with a fixed single estimate for the activity. You both decide to use the average labor hours (from past, similar projects) to develop a prototype. This is an example of which of the following?

As part of a project manager's due diligence, he reviews the schedule, focusing on each activity as its start time approaches. He also monitors activities as they progress. He is currently looking at an activity that has an early start (ES) of day 3, a late start (LS) of day 13, an early finish (EF) of day 9, and a late finish (LF) of day 19. In all likelihood, this activity:

The project is calculated to be completed four days after the desired completion date. You do not have access to additional resources. The project is low risk, the benefit-cost ratio is expected to be 1.6, and the dependencies are preferential. Under these circumstances, what is the best thing to do?

A project manager for a small construction company has a project that was budgeted for $130,000 over a six-week period. According to the schedule, the project should have cost S60,000 to date. However, it has cost $90,000 to date. The project is also behind schedule, because the original estimates were not accurate. Who has the primary responsibility to solve this problem?

Senior management is complaining that they are not able to easily determine the status of ongoing projects in the organization. Which of the following types of reports would help provide summary information to senior management?

Rearranging resources so that a constant number of resources is used each month is called:

The team is helping the project manager estimate activities on their project. They are experienced and skilled, and many members have been with the company for some time. There are several activities they need to estimate that have not been previously done by the company. What is the best method of estimating these activities?

During project executing, a large number of changes are made to the project. Several of the change requests have come from the customer, significantly changing the functionality of the originally requested product. Six project team members have been reassigned by management to a higher- priority project, and they have been replaced. As project work has progressed, many of the identified risks have occurred and have been successfully mitigated. However, three contingency plans have been adjusted and will be implemented if identified risks recur during the remainder of the project. The project manager should:

"A project has a number of deliverables that are complex and have to be assembled. As the project manager, you know the work breakdown structure will help stakeholders to see interim deliverables

that will be integrated into the final project deliverables. To help manage the individual clements, you have used a work breakdown numbering system. This numbering system allows the project team to: "

The work breakdown structure can best be thought of as an effective aid for _____ communications.

The product of the project has been completed and delivered to the customer by the team. They are informed by the customer that several of the deliverables are not acceptable, as they do not meet the requirements specified early in the project. The project manager and team review the requirements documentation, and are in agreement th.it the product deliverables meet the customer's requirements as they understand them. The project manager, who is new to the organization, seeks the advice of the project management office in determining what went wrong. After some discussion, the PMO realizes that the Validate Scope process was not performed appropriately by the project manager. Which of the following is a key output of the Validate Scope process?

During project executing, a team member comes to the project manager because he is not sure what work he needs to accomplish on the project. Which of the following documents contains detailed descriptions of work packages?

During which part of the project management process is the project scope statement created?

The program was planned years ago, before there was a massive introduction of new technology. While planning the next project in this program, the project manager has expanded the scope management plan because as a project becomes more complex, the level of uncertainty in the scope:

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

A new project manager 1s being mentored by a more experienced PMP-certified project manager. The new project manager is having difficulty finding enough time to manage the project because the project scope is being progressively elaborated. The PMP-certified project manager advises that the basic tools for project management, such as a work breakdown structure, can be used during project executing to assist the project manager. For which of the following can a work breakdown structure be used?

During a project team meeting, a team member suggests an enhancement to the scope that is beyond the scope of the project charter. The project manager points out that the team needs to concentrate on completing all the work and only the work required. This is an example of:

A project has just started the second phase, in which work packages are being created. A new team member has completed his work packages for this phase and has asked the project manager to validate the scope of his work packages. The team member is anxious to have the customer see his work packages. The project manager, although confident in this new team member, wants the team member to gain confidence after the customer sees his work packages. When should the Validate Scope process be done? (Câu này del có câu trả lời)

The project is mostly complete. The project has a schedule variance of 300 and a cost variance of -900. All but one of the quality control inspections have been completed, and all have met the quality requirements. All items in the issue log have been resolved. Many of the resources have been released. The sponsor is about to call a meeting to obtain product validation when the customer notifies the project manager that they want to make a major change in the scope. The project manager should:

You have just joined the project management office after live years of working on projects. One of the chings you want to introduce to your company is the value of creating and utilizing work breakdown structures. Some of the project managers are angry that you are asking them to do “extra work”. Which of the following is the best thing you could tell the project managers to convince them to use work breakdown structures?

A new project manager has asked you for advice on creating a work breakdown structure. After you explain the process to her, she asks you what software she should use to create the WBS and what she should do with it when it is completed. You might respond that the picture is not the most valuable result of creating a WHS. The most valuable result of a WBS is:

To manage a project effectively, work should be broken down into small pieces. Which of the following does not describe how far to decompose the work?

A project manager may use ____ to make sure the team members clearly know what is included in each of their work packages.

On an agile software development project, the project manager asks business stakeholders to create user stories, which will be used in the development and testing of the new application. The main purpose of a user story is:

The development phase of a new software product is near completion. A number of quality issues have increased the cost of building the product, but the project manager and team feel these costs will be inconsequential once the project gets to market. The next phases are testing and implementation. 'The project is two weeks ahead of schedule. Which of the following processes should the project manager be most concerned with before moving into the next phase?

You are managing a six-month project and have held biweekly meetings with your project stakeholders. After five-and-a-half months of work, the project is on schedule and budget, but the stakeholders are not satisfied with the deliverables. This situation will delay the project completion by one month. The most important process that could have prevented this situation is:

All of the following are parts of the scope baseline except the:

One of the stakeholders on the project contacts the project manager to discuss some additional scope they would like to add to the project. The project manager asks for details in writing and then works through the Control Scope process. What should the project manager do next when the evaluation of the requested scope is complete?

During the completion of project work, the sponsor asks the project manager to report on how the project is going. In order to prepare the report, the project manager asks each of the team members what percent complete their work is. There is one team member who has been hard to manage from the beginning. In response to being asked what percent complete he is, the team member asks, "Percent complete of what?” Tired of such comments, the project manager reports to the team member's boss that the team member is not cooperating. Which of the following is most likely the real problem?

Being prepared to do a complete job of developing and finalizing the scope baseline requires that you have done a thorough and timely job of identifying and analyzing stakeholders, and of collecting requirements. The development of the scope baseline can best be described as involving:

Which of the following is an output of the Collect Requirements process?

The cost performance index (CPI) on the project is 1.13, and the benefit-cost ratio is 1.2. The project scope was created by the team and stakeholders. Requirements have been changing throughout the project. No matter what the project manager has tried to accomplish in managing the project, which of the following is he most likely to face in the future?

Validate Scope is closely related to:

A highway renewal project you are managing appears to have some missing scope. Your understanding of the scope was that the highway was to be resurfaced. Now, one of the construction foremen has come to ask why he finds no mention of repainting the lines on the repaved road. He also wants to know if there are any guard rail replacement work packages in the project. You have seen some of the resurfaced road that is completed, with the new lines painted on them. Which of the following is most likely to have caused the misinterpretation of the project scope statement?

Which of the following is correct in regard to the Control Scope process?

Which of the following best describes the Validate Scope process?

Which of the following best describes product analysis?

Which of the following best describes the difference between the Control Scope process and the Perform Integrated Change Control process? .

"The project was tasked to develop a new software to be used by three sales channels of an auto parts company. The project was consistently on time and within budget, and the stakeholders approved prototypes of the software. However, when the completed software was installed and beta tested, a problem was discovered. Although the software performed as expected on in-store and call center-assisted purchases, it was found to be incompatible with other software necessary to complete online transactions. Therefore, the customer refused to accept the final deliverable, and the team was left to find a new software package that would accommodate all the customer's needs.

Which of the following did the team not do?"

One common way to compute estimate at completion (EAC) is to take the budget at completion (BAC) and:

The finance department requires that you keep them updated on the costs being spent on the capital project you are leading. You were required to submit a funding plan, and monthly forecasts are necessary so that any changes to the funding plan can be requested in advance and evaluated. Exceeding the budget limit is unacceptable, as it will impact the stock value. You have successfully implemented processes and practices to anticipate funding changes, and you evaluate them to minimize problems and increase the efficient use of funds. You have employed a variety of reporting and analysis techniques tom eet the finance department requirements. One of them is EAC, which is a preriodic evaluation of:

If earned value (EV) = 350, actual cost (AC) = 400, and planned value (PV) = 325, what is the cost variance (CV)?

The customer responsible for overseeing your project asks you to provide a written cost estimate that is 30 percent higher than your estimate of the project's cost. He explains that the budgeting process requires managers to estimate pessimistically to ensure enough money is allocated for project. What is the best way to handle this?

You've recently been assigned to manage a marketing project to brand a sustainable development program. Even though you are just starting your efforts, the sponsors are concerned about the likelihood of reaching planned milestones during the project. THey are wondering how you will go about estimating. Analogous estimating:

You have been working with the subject matter experts to estimate the activity durations and costs on the project. All the following are outputs of the Estimate Costs process exxcept:

"The Product your project team is working on is a replacement of a device the company launched a couple of years ago. That device did not meet market projections for sales, even though it was revolutionary in it's capabilities. The reason it did not meet projections was that the life cycle costing was not fully considered and analyzed during the device development. When the original device was offered to the market, it had initial success unti a trade publication analyzed the life cycle costs and determined they were unreasonably high. Sales lagged due to the negative reports. Internal tests

showed that the trade publication was correct. This time the team is taking life cycle costs into

consideration as they develop the product. The main focus of life cycle costing is to: "

You're managing a project to develop a new mobile application for the inventory-tracking-and-control system of a restaurant franchise organization. Schedule is the highest-priority constraint for the leadership team, but the franchise owners are most concerned about cost and the quality of the application. If there are bugs and errors in the system, they will pay higher costs on waste or lost sales. But investing a lot of effort into delivering great functionality could be expensive. It was decided that an adaptive approach to the project life cycle would likely be the best way to balance the competing priorities and deliver a working, cost-effective application. The franchise decision team has been meeting with the development team.The groups feel good about the project's progress but they are hearing concerns from other stakeholders about what the impact will be to the bottom line and whether the system will be ready for launch. These concerns were anticipated in planning, and will be managed with cost performance measurement. Cost performance measurement is best done through which of the following?

A cost performance index (CPI) of0.89 means:

The team's attitude toward the project is very positive. 'They are excited about the research and development work they arc doing. The value of the work completed today is $60 million. The potential consumers from the p roduct testing and forcus groups have stated "the product will be amazint and "they would absolutely buy it." The phase gate review board has rccewcd the reports and is asking for market projections and launch plans. They are wondering when this product can start returning value to the organization. The project is budgeted to cost $77 million. The value of the work planned to be done to this point is $78.9 million. What docs the schedule performance index (SPl) for this project tell you?

"The project management team is busy breakmg down deliverables, and the procurement department

has started looking for possible sellers to help produce the deliverables. There are departmental

concerns that the project could go over budget because the scope will be iterated and the planning and

development will be done in increments. At a recent company gathering, the sponsor asked questions

of the project manager and the project management staff team about how changes in scope will affect

the estimates. The sponsor wanted to know how the project estimates could be relied upon, given that

they were planning to iterate the scope. The project manager reassured them that the team has the right tools with which to provide accurate estimates, and will utilize the tools throughout the project. Which of the following is not needed in order to come up with a project estimate?"

Which of the following is an example of a parametric estimate?

A rough order of magnitude (ROM) estimate is made during which project management process group?

For each activity on your project, you have worked with designers, engineers, technical experts, and consultants to come up with details on the resources needed to complete the activity. For some of the activities the lists are quite long, as you need raw and finished materials, equipment, and people. You have a limited amount of warehousing available, so you have to coordinate the deliveries and work so that the materials and equipment are delivered as close to the start of an activity as possible. You and the project management team have identified the amount of time and money needed for each of the activities, which you have then aggregated and analyzed with their help. These efforts will eventually result in the createtion of a cost baseline for the project. A senior manager is trying to better understand the work of project management and has asked which process produces the cost baseline. What is the correct response?

During which project management process group are budget forecasts created?

Which type of cost is team training?

Project setup costs are an example of:

The quality efforts on the project have gone through some changes during the first four m onths of project work. Two processes in particular have undergone extensive change. The customer is happy with the work to date, but has heard that the competition is working on a similar product. The team has been asked to analyze and create options for the customer. Value analysis is performed to get:

Which estimating method tends to be most costly for creating a project cost estimate?

To gain a clear incUcation of how the project is progressing, the buyer expects periodic reporting that includes analysis of the work that has been accomplished according to plan, the dollars that have been spent and how they reflect the planned expenses, the accepted deliverables, and evaluation of the risk events that have occurred. Which of the following represents the estimated value of the work actually accomplished?

Which of the following are all items included in the cost management plan?

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

You are leading a project to introduce a new healcare appointment scheduling application. As you are creating plans detailing how the team will respond to possible events that may impact the project, you and the team determine the amount of cost contigency reserve needed. The cost contmgency reserve should be:

You are having difficulty estimating the cost of a project. Which of the following best describes the most probable cause of your difficulty?

You cost forecast shows you will have a cost overrun at the end of the project. Which of the following should you do?

Early in the life of your project, you are h.wing a discussion with the sponsor about what estimating techniques should be used. You want a form of expert judgment, but the sponsor argues for analogous estimating. It would be best to:

You have just completed the initiating processes of a small project and are moving into project planning when a project stakeholder asks you for the project's budget and cost baseline. What should you tell her?

The project manager is working with cost estimates in order to estabhsb a baseline for measuring project performance. What process is this?

Monitoring cost expended to date in order to detect variances from the plan occurs during:

You're thinking through what approach will make it easiest for the team to take responsibility for providing work performancc data for all aspects of the project. As part of this approach, you believe it will be helpful to make sure the team understands how and why the data will be analyzed. You explain to the team that the cost management plan contains a description of:

A manufacturing project has a schedule performance index (SPI) of 0.89 and a cost performance index (l "Pl) of 0.91. Generally, what is the most likely explanation for why this occurred?

Although the stakeholders thought there was enough money in the budget, halfway through the project the cost performance index (CPI) is 0.7. To determine the root cause, several stakeholders audit the project and discover the project cost budget was estimated analogously. Although the activity estimates add up to the project estimate, the stakeholders think something was missing in how the estimate was completed. Which of the following describes what was missing?

In analyting problems that have occurred during testing, the team discovered that cause-and-effect diagramming is helpful in identifying the best place to focus their efforts. Their coordination of the interrelationships of the deliverables has improved, and the team has discovered efficiencies that have been shared with other projects and the organization for process improvement. This has made a difference in how well the project is aligning to the performance measurement baseline. Stakeholders are anticipating that control efforts and reporting on future projects will be easier. Earned value analysis is the basis for:

The replacement of the inventory management and portion control system for an international restaurant chain has been prioritized as a key strategic objective for the organization. Stakeholders are very concerned about many aspects of the project. They have shared these concerns and ideas in workshops, focus groups, emails, and surveys. Identified risk are:

There is confusion among some of the stakeholders about how the cost forecasts will be calculated on the project. They also have concerns about whether enough money has been set aside to cover the cost of risk responses. You are planning to share information in the upcoming team meeting and in report to stakeholders to clear up the confusion. You are referencing the stakeholder and communications management plans to determine how best to communicate with the stakeholders. You will explain that the difference between the cost baseline and the cost budget can be best described as:

You provide a project cost estimate for the project to the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut 15 percent off the project estimate. What should you do?

Cost risk means

A Project manager is analyzing the project to find ways to decrease costs. It would be best if the project manager looks at: