WorksheetsQAforPMBOK
Total questions: 285
Worksheet time: 5hrs 45mins
Name
Class
Date
1.
A project is:
a)
A set of sequential activities performed in a process or system.
b)
A revenue-generating activity that needs to be accomplished while achieving customer satisfaction.
c)
An ongoing endeavor undertaken to meet customer or market requirements.
d)
A temporary endeavor undertaken to create a unique product, service, or result.
2.
Project management is:
a)
The integration of the critical path method and the Earned Value Management system.
b)
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
c)
The application of knowledge, skills, wisdom, science, and art to organizational activities to achieve operational excellence.
d)
A subset of most engineering and other technical disciplines.
3.
Portfolio management refers to:
a)
Managing various contents of the project file.
b)
Managing the levels of financial authority to facilitate project decision making.
c)
The centralized management of one or more portfolios to achieve strategic objectives.
d)
Applying resource-leveling heuristics across all the organization's projects.
4.
All of the following are questions that the key stakeholders and project managers should answer to develop the project success measures EXCEPT:
a)
What does success look like for the project?
b)
How will success be measured?
c)
What are the communication requirements?
d)
What factors may impact success?
5.
A program is a:
a)
Group of related tasks lasting one year or less.
b)
Group of related projects, subsidiary programs, and program activities managed in a coordinated manner.
c)
Large projects with significant cost and resource requirements.
d)
Sequence of activities constituting a major project.
6.
All of the following are true about projects and operations EXCEPT:
a)
Operations are ongoing endeavors that produce repetitive outputs.
b)
Projects require project management activities and skill sets.
c)
Projects can intersect with operations at various points during the product life cycle.
d)
Because of their temporary nature, projects cannot help achieve an organization's long-term goals.
7.
Your job responsibility is to align components refers to:
a)
Components management.
b)
Process management.
c)
Program management.
d)
Portfolio management.
8.
The PMBOK Guide is the standard for:
a)
Managing all projects all of the time.
b)
Managing all projects most of the time.
c)
Managing most projects most of the time.
d)
Managing some projects some of the time.
9.
The collection of project phases is known as the:
a)
Project waterfall.
b)
Project life cycle.
c)
Project life stages.
d)
Project Management Process Groups.
10.
All of the following are true about project phases and the project life cycle EXCEPT:
a)
Stakeholder influences are greatest at the start of the project.
b)
The ability to influence final characteristics is highest at the start.
c)
The cost of changes typically increases as the project approaches completion.
d)
Cost and staffing levels are generally steady throughout the project life cycle.
11.
All of the following statements about the project life cycle and the product life cycle are true EXCEPT:
a)
In the predictive life cycle, scope and requirements are determined early.
b)
In iterative life cycles, phases intentionally repeat activities.
c)
The product life cycle represents evolution from concept through retirement.
d)
The product life cycle is contained within the predictive project life cycle.
12.
The most suitable project life cycle for high levels of change is:
a)
Predictive life cycle.
b)
Adaptive life cycle.
c)
Waterfall life cycle.
d)
Configuration management life cycle.
13.
The five Project Management Process Groups are:
a)
Planning, Checking, Directing, Monitoring, and Recording.
b)
Initiating, Planning, Executing, Monitoring and Controlling, and Closing.
c)
Planning, Executing, Directing, Closing, and Commissioning.
d)
Initiating, Executing, Monitoring, Evaluating, and Closing.
14.
Project Management Processes:
a)
May be overlapping activities that occur throughout the project.
b)
May be overlapping activities that occur at same intensity within phases.
c)
Are generally discrete, one-time events.
d)
Are discrete, repetitive events at same intensity throughout phases.
15.
The linkages between project management processes are best described by:
a)
The work breakdown structure links processes.
b)
Processes are linked by their planned objectives.
c)
Processes are linked by their outputs becoming inputs.
d)
There are no significant links between discrete processes.
16.
For a project to be successful, the project should generally achieve all EXCEPT:
a)
Achieving stakeholder satisfaction.
b)
Striving to obtain acceptable customer/end-user adoption.
c)
Applying knowledge uniformly to meet objectives.
d)
Fulfilling other agreed-upon success measures.
17.
The project business case is all EXCEPT:
a)
Documented economic feasibility study.
b)
A document listing objectives and reasons.
c)
A document seldom used after approval.
d)
A document that may result in go/no-go decision.
18.
The key elements of the benefits management plan are all EXCEPT:
a)
Work Breakdown Structure.
b)
Benefits owner.
c)
Assumptions.
d)
Strategic alignment.
19.
Examples of project data and information EXCEPT:
a)
Work performance data.
b)
Work performance analysis.
c)
Work performance information.
d)
Work performance reports.
20.
Project tailoring consideration least likely:
a)
Project manager's skills and competency.
b)
Each project is unique.
c)
Addressing competing constraints.
d)
Level of project governance varies.
21.
Enterprise environmental factors EXCEPT:
a)
Enterprise environmental factors include organizational culture.
b)
Enterprise environmental factors include government standards.
c)
Enterprise environmental factors include information technology software.
d)
Enterprise environmental factors exclude personnel administration functions.
22.
Types of PMO structures EXCEPT:
a)
Supportive PMOs provide consultative role.
b)
Controlling PMOs require compliance.
c)
Harmonizing PMOs strive to reduce conflict.
d)
Directive PMOs take control of projects.
23.
Primary PMO function EXCEPT:
a)
Intervening without involving project manager.
b)
Managing shared resources.
c)
Identifying and developing methodology.
d)
Coaching, mentoring, training, and oversight.
24.
Potential information in organizational knowledge repositories EXCEPT:
a)
Metrics used to collect data.
b)
Configuration management.
c)
Tacit knowledge of previous projects.
d)
Issue and defect management data.
25.
External environmental factors EXCEPT:
a)
Legal restrictions.
b)
Organizational values and principles.
c)
Competitive movements.
d)
Economic conditions.
26.
Best describes important OPA categories:
a)
Organizational knowledge bases and processes.
b)
Processes, policies, procedures, tools, and techniques.
c)
Organizational knowledge bases, processes, policies, and procedures.
d)
Organizational knowledge bases, tools, and techniques.
27.
Organization's processes for project initiation/planning EXCEPT:
a)
Preapproved supplier list.
b)
Traceability matrices.
c)
Tailoring guidelines.
d)
Product and project life cycles.
28.
Organization's processes for execution/monitoring EXCEPT:
a)
Change control procedure.
b)
Issue and defect management procedures.
c)
Resource availability control.
d)
Project closing guidelines.
29.
Project system factors EXCEPT:
a)
Management elements.
b)
Governance framework.
c)
Organizational structure types.
d)
Project management processes.
30.
Role typically responsible for establishing system:
a)
Organization's management.
b)
Project sponsor.
c)
Project manager.
d)
Project team.
31.
Governance framework components EXCEPT:
a)
Rules.
b)
Policies.
c)
Techniques.
d)
Relationships.
32.
Best describes management elements:
a)
Components that comprise key functions of general management.
b)
Project management principles guiding execution.
c)
Elements established by PMOs.
d)
Elements influenced by governance framework.
33.
Leadership in project environment EXCEPT:
a)
It involves focusing group efforts toward goals.
b)
It is the ability to get things done through others.
c)
Respect and trust are key elements.
d)
Leadership is critical during closing phase.
34.
Project managers communicate effectively by all EXCEPT:
a)
Calculating communication channels accurately.
b)
Developing finely tuned communication skills.
c)
Incorporating feedback channels.
d)
Understanding stakeholder needs.
35.
Components of culture EXCEPT:
a)
Values.
b)
Norms.
c)
Intelligence.
d)
Beliefs.
36.
Role of project manager in integration:
a)
Work with sponsor to understand strategic objectives.
b)
Perform all work for project approval.
c)
Complete project charter and seek approval.
d)
Involve team in group activities.
37.
Three levels of performing integration EXCEPT:
a)
Cognitive level.
b)
Process level.
c)
Complexity level.
d)
Context level.
38.
Dimensions of complexity EXCEPT:
a)
System behavior.
b)
Human behavior.
c)
Ambiguity.
d)
Process behavior.
39.
Least likely project manager's role:
a)
Evaluation of activities prior to initiation.
b)
Consulting with business leaders.
c)
Assisting in business analysis.
d)
Ensuring operations efficiency.
40.
Least likely within project manager's influence:
a)
Government.
b)
Project team.
c)
Sponsors.
d)
Customers.
41.
Key competencies EXCEPT:
a)
Technical project management.
b)
Operational management.
c)
Leadership.
d)
Strategic management.
42.
Key differences between management and leadership EXCEPT:
a)
Directing vs. influencing.
b)
Focus on systems vs. relationships.
c)
Accept vs. challenge status quo.
d)
Concentrate on activities vs. results.
43.
Best describes forms of power:
a)
Positional, referent, personal, cultural, and relational.
b)
Positional, personal, relational, guilt-based, informational, and expertise.
c)
Referent, personal, expertise, and cultural.
d)
Positional and pressure-based.
44.
Least appropriate PM characteristics:
a)
Authentic, courteous, creative, cultural, and emotional.
b)
Intellectual, managerial, political, service-oriented, and social.
c)
Authentic, managerial, service-oriented, social, and system.
d)
Complexity, courteous, intellectual, cultural, and managerial.
45.
NOT a leadership style:
a)
Laissez-faire.
b)
Motivational.
c)
Charismatic.
d)
Servant.
46.
Complexity characteristics EXCEPT:
a)
Containing multiple parts.
b)
Containing high-risk parts.
c)
Exhibiting dynamic interactions.
d)
Exhibiting emergent behavior.
47.
Project managers like orchestra conductors EXCEPT:
a)
Responsible for final result.
b)
Communicate with team.
c)
Need to integrate multiple disciplines.
d)
Need expert knowledge of all aspects.
48.
Processes in Project Integration Management EXCEPT:
a)
Develop project management plan.
b)
Control scope definition.
c)
Review scope validation.
d)
Conduct procurement surveillance.
49.
Project charter characteristics EXCEPT:
a)
Formally authorizes project existence.
b)
Projects initiated by external entity.
c)
Used primarily for requesting bids.
d)
Provides PM authority for resources.
50.
PMIS characteristics EXCEPT:
a)
Automated gathering of KPIs.
b)
Access to IT software tools.
c)
Used in Direct and Manage Project Work.
d)
Used primarily for stakeholder presentations.
51.
NOT true about Integrated Change Control tools:
a)
Include expert judgment.
b)
Include change control meetings.
c)
CCB responsible for reviewing changes.
d)
Include project plan updates.
52.
Acceptable cause for re-baselining $10M project:
a)
$150,000 budget increase and two-week extension.
b)
$1M quality assurance program.
c)
1,000 additional hours and two-week delay.
d)
$250,000 CAD system conversion.
53.
Configuration management focus:
a)
Identification and correction of functional problems.
b)
Specification of deliverables and processes.
c)
Testing new systems.
d)
Identifying and documenting changes to baselines.
54.
Change control board (CCB) is:
a)
A group responsible for ensuring minimal changes.
b)
A group that has oversight of project execution.
c)
A formally chartered group responsible for reviewing and approving/rejecting changes.
d)
A dashboard that provides integrated information.
55.
Configuration management activities EXCEPT:
a)
Identification of configuration item.
b)
Monitoring changes in resource-leveling heuristics.
c)
Configuration status accounting.
d)
Configuration verification and audits.
56.
Actions to transfer project deliverables are addressed:
a)
As part of the Close Project or Phase process.
b)
Following the Quality Management plan.
c)
As requested by senior executives.
d)
As the last step in project management.
57.
Monitor and Control Project Work outputs EXCEPT:
a)
Change requests.
b)
Project management plan updates.
c)
Work performance reports.
d)
Final product transition.
58.
Inputs to Manage Project Knowledge EXCEPT:
a)
Deliverables.
b)
Knowledge management.
c)
Lessons learned register.
d)
Project management plan.
59.
Knowledge Management tools EXCEPT:
a)
Discussion forums.
b)
Storytelling.
c)
Work shadowing.
d)
Regression analysis.
60.
Lessons learned documentation includes all EXCEPT:
a)
The causes of issues.
b)
Updates of statement of work for training.
c)
Reasoning behind corrective actions.
d)
Types of lessons learned about communications.
61.
Project scope management plan EXCEPT:
a)
Enables WBS creation from scope statement.
b)
Describes how scope will be managed.
c)
Can be formal or informal based on needs.
d)
Not related to project management plan.
62.
Collect Requirements process EXCEPT:
a)
Active stakeholder involvement influences success.
b)
Requirements become foundation of WBS.
c)
Requirements begin with risk register analysis.
d)
Requirements need detailed documentation.
63.
Stakeholder register used for EXCEPT:
a)
Identifying stakeholders for requirements.
b)
Capturing major requirements.
c)
Capturing main expectations.
d)
Evaluating product breakdown structure.
64.
Document linking product requirements to deliverables:
a)
Configuration management system.
b)
Business case.
c)
New product development matrix.
d)
Requirements traceability matrix.
65.
Define Scope output:
a)
Work breakdown structure.
b)
Resource breakdown structure.
c)
Project scope statement.
d)
Scope delays control plan.
66.
Project scope statement EXCEPT:
a)
Output of Validate Scope process.
b)
Describes deliverables in detail.
c)
Provides common understanding.
d)
May contain explicit exclusions.
67.
True about WBS:
a)
Hierarchical decomposition of total scope.
b)
Simple list of project activities.
c)
Same as organizational breakdown structure.
d)
Bill of materials for project objectives.
68.
Example of scope constraint:
a)
Predefined budget or milestones.
b)
Threat of subcontractor strike.
c)
Existing supplier relationships.
d)
Project performance measurement method.
69.
Define Scope input:
a)
Contract detail language.
b)
Project charter.
c)
Work breakdown structure.
d)
Decomposition.
70.
WBS typically used for:
a)
Organizing and defining total scope.
b)
Identifying project sponsor.
c)
Defining seller reporting requirements.
d)
Recording work element assignments.
71.
True about WBS:
a)
Another term for Gantt chart.
b)
Each descending level shows more detail.
c)
Work not in WBS defined in scope statement.
d)
Shows only critical path activities.
72.
True about Validate Scope:
a)
Process of formalizing deliverable acceptance.
b)
Not necessary if on time and budget.
c)
Occurs primarily for changes.
d)
Primarily concerned with correctness.
73.
WBS dictionary provides:
a)
Language translation of terms.
b)
Detailed information about components.
c)
Legal constraints information.
d)
Stakeholder SWOT analysis.
74.
Control Scope outputs EXCEPT:
a)
Work performance information.
b)
Change requests.
c)
Project documents updates.
d)
Accepted deliverables.
75.
Control Scope process EXCEPT:
a)
Monitors status of scope.
b)
Manages changes to baseline.
c)
Changes can be avoided by specifications.
d)
Ensures changes go through change control.
76.
Requirements describing temporary capabilities:
a)
Business requirements.
b)
Solution requirements.
c)
Quality requirements.
d)
Transition requirements.
77.
Agile scope planning useful when:
a)
Solution requirements emerging.
b)
Quality requirements not stable.
c)
Business requirements not stable.
d)
Scope well understood at beginning.
78.
Rolling wave planning:
a)
Focus on long-term objectives.
b)
Near-term work detailed, future high-level.
c)
Future work planned in detail.
d)
Strategic planning for milestones.
79.
Precedence diagramming method is:
a)
Activities as nodes with logical links.
b)
Probabilistic scheduling approach.
c)
Graphical ADM representation.
d)
More accurate for uncertainties.
80.
Activity duration affected by all EXCEPT:
a)
Estimated resource requirements.
b)
Types of resources assigned.
c)
Resource availability.
d)
Using PDM vs CPM.
81.
Schedule compression for least cost:
a)
Crashing.
b)
PERT.
c)
PDM.
d)
Fast tracking.
82.
Fast tracking involves:
a)
Industrial engineering techniques.
b)
Parallel execution of sequential activities.
c)
Mandatory overtime schedule.
d)
Dedicated critical path teams.
83.
Mandatory dependency example:
a)
Best practice dependency.
b)
Unusual sequence dependency.
c)
Foundation before superstructure.
d)
Design after requirements approval.
84.
Define Activities inputs:
a)
Schedule plan, WBS, schedule, network.
b)
Schedule, resources, reports, changes.
c)
Scope plan, network, constraints, assumptions.
d)
Schedule plan, scope baseline, EEFs, OPAs.
85.
Bar charts show:
a)
Level of effort.
b)
Resource availability.
c)
Start/end dates and durations.
d)
Activity priority.
86.
PDM shows:
a)
WBS levels.
b)
Integration activities.
c)
Logical relationships.
d)
Completion date.
87.
Critical path established by:
a)
Start-to-start, finish-to-finish relationships.
b)
Early start, early finish, late dates.
c)
Predecessor-successor relationships.
d)
Primary-secondary relationships.
88.
Resource leveling EXCEPT:
a)
Keeps resource usage constant.
b)
Can change critical path.
c)
Develops resource-based WBS.
d)
Optimizes resource demand/supply.
89.
Lead in activity sequencing:
a)
Delays successor activity.
b)
Uses finish-to-start with delay.
c)
Successor starts after predecessor.
d)
Successor starts before predecessor complete.
90.
Three-point estimating uses:
a)
Optimistic, pessimistic, most likely estimates.
b)
Weighted average of three estimates.
c)
Dummy activities for logic links.
d)
Free float instead of total float.
91.
Analogous duration estimating:
a)
Used with limited project information.
b)
Bottom-up technique.
c)
Based on multiple estimates.
d)
More accurate with expert judgment.
92.
Calculate Expected duration (tE):
a)
4.0 weeks.
b)
4.5 weeks.
c)
5.5 weeks.
d)
6.5 weeks.
93.
Calculate Most likely (tM):
a)
4.0 weeks.
b)
4.5 weeks.
c)
5.0 weeks.
d)
6.0 weeks.
94.
Calculate Expected duration (tE):
a)
10.0 weeks.
b)
10.5 weeks.
c)
11.5 weeks.
d)
12.0 weeks.
95.
Calculate LS value:
a)
9.0 weeks.
b)
10.0 weeks.
c)
11.0 weeks.
d)
12.0 weeks.
96.
Calculate activity duration:
a)
8.0 weeks.
b)
11.0 weeks.
c)
12.0 weeks.
d)
14.0 weeks.
97.
Crashing in schedule management:
a)
Least cost compression by adding resources.
b)
Parallel sequential activities.
c)
Timely critical path data input.
d)
Minimizing float in network.
98.
Critical path in network:
a)
A-B-C.
b)
A-B-D.
c)
A-C-D.
d)
A-B-C-D.
99.
Free float for activity C:
a)
14.
b)
12.
c)
0.
d)
22.
100.
Control Schedule process:
a)
Starting earlier than scheduled.
b)
Monitoring status and managing changes.
c)
Focusing on critical path.
d)
Focusing on difficult activities.
101.
Project Cost Management processes EXCEPT:
a)
Plan cost management.
b)
Level resources.
c)
Determine budget.
d)
Control costs.
102.
Cost management plan EXCEPT:
a)
Based on estimates, separate from PM plan.
b)
May specify variance thresholds.
c)
May specify precision level.
d)
Describes cost control approach.
103.
Cost estimates EXCEPT:
a)
Expressed in currency units.
b)
Estimated for all resources.
c)
Risk register ignored in estimates.
d)
Quantitative resource assessment.
104.
Activity cost estimate categories EXCEPT:
a)
Labor.
b)
Materials.
c)
Equipment.
d)
Time shortages.
105.
Project Cost Management includes processes EXCEPT:
a)
Plan cost management.
b)
Level resources.
c)
Determine budget.
d)
Control costs.
106.
Cost management plan characteristics EXCEPT:
a)
Based on estimates and separate from PM plan.
b)
Specifies variance thresholds for monitoring.
c)
Specifies precision level for rounding.
d)
Describes how costs will be controlled.
107.
True about cost estimates EXCEPT:
a)
Can be expressed in currency or staff hours.
b)
Estimated for all chargeable resources.
c)
Risk register should not be considered.
d)
Quantitative assessment of likely costs.
108.
Activity cost estimate includes all EXCEPT:
a)
Labor.
b)
Materials.
c)
Equipment.
d)
Time shortages.
109.
Parametric estimating involves:
a)
Defining cost parameters of lifecycle.
b)
Calculating individual estimates.
c)
Using statistical relationships.
d)
Using previous project costs.
110.
Analogous cost estimating:
a)
Integrates bottom-up with statistics.
b)
Uses actual costs of similar projects.
c)
Used most in later phases.
d)
Summarizes work package estimates.
111.
Processes for cost baseline control:
a)
Plan Resource Management and Control Costs.
b)
Estimate Costs and Adhere to Baseline.
c)
Determine Budget and Control Costs.
d)
Plan Resource Management and Cost Control.
112.
Cost performance baseline characteristics EXCEPT:
a)
Approved version excluding reserves.
b)
Shows actual cost expenditures.
c)
Summation of approved budgets.
d)
Displayed as S-curve.
113.
Project cost control includes all EXCEPT:
a)
Informing stakeholders of changes.
b)
Monitoring cost performance.
c)
Influencing change factors.
d)
Allocating estimates to work packages.
114.
Based on EVM chart conclusion:
a)
Below budget and ahead of schedule.
b)
Over budget and behind schedule.
c)
Below budget but behind schedule.
d)
Cannot be determined without values.
115.
Calculate EAC (budgeted rate):
a)
200.
b)
220.
c)
240.
d)
260.
116.
Calculate EAC (present CPI):
a)
300.
b)
325.
c)
350.
d)
375.
117.
Calculate EAC (CPI and SPI factors):
a)
250.
b)
300.
c)
350.
d)
345.
118.
Calculate VAC (present CPI):
a)
-80.
b)
-100.
c)
100.
d)
200.
119.
Calculate ETC (budgeted rate):
a)
120.
b)
140.
c)
180.
d)
200.
120.
Calculate required TCPI:
a)
0.67.
b)
1.00.
c)
1.50.
d)
2.00.
121.
Estimate at completion typically based on:
a)
AC plus ETC.
b)
AC and cumulative CPI.
c)
EV and AC.
d)
CPI and CV.
122.
Schedule status indication from EVM:
a)
EV higher than AC.
b)
EV higher than PV.
c)
EV lower than PV.
d)
EV lower than CPI.
123.
9% under budget indication:
a)
AC=100, EV=110.
b)
PV=100, AC=110.
c)
AC=110, EV=100.
d)
EV=100, PV=110.
124.
Earned value management is:
a)
Equipment value analysis.
b)
Labor cost analysis.
c)
Performance measurement method.
d)
Spent money measurement.
125.
EVM data conclusion EXCEPT:
a)
Less accomplished than planned.
b)
Less spent than planned.
c)
Complete behind schedule under budget.
d)
Complete ahead schedule over budget.
126.
Cost variance equals:
a)
EV minus PV.
b)
EV minus AC.
c)
AC minus EV.
d)
PV minus EV.
127.
Earned value involves all EXCEPT:
a)
Value of work performed.
b)
Actual cost for activity.
c)
Progress measurement criteria.
d)
Budget for completed work.
128.
Project status with given values:
a)
Ahead of schedule.
b)
Headed for cost overrun.
c)
At cost projections.
d)
Under budget at completion.
129.
Most over budget item:
a)
Item 1.
b)
Item 2.
c)
Item 3.
d)
Item 4.
130.
Lowest SPI item:
a)
Item 1.
b)
Item 2.
c)
Item 3.
d)
Item 4.
131.
Project Quality Management purpose:
a)
Meet stakeholder objectives.
b)
Improve process capability.
c)
Control results.
d)
Meet team performance standards.
132.
Quality vs grade distinction:
a)
Quality fulfills requirements grade shows category.
b)
Quality failures may not be problems.
c)
Quality not PM responsibility.
d)
Grade not PM responsibility.
133.
Essential for satisfying:
a)
Customer expectations.
b)
Scope statement.
c)
Upper management.
d)
Functional requirements.
134.
Primary benefits of quality EXCEPT:
a)
Less rework.
b)
Higher productivity.
c)
Lower costs.
d)
Fewer change orders.
135.
Control quality inputs EXCEPT:
a)
Project management plan.
b)
Quality metrics.
c)
Work performance data.
d)
PERT chart.
136.
Quality management plan component of:
a)
Project management plan.
b)
Program management plan.
c)
Project scope.
d)
Governance management plan.
137.
Manage quality is process of:
a)
Applying systematic quality activities.
b)
Providing measurement standards.
c)
Translating plan into activities.
d)
Assuring specifications implementation.
138.
Cost of quality includes all EXCEPT:
a)
Preventing nonconformance.
b)
Appraising conformance.
c)
Failing to meet requirements.
d)
Operating computers.
139.
May invest in quality improvement:
a)
Sponsoring organizations.
b)
Project management team.
c)
Executive management team.
d)
QFD organization.
140.
Control charts characteristics EXCEPT:
a)
Determine process stability.
b)
Monitor output variables.
c)
Illustrate factor linkages.
d)
Display data over time.
141.
Control chart limits based on:
a)
Requirements for maximum/minimum.
b)
Control limits.
c)
Specifications for maximum/minimum.
d)
Requirements and control limits.
142.
Process of auditing quality is:
a)
Plan quality management.
b)
Manage quality.
c)
Control quality.
d)
Plan quality assurance.
143.
Cost-benefit analysis in quality:
a)
Reduced cost primary benefit.
b)
Multiple benefits including satisfaction.
c)
Increased rework primary cost.
d)
Quality cost can't be evaluated.
144.
Benchmarking characteristics EXCEPT:
a)
Identify best practices.
b)
Provide measurement basis.
c)
Within or outside organization.
d)
Only within same application area.
145.
Continuous quality improvement basis:
a)
PDCA cycle.
b)
PDPC.
c)
RAF cycle.
d)
CDEF cycle.
146.
Affinity diagrams EXCEPT:
a)
Used for key issues identification.
b)
Similar to mind-mapping.
c)
Generate linked ideas.
d)
Used in WBS creation.
147.
Quality Management tailoring EXCEPT:
a)
Standards are regulatory.
b)
Policy compliance.
c)
Continuous improvement.
d)
Stakeholder management.
148.
Planning quality management part of:
a)
Conceptual phase.
b)
Planning Process Group.
c)
Implementation phase.
d)
Control Quality process.
149.
Project Resource Management processes:
a)
Leadership Management Team Building.
b)
Develop Plan Recruit Administer.
c)
Plan Build Develop Communicate.
d)
Plan Estimate Acquire Develop Manage Control.
150.
Responsibility Assignment Matrix:
a)
Used for budget development.
b)
Developed at activity level.
c)
Links work to team members.
d)
Used for performance appraisals.
151.
Plan Resource Management includes EXCEPT:
a)
Roles and responsibilities.
b)
Resource identification.
c)
Resource acquisition.
d)
Project interfaces.
152.
Team acquisition planning questions EXCEPT:
a)
Internal vs external resources.
b)
Cost of expertise levels.
c)
Senior executive compensation.
d)
HR department assistance.
153.
Acquire resources influenced by EEFs EXCEPT:
a)
Organizational structure.
b)
Political philosophy.
c)
Competency and cost rates.
d)
Personnel administration policies.
154.
Resource release planning important EXCEPT:
a)
To reduce project costs.
b)
To improve morale.
c)
To optimize resource use.
d)
To mitigate resource risks.
155.
Recognition/rewards characteristics EXCEPT:
a)
Clear criteria and system.
b)
Based on controllable factors.
c)
Consider cultural differences.
d)
Make rewards unachievable.
156.
Acquire resources tools EXCEPT:
a)
Decision making.
b)
Acquisition.
c)
Interpersonal skills.
d)
Pre-assignment.
157.
True about conflict management EXCEPT:
a)
Inevitable in projects.
b)
Address early and private.
c)
Address only when disruptive.
d)
Use direct collaborative approach.
158.
Team building characteristics EXCEPT:
a)
Team building can vary from short to long activities.
b)
Only consider team building after conflicts occur.
c)
Valuable for remote location teams.
d)
Essential during project initiation.
159.
Training characteristics EXCEPT:
a)
Activities enhance team competencies.
b)
Can be formal or informal training.
c)
Abandon project if skills lacking.
d)
Skills can be developed during project.
160.
Team effectiveness indicators EXCEPT:
a)
Individual skill improvements.
b)
Team competency improvements.
c)
Increased conflict intensity.
d)
Reduced staff turnover.
161.
Conflict resolution techniques:
a)
Smooth, compromise, collaborate.
b)
Accept, compromise, attack.
c)
Accommodate, compromise, force.
d)
Withdraw, force, elaborate.
162.
Managing team includes:
a)
Tracking performance and optimization.
b)
Not ensuring ethical behavior.
c)
Only focusing on triple constraints.
d)
Avoiding repetitive violations.
163.
Team building has characteristics EXCEPT:
a)
Activities vary from 5 minutes to offsite.
b)
Should occur only after major conflicts.
c)
Valuable for remote teams.
d)
Is an ongoing process.
164.
Training has characteristics EXCEPT:
a)
Enhances competencies.
b)
Can be formal or informal.
c)
Project should be abandoned if skills lacking.
d)
Can develop needed skills.
165.
Team effectiveness indicators EXCEPT:
a)
Skills improvements.
b)
Competency improvements.
c)
Increased conflict.
d)
Reduced turnover.
166.
Resolving conflict techniques:
a)
Smooth compromise collaborate.
b)
Accept compromise attack.
c)
Accommodate compromise force.
d)
Withdraw force elaborate.
167.
Managing and leading team includes:
a)
Performance tracking and feedback.
b)
Excluding ethical behaviors.
c)
Triple constraints only.
d)
Avoiding violations.
168.
PMIS examples include:
a)
Document management systems.
b)
Internal communication protocols.
c)
Internal management systems.
d)
Project records only.
169.
Communication technology factors EXCEPT:
a)
Urgency of information.
b)
Technology availability.
c)
Executive requirements.
d)
Information sensitivity.
170.
Communication model sender responsibility:
a)
Ensure receiver agreement.
b)
Confirm understanding.
c)
Present favorable information.
d)
Decode medium.
171.
Communication model receiver responsibility:
a)
Agree with message.
b)
Pretend partial receipt.
c)
Ensure complete understanding.
d)
Require written format.
172.
Communication requirements sources EXCEPT:
a)
Project organization relationships.
b)
Department specialties.
c)
Project team logistics.
d)
Sponsor availability.
173.
Communication activities dimensions EXCEPT:
a)
Written and oral.
b)
Internal and external.
c)
Conceptual and definitive.
d)
Formal and informal.
174.
Information management tools EXCEPT:
a)
Document management.
b)
Electronic communications.
c)
Spreadsheet data input.
d)
Project management tools.
175.
Communication techniques EXCEPT:
a)
Meeting management.
b)
Conflict management.
c)
Active listening.
d)
Comfortable environment.
176.
Monitor Communications is:
a)
Need-to-know basis only.
b)
Meeting stakeholder needs.
c)
Providing all information.
d)
Guarding negative information.
177.
Project Risk Management processes:
a)
Plan Identify Assess Mitigate.
b)
Plan Evaluate Develop Monitor.
c)
Identify Validate Impact Document.
d)
Plan Identify Analyze Respond Monitor.
178.
Strategies for threats EXCEPT:
a)
Interpreting.
b)
Avoiding.
c)
Transferring.
d)
Mitigating.
179.
Risk transference involves:
a)
Beta testing elimination.
b)
Response system policies.
c)
Accepting lower profit.
d)
Risk premium payment.
180.
Accept strategy for negative risk:
a)
Agree with project manager.
b)
To eliminate specific threats.
c)
Not change plan or unable to identify strategy.
d)
Purchase insurance.
181.
Primary output of Identify Risks:
a)
Risk register.
b)
Expected monetary value.
c)
Corrective actions.
d)
Risk mitigation plan.
182.
Analysis that helps identify risks:
a)
Risk identification checklist.
b)
Change control system.
c)
Mission statement.
d)
Schedule and budget.
183.
Identify Risks inputs EXCEPT:
a)
Risk management plan.
b)
Scope baseline.
c)
Risk mitigation plan.
d)
Quality management plan.
184.
Plan Risk Responses outputs EXCEPT:
a)
Change requests.
b)
Corrective actions.
c)
Project documents updates.
d)
Project management plan updates.
185.
Quantitative Risk Analysis tools:
a)
Contracting and contingency.
b)
Interviewing and workarounds.
c)
Checklists and inspection.
d)
Expert judgment and simulation.
186.
Risk register updates include:
a)
Prioritized quantified risks.
b)
Qualitative analysis results.
c)
Checklists and actions.
d)
Resources and costs.
187.
Risk impact assessment EXCEPT:
a)
Can use probability/impact matrix.
b)
Can use various approaches.
c)
Risk-rating rules specified in advance.
d)
Assess only at project end.
188.
Monitor Risks outputs EXCEPT:
a)
Document updates.
b)
Work breakdown structure.
c)
Change requests.
d)
Plan updates.
189.
Risk rating:
a)
Probability times impact.
b)
Sum of squares of values.
c)
Cannot determine risk level.
d)
Risk avoidance technique.
190.
Best describes sensitivity analysis:
a)
Examines all elements simultaneously.
b)
Examines individual elements' impact.
c)
Assesses risk tolerance.
d)
Cannot determine impact.
191.
Decision tree characteristics EXCEPT:
a)
Evaluates multiple options.
b)
Used for response choices.
c)
Qualitative technique only.
d)
Uses expected monetary value.
192.
Risk management plan includes EXCEPT:
a)
Methodology.
b)
Risk strategy.
c)
Individual responses.
d)
Risk categories.
193.
Qualitative Risk Analysis assesses EXCEPT:
a)
Probability of occurrence.
b)
Impact if occurs.
c)
Mathematical EMV technique.
d)
Organization's risk tolerance.
194.
Updated risk register includes EXCEPT:
a)
Work breakdown structure.
b)
Risk reassessments.
c)
New risks identified.
d)
Actual outcomes.
195.
SWOT analysis characteristics EXCEPT:
a)
Examines project perspectives.
b)
Examines organization regardless of project.
c)
Identifies opportunities from strengths.
d)
Examines threat offset by strengths.
196.
Implement Risk Response inputs EXCEPT:
a)
Project documents.
b)
Risk management plan.
c)
Organization assets.
d)
Expert judgment.
197.
Plan Procurement Management inputs EXCEPT:
a)
Risk register.
b)
Stakeholder register.
c)
Procurement strategy.
d)
Environmental factors.
198.
Bid differs from proposal:
a)
Bid based on price.
b)
Bid based on technical capability.
c)
Proposal based on price.
d)
Proposal used for time limits.
199.
Buyer procurement documents EXCEPT:
a)
Statement of work.
b)
Bid documents.
c)
Selection criteria.
d)
Control documents.
200.
Approved change requests include EXCEPT:
a)
Contract term modifications.
b)
Pricing modifications.
c)
Seller invoices.
d)
Product description changes.
201.
FALSE about advertising:
a)
Some jurisdictions require public ads.
b)
Ads cause public pressure disputes.
c)
Can expand seller lists.
d)
Can use specialty publications.
202.
Procurement completion notice:
a)
Formal written notice.
b)
Team commendation letters.
c)
Informal acceptance notice.
d)
Internal completion copy.
203.
Fixed-price contracts require:
a)
Award fee arrangements.
b)
Precise specifications.
c)
Cost reimbursement terms.
d)
Partnership agreements.
204.
Contested changes term:
a)
Forcing.
b)
Mediation.
c)
Complaints.
d)
Claims.
205.
Constructive changes are:
a)
Postponed to protect budget.
b)
Viewed as negative.
c)
Uniquely identified.
d)
Submitted for bids.
206.
Legal contractual relationships EXCEPT:
a)
Request for proposal (RFP).
b)
Fixed-price contracts.
c)
Cost-reimbursable contracts.
d)
Time and material contracts.
207.
Statement of work (SOW) characteristics EXCEPT:
a)
Describes item in sufficient detail.
b)
Should be ambiguous for negotiations.
c)
Can include specifications and requirements.
d)
Can be revised until agreement.
208.
Source selection criteria characteristics EXCEPT:
a)
Often included in procurement documents.
b)
Can be objective or subjective.
c)
May be limited to purchase price.
d)
Must specify transportation organization.
209.
Conduct Procurements tools EXCEPT:
a)
Interpersonal and team skills.
b)
Bidder conferences.
c)
Expert judgment.
d)
Proposal evaluation techniques.
210.
Cost plus fixed-fee contracts EXCEPT:
a)
Seller reimbursed for allowable costs.
b)
Fee calculated as percentage of actual costs.
c)
Fee calculated as percentage of initial costs.
d)
Fee paid only for completed work.
211.
Analysis for make-or-buy decisions:
a)
Source-selection analysis.
b)
Regulations analysis.
c)
Make-or-buy analysis.
d)
Data-gathering analysis.
212.
Negotiation in projects:
a)
Primarily contract administration concern.
b)
Discussion aimed at agreement.
c)
Result of ineffective decisions.
d)
Conducted by senior executives.
213.
Stakeholders are:
a)
Project engineers only.
b)
People/groups impacting or impacted by project.
c)
Corporate attorneys only.
d)
Controllers of contingency funds.
214.
NOT a Stakeholder Management process:
a)
Identify Stakeholders.
b)
Control Stakeholder Engagement.
c)
Monitor Stakeholder Engagement.
d)
Manage Stakeholder Engagement.
215.
Project success requires all EXCEPT:
a)
Early stakeholder identification.
b)
Analysis of stakeholder expectations.
c)
Creating stakeholder conflicts.
d)
Meeting stakeholder needs.
216.
Developing stakeholder strategies is known as:
a)
Manage Stakeholder Engagement.
b)
Monitor Stakeholder Engagement.
c)
Plan Stakeholder Engagement.
d)
Plan Stakeholder Management.
217.
Working with stakeholders is known as:
a)
Manage Stakeholder Engagement.
b)
Monitor Stakeholder Engagement.
c)
Plan Stakeholder Management.
d)
Plan Stakeholder Engagement.
218.
Monitoring stakeholder relationships is:
a)
Manage Stakeholder Engagement.
b)
Plan Stakeholder Engagement.
c)
Stakeholders' Relationship Engagement.
d)
Monitor Stakeholder Engagement.
219.
Stakeholder analysis model based on authority/concern:
a)
Power/influence grid.
b)
Influence/impact grid.
c)
Power/interest grid.
d)
Salience model.
220.
Stakeholder register includes all EXCEPT:
a)
Identification information.
b)
Assessment information.
c)
Stakeholder classification.
d)
Project risk information.
221.
Stakeholder engagement levels EXCEPT:
a)
Resistant.
b)
Neutral.
c)
Supportive.
d)
Manipulative.
222.
Manage Stakeholder Engagement involves all EXCEPT:
a)
Clarifying issues.
b)
Avoiding potential concerns.
c)
Anticipating future problems.
d)
Managing expectations.
223.
Manage Stakeholder Engagement true EXCEPT:
a)
Increases success probability.
b)
Influence highest at start.
c)
Influence lowest at start.
d)
Manager responsible for engagement.
224.
Monitor Stakeholder Engagement tools EXCEPT:
a)
Decision making.
b)
Stakeholder analysis.
c)
Meetings.
d)
Issue log.
225.
Power/interest grid suggests:
a)
Keeping high-power/high-interest informed.
b)
Keeping high-power/low-interest satisfied.
c)
Monitoring low-power/high-interest.
d)
Managing low-power/low-interest.
226.
Best response to public challenge:
a)
Question stakeholder registration.
b)
Apologize and relocate.
c)
Express willingness to be neighbor.
d)
Demand water pressure compliance.
227.
Project manager interpersonal skills EXCEPT:
a)
Leadership.
b)
Influencing.
c)
Governance.
d)
Decision making.
228.
Project life cycle definition:
a)
Project life cycle continuum.
b)
Product/service phases.
c)
Project phases from start to completion.
d)
Requirements to completion process.
229.
Adaptive projects follow pattern of:
a)
Sequential and continuous phases.
b)
Sequential and nonoverlapping phases.
c)
Continuous and agile phases.
d)
Agile and sequential phases.
230.
Process Groups in adaptive environments EXCEPT:
a)
Planning Process Group.
b)
Monitoring and Controlling Group.
c)
Scope Management Group.
d)
Closing Process Group.
231.
Adaptive approaches track progress using:
a)
Detailed to-do list.
b)
Backlog.
c)
Work breakdown structure.
d)
Work packages.
232.
Life cycles developing high-level plans:
a)
Predictive.
b)
Adaptive.
c)
Plan-driven.
d)
Program.
233.
Project Integration Management EXCEPT:
a)
Prevention preferred over inspection.
b)
Projects integrative by nature.
c)
Process relationships iterative.
d)
Managing project performance.
234.
Project Scope Management EXCEPT:
a)
Product vs project scope.
b)
Projects integrative by nature.
c)
Life cycles range predictive to adaptive.
d)
Completion measured against plan.
235.
Project Schedule Management EXCEPT:
a)
Provides detailed delivery plan.
b)
Tool for communication.
c)
Sampling knowledge required.
d)
Schedule should remain flexible.
236.
Project Cost Management EXCEPT:
a)
Concerns resource costs and effects.
b)
Different stakeholder measurements.
c)
May include financial analysis.
d)
Measuring and monitoring progress.
237.
Project Quality Management EXCEPT:
a)
Life cycle range consideration.
b)
Quality vs grade difference.
c)
Prevention preferred over inspection.
d)
Project managers need sampling knowledge.
238.
Project Resource Management EXCEPT:
a)
Project manager as leader/manager.
b)
Communication prevents misunderstandings.
c)
Team proactive development.
d)
Team influence awareness.
239.
Project Communications Management EXCEPT:
a)
Internal and external communication.
b)
Communication affects various levels.
c)
Physical resource management focus.
d)
Effective communication bridges differences.
240.
Project Risk Management EXCEPT:
a)
All projects are risky.
b)
Risk Management handles uncovered risks.
c)
Risk exists at two levels.
d)
Ignoring overall project risk.
241.
Project Procurement Management EXCEPT:
a)
All projects are risky.
b)
Agreements define relationships.
c)
Agreements must comply with laws.
d)
Procurements meet project needs.
242.
Project Stakeholder Management EXCEPT:
a)
Process is iterative.
b)
Physical resource focus.
c)
Communication focus.
d)
Early engagement important.
243.
Schedule Management tailoring EXCEPT:
a)
Life cycle approach.
b)
Knowledge management.
c)
Project dimensions.
d)
Governance.
244.
Quality Management tailoring EXCEPT:
a)
Stakeholder engagement.
b)
Policy compliance.
c)
Project complexity.
d)
Standards compliance.
245.
Resource Management tailoring EXCEPT:
a)
Diversity.
b)
Physical location.
c)
Number of team members.
d)
Life cycle approach.
246.
Risk Management tailoring EXCEPT:
a)
Project complexity.
b)
Project importance.
c)
Project size.
d)
Project duration.
247.
Stakeholder Management tailoring EXCEPT:
a)
Relationship complexity.
b)
Stakeholder diversity.
c)
Technology complexity.
d)
Stakeholder engagement.
248.
Cost Management tailoring EXCEPT:
a)
Estimating and budgeting.
b)
Earned value management.
c)
Governance.
d)
Continuous improvement.
249.
Resource requirements definition:
a)
Resource requirements.
b)
Resource breakdown structure.
c)
Organizational chart.
d)
Resource package.
250.
Iterative or incremental life cycle:
a)
Waterfall.
b)
Adaptive life cycle.
c)
Predictive life cycle.
d)
Progressive development.
251.
Historical data estimation technique:
a)
Bottom-up estimating.
b)
Top-down estimating.
c)
Analogous estimating.
d)
Parametric estimating.
252.
Factors considered true without proof:
a)
Constraints.
b)
Dependencies.
c)
Leads and lags.
d)
Assumptions.
253.
Small project estimate documentation:
a)
Basis of estimates.
b)
Cost estimates.
c)
Duration estimates.
d)
Resource estimates.
254.
Economic feasibility study document:
a)
Business need.
b)
Business case.
c)
Benefits realization.
d)
Case study.
255.
Materials review technique:
a)
Constraints analysis.
b)
Assumptions analysis.
c)
Checklist analysis.
d)
Flowchart analysis.
256.
Stakeholder information needs analysis:
a)
Communication requirements technology.
b)
Project management information system.
c)
Information management system.
d)
Communication requirements analysis.
257.
Allocation for known risks:
a)
Management reserve.
b)
Contingency reserve.
c)
Top-down reserve.
d)
Risk allocation reserve.
258.
Cost related to quality requirements:
a)
Budget at completion.
b)
Cost of errors.
c)
Cost of quality.
d)
Total cost.
259.
Critical path activity defined as:
a)
Critical chain activity.
b)
Positive slack activity.
c)
Critical path activity.
d)
Negative slack activity.
260.
Schedule activity delay time:
a)
Free lag.
b)
Free float.
c)
Negative float.
d)
Total float.
261.
Iterative delivery within timeframe:
a)
Incremental life cycle.
b)
Waterfall life cycle.
c)
Critical path life cycle.
d)
Program life cycle.
262.
Repeated cycle delivery approach:
a)
Project life cycle.
b)
Iterative life cycle.
c)
Product life cycle.
d)
Business analysis life cycle.
263.
Early phase scope determination:
a)
Program life cycle.
b)
Product life cycle.
c)
Predictive life cycle.
d)
Adaptive life cycle.
264.
Increasing project plan detail:
a)
Waterfall schedule.
b)
Gantt chart.
c)
Summary schedule.
d)
Progressive elaboration.
265.
Best quality audit definition:
a)
Structured process for compliance check.
b)
Quality issues document.
c)
Quality management policy.
d)
Quality attribute description.
266.
Best RACI chart definition:
a)
Resource hierarchy chart.
b)
Matrix showing stakeholder involvement.
c)
Resource calendar.
d)
Resource scheduling chart.
267.
Best requirements documentation description:
a)
Requirements traceability grid.
b)
Requirements management plan.
c)
Requirements business need.
d)
Condition needed for business.
268.
Best residual risk definition:
a)
Risk acceptance strategy.
b)
Risk tolerance level.
c)
Risk avoidance strategy.
d)
Remaining risk after response.
269.
Best resource leveling definition:
a)
Schedule adjustment for resources.
b)
Resource quantity list.
c)
Resource schedule chart.
d)
Resource hierarchy.
270.
Best rolling wave planning description:
a)
Resource assignment grid.
b)
Near-term detailed future high-level planning.
c)
Schedule criteria component.
d)
Schedule date calculation.
271.
Cost baseline definition:
a)
Cost benefit analysis tool.
b)
Cost efficiency measure.
c)
Approved time-phased budget.
d)
Cost variance measure.
272.
Scope baseline definition:
a)
Scope expansion analysis.
b)
Lowest WBS work definition.
c)
Scope management plan.
d)
Approved scope documentation.
273.
Source selection criteria description:
a)
Required seller attributes.
b)
Stakeholder analysis technique.
c)
Stakeholder document.
d)
Project deliverable description.
274.
Statement of work definition:
a)
Scope expansion description.
b)
Narrative of deliverables.
c)
Scope baseline component.
d)
Seller proposal document.
275.
Tailoring definition:
a)
Test and evaluation document.
b)
Pre-assignment document.
c)
Process combination determination.
d)
Document template.
276.
Test and evaluation documents description:
a)
Process combination determination.
b)
Activity sequence definition.
c)
Analysis sensitivity tool.
d)
Quality objective measurement activities.
277.
Work breakdown structure definition:
a)
Hierarchical scope decomposition.
b)
Approved scope baseline.
c)
Project deliverable sum.
d)
Service level agreement.
278.
Work package definition:
a)
Scope expansion description.
b)
Lowest level WBS work definition.
c)
Scope management component.
d)
Scope baseline document.
279.
Project life cycle describes:
a)
Project life continuum.
b)
Product evolution phases.
c)
Project evolution phases.
d)
Requirements to completion.
280.
Adaptive projects follow:
a)
Sequential and overlapping phases.
b)
Sequential nonoverlapping phases.
c)
Continuous overlapping phases.
d)
Agile and sequential phases.
281.
Process Groups except:
a)
Planning Process Group.
b)
Monitoring Process Group.
c)
Scope Process Group.
d)
Closing Process Group.
282.
Progress tracking method:
a)
Detailed list.
b)
Backlog.
c)
Work breakdown.
d)
Work packages.
283.
High-level plan development:
a)
Predictive cycles.
b)
Adaptive cycles.
c)
Plan-driven cycles.
d)
Program cycles.
284.
Business value emphasis:
a)
Traditional environments.
b)
Adaptive environments.
c)
Predictive environments.
d)
Waterfall environments.
285.
Component adaptiveness:
a)
Life cycle phases.
b)
Management processes.
c)
Stakeholder engagement.
d)
Project interfaces.
100 %
