200 exam test questions - pmxlence

PMPâ Prep Exam Test

© 2020 – Roland Dörr

200 Exam Test Questions

ThismockexamtestisintendedtohelpyoutoprepareyourselfforpassingthePMP®exam.

Topassthisexamtest,youshouldcorrectlyanswer150outof200questionsin4:00hours.

ThequestionsarebasedonthePMBOK®Guide,6.Edition,andthePMP®ExaminationContentOutline(currentversionfromJune2015,whichisrelevantfortheactualexam).

Thefollowingtableshowstheproportionofquestionsfromeachdomainthatwillappearontheexam:

Domain Percentageofquestionsontest

I. Initiatingtheproject 13% (26questions)

II. Planningtheproject 24% (48questions)

III. Executingtheproject 31% (62questions)

IV. Monitoringandcontrollingtheproject 25% (50questions)

V. Closingtheproject 7% (14questions)

Total 100% (200questions)

Youfindthecorrectanswersincl.anexplanationandreferenceonpages40–62.

“PMP”,“PMBOK“,“PMI“areregisteredmarksoftheProjectManagementInstitute,Inc.

Goodluck,

RolandDörr



1 AprojectmanagerisusinganS-Curvetoreflectthevariousexpendituresofresourcesovertheprojectedtimeoftheproject.ThisScurveindicatesthat:

A. ThebulkoftheprojectcostisspentduringtheexecutionphaseB. TheprojectfollowslinearexpenditureoverallthephasesC. TheprojectresourcecostwouldbedirectlyproportionaltothesizeoftheprojectD. Theprojecthashighriskofattritionduringexecutionphase

2 Yourprojectishalfwaythroughtheexecutionphase.Theprojectisprogressingwellandisonschedulewhenoneofthevendorscallsyoutoinformyouthattherewillbeadelayinhisshipmentdelivery.Whichofthefollowingdocumentswouldbestcapturetheimpactofthedelayontheprojectschedule?

A. NetworkDiagramB. ProcurementManagementPlanC. WorkBreakdownStructureD. RiskRegister

3 Youhavemadethefinaldeliverytothecustomerandyourteamisintheprocessofcompletingadministrativeandcontractualclosure.Theteamhasalsocompletedthefinalversionofthelessonslearnedincorporatedatabase.Whichofthefollowingisacriticalactivityyoushouldcompletebeforeformallyclosingtheproject?

A. ConfirmthatalltherequirementsintheprojectaremetB. EnsurethatallprojectmanagementprocessesarecompleteC. Obtainformalsign-offoftheprojectfromthecustomerD. Indexandarchivetheprojectrecords

4 Astheprojectmanageryouhaveoutsourcedacomponentofyourproducttoasupplierwhichisduetobedeliverednextmonth.Youfindoutthatthedeliveryofthecomponentmaybedelayedduetopoliticalunrestinthevendor'slocation.WhatistheBESTyoucandointhissituation?

A. Reportyourseniormanageraboutprobabledelayalongwithdetailsonthecurrentpoliticalsituationatvendor'splaceB. Communicatetothevendorthatanypossibledelaywouldleadtoafine(Pönale)andaffectfuturepaymentsC. RevisityourprojectscheduleandlookatalternativestoreducetheimpactofthedelayD. Sincethereisnoofficialcommunicationfromthevendor,youneedtousewaitandwatchpolicy

5 Asaprojectmanager,youareintheprocessofestablishingthetotalscopeoftheeffortintheprojecttodefinetheprojectobjectives.Forthispurpose,youincluderelevantstakeholdersandexplorealltheaspectsofscope,cost,time,risk,quality,etc.Whichprocessgroupoftheprojectareyoucurrentlyin?

A. InitiationB. PlanningC. ExecutionD. MonitorandControl



6 Youaremanagingaprojectwithemergingrequirementsandevolvingscope,whichisverycomplex.Theteamiscurrentlydemonstratingaproductincrementtoyourstakeholderstogainfeedbackonakeyfunctionalityoftheproject’sproduct.Whatmeetingistheteamconducting?

A. SteeringCommitteeMeetingB. ReviewMeetingC. DailyStandupMeetingD. RetrospectiveMeeting

7 Asaprojectmanageryouhavealargeteamreportingtoyouwithtwomembersworkingonthistechnologyforthefirsttime.Atthebeginningoftheproject,youwereconcernedthatthememberswouldn'tbeabletocontributeasmuchduetothetechnicalcomplexityoftheproject.However,youspenttimeandgavethemtherequiredtraininginordertoperform.Duringyourassessment,youfindsomeareaswhichstillrequireimprovement.Whatshouldyoudonext?

A. DiscussthiswiththefunctionalmanageraskinghimtoassigntheseresourcesinsomeotherprojectasyouhavealreadyspentenougheffortofthemB. GivethemmorechallengingassignmentssothattheyfailandyouhavereasonstoexpelthemfromtheteamC. AssesstheircurrentweakareasandprovidemorefocusedtrainingwithregularfeedbackD. Calltheminyourofficeandgivethemawarningthatthisistheirlastchancetoperformintheproject

8 YoumanageanITprojectundercontractinthefinalphaseofprojectexecution.Yourprojectstatusiswellwithinthebudgetandachievingthescheduleandqualityobjectives.Duringthefinaltestingphaseoftheproject,yourealizethattheperformanceoftheproductcanbeincreasedsignificantlybydoingminorcodechangesintwomodules.Thischangewouldrequiresomeadditionaldaysofwork.WhatshouldyoudoNEXT?

A. AnalyzethevariousalternativesanddoadetailedimpactanalysisbeforeproceedingwiththechangeB. UpdatethechangemanagementformandsendittochangecontrolboardforconsiderationC. DiscussthechangeandimpactwithcustomerandseekhisapprovalD. Ignorethechangeasitisgoldplatingandshouldbeavoided

9 Yourprojectisinthefinalstagesoftestingandtheteamisinteractingwiththecustomerondailybasistoupdatehimwiththeprojectstatusandincorporatehisfeedback.Whichofthefollowingwouldbethemostcriticalprocesstobefollowedinthisscenario?

A. QualityControlB. ScopeControlC. ReportPerformanceD. ControlRisk



10 Yourprojectishalfwaythroughitsexecutionanditisaudited.Youhaveameetingwithastakeholderwhosedepartmentisresponsiblefortesting.Thestakeholderneedsinformationonwhichcorrectiveactionshisdepartmentshouldtaketoachievetheproject’squalityexpectationsandwhataretheteam’srecommendationsforimprovingtheproduct,processesandtheproject.Forwhichofthefollowingdocumentsisthestakeholderasking?

A. QualitymanagementplanB. ChecklistsC. PerformancereportsD. Qualityreports

11 Lookingatthescenarioofthepreviousquestion,inwhichprojectmanagementprocessareyouin?

A. ManageProjectKnowledgeB. MonitorandControlProjectWorkC. ManageQualityD. ControlQuality

12 John has been assigned as project manager for an important project. The project charter has been approved by the sponsor and key stakeholders have been identified. What should John do next?

A. Define the project objectives and success criteriaB. Inform stakeholders of the approved charter to ensure a shared understanding of successcriteria, key deliverables and milestonesC. Define stakeholder management strategy to ensure support for the projectD. Start to plan the project

13 Youareanalyzingastatementofworkanddiscussthemajordelivarableswithstakeholders.Yougothroughtheaspectsoftheprojectanddocumentthefirstprojectassumptionsandconstraints.Inwhichofthefollowingdocumentsdoyourecordthem?

A. ScopestatementB. ProjectcharterC. StakeholderanalysisD. Assumptionlog

14 Youareanewprojectmanagerinacompanythatdevelopsandmarketselectronicdevices,whichacceptsonlybusinesscasesincludingdiscountedcashflowanalysis.Whichofthefollowingprojectselectionmethodsshouldyouuse?

A. ReturnonInvestmentB. PaybackPeriodC. NetPresentValueD. Benefit-CostRatio



15 Asaprojectmanageryouareestimatingthedurationofyourprojectactivitiesusingbetadistribution.Foraparticularprojectactivity,youroptimisticestimateis41days,pessimisticestimateis77daysandmostLikelyestimateis53days.Whatwouldbetheexpecteddurationandstandarddeviationoftheestimateforthisactivity?

A. 55/6.00B. 110/6.00C. 55/4.00D. 55/2.00

16 Aprojectmanagerisintheprocessofdocumentinganddefiningstakeholder'sneedstomeetprojectobjectives.Whatistheoutputofthisprocess?

A. StakeholderRegisterB. StakeholderEngagementPlanC. RequirementsDocumentationD. IssueLog

17 Asaprojectmanager,youareafirmbelieverinprocessandyouwanttofollowthebestpracticesontheprojectrightfromthebeginning.Inthisregard,youunderstandtheimportanceofhavingaformalkick-offmeetingtolaunchtheprojectwithallyourkeystakeholdersincludingthecustomer.However,youareworriedaboutthebehaviorofsomeofyourteammembers.Inthelastinternalmeeting,therewasutterchaoswiththespeakershoutingtobeheardwhileotherskepttalkingamongstthemselvesandignoringthespeaker.WhatistheBESTstrategytousetoavoidsuchasituationinthekick-offmeeting?

A. Setobjectivesofthekickoffmeetingclearly,sothatalltheattendeesareawareofthemeetingagendaB. Ensurethatallthekeystakeholdersareinvitedtoavoidinvitingdisinterestedpeoplewhowouldn'tlistentospeakerC. Developateamcharterwithcommonvalues,guidelinesandgroundrulesandensuretheyarefollowedinallthemeetingsgoingforwardD. Meetthetroublemakersintheteamandcommunicatethemtheimportanceofmeetingsinaprojectsuccess.Warnthemofdisciplinaryactioniftheydon'toblige

18 Akeystakeholderfromthequalitydepartmentwantstoknowmoreonhowthetailoringoftheprojectmanagementprocesseswasdonebytheprojectteam.Additionally,hewouldliketoknowtherationaleforselectingprocesses,theirimplementationleveldetails,andhowtheywillbeusedtomanagetheinterdependencies.Whichdocumentshouldtheprojectmanagerreferhimto?

A. WorkBreakdownStructureB. ProjectScopeStatementC. ProjectManagementPlanD. QualityManagementPlan

19 Oncetheriskshavebeenidentifiedontheproject,thenextstepistomanagetherisks.Ofthefollowing,whichisNOTasuitablewayofmanagingtherisks?

A. ByusingexistingassetsB. BycontingencyplanningC. ByinvestinginnewresourcesD. ByBrainstorming



20 Youareaprojectmanagerandyourteamispreparingfortheinternalqualityauditcycle.However,youfeelthattheteamisalittleapprehensiveabouttheauditprocess.Youdecidetogivethemanoverviewoftheprocess.Whichofthefollowingwouldbenotcorrectaboutqualityaudits?

A. QualityAuditsareusedtoidentifyallthebestpracticesimplementedintheprojectB. QualityauditshelptosharebestpracticesinoneprojectwithotherprojectsintheorganizationC. QualityAuditsaimtoassesprojectteameffectivenessandsuggestimprovementsD. QualityAuditshelptoimproveprocessimplementationandteamproductivity

21 Amajorstakeholderintheprojectwantstoknowhisroleandresponsibilityintheschedulingprocessoftheproject.Healsowantstounderstandhowtheschedulebaselineisestablishedfortheprojectandwhichschedulingmethodologiesareusedintheproject.Whichdocumentshouldtheprojectmanageraskhimtoreferto?

A. ProjectManagementPlanB. ProjectScheduleBaselineC. StakeholderRegisterD. ScheduleManagementPlan

22 Aprojectmanagerworkingonaconstructionprojectidentifiesariskofaheavystorminthecomingmonthswhichmightaffecttheconstructionactivity.However,hedoesn'thaveanyreliableinformationontheweatherforecastortheseverityofthestorm.Inthiscase,whatistheBESTprojectmanagercando?

A. CapturetheRiskintheRiskRegisterB. IgnoretheRiskasnothingcanbedonetoavoiditC. ActivelyaccepttheriskandallocatetimeandcostreserveincontingencyplansD. ProceedwithRiskResponseStrategytoattacktheRisk

23 Aprojectmanagerisworkingwithseveralstakeholdersnominatedasriskownersintheriskregister.Heencouragestheriskownerstotakenecessaryactionstoexecuteagreed-uponriskresponses.Inameetingwithseniormanagementheensuresthatanescalatedriskisunderstoodandappropriateactionwillbetaken.Whichofthefollowingprocessestheprojectmanagerisperforming?

A. MonitorRisksB. PlanRiskResponsesC. ManageProjectKnowledgeD. ImplementRiskResponses

24 Themethodofexaminingworkoraproducttodeterminewhetheritconformstodocumentedstandardsiscalled?

A. InspectionB. StatisticalSamplingC. AuditD. Verification



25 WhichofthefollowingisNOTanadvantageofafixedpricecontract?

A. LessworkforbuyertomanageB. SellerhasastrongincentivetocontrolcostsC. BuyerknowsthetotalpriceatprojectstartsD. Finalcostmaybemorethanacostreimbursablecontractbecausecontractorshavetoincreasethepricetocovertheirrisk

26 Aprojectmanageriscurrentlyfocusedonmaintainingthestakeholders’engagementwiththehelpoftheControlStakeholderEngagementprocess.Theprojectmangementplanismajorinputtothisprocess.Whichofthefollowingcontentoftheprojectmanagementplanisleastlikelytobeutilizedinthisprocess?

A. CommunicationmanagementplanB. ResourcesmanagementplanC. ChangemanagementplanD. Selectedlifecyclefortheprojectandselectedprojectmanagementprocesses

27 Acompanyjustlaunchedanewproductinthemarket.Customersseemtobereluctanttoacceptit.Thecompanyhasincurredhugecostsinthedevelopmentoftheproductincludingmarketanalysis,researchanddevelopment,patents,etc.Allofthesecostsarereferredtoas____________.A. OpportunityCostsB. DepreciationC. SunkCostsD. VariableCosts

28 Youjusttookoveranagileprojectinitsveryearlyphase.Aftersomediscussionswiththesponsorandmajorstakeholdersyourealizethatthetargetgroupandmainfeaturesandbenefitsoftheproductareunclear.Thestakeholdersareindisagreement.Whatshouldyoudo?

A. PerformaproperstakeholderanalysistoidentifyallstakeholdersB. ScheduleworkshopswithfocusgroupstocollectuserneedsandrequirementsC. HelpthesponsorandstakeholderstocraftaproductvisionandbuildaproductroadmapD. Invitestakeholderstoaworkshopandusestorymappingtocreateaproductbacklogtogetherwiththeteam

29 Aprojectmanagersharesprojectperformancethroughstatusreportsviaemailtoselectedstakeholdersoftheproject.Heisusingwhichofthefollowingtechniques?

A. KickoffmeetingB. PullCommunicationC. PushCommunicationD. Communicationmodel

30 Aprojectmanagerisintheprocessofanalyzingactivitysequences,durations,resourcesrequirements,andscheduleconstraintsandhascreatedanapprovedprojectschedule.WhatshouldhedoNEXT?

A. DetermineresourcerequirementsforeachactivityintheprojectB. UsetechniqueslikeCriticalPathmethod,What-ifAnalysistocalculateoptimumdurationoftheprojectC. UsethisapprovedscheduledurationasabaselineandstarttrackingtheprojectD. Createanetworkdiagramoftheprojectusingoneofthediagrammingmethods



31 Youareassignedasanewprojectmanagertoaprojectintheexecutionstage.Currentscheduleandperformanceindicesfortheproject,SPIandCPIare1.12and1.15andprojectperformancearewellwithinthebaseline.Thedefectsfoundduringinternaltestingforthelastdeliverablewerewellbelowtheorganization’slimits.However,thecustomerdoesn'tseemtobehappywiththeprojectprogress.WhatshouldbetheFIRSTthingtheprojectmanagershoulddo?

A. StartmanagingtheprojectasyougainmoreinsightintodaytodayresponsibilitiesB. MeetwiththeprojectteamtounderstandopenissuesintheprojectC. ConductameetingwiththecustomertounderstandhisconcernoverprojectprogressD. ImproveprojectprojectperformancetoreachSPIandCPIabove1.5

32 Aprojectmanagerinaninformationtechnologyprojectisdiscussingacomplexalgorithmwithanewteammember.Afteralongandthoroughverbaldiscussion,theprojectmanagerasksthepersonifheunderstoodthealgorithmandiscapabletoputitinthedocument.Theteammemberimpliesthathehasunderstood.However,whentheprojectmanagergoesthroughthedocument,herealizesthatthememberdidn'tunderstandwhatwasactuallysaidthusresultinginaninefficientuseoftimeandeffort.Whoisresponsibleforthislossoftimeandhowcouldithavebeenavoided?

A. Projectmanager,heshouldn'thavegiventhecomplexassignmenttoanewteammemberB. TeamMember,sinceheimpliedheunderstoodthediscussionanddidn'taskimmediatelyC. ProjectManager,asheshouldhavealsohelpedtheteammemberinpreparingandreviewingthedocumentD. Projectmanager,sinceitishisresponsibilitytoensurehismessageisclearandconciseandconfirmthatteammembertrulyunderstandsthemessage

33 Asaprojectmanageryoumonitortheproject’sissuelogwhichcapturesissuedescription,priority,owner,thetargetdateforresolution,andstatus.AllofthefollowingarecommonexamplesofissuesintheprojectEXCEPT?

A. DifferencesinopinionB. ProbabledelayinthenextdeliveryC. PendingrootcauseanalysisD. Delayinreceivingfeedbackfromthecustomer

34 Youaredevelopingtheprojectcharterforthenewprojectassignedtoyou.WhichofthefollowingisNOTpartoftheenterpriseenvironmentalfactors?

A. LessonslearnedfrompreviousprojectsB. WorkauthorizationsystemC. GovernmentandindustrystandardsthataffectyourprojectD. Knowledgeofwhichdepartmentsinyourcompanytypicallyworkonprojects

35 Whichofthefollowingmodelsorgridsdescribesclassesofstakeholdersbasedontheirpower,needforimmediateattentionandappropriateinvolvement?

A. Power/influence(activeinvolvement)gridB. Power/interest(levelofconcern)gridC. SaliencemodelD. Influence/impactgrid



36 Asaprojectmanager,youunderstandtheimportanceofeffectivecommunicationwithstakeholders.Youwanttopresentaprojectprogressreporttothestakeholdersinthenextprojectmeeting.Whatshouldbeyourapproach?

A. Makethereportconcise,restrictedtospecifictechnicaldetailsoftheprojectB. PrepareacompletereportbutfiltertheinformationtoremovedetailsC. FocusonspecificstakeholderswithwhomthereisgoodpersonalrelationD. Researchandunderstandtheexperiencelevelandexpectationsofstakeholders

37 Aprojectactivityhasvaluesfortheearliestandlatestdateitcanstartandearliestandlatestdateitcanbecompleted.Anactivity’sLateStart(LS)isday5andLateFinishis(LF)day10.SimilarlyEarlyStart(ES)isday3andEarlyfinish(EF)isday8.Whatisthefloatofthisactivity?

A. 5daysB. 4daysC. 2daysD. 3days

38 Yourecentlytookoveraprojectintheexecutionphasewithlargeprocurements.Inameetingwithstakeholdersyounoticedivergingopinionsonalmostallprocurementaspects:Shouldthesellerdeliverturnkey?Basedonwhichcontracttypeshouldsellersbepayed?Whatarethemilestonesofthebiddingprocessandfollowingactivitiesetc?WhichofthefollowingwouldhelpBESTinthissituation?

A. CreateaprocurementmanagementplanB. DetermineaprocurementstrategyC. AgreeoncontracttypesandvendorsD. Coordinateprocurementworkwithotherprojectwork

39 Ofthefollowing,whichconflictresolutiontechniqueisbelievedtogeneratetheLEASTenduringpositiveresults?

A. ProblemSolvingB. AvoidanceC. CompromisingD. Forcing

40 Asaprojectmanager,youhavebeenaskedbythecustomertogiveanoverviewoftheprojectstatususingmilestonecharts.Whichofthefollowingstatementisnottrueaboutmilestonecharts?

A. MilestoneshavezerodurationB. MilestonechartsaresimilartobarchartsbutonlyshowmajoreventsC. MilestonechartscanbeusedtocapturethestatusofprojectscheduleD. Milestonesareonlyusedtodefinethephasesofaproject

41 Whichofthefollowingisatoolusedintheperformqualitativeriskanalysisprocess?

A. SWOT(Strength,Weakness,OpportunitiesandThreat)B. ProbabilityandImpactMatrixC. RootcauseidentificationD. MonteCarloSimulation



42 Youaremanagingamultinationalprojectwithteammemberssittingacrossdifferentcountrieswithvaryingtimezones.Inthisscenario,youwishtochooseacommunicationmediumwhichismostefficientfortheprojectrequirements.Whatisthemostappropriatewaytoaddressthis?

A. DiscussthesecommunicationrequirementsandavailableoptionswithstakeholderstoseektheirinputexclusivelyforyourprojectinsteadofusingexistingtoolsintheorganizationB. UsethemostcosteffectivetechniqueandinvolveeveryonetoexplainitsusageC. UseacombinationofcommunicationtechnologyasbeingdoneinyourpeersprojectD.Explorecommunicationtoolsavailableinthemarketandaskforquotation

43 WhichofthefollowingaretheMOSTimportanttoderivingthetotalfundingrequirementsandperiodicfundingrequirementsoftheproject?

A. ManagementReserveandContingencyReserveB. CostBaselineandManagementReserveC. FundingLimitReconciliationD. ProjectBudgetandContingencyReserve

44 Youragileprojectisinitsexecution.Youfacilitateameetingwheretheteamtakestimetolearnfrompreviousworkandcollectsqualitativeandquantitativedata,performsrootcauseanalysis,anddevelopsactionplanstoremoveimpediments.Whichmeetingisconducted?

A. ProblemsolvingworkshopB. ReviewC. RetrospectiveD. Lessonslearned

45 Whichofthefollowingisthecorrectorderofactionsthatyoutakeduringtheclosingprocesses?

A. Getformalacceptance,releasetheteam,writelessonslearned,closethecontractB. Writelessonslearned,releasetheteam,getformalacceptance,closethecontractC. Closethecontract,getformalacceptance,writelessonslearned,releasetheteamD. Getformalacceptance,closethecontract,writelessonslearned,releasetheteam

46 You are managing a project, which is innovative and is expected to create new knowledge in a large scale. The project involves some explicit knowledge and much more implicit or tacit knowledge, which are insights, experience and know-how of the individuals in the project team. To ensure effectiveness of learning for the team, stakeholders, and the organization, what should you do?

A. Conduct well prepared lessons learned workshops at the end of your projectB. Hire an external consultancy with proven expertise in providing knowledge transferC. Use knowledge management tools and techniquesD. Document learnings and knowledge accurately so that they can be shared



47 Asaprojectmanager,youunderstandtheimportanceofhandlingcontestedandpotentialconstructivechangescontractdocumentsandcorrespondenceforfuturereferences.Whichofthefollowingcanbeusedtodocument,process,andmonitorthesechangesthroughoutthecontractlifecycle?

A. ProcurementB. ProcurementdocumentsC. LessonsLearnedD. ClaimsAdministration

48 Yourprojecthasfacedsomeunforeseenissuesthathavedelayedit.Theprojectisverycriticalforthecompanyandithastomeetthescheduleddeadline.Inordertomeetthedeadlineyourteamwouldhavetoworkovertheweekendsforthenexttwoweeks.However,youknowthatmanyoftheteammemberswillhavesomepersonalcommitmentsanditwillbeverydifficultforthemtoworkforsevenconsecutivedays.WhatistheBESToptionforyou?

A. HireadditionalresourcesandbriefthemabouttheprojectB. Informthecustomerthatthisdeadlinecan'tbemetC. DiscussthesituationwiththeteamandgivethemthechoicetowillinglyworkovertimeD. Sendanofficialmailmakingitmandatoryfortheteamtocomeandworkovertheweekends

49 Aspartofajointventure,aprojectmanagerworkingwithanothercompanyneedstosharesomeconfidentialinformationrelatedtointellectualpropertyrights.Hewantstoknowthepersonresponsibleforauthorizingthereleaseofthisconfidentialinformation.Whichprojectdocumentshouldherefer?

A. OrganizationalBreakdownStructureB. ProjectCharterC. ProjectCommunicationManagementPlanD. StakeholderManagementPlan

50 Aprojectmanagerisgoingthroughthedefectreportreviewingthebugsreportedduringthetestingcycleofasoftwareproject.Thereporthasinformationontheseverityofthebug,originofthebug,possibleresolutions,alongwiththeownerandreporterofthebug.Theprojectmanagerwantstoprioritizethebugfixingactivitiesbyevaluatingthetopthreemostfrequentreasonsforthedefects.Whichofthefollowingtoolsshouldheuse?

A. ControlchartB. FishbonediagramC. ScatterdiagramD. Paretochart

51 Youaremanaginganagileproject.Inammetingwithseniormanagementadiscussionemergesabout“T-shaped”people,beingarequirementforworkinginanagileenvironment.Whichofthefollowingdefinitionsof“T-shaped”peopleiscorrect?

A. Generalizingspecialists:teammembershaveafocusspecialtyplusabreadthofexperienceacrossmultipleskillsB. Teamstructured:workinginacrossfunctionalandselforganizingteamC. Tightmatrix:teammembersworkincrossfunctionalandcollocatedteamsD. Turn-over:teammemberswithalowturn-overratearepreferredtoworkinagileenvironments



52 Asaprojectmanager,youareconductingastructuredreviewoftheseller'sprogresstodelivertheprojectwithinthecontractspecifications.Yourobjectiveistodetermineprogresswithrespecttotheprocurementstatementofwork.Whenwouldyoubedoingthisreviewinyourproject?

A. DuringcontractclosureB. BeforeawardingthecontractC. DuringaprojectperformancereviewD. Incaseofnonconformancebyseller

53 Whichoneofthefollowingisthelaststepofprojectclosing?

A. ArchiveProjectDocumentsB. MeasurecustomersatisfactionattheendoftheprojectC. Reallocatefacilitiesandequipment,andreleaseprojectresourcesD. Documentlessonslearned

54 ProjectperformancereviewsusingearnedvaluemanagementwouldtypicallyincorporateinformationfromallthefollowingEXCEPT?

A. VarianceAnalysisB. CostBenefitAnalysisC. TrendAnalysisD. EarnedValueAnalysis

55 Akeystakeholderoftheprojectiscontactedforarequirementsdocumentapproval,butshowsnointerest.Theprojectmanagerdecidestohaveafriendly,informaldiscussionwithhimtounderstandthereasonforhislackofinterest.Duringtheconversation,thestakeholderexpresseshisdispleasurethattwoofhiskeysuggestionswerenotaddressedontheproject.Hefeelsasthoughhisapprovalorfeedbackdoesn'treallymattersincehismainrequirementsarenotbeingcaptured.Whatisthebestoptionfortheprojectmanagerinthiscase?

A. Agreewithstakeholderanddon'ttakehisapprovalonrequirements.RemovehisnamefromthelistofstakeholdersandavoidcommunicatingwithhimfurtheronprojectstatusB. IncorporatetherequirementsofthestakeholderandthentakehisapprovalC. TalktoyourprojectsponsorabouttheissueandtakehisapprovalbeforetakinganyfurtheractionD. Explaintothestakeholderthatalthoughhissuggestionswereappreciated,itisnotpossibletoaddressalloftheminthisreleaseduetoprojectconstraints.Youwillrevisitthemforthenextphase.

56 Yourdevelopmentteamiswaitingforthedesignteamtofinishtheirwork.Asaprojectmanager,youhavedecidedtousethisapproachtoreduceuncertaintyintheproject.Whichofthefollowingrelationshipsdoesthisdescribe?

A. IterativerelationshipB. SequentialrelationshipC. OverlappingrelationshipD. Commonrelationship



57 Youareaprojectmanagertakingoveraprojectmidway.Itisintheexecutionphase.Youwouldliketoknowmoreaboutprojectdeliverables,workrequiredtocompletethosedeliverables,acceptancecriteriaetc.WhichofthefollowingdocumentswouldbeMOSTuseful?

A. WorkBreakdownStructure(WBS)andWBSdictionaryB. RequirementsDocumentationC. ActivityListD. ProjectScopeStatement

58 Youareprojectmanagerandyourprojectundercontractisinitsclosingphase.You’vebeenaskedbyyoursponsortoinformallthestakeholdersabouthowtheprojectmetitscompetingdemandsandobjectives,andabouthowtheprojectachieveditsbusinessobjectives.Whatisthebestthingtodo?

A. ConsultyourcommunicationsmanagementplanB. Conductacustomerwrap-upmeetingC. Invitethestakeholderstotheproject’sfinalsteeringcommitteemeetingD. Completetheproject’sfinalreportandcommunicateappropriately

59 Aprojectmanagerwantstoapplyasetoftechnicalguidelinestobeusedduringthedevelopmentoftheproject’sproducttooptimizeaspecificaspectofthedesign:themanufacturingcosts.Whichofthefollowingmethodswouldbemostappropriatetouse?

A. ProblemsolvingB. DesignforX(DfX)C. RootcauseanalysisD. SixSigma

60 Aprojectmanagerwantstodeterminethestandarddeviationforanactivitycostestimateusingabetadistributionestimatewiththefollowingdata:Pessimistic=8,000,Optimistic=2,000,MostLikely=5,000.Whatisthestandarddeviation?

A. 6,000B. 2,000C. 1,000D. Notenoughinformation

61 Yourteamcompletedfirstproductcomponentsandyouarecollectingdeliverablestatus,scheduleprogressandcostsincurredtoprepareforthenextmeetingoftheprojectsteeringcommitee.Whichprocessareyouperforming?

A. MonitorandcontrolprojectworkB. ManagecommunicationsC. DirectandmanageprojectworkD. Manageprojectteam



62 Youaremanagingaconstructionprojectwhichisnearingcompletionwhenamajorstakeholderpointsoutaflawinthedesignwhichcouldmaketheentirestructureweak.Hesuggestsachangewhichwouldprovidethenecessarysupport.Youareworriedthatthischangecouldimpactthescheduleandcostoftheprojectsignificantly.WhatisyourBESTresponsetothestakeholder?

A. Refusehimastheprojectisalreadynearingcompletionandit'snotpossibletomakeanychangesatthisstageB. DoarootcauseanalysiswiththeteamtodeterminehowthisdesignflawcouldhavebeenmissedandiftherecouldbemorepotentialproblemswiththedesignC. ProceedwiththechangeandcommunicatetheimpactonprojectscheduleandcosttothecustomerD. Useaschedulecompressiontechniqueaspartofintegratedchangecontroltoinvestigateandminimizetheadverseimpactofthechange

63 Duringprojectexecution,thecustomerinterpretsaclauseinthecontractdifferentlyanddemandsanelaboratedesigndocumentaspartofthenextdeliverable.Accordingtoyourplanningthedocumentisnotincludedinthedeliverablelist.Whatisthebestyoucandotoresolvethesituation?

A. ChangethecontractandcontinuewithyourprojectworkB. Acceptcustomer'sdemandasheistheoneresponsibleforproject'ssuccessC. RaiseacomplainttoprojectsponsoralongwiththeimplicationsofacceptingsuchrequestonscheduleandcostoftheprojectD. Documentthedisputeandrefertotheclaimsadministration

64 Aprojectmanagerwantstomeasureprojectperformanceagainsttheprojectbaseline.WhichofthefollowingtechniqueswouldbeMOSThelpful?

A. VarianceAnalysisB. EarnedValueAnalysisC. WorkPerformanceInformationD. ReserveAnalysis

65 Aprojectmanagerisconductingprocurementactivitiestoselectthemostsuitablesellers.WhichofthefollowingtoolswillNOTbehelpful?

A. ProposalEvaluationB. AdvertisingC. ProcurementNegotiationsD. Agreements

66 Aprojectteamisintheprocessofimplementingagreeduponriskresponses.Theresponseactiondefinedbythemitigationandcontingencyplansisbeingexecutedinaccordancewiththedetailsofthoseplans.Whoisresponsibleforimplementingtheresponses?

A. ProjectManagerB. ProjectTeamC. RiskOwnerD. RiskManager



67 Youareaprojectmanager;yournewprojectleadstosignificantchangeinyourorganizationandallitsinternalandexternalstakeholders.Fromsimilarprojectsinotherindustriesyouareawareofthefactthatalargepartoftheindividuals,groupsandorganizationsperceivethattheywillbeaffectedbytheoutcomesoftheproject.Howshouldyoureact?

A. Identifyallstakeholders,ensurethatallteammembersareinvolvedinstakeholderengagementactivities,andreviewthestakeholdercommunityregularlyB. Aksyoursponsorforsupport,becauseheisobligedtodosoC. DelegatestakeholderactivitiestolinemanagerstogainleveragetodrivetheinternalchangeD. Hireaconsultancywithprovenexpertisetohelpyouinthismatter

68 Afterawardingacontracttooneofthesellers,yourealizeyouhavemissedaclausefordelayinthecontractandwanttomodifyit.Howshouldyouproceedfurther?

A. ContractislegallybindingandcannotbechangedoncesignedB. ProjectmanagershouldinformtheselleraboutthechangeinnextmeetingC. ProjectmanagershouldinformtheselleraboutthechangethroughaformalwrittencommunicationD. Projectmanagershouldproceedaccordingtothecontractchangecontrolsystemathisend

69 Apharmaceuticalcompanyrecentlyterminatedaresearchprojectbecauseitnolongerseemscommerciallyviableforthecompany.WhatistheFIRSTthingtheprojectmanagershoulddo?

A. ReleasetheteammembersB. DocumentthelessonslearnedC. ConductscopevalidationD. Discusswithseniormanagerthereasonforprojecttermination

70 Aprojectmanagerhasderivedqualitymetrics,suchascostperformance,failurerates,customersatisfactionscores,andpercentageofrequirementscoveredbytestplansalongwithtolerancelimitsforhisproject.Heisperformingwhichprojectmanagementprocess?

A. PlanQualityManagementB. ManageQualityC. ControlQualityD. DefineScope

71 Asaprojectmanageryouareworkingwithyourteamtoexplorealternativestodecreaseprojectcostwithoutcompromisingonperformanceorscopeoftheproject.Youaremostprobablyusingwhichofthefollowingtechniques?

A. BenchmarkingB. SimultaneousEngineeringC. ProcessAnalysisD. Productanalysis



72 Theprojectmanagerisreviewingtheissuelogaspartofprojectexecution.Whichofthefollowingshouldtheprojectmanagerperformaspartofhismonitoringandcontrollingprocessgroupactivity?

A. AssessthecorrectiveactionsontheissuelogB. DeterminethenextstepsforunresolvedissuesC. Useappropriatetoolsandtechniquesinordertominimizetheimpactonprojectschedule,costandresourcesD. Alloftheabove

73 Yourprojectisthedevelopmentandlaunchofanewproductinthemarket.Forthispurpose,youareanalyzingtheexistingproductsinthemarkettocomparetheirfeatures.Youalsocompareindustrystandardsforperformancemetricsincludingcost,lifecycletime,productivity,andqualitytocomeupwithyourownproductmetrics.Youaredoingwhichofthefollowingactivities?

A. CostBenefitAnalysisB. ValueEngineeringC. BenchmarkingD. ProcessAnalysis

74 YouandyourteamhavefinishedcreatingtheWBSandWBSdictionary.Afterwards,youprepareadetaileddocumentationofalloftheproject’sscheduleasappropriate.WhatshouldyoudoNEXT?

A. CreatenetworkdiagramfortheprojectB. EstimatetimeandcostsforeachactivityC. CreatethescheduleD. Conductprojectprogressmeeting

75 You are managing a large project. One of your teams has developed a new component that has a negative impact on system performance. You have slatered a meeting to assess the impact of the problem and find out ways to resolve it. Which of the following should you use to facilitate communication and ensure effectively recording and tracking of the issue?

A. Risk registerB. Communication methodsC. Issue logD. Communications management plan

76 WhichofthefollowingareinputstotheDirectandManageProjectWorkprocess?

A. PerformancereportsandapprovedchangerequestsB. CorrectiveactionC. VerifieddeliverablesD. Workperformanceinformation

77 YouandyourprojectteamarefacingseveraltimeconstraintsandarenothavingthetimetodevelopaWBSfromthescratch.Whatwouldbethebestoption?

A. YoumakeuseoftheorganizationalprocessassetsB. YousavetimebycuttingdownrequirementscollectionandanalysisC. YoudecomposetheWBSnotintoomuchdetailD. Youcanignorethetimeconstraintsbecauseyouhavetodeveloparealisticplan



78 Youastheprojectmanagerhavesignedalump-sumcontractwithasoftwarevendorforthedevelopmentofanewapplication.Thecontractpriceseemsratherlowtoyou.WhichofthefollowingstatementsisNOTtrueforthissituation?

A. Inafixed-pricecontract,changerequestscancauseissuesregardingadditionaltimeandextracostsforthechangestobeappliedB. Itisthecontractor'sriskinthistypeofcontractthattheirprofitmayvanishifcostshavebeenunderestimatedC. YourorganizationveryprobablymayhavetoassumeunexpectedadditionalcostsforthesoftwaredevelopmentinthistypeofcontractD. Thisformofcontractshouldonlybechosenwhenalltherequirementsforthebuildingoftheproductarewell-knownbyallpartiesinvolved

79 WhichofthefollowingisNOTtrueofobtainingprojectmanagementplanapproval?

A. Untilyouobtainapprovaloftheprojectmanagementplanoritsmajorelements,youdon’tneedtoputchangestoitthroughchangecontrolB. ChangecontrolmakessurethatonlyapprovedchangesgointotheapprovedplanC. AllupdatesoftheplanningbeforeapprovalhavetogothroughintegratedchangecontrolD. It’simportantfortheentireteamtobuyintothePMPlanforittobesuccessful

80 Aprojectmanagerisstudyingthebusinessdocumentsandgoingthroughthenarrativedescriptionofproductsandservicestobecompletedbytheproject.Heisalsomeetingkeystakeholdersandsubjectmatterexpertstoevaluatewhetherornottheprojectisworththerequiredinvestment.Whichofthefollowingdocumentswouldbecreatedasanoutputintheprocess?

A. ProjectScopeStatementB. ProjectCharterC. ProjectManagementplanD. StakeholderRegister

81 Youareaprojectmanagermanagingaprojectwithahighlevelofcomplexityanduncertainty,usinganadaptiveapproach.Whichofthefollowingtechniqueswouldbemostusefultocreateaschedulethatdefinesforthecustomerwhenwhichfeaturewillbeavailable?

A. CriticalPathMethodB. FastTrackingC. AgileReleasePlanningD. On-DemandScheduling

82 Aprojectmanageriscollecting,organizing,anddistributinginformationonhowprojectresourcesarebeingusedtocompleteprojectobjectives.Inaddition,heisadaptingtheinformationtobeprovidedatanappropriatelevelandformat.Theprojectmanagerisinwhichprocess?

A. DirectandManageProjectWorkB. ManageCommunicationsC. EarnedValueTechniqueD. ControlRisks



83 Aprojectmanagerisintheprocessofpredictingfutureperformancebasedontheperformancetodate.Whichactivityisheperforming?

A. VarianceAnalysisB. TrendAnalysisC. DesignofExperimentsD. Benchmarking

84 Whichofthefollowingisnotincludedin'costofconformance'?

A. PreventioncostB. AppraisalcostC. InternalfailurecostD. Costoftraining

85 Whichofthefollowingcanbefoundintheprojectcharter?

A. Instructionsandorganizationalstandards,howprojectsareinitiatedB. Functionalandnon-functionalrequirementsC. ProductacceptancecriteriaD. Measurableprojectobjectivesandrelatedsuccesscriteria

86 Whichofthefollowingcanbefoundinthestakeholdermanagementstrategy?

A. RolesandresponsibilitiesofstakeholdersB. LevelofparticipationintheprojectdesiredforrelevantstakeholdersC. CommunicationrequirementsofstakeholdersD. Informationtobecommunicated

87 Whenyouareconductingatrendanalysis,inwhichofthefollowingprocessesyouarein?

A. ControlCostsB. MonitorandControlProjectWorkC. ControlResourcesD. Alloftheabove

88 WhichofthefollowingisNOTatoolfortheManageQualityprocess?

A. QualityAuditsB. DesignforXC. ChecklistsD. QualityMetrics

89 Youareworkingonaprojecttobuildahybridcarwhichwouldrunondieselfuel,aswellaselectricity.Thiscarwouldhavea750ccmengineandaregenerativebrakingsystem.ItshouldbeabletoseatfourpassengersincludingadriverandcomplywithadvancedEuro6emissionnorms.Thisinformationshouldbecapturedinwhichofthefollowingdocuments?

A. ProductScopeB. ProjectScopeC. ScopebaselineD. RequirementsManagementPlan



90 Aprojectmanagerexpectsmanychangesduringthecourseoftheproject.Hewantstoestablisharobustconfigurationmanagementsystemandalsomakehisteamawareoftheprocess.WhichofthefollowingstatementsisNOTtrueaboutconfigurationmanagement?

A. ThepurposeofconfigurationmanagementistomaintainintegrityofworkproductB. Configurationmanagementincludesconfigurationaudits,configurationcontrol,configurationstatusaccountingandconfigurationidentificationC. Configurationmanagementfocusesonestablishingandmaintainingconsistencyofaproduct'srequirementsD. Configurationmanagementinvolvesmeasuringprojectperformancewithbaselinesandtakingcorrectiveactionwhennecessary

91 Whichofthefollowingistheestimatingtechniquethatusesastatisticalrelationshipbetweenthehistoricaldataandothervariablestocalculateanestimateforanactivity?

A. AnalogousEstimatingB. ParametricEstimatingC. ThreePointEstimatingD. MonteCarlotechnique

92 Aprojectmanagerisfacingmanyseriousissuesinhisproject.Theproject'sfinaldeliverableisscheduledforfourweeksfromnow.Itneedstofulfillcompliancetomandatorystandards.Inadditiontothattherearesomechangesrequiredtoimproveperformancewhichtheprojectmanagerfeelswillmakethecustomerhappy.Aboveall,aseniortestengineeraskstheprojectmanagerforalongleave.WhichisthemostcriticalissuetheprojectmanagerneedstoaddressFIRST?

A. EnsureproductcompliestostandardsB. FindareplacementfortheseniortesterandensurehecompletesknowledgetransferbeforeleavingC. CompletechangecontrolprocesstoincorporatechangestoenhanceperformanceD. Notifythecustomeraboutprobabledelayinthefinaldeliverabletoavoidsurpriselater

93 Youareprojectmanageronanindustrialengineeringproject.Youhavefoundapatternofdefectsoccurringinallofyourprojectsoverthepastfewyearsandyouthinktheremightbeaproblemintheprocessyourcompanyisusingthatiscausingit.YouuseIshikawadiagramstocomeupwiththerootcauseforthistrendoverprojectssothatyoucanmakerecommendationsforprocesschangestoavoidthisprobleminthefuture.Whatprocessareyouperforming?

A. PlanQualityManagementB. ManageQualityC. PerformQualitativeRiskAnalysisD. ControlQuality

94 Whichofthefollowingshowsrolesandresponsibilitiesonyourproject?

A. ProjectorganizationchartB. BarchartC. RACImatrixD. Resourcehistogram



95 Youaretheprojectmanagerforaconstructionproject.Yoursponsorhasaskedyouforaforecastforthecostofprojectcompletion.Theprojecthasatotalbudgetof$800,000andCPIof.95.Theprojecthasspent$250,000ofitsbudgetsofar.Howmuchmoremoneywillyouprobablyexpendfortheproject?

A. $ 842,105B. $ 800,000C. $ 1,092,105 D. $ 592,105

96 Youareprojectmanageronaneventproject.Abouthalfwaythroughtheproject,youfoundthatyouhadnotestimatedenoughtimeforsomeofthetechnicalworkyourteamneededtodo.Yourequestedthatthenewworkbeaddedtothescopestatementandthatthetimetodotheworkbeaddedtotheschedule.Thechangecontrolboardapprovedyourchange.What’syournextstep?

A. ManageQualityB. StartdoingtheworkC. Gatherperformancemetricsontheteam’sworksofarD. Updatethescopeandschedulebaselinestoreflecttheapprovedchange

97 WhichistheBESTdefinitionofquality?

A. AproductthatpassesallofisttestsB. AproductthatsatisfiestherequirementsofthepeoplewhopayforitC. AproductmadeofveryexpensivematerialsD. Aproductmadewithalotofcarebytheteamwhobuiltit

98 Inwhichplandoyoudefinetheprocessesthatwillbeusedtokeeppeopleinformedthroughouttheproject?

A. CommunicationsManagementPlanB. StakeholderEngagementPlanC. QualityManagementPlanD. ResourceManagementPlan

99 Ateammemberapproachesyouwithachangethatcouldcutyourscheduledownbyonemonth.Whatisthefirstthingyoushoulddo?

A. Makethechange;it’sgoingtosavetimeandnobodywillwanttheprojecttotakelongerthanitshouldB. Figureouttheimpactonthescopeofthework,thecostandotherknowledgeareasbeforeyousubmitthechangerequestC. WriteupachangerequestandseeifyoucangetitapprovedD. Telltheteammemberthatyou’vealreadycommunicatedthedeadlinefortheproject,soyoucan’tmakeanychangesnow



100 Aprojectmanagerhascompletedtheprojectcharterandislookingforwardtostartworkingontheprojectmanagementplan.Whatshouldhedonext?

A. TodetermineonthemanagementplansfortheprojectB. ToreviewtheprojectcharterwithkeystakeholdersC. TostartthenextprojectphaseD. Togetthesponsor’ssignaturetoauthorizetheproject

101 Yourprojecthascreatednewknowledge.Togetherwiththeteamyouhaverecordedchallengesandproblems,andrecommendedactionplansassociatedwiththesesituations.Inwhichofthefollowingprojectdocumentsshouldyouincludethiskindofcontent?

A. ProjectManagementInformationSystem(PMIS)B. LessonslearnedrepositoryC. OrganizationalprocessassetsD. Lessonslearnedregister

102 Yourprojectteamisinvolvedinverifyingthattheprojectdeliverablesandworkmeettherequirementsspecifiedbykeystakeholdersnecessaryforfinalacceptance.Whichofthefollowingtoolsaretheynotusing?

A. InspectionB. QualityauditsC. StatisticalsamplingD. Testingandproductevaluations

103 Whichconflictresolutiontechniqueismosteffectiveandcanresultinawin-winsituation?

A. CompromiseB. CollaborateC. AccomodateD. Withdraw

104 Youareworkingasaprojectmanagerinacountrywhereitiscustomaryandlegaltopaythepoliceforprivatespecialservices.Yoursupervisortellsyouthatinanothercountry,thatpracticemaybeconsideredabribe.WhatistheBESTwaytoproceed?

A. Paythepoliceforprivateprotectionservices,becauseitiscustomaryinthecountrytheyareoperatinginB. Donotpaythepoliceforprivateprotectionservices,becausethatwouldbeabribeC. ConsulttheCostManagementPlanaboutpaymentD. Askyourlegaldepartmentforguidance

105 WhichofthefollowingisNOTasourceofinformationaboutspecificprojectconstraintsandassumptions?

A. TheprojectscopemanagementplanB. TheprojectscopestatementC. Therequirementsdocumentation/backlogD. Thescopebaseline



106 WhichofthefollowingisNOTaninputtoControlQuality?

A. DeliverablesB. TestandevaluationdocumentsC. QualitycontrolmeasurementsD. Approvedchangerequests

107 Youaremanagingasoftwareproject.Youarepartwaythroughtheproject,andyourteamhasjustdeliveredaprototypeofsoftwareincrements.Duringthereviewanimportantstakeholderpointsoutthathepreferstoadvancethereleasedateofthesoftwareproduct.Youthinkthereisahighprobabilitythatthechangecontrolboardwouldapprovethechange.Whatshouldyoudo?

A. AddtherisktotheriskregisterandgatherinformationaboutitsimpactB. AddtherisktotheissuelogandrevisititwhenthereismoreinformationC. MitigatetheriskbyaskingateammembertogetfamiliarwiththefeatureofthesoftwarethatmightbechangedD. Scheduleameetingwiththestakeholdertodiscusstheissue

108 Youaremanagingaprojectusingafirmfixedprice(FFP)contract.Thecontractisstructuredsothatyourcompanywillbepaidapriceof$85,000tocompletethework.Therewere$15,000contributionandoverheadcostthatyourcompanyhadtocover.It’snowtwomonthsintotheproject,whichis90%completeandyourcostshavejustexceeded$70,000.What’stheBESTwaytodescribethissituation?

A. Theprojectdoesn’tmakeanyprofit.Thecompanywillfacealoss.B. TheprojecthasreachedthepointoftotalassumptionC. TheprojectmanagerhasmissedtosubmitachangerequestD. Theprojectmanagerhasoverspentthebudget

109 Ifyouarewritingarequestforadditionalfunding,whichformofcommunicationshouldyouchoose?

A. InformalandhorizontalB. FormalandverticalC. InformalandverticalD. Formalandhorizontal

110 WhichofthefollowingisthecorrectorderoftheMonitoring&ControllingprocessesforScopeManagement?

A. FirstValidateScope,thenControlScopeB. TheycanhappeninanyorderC. BothhappensimultaneouslyD. FirstControlScope,thenValidateScope

111 Youarediscussingeconomicmodelsforprojectselection.Whatisthedisadvantageofpaybackperiodorbreakeven?

A. Thereisnodisadvantage;manycompaniesusethesemodelsforprojectselectionB. TheydonotconsiderhighprofitsinlaterperiodsC. TheyaresimpletocalculateD. Theydonotconsidersunkcosts



112 Yourprojectisintheclosurephase,whiletheteamisreviewingtheprojectmanagementplantoensurethattheproject’sobjectivesaremet.Whichtype(s)ofmeeting(s)is(are)usedinintheprocess?

A. Customerwrap-upmeetingsB. LessonslearnedmeetingsC. CelebrationmeetingsD. Alloftheabove

113 Youaremanagingasoftwareproject.Duringawalkthroughofnewlyimplementedfunctionality,yourteamshowsyouanewfeaturethattheyhaveaddedtohelpmaketheworkflowintheproducteasierforyourclient.Theclientdidn’taskforthefeature,butitdoeslooklikeitwillmaketheproducteasiertouse.Theteamdevelopeditontheirowntimebecausetheywantedtomaketheclienthappy.Youknowthischangewouldhavemadeitveryprobablynotthroughchangecontrol.Whatisthisanexampleof?

A. GoldplatingB. ScopecreepC. ScheduleVarianceD. Scopevariance

114 Whileidentifyingrisksforanewconstructionproject,youdiscoverthatachemicalyouareusingonyourbuildingcannotbeappliedinrainyconditions.Youalsolearnthatyourprojectwillbereadyforthechemicalapplicationaroundthetimewhenmostoftherainfallhappensinthispartofthecountry.Sincetheprojectcan’tbedelayeduntilaftertherainyseasonandyouneedtomakesurethebuildinggetsthechemicalcoating,youdecidethatyourteamwilljusthavetoallowenoughtimeintheschedulefornonworkedraindays.Thisisanexampleofwhichstrategy?

A. MitigateB. AcceptC. ExploitD. Transfer

115 Whichofthefollowingisnotaneconomicmodelforprojectselection?

A. ValueanalysisB. InternalRateofReturnC. NetPresentValueD. Benefitcostratio

116 WhichofthefollowingisNOTatoolortechniqueofEstimateCosts?

A. CostaggregationB. Bottom-upC. AnalogousD. Parametric



117 Youaremanagingaproject.Duringyourriskidentificationinterviewsyoulearnthattherearesourcesofoverallprojectrisksandnon-eventrisksliketechnicalcomplexity,unclearrequirements,andambigiousdevelopmentsinregulatoryframeworks.Wheredoyourecordtheriskssothatyoudon’tlosetrackofit?

A. IntheprobabilityandimpactmatrixB. IntheriskreportC. IntheriskregisterD. Inalistoftriggers

118 Aprojectmanagerdocumentshighlevelrisks,assumptionsandconstraintsbasedoncurrentenvironmentandexpertjudgmenttoproposeadevelopmentandimplementationapproach.Onwhichofthefollowingdocumentsisheworking?

A. RiskreportB. RequirementsdocumentationC. BusinesscaseD. Projectcharter

119 Youareplanningaprojectandwanttoestablishclearexpectationsandguidelinesforcommunication,decisionmaking,conflictmanagementandcodeofconductamongprojectteammembers.Whichofthefollowingisaresultofthiseffort?

A. TeammanagementplanB. TeamcharterC. ConflictresolutionprocessD. Communicationsmanagementplan

120 Youaremanagingalargeproject.WhenistheBESTtimetohaveprojectkick-offmeetings?

A. WheneachdeliverableiscreatedB. AtthebeginningoftheprojectC. atthebeginningofprojectexecutionD. Atthestartofeachphase

121 Asnewassignedprojectmanageryouareresponsibleforaligningstakeholders’expectationsandgainingsustainablesupportfortheproject.Whichofthefollowingdoyouuse?

A. ObservationB. FacilitatedworkshopsC. ProductanalysisD. Stakeholderanalysis

122 Youjusthavebeenhiredbyacontractor,whowantsyoutomanageanagileprojectforoneoftheirclients.Theprojectteamhasbeenworkingforsixweeks.Youneedtodeterminewhethertheteamisaheadoforbehindschedule.WhichofthefollowingtoolsandtechniquesistheBESToneforyoutoconsult?

A. IterationburndownchartB. SprintplanningC. CriticalpathmethodD. ScheduleBaseline



123 Yourclienthasterminatedyourprojectbeforeitiscomplete.Whichofthefollowingistrue?

A. YoumustworkwiththeteamtoinvestigateanddocumentthereasonsforterminationB. YoumustupdatetheprojectmanagementplantoreflectthischangeC. YoumustkeeptheteamworkingontheprojecttogiveyourseniormanagementtimetotalktotheclientD. Youmuststopallworkandreleasetheteamimmediately

124 Aprojectmanagerconductsaworkshoppriortoplanningwithkeystakeholdersandexpertstoidentifyconstraints,risksandassumptionsinordertodetermineprojectlimitations.Inwhichprocessgroup/projectmanagementprocessistheteam?

A. Planning/PlanRiskManagementB. Planning/DefineScopeC. Initiating/DevelopProjectCharterD. Planning/IdentifyRisks

125 Aprojectmanagerhasslateredameetingtodevelopresponsestrategiestodealwithprojectthreats.Inthecourseoftheexercisetheteamagreesthatathreatisoutsidethescopeoftheproject.Whatshouldtheprojectmanagerdo?

A. ClosetheriskB. AccepttheriskC. DocumentitintheissuelogD. Escalatetherisk

126 Aprojectmanagerisfacedwithtwoteammemberswhohaveconflictingopinions.Oneteammemberexplainshersideoftheconflict.Theotherteammemberrespondsbysaying,“Iknowyou’llneverreallylistentomyside,solet’sjustgowithheropinionandgetbacktowork.”Thisisanexampleof:

A. ForcingB. SmoothingC. WithdrawalD. Compromise

127 Yourteamhasidentifiedanimportantprojectrisk:youhaveasubcontractorthatmaynotdeliverontime.Theteamestimatesthatthereisa40%chancethatthesubcontractorwillfailtodeliver.Ifthathappens,itwillcostanadditional$15,250topayyourengineerstorewritethework,andthedelaywillcostthecompany$20,000inlostbusiness.Anotherteammemberpointsoutanopportunitytosavemoneyonanotherareatooffsettherisk:ifanexistingcomponentcanbeadapted,itwillsavetheproject$4,500inengineeringcosts.Thereisa65%probabilitythattheteamcantakeadvantageofthatopportunity.Whatistheexpectedmonetaryvalue(EMV)ofthesetworisks?

A. -$11,175B. -$14,100C. $6,100D. $39,750



128 Allthetechnicalworkoftheprojectiscompleted.Whichofthefollowingremainstobedone?

A. UpdateprojectmanagementplanB. ValidatescopeC. EvaluateandreportthatthebusinesscaseisfulfilledD. Verifyifcustomerrequirementsaremet

129 Yourcompanywonalargecontractwithademandingtimeframe,becausethecontractwasawardedthreemonthslaterthanitwaspreviouslyannounced.Youareintheprocessofcreatingtheprojectcharterandyourmanagerrequirestostarttheprojectimmediatelytocompletethecontractintime.Whatisthebestyoushoulddo?

A. ReviewthecontractandthestatementofworkB. StartworkingonthecriticaldeliverablesC. SetupanintegratedchangecontrolprocessD. Showyourmanagertheimpactofproceedingwithoutcharterapproval

130 Youareusingbrainstormingandinterviewingtogathersystematicallyinformationtodeterminewhoseinterestsshouldbetakenintoaccountthroughouttheproject.Thisdescribeswhichofthefollowingprocess?

A. CollectRequirementsB. IdentifyStakeholdersC. DefineScopeD. IdentifyRisks

131 Youarereviewingperformancegoalstofigureouthowmuchbonustopaytoyourteammembers.Whatdocumentwouldyouconsulttofindyourteam’sbonusplan?

A. TheresourcemanagementplanB. TheteamcharterC. Theproject’sbudgetD. Thecostmanagementplan

132 You’remanagingaprojecttoinstallseveralhundredairconditionerpanelsinanewofficebuilding.Youhavecompleted360panelsoutofatotalof900plannedpanels,butaccordingtoyourscheduleyoushouldhavecompleted400ofthem.Youbudgetedcostsof$100perpanel.You’vespent$40,000sofarontheproject.WhichofthefollowingBESTdescribesyoursituation?

A. TheCPIis.90,whichmeansyourprojectiscurrentlybelowbudgetB. TheSPIis.40,whichmeansyourprojectisbehindscheduleC. TheTCPIis.99,whichistheminumumCPIyouneedtostaywithinbudgetD. TheCVis-$4,000,whichmeansyourprojectiscurrentlyoveryourbudget

133 Youaremanagingacomplexprojectandyouhaveimplementedinformationmanagementtoolstosupportcommunitiesofpractice/subjectmatterexperts.Whatisthemostimportantpartinknowledgemanagement?A. ClearrolesandresponsibilitiesB. ImplementingeffectiveknowledgemanagementtoolsandtechniquesC. CreatinganatmosphereoftrustsothatpeoplearemotivatedtosharetheirknowledgeD. Assignmentofself-organizingteamswithgeneralizedspecialists,whocontinuouslyadapttochangingenvironmentandembraceconstructivefeedback



134 Youareconductingastatusmeetingandmonitoringyourriskregisterwhenyoudiscoverariskthatremainsevenafteryouimplementallofyourresponsestrategies.Whatkindofriskisthisandwhatshouldyoudoaboutit?

A. It’sacontingencyreserve.YoushouldonlyuseitifthefirstriskoccursB. It’saresidualrisk;ifitiscoveredbyyourcontingencyreserve,youarefineC. It’saresidualrisk;youneedtoplanaresponsestrategyforitD. It’sasecondaryrisk;youdon’tneedtoworryaboutit

135 YouhavecompletedyourriskresponseplanningandintegratedtheagrreduponactivitiesintotheprojectmanagementplanYoustarttheexecutionofyourproject.Inordertomanageindividualprojectrisksandoverallriskexposureoftheprojectproactively,whatshouldyoudo?

A. ManageyourstakeholderscarefullyB. ContinuetoidentifyandanalyzerisksduringtheprojectC. Adaptyourriskresponses,updateriskregisterandriskreportD. Implementriskresponsestoensuretheirexecution

136 YourteamhasrecommendedachangetotheValidateScopeprocess.What’sthefirstthingyoushoulddo?

A. TellyourteamthattheprocesshasalreadybeendecidedandtheyshouldfollowitB. SubmitachangerequestC. ImplementthechangeD. AnalyzethechangeversustheProjectManagementplantoseewhattheimpactwillbe

137 WhichofthefollowingisNOTneededtodevelopastrategyforapproachingstakeholderstoenhancepositiveinfluencesandmitigatepotentialnegativeimpacts?

A. StakeholderregisterB. AssumptionlogC. StakeholderengagementplanD. Communicationsmanagementplan

138 Youmanageacomplexprojectwithanadaptiveapproach.Whichofthefollowingshouldyoudoregardingyourstakeholdermanagement?

A. IdentifyalimitedsetofstakeholderstosimplifyyourapproachB. Invitestakeholderstoprojectmeetingsandreviews,andpostprojectresultsinpublictopromotetransperencyC. AssignclearresponsibilitiestoengagewithstakeholdersthroughlayersofmanagementD. Alloftheabove

139 Thesuccessofyournewprojectisparamounttotheinterestsofyourcompany.Theprojecthasalargestakeholdercommunity.Asyouseeit,whenshouldyoudevelopyourstakeholderengagementplan?A. AfterscopedefinitionB. Stakeholderengagementisameanstoreducerisks,sothestakeholderengagementplanisdevelopedtowardstheendoftheplanningtogetherwithriskmanagementC. StakeholderengagementplanisdevelopedearlyaftertheinitialstakeholdercommunityhasbeenidentifiedD. Afterrequirementscollection



140 You’remanagingaproject,whenyourclienttellsyouthatanexternalproblemhappened,andnowyouhavetomeetanearlierdeadline.Oneofyourcoreteammembersheardthatinasituationlikethis,youcanuseschedulecompressionbyeithercrashingorfast-trackingtheschedule,buthe’snotsurewhichiswhich.Whatdoyoutellhim?

A. Whenyoufast-trackaproject,italwaysshortensthetotaldurationoftheprojectB. Crashingtheprojectaddscost,whilefast-trackingaddsriskC. Crashingtheprojectaddsrisk,whilefast-trackingaddscostD. Whenyoucrashaproject,italwaysshortensthetotaldurationoftheproject

141 Atacompanyeventyouhaveaconversationwithaprojectmanager.Hetellsyouabouthisconcernstofailfocusingonalltherelationshipstoalargenumberofstakeholdersinhisproject.Whatdoyourecommendtohim?

A. TocommunicatewithallstakeholdersfrequentlyB. TousesophisticatedcommunicationtechnologytousehislimitedtimeefficientlyC. ToenhancehiscommunicationskillsD. Toprioritizethestakeholdersaccordingtotheirinfluence,interestandinvolvement

142 Youarediscussingtogetherwithotherprojectmanagersinyourcompanythequestiononwhichbasisprojectsshouldbeselectedandprioritized.Whichstatementiscorrect?

A. Focusshouldbeonprojectswiththehighestbenefit-costratioB. ProjectsshouldbeselectedbasedontheimportanceandpotentialofcustomersC. Selectionofprojectsshouldconsidertheirsupporttothecompany’sstrategicgoalsD. Projectsshouldbeselectedbasedontheirpotentialrisks

143 Johnismanagingaproject.Hehasdevelopedacomprehensivestakeholderengagementplanforhisproject.Johnneedstodefinethefrequencyoftheplanreviewduringexecution.Howoftenshouldthestakeholderengagementplanbereviewed?

A. Thereisnoneedtoreviewthestakeholdermanagementplanduringtheexecutionoftheproject

B. OnamonthlybasisC. Onaregularbasis,toreflectchangestothestakeholdercommunityD. Onaweeklybasis

144 You’remanagingaprojectthatmighthavetocontractoutwork,andyou’recomparingtherelativeadvantagesanddisadvantagesoffindingasellerversushavingyourcompanydotheworkitself.Whichprocessareyouin?

A. PlanProcurementManagementB. ControlProcurementsC. DetermineBudgetD. ConductProcurements

145 Projectmanagersspendthelargestportionoftheirtimedoingwhat?

A. ManagingrisksB. WorkingscheduledtasksC. CommunicatingD. Updatingtheprojectmanagementplan



146 Aprojectmanagerhasbeguntoworkontheprojectcharter.Hereviewedthebusinessneedandproductscopedescriptiongivenbythesponsor,madeamarketanalysisandsummarizedtheavailablelessonslearnedfrompreviousprojects.Whatshouldheconsidertomoveforward?

A. ThebusinesscasetojustifytheprojectB. TodevelopasummarybudgetestimateC. TodocumenttheapprovalrequirementsfortheprojectD. Thestakeholdermanagementstrategy

147 Aproductionprocesshasbeendefinedaspartofamanufacturingproject.Theprocessshouldproducemetalitemswithalengthof10cm.Thecontrollimitsare9.955cmand10.045cm.Themeasurementsmadeattheendoftheprocessprovidedthefollowingresults:10.033cm,9.982cm,9,995cm,10.006cm,9.970cm,9.968cm,9.963cm,9.958cm,9.962cm,9.979cm,9.959cm.Whatshouldbedone?

A. Theprocessisundercontrol.ItshouldnotbeadjustedB. Aspecialcauseshouldbeinvestigated,theprocessshouldbeadjustedC. ThecontrollimitsshouldbeadjustedD. Theprecisionoftheprocessislow.Itshouldbeadjusted

148 Aprojectmanagerdiscussestheproduct’sroadmaptodetermineareleaseplanandestablishthenumberofiterationstocreateaminimumviableproductwiththesponsorandotherstakeholders.Theyalsodecideontheavailableresourcesfortheproject.Whichofthefollowingdescribesbestthisactivity?

A. CreatetheprojectscheduleB. PerformMonteCarlosimulationC. ResourceoptimizationD. Agilereleaseplanning

149 YoufoundthefollowingEarnedValueAnalysisinformationforarecentlyclosedoutproject:SPI=0.71,CPI=1.0.Whichofthefollowingiscorrect?

A. Theproject'sdeliverableshavebeencompleted.TheprojectcameinonschedulebutoverbudgetB. Theproject'sdeliverableshavebeencompleted.TheprojectwasaheadofschedulebutonbudgetC. Theprojecthasbeencancelledwhileitwasexecuted.AtthattimetheprojectwasbehindscheduleandonbudgetD. Theproject'sdeliverableshavebeencompleted.Theprojectwasbehindschedulebutonbudget

150 Aprojectmanagerperformsafeasibilitystudytodefinethescopeanddevelopafirstestimatetocommitfinancialresources.Whichprocessgroupishein?

A. InitiatingB. PlanningC. ExecutingD. Closing



151 Whichofthefollowingstatementsprovidesthebestdescriptionoftherelationshipbetweenqualityandgrade?

A. GradeisacategoryoraclassgiventoproductshavingdifferentfunctionalrequirementsbutthesameneedforqualityB. Lowgradeisalwaysaproblem;lowqualitymaybeovercomebyagoodreworkandrepairprocessC. Bothqualityandgradecanoftenbeimprovedthroughintelligentmeasuring,testingandexaminingD. Lowqualityisalwaysaproblemasitbearsontheabilityofaproducttomeetrequirements;lowgrademaybeacceptable

152 Yourgloballyspreadvirtualteamisexecutingtheproject.Theprojectisprogressingtooslowly.Whichmeasureismostlikelytoimmediatelyspeeduptheproject?

A. FormalwrittencommunicationB. TemporarycolocationofkeyteammembersatasuitableplaceC. DailyphoneconferencesanddetailedreportingD. Ateammeetingatalocationconvenienttoallteammembers

153 Youdecidetoprocuresomestandardizedproductswhichareavailableinidenticalgradeandqualityfrommanysuppliers.Whatshouldbeincludedintheprocurementdocumentstoensurethattheirresponseswillbecomparable?

A. AstatementofworkspecifyingtherequesteddeliverablesindetailtoallowvendorssubmissionofbidsB. Theapprovedprojectscopestatement,theWBSwhichshouldbebrokendowntoWorkPackagelevelandtheWBSdictionaryC. AstatementofworkdescribingtheneedsoftheprojectinsufficientdetailtoenablesupplierstomakeappropriateproposalsD. TheScopebaselineanddetailedresourcerequirements

154 YouaremanagingaproductdevelopmentprojectwhentheVice-Presidentofthecompanycallsyoutodiscussanopportunitytomanageacriticalcompanyprojectwhichcanboostyourcareerandprofessionalexperience.Yourdevelopmentprojectisduetocompletein4weeks.WhatisyourbestresponsetotheVice-President?

A. YouwouldsurelyliketomanageboththeprojectstogetheraslatterisacriticalprojectforthecompanyB. YouwoulduseacompressiontechniquetofinishyourcurrentprojectfasterandthentakeupthisnewprojectC. Sincethenewprojectismorecriticaltotheorganization,youcouldtakethisprojectimmediatelyandyourearlierprojectcanbemanagedbysomeoneelse.Itiscomingtoacloseanyway.D. Theprojectshouldfirstdevelopanapprovedprojectcharterwhichwouldformallyinitiatetheproject



155 YourprojectisexecutedforacustomerunderaFixedPricecontract.Yourcustomerjustinformedyouthattheprojectscopehastoberefined.Youagreethattherequestedactionsarebeneficialtotheproject,butbelievethattheyleadtoamajorchangeincreasingtheprojectscope.Whatshouldyoudonext?

A. Accepttherequestofthecustomer.DocumenttheadditionalcostsofthechangeandinvoicethesetothecustomeratappropriateratesB. Rejectthechange.ItisnotnecessarytoimplementthechangeC. Checkthecontract,thescopestatementandotherdocumentsrelatedtotheprojectandthecontract.ImplementADR(AlternativeDisputeResolution)proceduresiftheconflictcannotberesolvedotherwiseD. PerformVarianceAnalysistogetallthenumbersyouneedtocommunicatetheproblemtotheChangeControlBoardwhichthenwillhavetomakethebestdecisionregardingthecustomerrequest

156 WhichofthefollowingisNOTaninputtoDevelopSchedule?

A. ProjectschedulenetworkdiagramsB. SchedulebaselineC. ActivitylistD. Resourcecalendars

157 Inatraditionallydrawndecisiontree,acirclerepresents___________.

A. AdecisiontowhichanExpectedMonetaryValuemaybeassignedtocalculatethemostlikelypay-offB. AnendofabranchtowhichanExpectedMonetaryValuecanbeassignedC. AdecisiontowhichnoExpectedMonetaryValuecanbeassignedsothatalikelypay-offcannotbeshownD. AchancetowhichanExpectedMonetaryValuemaybeassignedtocalculatealikelypay-off

158 Youastheprojectmanagerhavesubcontractedworktoaservicecompany.Whichofthefollowingtoolsisthebestchoicetoassurethatthiscompanywillbeabletomeetthequalityrequirementsoftheproject?

A. QualityassuranceB. ProductinspectionC. AuditD. Servicelevelagreement

159 Whenarebidderconferencesperformed?

A. PriortothesubmissionofabidorproposalbythebidderB. Afterthesubmissionofbidsorproposals,butbeforetechnicalsalesmeetingswithbiddersC. TogetherwiththecontractawardD. Afterthesubmissionofbidsorproposals,butbeforecontractaward



160 Yourconstructionprojectisintheexecutionphase,whenthecustomerrequiresthatthepillarsinhisbuildinghavetobebuiltwithadiameterof30cm.Thestatementofworksaysthatthepillarsare25cm.Whatisthebestoption?

A. ImplementthechangeafterithasbeenacceptedB. Tellthecustomerthattheworkisalreadyunderwayandyoucan’taccepthisrequirementC. AdvisetheteamtoimplementtherequestD. Lookforacheapercontractortominimizethecostincrease

161 Youareexecutingaplannedactivitytoreducetheprobabilityofnegativeconsequencesassociatedwithaprojectrisk.Whichprocessareyouconducting?

A. PlanRiskResponsesB. MonitorandControlProjectWorkC. PerformQualitativeRiskAnalysisD. ImplementRiskResponses

162 Youareholdingaformal,approveddocumentthatdefineshowtheprojectisexecuted,monitored,andcontrolled.Thisdocumentis:

A. TheprojectmanagementplanB. TheworkbreakdownstructureC. ThescopestatementD. Theperformancemeasurementbaseline

163 Youmanageamanufacturingproject.Yourecentlywereapproachedbystakeholderswithvariouschangerequests.Thechangeswereanalyzedontheirimpactandapproved.Youupdatedtheprojectmanagementplanandinformedthestakeholders.Whatdoyounext?

A. IncorporatethechangesintothescopestatementB. IncorporatethechangesintothebaselinetotracktheimplementationC. MakesuretotrackthechangesagainstthebaselinetoknowiftherequiredadditionalbudgetandtimeareappropriateD. Usetheworkauthorizationsystemtoensuretheworkisperformed

164 Youandyourteamareintheprocessofreassessingrisks.Anewriskhadoccuredandaworkaroundplanwasdevelopedandagreedwiththestakeholders.Whatdoyounext?

A. GetapprovalforthecorrectiveactionB. ImplementthecorrectiveactionC. AnalyzetheriskD. Updatetheriskregister

165 You’vebeenassignedasSeniorProjectManagerinacompanydevelopingelectronicaldevices.Thebusinessobjectivefinancialsustainabilityfocusesonlongtermprofitsandsurplusestopayfornewinnovativeproductdevelopments.Whichofthefollowingprojectselectionmethodswouldbebestinalignmentwiththecompaniesstrategy?

A. PaybackperiodB. NetPresentValueC. Break-EvenD. Benefit-Cost-Ratio



166 Youaretheprojectmanagerofaconsultancyproject.Thereareseveralchangesthathavetobemade,andyouareintheprocessofhowtoutilizeteammembersinordertoimplementthem.Whatshouldyoudo?

A. SlaterateammeetingandinvitethestakeholdersinordertoreachconsensusonthechangesB. DocumentthechangesundputthemthroughchangecontrolC. RejectthechangesbecausetheywilldelaytheprojectD. Prioritizethechangesandannouncethemtotheteam

167 YouaremanaginganITprojectwhichishalfwaythroughitscompletion.Youhavedevelopedseveralcorrectiveactionswhichhavebeenapproved.Nowyouputtheminplace.Whichprocessareyouperforming?

A. DirectandManageProjectWorkB. PlanRiskResponsesC. MonitorandControlProjectWorkD. DevelopProjectManagementPlan

168 Apartofyourteamisreviewingthequalityrequirementsandtheresultsfromqualitycontrolmeasurementstoensurethatorganizationalqualitystandardsareused.Whatprocesstheyareperforming?

A. PlanQualityManagementB. DirectandManageProjectWorkC. ManageQualityD. ControlQuality

169 Yourteamisexecutingtheprojectmanagementplan.Amajorstakeholderisnotsatisfiedwiththeproject’sprogress,becauseheaddednewrequirementswhichhavebeenapproved.Whichisthebestcourseofaction?

A. ImplementtheapprovedchangerequestB. NotifythesstakeholderaboutthechangesC. DeescalatethesituationD. Updatetheprojectmanagementplan

170 Aprojectmanagerisinthefinalclosurephaseoftheproject.WhichofthefollowingshouldhedoFIRSTaspartoftheprojectclosureactivity?

A. GetformalsignofffromthecustomertoconfirmcustomeracceptanceoffinaldeliverableB. Measurecustomersatisfactionasakeyperformanceindicatorofproject'ssuccessC. HandoffcompletedprojectdeliverablestooperationsandmanagementD. Measureprojectscopeagainstprojectmanagementplan

171 Youcapturecustomerfeedbacktomeasurecustomersatisfactionafterdeliverableacceptance.Inwhichprocessgroupdoyouperformthisactivity?

A. MonitoringandcontrollingB. ClosingC. ExecutingD. CloseProjectorPhase



172 Theprojectisinthestartingblocksandyouhavejustbeenassignedastheprojectmanager.Whatwouldhelpbesttoalignyourglobalspreadcoreteamandfunctionalmanagers?

A. MemofromyoursponsortotheteamandtheirmanagersinformingthemthattheyworkforyounowB. Kick-offmeetingC. State-of-the-artcommunicationtechnologiesD. Projectcharter

173 Youhaveaconversationwithaprojectmanagercolleague.Hetookoveraprojectinitsfinalphase.Hetellsyouthathiscustomerseemsreluctanttoissuefinalacceptance.Whatdoyouadvisehim?

A. ToconsulttheprojectmanagementplanforclosureB. TolookattheprojectclosureguidelinesinorganizationalprocessassetsC. ToreviewtheformaldocumentationofaccepteddeliverablesD. Tomeetwiththecustomertolearnabouthisissues

174 Aprojectmanagerpresentsaperformancereporttothesteeringcommitteewhichcapturesprojectresultsoverthelast3monthstoseeiftheperformanceisimprovingordeteriorating.Whichofthefollowingreportsdoesheuse?

A. EarnedvalueB. StatusreportC. ForecastreportingD. TrendReport

175 Accordingtotheprojectplan,acontractorisscheduledtodeliversomesoftwarecomponentstodayafternoon.Aregularpaymentisduetobemadetothiscontractortomorrow.Youandyourprojectteamreceivedanotethismorninginformingyouthatthesoftwaredeliverywillbedelayedby3weeks.Whatshouldyoudo?

A. YoushouldmakethepaymentandrescheduletheprojectplanB. Youshoulddelaythepaymentalsofor3weeksC. YoushouldconductameetingwiththecontractortoresolvethedeliveryissuesbeforemakingthepaymentD. Youmustimmediatelyfindanothercontractor

176 Youupdatetheriskregisterandriskresponseplanbyidentifyingnewrisks,assessingexistingrisksandevaluatingtheeffectivenessoftheriksprocesses,inordertomanagetheimpactofrisksonyourproject.Whichprocessareyouperforming?

A. DirectandManageWorkB. PlanRiskResponsesC. DevelopProjectManagementPlanD. ControlRisks



177 Youanalyzedefectsandorderthembytheirfrequencyofoccurencetofocuscorrectiveaction.Whichtoolandtechniquedoyouuse?

A. AffinitydiagramB. ParetochartC. controlchartD. Causeandeffectdiagram

178 Whatisaconstructivechange?

A. Achangerequestthathelpsimprovingtheprojectanditsproduct,serviceorresultandisdiscussedgenerallyinafriendlystyleB. AdirectionbythebuyeroranactiontakenbythesellerthattheotherpartyconsidersanundocumentedchangetothecontractC. Achangerequestwhichwillleadtothere-constructionofanolderversionoftheprojectperformancebaselinebythecontractorD. Anad-hocchangemandatedbytheprojectcustomerinapublicconstructionproject

179 Youconsulttheprocurementmanagementplantofindoutaboutprequalifiedsellerstorequestsellerproposals.Whichprocessareyouin?

A. PlanProcurementManagementB. DefineScopeC. ConductProcurementsD. ControlProcurement

180 Youarethemanagerofyourcompany'sPMO.Thecompanyisrunningmanyconcurrentprojects;mostofthemsharearesourcepooloftechnicalstaff.Thismorningyoureceivedamessagethattheresourcepoolmemberswillbeunabletoperformasplannedforthenextmonthsbecausetheoverallworkloadhasgrowntoohighandwhiledelaysareaddingup,themoraleofthestaffisgoingdown.Whatshouldyoudonext?

A. Donothingrelatedtothedescribedproblemunlessyouareexplicitlyrequestedbytheorganizationsuppermanagement.Supportingdecisionmakingonthelevelonwhichprojectportfoliomanagementisdone,isnotthePMO’sbusinessB. ImplementanenterpriseprojectmanagementsoftwaresolutionwhichisabletolevelthehumanresourcesacrossthevariousprojectsandtomodelresourceassignmentonapercentageleveltooptimizeresourceutilizationC. Evaluateprojectmanagementsoftwarewhichsupportsplanningandschedulingacrossenterprise-wideprojectportfolios.AvoidmanagingtheavailabilityofsharedresourcesforalltheprojectsbecausethisisnotthebusinessofaPMOD. Ensurethatquantitativeinformationforallprojectsisbeingmadeavailableinauniformandreliablemannerandverifythattheprojectmanagementmethodologyisacceptedandfollowedto.Thenconsolidatetheinformationtogetanunderstandingoftheproblemsrelatedwiththeuseofsharedresources



181 Youaremanagingasoftwareproject,whichishalfcompletedandontrack.Theleadprogrammerinformsyouaboutaworkpackagewhichiscausingtrouble.Itisnotclearwhoisresponsibleforit,andtherearediscussionswhatworkshouldbeperformed.Whichofthefollowingwouldbebesttohelpinthissituation?

A. ScopemanagementplanB. WBSdictionaryC. ProductanalysisD. Activitylist

182 WhichofthefollowingitemsisnotaninputtotheDirectandManageProjectWorkProcess?

A. RiskreportB. WorkPerformanceDataC. ApprovedChangesD. Standardizedguidelinesandworkinstructions

183 Apartofyourteamisreviewingtheorganization’squalitytemplatestocreateadocumentwhichisneededtoevaluatetheachievementofqualityobjectives.Onwhichdocumentaretheyworking?

A. QualityManagementPlanB. QualityReportC. TestandEvaluationDocumentsD. TestPlan

184 Whichstatementdescribesbestconfigurationcontrol?

A. ItisfocusedonselectionandidentificationofconfigurationitemB. ConfigurationControlisfocusedonthespecificationofthedeliverablesandtheprocessesofaprojectC. ItcommunicatesallapprovedandrejectedchangestothestakeholdersD. ConfigurationControlisfocusedonidentifying,documentingandcontrollingchangestotheprojectandproductbaselines

185 Your team has resolved two major issues last month. You have informed the relevant stakeholders. A team member is not sure about the procedure for issue management. Where would the team member find the information?

A. Organizational process assetsB. Performance reportsC. Work performance informationD. Project management plan



186 Aprojectmanagerhascreatedaprojectcharterincollaborationwiththesponsor.Theyhavedocumentedtheproject’sjustification,objectives,high-levelrequirementsandrisks,milestonescheduleandsummarybudget.Inordertogettheprojectapproved,whatshouldtheyconcentrateon?

A. BusinesscaseanddescriptionoftheeconomicbenefitoftheprojectB. DescriptionofstakeholdersandtheirpotentialinfluenceC. ProjectapprovalrequirementsD. Projectandproductrequirements

187 WhichofthefollowingisnotaninputtoManageQuality?

A. QualitymanagementplanB. QualitycontrolmeasurementsC. QualitymetricsD. Deliverables

188 Youperformrootcauseanalysisandusequalityimprovementmethodstoimplementspecificdesignguidelinesforyourproject’sproduct.Theseactivitiesbelongtowhichofthefollowingprocesses?

A. DirectandManageProjectWorkB. ControlQualityC. ManageQualityD. ManageKnowledge

189 Whichofthefollowingisnotanactivityperformedintheclosingprocessgroup?A. FormalacceptanceB. CollectprojectrecordsC. AuditprojectsuccessorfailureD. Transferproducttooperations

190 Costbenefitanalysis,weightedscoringmodels,paybackperiodandinternalrateofreturnareexamplesof .

A. BenefitsmeasurementmethodswhenselectingaprojectB. IntegralpartsofprojectcontrolC. WaystoensurestakeholderacceptanceD.Mathematicalmodels(constrainedoptimization)

191 Youarementoringayoungprojectmanagerclosinghisproject.Hetellsyouthathefeelsastrongpinchinhisclosingactivities,becauseheisalreadyassignedtoanewprojectwithaverydemandingschedule.Hehasgainedfinalacceptanceandtransferedthefinaldeliverabletothecustomer.Heintentstoobtainadmininstrativeclosure,collatethelessonslearnedandthentakeoverhisnewproject.Whatdoyoutellhim?

A. YousupporthiminhisviewB. HeshoulddelegatetheadministrativeclosuretosavetimeC. ToarchivetheprojectdocumentsD. Tostarthisnewprojectassoonaspossiblebecausehetransferedtheproductafterfinalacceptance



192 YouareperformingEarnedValuetechniqueonyourproject.Afterbudgetapproval,additionalcostshavebeenidentified,whichmadetheprojectmoreexpensiveonemonthago.Theadditionalcostsmeanwhilehavebeenpaid,anditisexpectedthatfortheremainingdurationoftheproject,costswillbeasbudgeted.Inthiscase,whichisthebestformulatocalculateEAC(EstimateatCompletion)?

A. EAC=AC+ETC/CVB. EAC=BAC–CVC. EAC=BAC/CPID. YoucannotcomputetheEAC

193 Achangerequestinaprojecthasbeenrejectedsomeweeksago.Yesterday,theprojectmanagerfoundoutthatastakeholderknewofthechangerequest,butnotoftherejection.Inordertoavoidsuchasituation,rejectedchangerequestsshouldbeconsistentlycommunicatedtostakeholdersthroughwhichprocess?

A. ValidateScopeB. ManageCommunicationsC. ManageQualityD. PerformIntegratedChangeControl

194 Onameetingyouhadtheopportunitytotalktoapeerprojectmanager.Hetoldyouthatforhisprojectinhistoday’sstatusreportthecumulatedactualcostsare15%belowthebudgetedcumulatedcosts.Whatdoyouthink?

A. TheprojectwillprobablybecompletedwithtotalcostsremainingunderbudgetuntiltheendB. HehasplannedhisprojectwithanappropriatebufferC. TheinformationgiventoyoubythecolleagueisnotsufficienttoassessprojectperformanceD. Originalcostforecastingandbudgetingfortheprojectmusthavebeenpoortoallowthisvariance

195 WhichofthefollowingisNOTanoutputoftheManageQualityprocess?

A. UpdatesofthequalitymanagementplanB. RecommendationsforqualityprocessandproductimprovementsC. TestandevaluationdocumentsD. Qualitycontrolmeasurements

196 Whichofthefollowingstatementsisacorrectexampleofusingprojectinformationinmonitoringandcontrollingprocesses?

A. WorkperformanceinformationisanoutputofMonitorandControlProjectWorkB. WorkperformanceinformationisaninputtoControlCostsC. WorkperformancedataisaninputtoValidateScopeD. WorkperformancedataisaninputtoMonitorandControlProjectWork



197 Aprojectmanagerisreviewinghistoricalinformationtodevelopamathematicalmodeltopredicttotalprojectcostsusingspecificparameterswhicharecharacteristicfortheproject.Thisactivityispartofwhichofthefollowingprocesses?

A. EstimateCostsB. ParametricestimatingC. DetermineBudgetD. Forecasting

198 Aprojectmanagerisreviewingandupdatingthestakeholderengagementplantoensurethatengagementstrategiesandplansreflectstakeholderrelationshipsandcommunity.Whichofthefollowingprocessesisheperforming?

A. ManageStakeholderEngagementB. MonitorStakeholderEngagementC. ManageTeamD. PlanStakeholderEngagement

199 Aprojectmanagerisclosinghisprojectintime.Thecustomerhasconfirmedtheacceptanceofthecompletedprojectscope,thefinalproducthasbeentransferredtotherelevantstakeholders,andthefinalreporthasbeencreatedanddistributed.However,thelessonslearnedrequiredbythePMOhavenotbeencompletedandtransferredtothelessonslearnedrepository.Whatisthestatusoftheproject?

A. TheprojectiscompletebecausethefinalreporthasbeencommunicatedB. TheprojectiscompletebecausethecustomerhasacceptedallthedeliverablesC. TheprojectisnotcompleteuntilallprojectandproductdeliverablesarecompleteandacceptedD. Theprojectiscompletebecauseithasreacheditsfinishdate

200 Aprojectmanageriscollectingworkperformanceinformationtocreateperformancereports,whichheispresentingasadashboard.Theseactivitiesarepartofwhichprocess?

A. ManageCommunicationsB. DirectandManageProjectWorkC. MonitorCommunicationsD. MonitorandControlProjectWork



Answers 1 Answer:(A).TheS-Curveisusedinprojectmanagementasameansofrepresentingthe

variousexpendituresofresourcesovertheprojectedtimeoftheprojectorasameansofchartingthereal-timeexpenditureofresources.ThisisimportanttoprojectmanagementinthatitcanbeusedtomonitortheprojectasitprogressesandcompareittotheprojectedS-Curvetodeterminewhethertheprojectisbeingcompletedwithinthetimeandbudgetlimitations.Theshapeofthecurveindicatesthemaximumcostandstaffinglevelsareduringtheexecutionphaseoftheproject.Reference:ProjectManagementProcessGroups,1.9,p.555(StandardSection,Part2)Monitoring&ControllingID:1200055-4.1

2 Answer:(A).Aprojectschedulenetworkdiagramcapturestheprojectscheduleandwouldbethebestdocumenttoreflecttheimpactofadelayonavendordeliverable.Theworkbreakdownstructureshowswhatworkisintheproject,butdoesn'tfocusonhowlongitshouldtake.Theriskregisterwouldshowanincreaseinprojectrisk,butwouldn'thelptodeterminetheimpactofadelayontheprojectschedule.Reference:ScheduleManagement,6.5.3.2,p.219ExecutingID:1200056-3.2

3 Answer:(C).Themostimportantpartofprojectclosureistogetformalsign-offfromthecustomer.Asitindicates,thecustomerconsiderstheprojectcompletedandacceptsthecompletedproject.Formalsign-offinacontractingsituationconstituteslegalacceptance.Reference:IntegrationManagement,4.7,p.123ClosingID:1200057-5.3

4 Answer(C).Thisquestioncanbetrickyasitdoesn'tclearlystatewhetherornottheprojectmanagerreceivedaformalcommunicationofthedelayfromthevendor.Sinceaprojectmanagershouldproactivelylookforanyeventthatmaydelaytheprojectschedule,theoptionidentifyingpossiblealternativesisthebestchoice.Theoptionwiththefineisharsh,especiallyinasituationwhichisbeyondthevendor'scontrol(e.g.politicalunrestinthecountry).Reference:ScheduleManagement,6.6.2.1,(varianceanalysis),p.227ExecutingID:1200058-3.2

5 Answer:(B).Theplanningprocessgroupconsistsofprocessesperformedtoestablishthetotalscopeoftheeffort,definetheobjectives,anddevelopthecourseofactionrequiredtoattainthoseobjectives.Forthispurpose,aprojectmanagershouldincluderelevantstakeholdersandexplorealltheaspectsofscope,cost,time,risk,quality,etc.Theresultofthisplanningprocessgroupistheprojectmanagementplan.Reference:ProjectManagementProcessGroups,1.2.4.5,p.23&25PlanningID:1200059-2.1

6 Answer:(B).Inreviewstheteamperiodicallydemonstratestheworkingproducttoobtainfeedbackfromstakeholdersandtoobtainacceptanceofthecompleteduserstories.Reference:AgilePracticeGuide(PMI®),ImplementingAgile,5.2.5,p.55Monitoring&ControllingID:1800001-4.35.3

ReferencesaremadetothecorrespondingchaptersandpagesofthePMBOK®Guide,6.Edition,andother.



7 Answer:(C).Don'tforgetthattheroleofaprojectmanagerisalsothatofaleader.Thequestionseemstosuggestthatimprovementintheteam'sperformancewouldgivemuchbetterresults.Theoptiontodiscusstheissuewiththefunctionalmanagerwouldhavebeengoodiftheprojectmanagerwouldhavesuggestedthemembersmovetoaprojectwhichmatchestheirskillset.Sincethisisnotthecase,thebestchoiceisthetrainingoption.Reference:ResourceManagement,9.4.2.6,p.342ExecutingID:1200061-3.1

8 Answer:(D).Thisisanexampleofgoldplatingbecausethisrequirementisnotactuallypartofthecontract.Suchadditionsareusuallybasedonaperceivednotionofwhatthecustomerwouldlikeratherthanaspecificrequirementfromthecustomer.Goldplatingisdefinedinsimplewordsasaddingmoretothesystemthanisspecifiedintherequirements.Goldplatingcanincreaseoperationandmaintenancecosts,aswellasreducequality.Reference:QualityManagement,8,p.274Monitoring&ControllingID:1200062-4.2

9 Answer:(B).Inthiscase,basedoncustomerfeedback,frequentchangesareexpectedtobedonebytheteam.Remember,whenachangeispresented,apartofconsideringthechangeinvolvesadditionalplanning.Theprojectmanagerandtheteammustexaminehowthechangeaffectstheprojectworkandknowledgeareas.Thusscopecontrolensurestheprojectscopeisprotectedfromunnecessarychangesandalleligiblechangesaredoneusingthescopechangecontrolsystem.Option„qualitycontrol“ismorefocusedonensuringconformancetodocumentedstandardsandisnotthecorrectchoice.Reference:ScopeManagement,5.6,p.168Monitoring&ControllingID:1200063-4.6

10 Answer:(D).Thestakeholderisaskingforaqualityreport,whichsummarizesqualitymanagementissues,recommendationsandfindings.Reference:QualityManagement,8.2.3.1,p.296ExecutingID:1800002-3.3

11 Answer:(C)ManageQuality.QualityreportsareanoutputoftheManageQualityprocess.Reference:QualityManagement,8.2.3.1,p.296ExecutingID:1200436-3.3

12 Answer: (B). John’s recommended next step is to involve stakeholders (e.g. customers, other key stakeholders) to create a common understanding of success criteria and to improve deliverable acceptance and stakeholder/customer satisfaction. These stakeholder management and communication related acitivities are very important in project initiation as stakeholder involvement starts here. Project objectives and success criteria are included in the charter (Option A). The other options are part of planning. Reference: Integration Management, 4.1.3.1, p. 81InitiatingID:1600001-1.8

13 Answer:(D).Assumptionsandconstraintsaredocumentedintheassumptionlogthroughouttheprojectlifecycle,firsttimeininitiatingtheproject.Reference:IntegrationManagement,4.1.3.2,p.81InitiatingID:1200006-1.4

14 Answer:(C).Thereisonlyonemethodlistedusingdiscountedcashflow:NetPresentValue(NPV)Reference:HaroldKerzner,ProjectManagement,11thEdition,pp.722InitiatingID:1200007-1.1



15 Answer:(A)55/6.00Thebetadistribution(PERTestimate)allowstheestimatortoincludethreeestimates:optimistic,pessimistic,andmostlikely,givenbytheequation:ExpectedDuration=[P+4(ML)+O]/6andstandarddeviation=(P-O)/6wherePisthepessimisticestimate,MListhemostlikelyestimate,andOistheoptimisticestimate.Reference:CostManagement,7.2.2.5,p.245PlanningID:1200069-2.4

16 Answer:(C).Theprojectmanagerisintheprocessof'collectrequirements'whichhastheoutput:requirementsdocumentation.Thisdocumentdescribeshowindividualrequirementsmeetthebusinessneedfortheproject.Reference:ScopeManagement,5.2.3.1,p.147/148Planning

ID:1200110-2.117 Answer:(C).Groundrulesareasetofrulesonhowtheteamwillinteract,makedecisions,

andhandleissuesthatmustbeaddressed.Theyarethebestoptionforaprojectmanagerasitenableshimtoremovehimselffromtheissueandaddresstheconflictorsituationwithoutunnecessaryorharmfulemotion.Groundrulesshouldbeestablishedattheverystartoftheproject,preferablyatthekick-offmeeting.Reference:ResourceManagement,9.3.2.4,p.277Planning

ID:1200081-2.1218 Answer:(C).Theresultsofallprocesstailoringbytheprojectteamarecapturedinthe

projectmanagementplan,alongwithalltheotherinformationrequiredbythestakeholder.Reference:IntegrationManagement,4.2.3.1,p.85,86-89Planning

ID:1200084-2.1119 Answer:(D).Brainstormingisatoolandtechniqueforriskidentification.Alloftheother

optionsarewaysofmanaging(incl.riskanalysis,responseplanning,riskmonitoringandcontrolling)therisks.Reference:RiskManagement,11.2.2.2,p.414Monitoring&ControllingID:1200086-4.4

20 Answer:(C).Whilealltheotherstatementsaretrueaboutaqualityaudit,option(c)isnottrue.Improvingtheprojectteam’seffectivenessisanobjectiveoftheDevelopProjectTeamprocess.Reference:QualityManagement,8.2.2.5,p.294ExecutingID:1200085-3.3

21 Answer:(D).Theschedulemanagementplanestablisheshowtheschedulemanagementwillbecarriedoutintheproject.Itservesasguidancefortheschedulingprocessanddefinestherolesandresponsibilitiesforstakeholders,alongwithschedulingmethodologies,schedulechangecontrolprocedures,etc.Reference:ScheduleManagement,6.1.3.1,p.181/182PlanningID:1200097-2.11



22 Answer:(C).Inthissituationtheprojectmanagerhasnoinformationonthetiming,anticipatedfrequency,orimpactoftheexpectedroughweather.Thebestoptionis(c)toaccepttherisk,butplanacontingencyreserveintermsofcostandtimeincasetheriskoccurs.Reference:RiskManagement,11.5.2.3,p.443PlanningID:1200082-2.10

23 Answer:(D).ThescenariodescribestheprocessofImplemetingRiskResponses.Reference:RiskManagement,11.6,p.450/451ExecutingID:1800003-3.51

24 Answer:(A).Inspectionistheexaminationofworkoraproducttodeterminewhetheritconformstodocumentedstandards.Itisalsocalledpeerreviews,reviewsaudits,orwalkthroughs.Inspectioncanbedoneatanylevelintheprojectandcanalsobeusedtovalidatedefectrepairs.Reference:QualityManagement,8.3.2.3,p.303Monitoring&ControllingID:1200066-4.3

25 Answer:(D).Finalcostmaybemorethanacostreimbursablecontractbecausecontractorshavetoinflatethepricetocovertheirrisk.Reference:HaroldKerzner,Projectmanagement11thedition,ContractManagement,p. 992PlanningID:1200067-2.7

26 Answer:(D).Allofthegivenchoicesarecomponents/contentoftheprojectmanagementplanthatcanbeutilizedduringtheMonitorStakeholderEngagementprocess.However,thekeyprojectstakeholdersareusuallynotinterestedintheminordetailsoftheprojectlikethetayloringdecisionsinoptionD.Theyaremuchmoreinterestedintheproject'sobjectives,thestatusandprogress,andthecurrentchanges,issuesandrisks.Fromthegivenchoices,'theselectedlifecycleandprojectmanagementprocessesfortheproject'istheweakestchoice.Reference:StakeholderManagement,13.4.1.1,p.532Monitoring&ControllingID:1600004-5.

27 Answer:(C).Sunkcostsareretrospective(past)coststhathavealreadybeenincurredandcannotberecovered.Abusinessdecisionmustnotbemadebasedonthesizeofpreviousinvestments,itshouldbemadeonthesizeofexpectedreturns.Reference:HaroldKerzner,Projectmanagement11thedition,,p.1198/1199ExecutingID:1200070-3.2

28 Answer:(C).Theprojectneedsa“highlevelscopedescription”,aproductvisionfirst,toagreeontargetgroup,maincharactersiticsandbenefitsoftheproduct.Fromthereaproductroadmapiscreated.Reference:AgilePracticeGuide(PMI®),ImplementingAgile,5.,p.58&52ExecutingID:1800004-3.

29 Answer:(C).Pushcommunicationissendinginformationtospecificrecipientswhoneedtoknowtheinformation.Reference:CommunicationsManagement,10.1.2.5,p.374ExecutingID:1200072-3.6



30 Answer:(C).Theprojectmanagerisintheprocess'DevelopSchedule'.Sincehehasalreadyderivedanapprovedprojectschedule,itimpliesallotheroptionsarealreadycompletedaspartoftheprocessesestimateactivityresources,sequenceactivities,anddevelopschedule.Reference:ScheduleManagement,6.5.3.1,p.217PlanningID:1200073-2.4

31 Answer:(C).Themostimportantthingfortheprojectmanagerwhoistakingoverinthemiddleoftheprojectistounderstandwhythecustomerisunhappyinspiteoftheprojectperformancebeingwellwithinthebaseline.Allotheroptionshavenovalidjustification.TheprocessManageStakeholderEngagementinvolvesaddressingconcernsandclarifyingissues.Reference:StakeholderManagement,13.3,p.523/524ExecutingID:1200074-3.7

32 Answer:(D).Inthecommunicationmodel,itisthesender'sresponsibilitytomakethemessageclear,complete,andconcisesothattherecipientcanreceiveit.Thesendermustalsoconfirmthattherecipienttrulyunderstandsthemessage.Inthisscenario,theprojectmanagerisatfault.Reference:CommunicationsManagement,10.1.2.4,p.372ExecutingID:1200075-3.6

33 Answer:(B).Probabledelayinthenextdeliveryrepresentsaprojectriskandisnotanissueastheeventisuncertain.Thismayormaynothappeninfuture.Reference:IntegrationManagement,4.3.3.3,p.96Monitoring&ControllingID:1200076-4.5

34 Answer:(A).Lessonslearnedarepartoftheorganizationalprocessassets.Reference:IntegrationManagement,4.1.1.3/4.1.1.4,p.78/79InitiatingID:1200001-1.3

35 Answer(C).Thecriteriadescribedareusedbythesaliencemodel.Reference:StakeholderManagement,13.1.2.,p.513InitiatingID:1200012-1.3

36 Answer:(D).Sinceaproject'ssuccessisheavilydependentonstakeholdersfavorableacceptanceoftheproject,itisimportanttohaveeffectivecommunicationwithstakeholders,especiallyduringprojectmeetings.Forthispurpose,theprojectmanagershouldresearchandunderstandhisstakeholdersexpectations,toensureeffectivecommunication.Reference:CommunicationsManagement,10.2,p.379-381ExecutingID:1200077-3.6

37 Answer:(C).Floatforanactivitycanbecalculatedusinganyofthetwoformula(i.e.Float=LS-ESorLF-EF).Inthiscase,float=5-3or10-8=2days.Remember,floatorslackistheamountoftimeataskinaprojectnetworkcanbedelayedwithoutcausingadelaytosubsequenttasks(freefloat)orprojectcompletiondate(totalfloat).Reference:ScheduleManagement,6.5.2.2,p.210/211PlanningID:1200078-2.4



38 Answer:(B).Aprocurementstrategydefinesthedeliverymethod,thecontracttypesandprocurementphasesasan“overallapproach”,whichisobviouslymissinginthescenario.Theprocurementmanagementplanisemphasizingthecoordinationoftheprocurementworkwithotherprojectwork(e.g.schedule),roles&responsibilities,andmetrics.Reference:ProcurementManagement,12.1.3.2,p.476ExecutingID:1200079-3.2

39 Answer:(D).Forcingwillveryprobablygeneratetheleastpositiveenduringresults,becauseitoffersonlywin-losesolutions.Reference:ResourceManagement,9.5.2.1,p.349ExecutingID:1200080-3.6

40 Answer:(D).Milestonechartscapturethemajormilestoneintheprojectwhichrepresentsthebeginningorcompletionofadeliverable,workpackage,phase,orproject.Amilestoneisazerodurationactivityandthesechartsarecommonlyusedtopresentprojectstatustoseniormanagementoracustomer.Reference:ScheduleManagement,6.2.3.3,p.186;6.5.3.2,p.218/219Monitoring&ControllingID:1200083-4.6

41 Answer:(B).Qualitativeriskanalysisprioritizesriskswiththeprobilityandimpactmatrix.SWOTanalysisandrootcauseidentificationareusedinriskidentification,simulationinquantitativeriskanalysis.Reference:RiskManagement,11.3.2.6,p.425PlanningID:1200089-2.10

42 Answer:(A).Itisimportanttohaveaneffectivecommunicationmediuminthisproject,especiallysincetheteamisindifferentgeographicallocationsandcommunicationrequirementsarecomplex.ItisbesttotakeinputfromthestakeholdersoftheprojectandunderstandtheircommunicationrequirementsbeforefinalizingatechniqueReference:CommunicationsManagement;10.1.2.2,p.369/370PlanningID:1200090-2.6

43 Answer:(B).Thetotalfundsrequiredintheprojectarethoseincludedincostbaseline,plusmanagementreserveifany.Thecostbaselineincludescontingencyreservesbecausethecostbaselinewillincludeprojectedexpendituresplusanticipatedliabilities.Reference:CostManagement,7.3.3.1,p.255PlanningID:1200091-2.3

44 Answer(C).Retrospectiveshelptheteamtolearnabout,improveandadaptitsprocess.“Atregularintervals,theteamreflectsonhowtobecomemoreeffective,thentunesandadjustsitsbehavioraccordingly”(AgileManifesto).Therearesimilaritieswithlessonslearned,butretrospectivesaremoreperiodicallyandfocusedontheprocessandtheteams’sbehavior.Reference:AgilePracticeGuide(PMI®),CommonAgilePractices,5.2,p.50/51Monitoring&ControllingID:1800005-4.3

45 Answer:(C).Oneimportantfactisthatyouneedyourteam’shelpwhenyou’rewritingthelessonslearned.That’swhyyoucan’treleasetheteamuntilthelessonslearnedaredocumentedandaddedtotheorganizationalprocessassets.Closingoutcontractsshouldbecompletedbeforeclosingtheproject(AgreementsareaninputtotheCloseProjectprocess).Reference:IntegrationManagement,4.7,pp.121-125ClosingID:1200093-5.3



46 Answer: (C). You should use knowledge management tools and techniques to connect people to foster collaboration and knowledge creation, share tacit knowledge and integrate knowledge of diverse team members. It is a common misconception, that only documenting the knowledge or conducting lessons learned at the end of the project would be sufficient. Information management is adequate only for explicit knowledge. Reference: Integration Management, 4.4, p. 100, 102/103 Executing ID:1200441-3.1

47 Answer:(D).Claimsadministrationistobeusedtohandlechangeswherethebuyerandsellercannotreachanagreementoncompensationorcannotagreethatachangehasoccurred.Reference:ProcurementManagement,12.3.2.2,p.498ExecutingID:1200098-3.2

48 Answer:(C).Theprojectmanagershouldexplorealltheoptionstoavoiddelayintheproject.Inthiscase,theremightbesometeammemberswillingtoworkovertheweekendsandthemanagercanre-planthescheduleoncetheiravailabilityisconfirmed.Reference:ResourceManagement,9.5.2.1,pp.348-350ExecutingID:1200099-3.1

49 Answer:(C).Aprojectcommunicationmanagementplanwouldcapturethedetailsofthepersonresponsibleforauthorizingreleaseofthisconfidentialinformationontheproject.Reference:CommunicationsManagement,10.1.3.1,p.377PlanningID:1200101-2.6

50 Answer:(D).ParetochartsworksontheParetoprincipalwhichstates80%oftheproblemsusuallystemfrom20%ofthecauses.AParetochartisaspecialtypeofhistogram.Reference:QualityManagement,8.3.2.5,p.304Monitoring&ControllingID:1200102-4.3

51 Answer:(A).T-shapedpeoplesupplementtheirexpertise/focusspecialtywithsupporting,butlessdevelopedskillsinassociatedareasandgoodcollaborationsskills.Reference:AgilePracticeGuide,4.3.3,p.42PlanningID:1200103-2.5

52 Answer:(C).Theprojectmanagerisdoingprocurementperformancereviewsaspartoftheprocess'ControlProcurements'.Itisastructuredreviewoftheseller'sprogresstodeliverprojectscopeandquality,withincostandonschedule,ascomparedtothecontract.Reference:ProcurementManagement,12.3.2.3,p.498Monitoring&ControllingID:1200104-4.1

53 Answer(C).Allofthestatedoptionsareactivitiesconductedduringprojectclosing.Measurecustomersatisfactionattheendoftheprojectbelongsalsototheclosingprocessgroup.Sinceyouneedresourcestocompleteallthesetasks,finalperformanceassessmentandreleaseofresourcesisthelaststep.Reference:IntegrationManagement,4.7,p.121-123ClosingID:1200105-5.7



54 Answer:(B).Costbenefitanalysisisatechniquethatcomparespositivefactorsorbenefitswithnegativeonestodeterminethenetresultofdoingtheaction.Itisapopulartechniqueforprojectselection,andhelpstokeeptheprojectfocusedonthebusinessgoalsbyrepeatingitatthestartofeachphase,butwillnotbeusefulduringtheprojectperformancereview.Reference:ProjectSuccessMeasures,1.2.6.4,p.34,CostManagement,7.4.2.2,p261-265Monitoring&ControllingID:1200106-4.1

55 Answer:(D).Thisshouldbeaddressedaspartof'managestakeholderengagement'.Aprojectmanagershouldproactivelyworkwithstakeholderstomanagetheirexpectations,addressconcernsandresolveissues.Reference:StakeholderManagement,13.3,p.523/524ExecutingID:1200107-4.5

56 Answer:(B).Asequentialrelationshipiswhereaphasecanonlystartoncethepreviousphaseiscomplete.Thestep-by-stepnatureoftheapproachreducesuncertaintybutmayeliminateoptionsforreducingtheschedule.Reference:ProjectandDevelopmentLifecycles,1.2.4..1,p.19InitiatingID:1200114-1.4

57 Answer(D).Theprojectmanagershouldrefertotheprojectscopestatementasitcapturesallofthedetailsrelatedtotheprojectscopeincludingproductacceptancecriteria,scopedescription,projectdeliverables,constraints,assumptions,etc.Reference:ScopeManagement,5.3.3.1,p.154/155PlanningID:1200117-2.1

58 Answe:(D).Thefinalreportisasummaryoftheprojectperformance.Reference:IntegrationManagement,4.7.3.3,,p.127/128ClosingID:1200118-5.5

59 Answer:(D).DesignforXisasystematicapproachtodesignaproducttowardsimprovedcharacteristics,e.g.costs,usability,reliability,serviceetc.The“X”standsforthesedifferentaspects.Reference:QualityManagement,8.2.2.6,p.295ExecutingID:1200119-2.8

60 Answer:(C).Reference:CostManagement,7.2.2.5,p.245PlanningID:1200121-2.3

61 Answer:(C).DeliverablesandworkperformancedataareoutputsoftheDirectandManageProjectWorkprocess.Reference:IntegrationManagement,4.3.3,p.90ExecutingID:1200087-3.2

62 Answer:(D).Schedulecompressiontechniqueisusefulnotonlyduringprojectplanningtoseeifthedesiredcompletiondatecanbemetbutalsoduringintegratedchangecontroltolookatthescheduleimpactsofchangestotime,cost,scope,orrisk.Therootcauseanalysisthoughseemstobeingoodfaith,butdoesn'taddresstheimmediateproblem.Communicatingtheimpactshouldbedoneonceallthealternativesareexploredtominimizetheadverseeffectofthechangeontheprojectscheduleandotherconstraints.Reference:ScheduleManagement,6.5.2.6,p.215Monitoring&ControllingID:1200108-4.2



63 Answer:(D).Incaseofconflictingclaims,itisbesttoreferthemtoclaimsadministration.Claimsadministrationresolvesclaimsaccordingtothecontract'sdisputeresolutionprocedureswhenthebuyerandsellercannotresolveaclaimontheirown.Claimsadministrationdocuments,processes,monitors,andmanagesclaimsduringthelifeofthecontract,usuallyaccordingtothecontractterms.Reference:ProcurementManagement,12.3.2.2,p.498Monitoring&ControllingID:1200109-4.2

64 Answer:(B).Theearnedvaluetechniquehelpstomeasureprojectperformanceagainstprojectbaseline.Itisabettermethodthansimplycomparingtheplanwithrespecttoactualasitintegratescost,time,andworkcompleted.Reference:CostManagement,7.4.2.2,pp.261Monitoring&ControllingID:1200111-4.1

65 Answer:(D).Theprojectmanagerisintheprocessofconductprocurementsandalloftheabovearetoolsandtechniquesthatcanbeusedintheprocess.Whenagreementsareinplace,thesellerselectionhasalreadybeenmade.Reference:ProcurementManagement,12.2p.482ExecutingID:1200112-3.1

66 Answer:(C).RiskownerforthatparticularriskisresponsibleforimplementingtheactionsdefinedbymitigationandcontingencyplaninriskmanagementReference:RiskManagement,11.6.1.1,p.450ExecutingID:1200113-3.5

67 Answer:(A).Tisoptionaddressesallstakeholdermanagementactivities,whereastheothersonlycoversingleaspectsoractivities.Reference:StakeholderManagement,13p.505ExecutingID:1200115-3.2

68 Answer:(D).Acontractchangecontrolsystemdefinestheprocessbywhichagreementscanbemodified.ItispartoftheEEFsandmaybedescribedinthecontract.Reference:ProcurementManagement,12.3.1.7,p.497Monitoring&ControllingID:1200116-4.2

69 Answer:(C).Iftheprojectisterminated,theprojectmanagershoulddoscopevalidationtodeterminetheextentofcompletionoftheproject.Reference:IntegrationManagement,4.7,p.123ClosingID:1200120-5.3

70 Answer:(A).Qualitymetricsaredeterminedasanoutputtotheprocessplanqualitymanagement,alongwithtolerancelimitsforeachofthem.Ametricwouldgivetheactualvalueorthemeasurementofaprojectorproductattribute,whereasatolerancedefinestheallowablevariationsonthemetrics.Theselectionofthesemetricsinaprojectwouldheavilydependonthetypeoftheprojectandtheobjectiveofcollectingthemetrics.Reference:QualityManagement,8.1.3.2,p.287PlanningID:1200122-2.8

71 Answer:(D).Productanalysisusesdependingontheapplicationareadifferenttechniquestotranslatehighlevelproductdescriptionsintotangibledeliverables(e.g.valueanalysis,systemsanalysisetc).Reference:ScopeManagement,5.3.2.5,p.153PlanningID:1200123-2.1



72 Answer:(D).Allthelistedoptionsaretypicalmonitoringandcontrollingrelatedactivities.Reference:IntegrationManagement,4.5,p.107Monitoring&ControllingID:1200124-4.5

73 Answer:(C).Benchmarkingisamanagementtoolthroughwhichaplanforevaluation,measurement,andimprovementisimplemented.Itistheprocessofcomparingthebusinessprocessesandperformancemetricsincludingcost,cycletime,productivity,and/orqualitytoanotherthatiswidelyconsideredtobeanindustrystandardbenchmarkorbestpractice.TheobjectiveofBenchmarkingis:(1)todeterminewhatandwhereimprovementsarecalledfor;(2)howotherfirmsachievetheirhighperformancelevels;(3)usethisinformationtoimprovethefirm'sperformance.Reference:QualityManagement,8.1.2.2,p.281PlanningID:1200126-2.8

74 Answer:(A).YouhavecreatedaWBS,aWBSdictionary,andanactivitylistintheplanningstage.Thenextstepwouldbetocreateanetworkdiagramfortheproject.Reference:ScheduleManagement,6.3,pp.187PlanningID:1200127-2.4

75 Answer: (C). Issue logs are used to document and monitor the resolution of issues and to facilitate communication about issues amongst stakeholders. They are an output of the Direct and Manage Proejct Work process. Reference: Integration Management, 4.3.3.3, p. 96 Executing ID:1200442-3.1

76 Answer:(A).Approvedchangerequestsareimplementedandperformancereportsasprojectcommunicationsareinputstothisprocess.Reference:IntegrationManagement,4.3.1,p.92/93ExecutingID:1200088-3.4

77 Answer:(A).TheorganizationalprocessassetslibrarycontainsWBSformsandtemplatesfrompreviousprojects.Thiswillspeeduptheactivity.Reference:ScopeManagement,5.4.1.4,p.157PlanningID:1200216-2.2

78 Answer:(C).Afixedpricecontractnormallyprovidesfirmassuranceofultimatecosttothebuyer.Reference:ProcurementManagement,12.1.1.6,p.471PlanningID:1200204-2.7

79 Answer:(C).Changesalwaysrelatetoabaseline.Abaselineisanapprovedplanforaproject.Beforethebaselinesareestablished,changesarenotrequiredtobeformallycontrolledbythePerformIntegratedChangeControlprocess.Reference:IntegrationManagement,4.6,p.115PlanningID:1200139-2.9

80 Answer:(B).TheprojectmanagerisintheDevelopProjectCharterprocessinprojectintegrationmanagementandusingthebusinesscasetounderstandtheproductrequirementsanddescriptions.Theoutputofthisprocessisaprojectcharterwhichonceapprovedformallyauthorizestheproject.Reference:IntegrationManagement,4.1.1.1,p.77/78InitiatingID:1200003-1.5



81 Answer:(C).TheAgileReleasePlanningtechniqueprovidesoversighttothecustomerwhichfeatureswillbeavailableattheendofeachiteration.Reference:ScheduleManagement,6.5.2.8,p.216PlanningID:1200128-2.4

82 Answer(B).TheprojectmanagerisintheManageCommunicationsprocessanddoingprojectreportingaspartofcommunicationmanagement.Reference:CommunicationsManagement,10.2.2.5,p.385Monitoring&ControllingID:1200129-4.6

83 Answer(B).Trendanalysisreferstoamathematicaltechniquethatuseshistoricalresultstopredictfutureoutcome.Reference:Glossaryp.725,CostManagement,7.4.2.4,p.263Monitoring&ControllingID:1200130-4.1

84 Explanation:Answer(C).Internalfailurecostsarecostsofnonconformance.Reference:QualityManagement,8.1.2.3,p.283PlanningID:1200133-2.8

85 Answer:(D).Projectobjectivesandrelatedsuccesscriteriaarecontainedinprojectcharter.Instructionsandorganizationalstandards(OPAs)areaninput,(detailed)requirementsareincludedintherequirementsdocumentation,andproductacceptancecriteriaarecontainedinthescopestatement.Reference:IntegrationManagement,4.1.3.1,p.81InitiatingID:1200005-1.2

86 Answer:(B).Thestakeholdermanagementstrategyisdocumentedinthestakeholderengagementplanandcontainsamongotherthingsthedesiredlevelofparticipationorengagementofstakeholders.Reference:StakeholderManagement,13.2.3.1,p.522PlanningID:1200013-2.13

87 Explanation:answer(D).Trendanalysisisusedinallofthementionedprocesses.Monitoring&ControllingID:1200131-4.1

88 Answer:(D).QualitymetricsisaninputtoManageQuality.Reference:QualityManagement,8.2,p.288ExecutingID:1200134-3.3

89 Answer(A).Thequestiondescribesthefeatures,functions,andrequirementswhicharepartofdefiningproductscope.Note:completionofprojectscopeismeasuredagainsttheprojectmanagementplan,projectscopestatementanditsassociatedWorkBreakdownStructure(WBS),WBSdictionary,andscopebaseline.Completionofproductscopeismeasuredagainstproductfeaturesorrequirements(requirementsdocumentation).Reference:ScopeManagement,5.,p.131PlanningID:1200135-2.1



90 Answer:(D).Thisisdoneasapartoftheprocess'monitorandcontrolprojectwork'.Alltheotherstatementsdescribetheconfigurationmanagementprocess.Reference:IntegrationManagement,4.6.2.2,p.118/119Monitoring&ControllingID:1200136-4.2

91 Answer:(B).Parametricestimatingisanestimationtechniquewhichutilizesthestatisticalrelationshipthatexistsbetweenaseriesofhistoricaldataandaparticulardelineatedlistofothervariables.E.g.squarefootageinaconstructionproject,thenumberoflinesorcodethatexistinasoftwareapplication.Reference:ScheduleManagement,6.42.3,p.200PlanningID:1200137-2.4

92 Answer:(A)Thisquestiondescribesatypicalscenariowhenaprojectmanagerneedstodecidewhatismostimportant.Option(c)ispartofgoldplatingandisnotactuallyrequiredintheproject.Option(b)cancausesometroubletotheprojectmanager.Thequestiondoesn'tclearlyestablishwhethertheresourceisleavingbeforeorafterthefinaldelivery.Thereisnoindicationthathisabsencewouldadverselyaffecttheprojectdelivery.Inthissituation,themostimportantthingtofocusonshouldbethecompliancetestingbecauseitisamandatoryrequirementontheproject.Reference:IntegrationManagement,4.5,p.107Monitoring&ControllingID:1200138-4.5

93 Answer:(B).Youdoroot-causeanalysisonprocessproblems:that’sManageQuality.Youareusingrootcauseanalysisasatool&techniquehere.ControlQualityiswhenyouaretryingtofindproblemsinyourworkproductsthroughinspection.ManageQualityiswhenyouarelookingatthewayyourprocessaffectsthequalityoftheworkyouaredoing.Reference:QualityManagement,8.2.2.2,p.292ExecutingID:1200140-3.3

94 Answer:(C).TheRACImatrixshowsrolesandresponsibilitiesonyourproject.RACIstandsforResponsible,Accountable,Consulted,Informed.Projectorganizationchartsdisplayreportingrelationshipsamongteammembers.Reference:ResourceManagement,9.1.2.2,p.317PlanningID:1200141-2.5

95 Answer:(D).Thisquestionisaskingyoutocreateaforecastusinganestimatetocomplete(ETC),whichusesCPItoprojecthowmuchmoneyislikelytobespentfortherestoftheproject.EAC=BAC/CPI,whichyieldsEAC=$800,000/.95=$842,105.NowyoucancalculateETC=EAC-AC=$842,105-$250,000=$592,105.Reference:CostManagement,7.4.2.2,p.264/265Monitoring&ControllingID:1200144-4.1

96 Answer:(D).Whenachangehasbeenapprovedyoualwaysneedtoupdatethebaselineandthennotifyyourstakeholdersandimplementthechange.TheprocessmodelofthePMBOK®Guideemphasizesthiswithdifferentoutputs:approvedchangerequests,changelog(communicatingtostakeholders),projectmanagementplanupdates.Reference:IntegrationManagement,4.6.3,p.120Monitoring&ControllingID:1200142-4.2



97 Answer:(B).Qualitymanagementisallaboutmakingsurethattheproductyouarebuildingconformstoyourcustomer’srequirements.Ifyouhavedoneagoodjobofgatheringandunderstandingthoserequirements,allofthemeasurementsyoutakeonyourprojectshouldhelpyouseeifwhatyouarebuildingwillmakeyourclientssatisfiedintheend.Reference:QualityManagement,8,p.274PlanningID:1200145-2.8

98 Answer:(A).TheCommunicationsManagementPlandefinesalloftheprocessesthatwillbeusedforcommunicationontheproject.Reference:CommunicationsManagement,10.1.3.1,p.377PlanningID:1200146-2.6

99 Answer:(B).Integratedchangecontrolstartswithimpactanalysisofrequestedchanges.Reference:IntegrationManagement,4.6,p.115Monitoring&ControllingID:1200143-4.2

100 Answer(D).Beforethestartofplanningthechartershouldbeapproved.Reference:IntegrationManagement.4.1,p.77InitiatingID:1200014-1.6

101 Answer:(A).Thiskindofcontentisdocumentedinthelessonslearnedregister,whichistheonlyprojectdocumentamongthelistedoptions.Reference:IntegrationManagement,4.4.3.1,p.104ExecutingID:1200147-3.2

102 Answer:(B).TheteamisperformingtheControlQualityprocess(verifyingthatdeliverablesandworkconformtotherequirements,whichisaprerequisisteforValidateScopewithformalacceptance),andisusingappropriatetools(inspectionetc.).QualityauditsareperformedduringtheManageQualityprocess.Reference:QualityManagement,8.2.2.5,p.294;8.3.2,p.302–304Monitoring&ControllingID:1200148-4.3

103 Answer:(B).ProblemSolving(Collaborate,Confronting)meansfiguringoutthecauseoftheproblemandfixingit.Reference:ResourceManagement,9.5.2.1,p.348/349ExecutingID:1200149-3.6

104 Answer:(A).Somequestionsontheexammightaskyouabouthowtooperateinanothercountry.Inthiscase,thequestionisaboutwhetherornotsomethingisabribe.Clearly,ifit’sabribe,youcan’tpayit.Butisit?Ifapaymentforaserviceiscustomary,thenit’snotabribe.Youshouldgoaheadandpaythepolice—aslongasit’sacceptableandlegalinthatcountry(e.g.inGreatBritainforspecialpoliceservicesatfootball(soccer)games).Reference:PMICodeofEthicsandProfessionalConduct.ExecutingID:1200150-3.2



105 Answer:(A).Theprojectscopemanagementplanmaybeimportantinyourproject.Ittellsyouexactlyhowyou’llcreatetheprojectscope,definetheWBS,validatethattheworkhasbeendone,andmakechangestothescope.Butitdoesn’ttellyouaboutspecificassumptionsthatyouandtheteamhavemade,orconstraintsonyourproject.Youfindthoseinthescopebaseline(whichcontainsthescopestatement),intherequirementsdocumentation/backlog,andinthecharterorassumptionslog.Reference:ScopeManagement,5.3.3.1,p.154PlanningID:1200151-2.1

106 Answer:(C).ThemostimportantpartoftheControlQualityprocessisthatyourteamhastoinspecteachdeliverableinordertoverifythatitmeetsitsrequirements.Whatdoyouneedtodothat?Firstyouneedthedeliverables!Andtest&evaluationdocumentsarereallyusefultoo,becausetheyhelpyouinspecteachdeliverable.YouneedapprovedCRstoverifytheirimplementation.Qualitycontrolmeasurementsaren’taninput—they’retheoutput!Reference:QualityManagement,8.3,p.298Monitoring&ControllingID:1200152-4.3

107 Answer:(A).Yourriskregisterisoneofthemostimportantprojectmanagementtoolsthatyouhave—that’swhyyoureviewitandgooveryourriskscontinuously.Anytimeyoucomeacrossanewrisk,thefirstthingyoushoulddoisdocumentitintheriskregisterandanalyzeit.Reference:RiskManagement,11.6,pp.453Monitoring&ControllingID:1200153-4.4

108 Answer:(D).Theprojecthasoverspentthebudget.Veryprobablytheprojectwillstillmakeaprofit(lessthanplanned).Reference:ProcurementManagement,12.1.1.6,p.471Monitoring&ControllingID:1200154-4.1

109 Answer:(B).Asthiswillbeanofficialprojectdocument(changerequest),itshouldbeformalinnature.Additionally,asyouarerequestingmoneyfromsomeonehigherupintheorganization,youarecreatingaverticalcommunication.Reference:CommunicationsManagement,10,p.361ExecutingID:1600005-3.6

110 Answer:(B).ControlScopecanhappenbeforeValidateScope,butitcanalsohappenafterwardaswell.That’swhythere’snoprescribedorderforthosetwoprocesses:theycanhappeninanyorder.Reference:ScopeManagement,5.5&5.6,p.163/164,p.167/168Monitoring&ControllingID:1200156-4.1

111 Answer:(B).Thecriteriaofpaybackperiodorbreakevendecidesfortheshortesttimeofgettingbackthemoneyoftheinvestment.Reference:HaroldKerzner,ProjectManagement,12thEdition,pp.720Initiating:1200016-1.7

112 Answer:(D).Allofthelistedoptionsmaybeincluded.Reference:IntegrationManagement,4.7.2.3,p.127ClosingID:1200157-5.3

113 Answer:(A).Goldplatingiswhenyouoryourteamaddmoreworktotheprojectthatwasnotrequestedbythesponsororclient.Reference:QualityManagement,8,p.272Monitoring&ControllingID:1200158-4.2



114 Answer:(B).Thisisanexampleofactivelyacceptingarisk.Theteamcan’tdoanythingabouttheweather,sotheprojectmanagerhasacceptedthefactthattheycouldendupbeingdelayedbyit,andhasplannedabuffer.Reference:RiskManagement,11.5.2.4,p.443PlanningID:1200159-2.10

115 Answer(A).ValueanalysisisatoolandtechniqueintheDefineScopeprocess.Reference:ScopeManagement,5.3.2.5,p.153InitiatingID:1200017-1.1

116 Answer:(A).CostAggregationisusedtobuildyourbudget,butitisnotatoolforcostestimation.Bottom-up,Parametric,3-Point-,andAnalogousestimationtechniquesareusedforbothcostandtimeestimates.Reference:CostManagement,7.2.2,pp.244PlanningID:1200161-2.3

117 Answer:(B).Theriskreportiswhereyoukeepriskswhereasindividualprojectrisksaredocumentedintheriskregister.BothdocumentsareoutputsoftheIdentifyRisksprocess.Reference:RiskManagement,11.2.3,p.417/418ExecutingID:1200160-3.5

118 Answer:(D).Keywordis„highlevel“andindicatesprojectinitiation.Reference:IntegrationManagement,4.1.3.1,p.81InitiatingID:1200018-1.4

119 Answer:(B).Theteamchartertellsyoueverythingaboutteamvalues,agreementsandoperatingguidelinesfortheteam.Reference:ResourceManagement,9.1.3.2,p.319/320Executing62-3.1

120 Answer:(D).Ifyourprojectisbrokenupintophases,youshouldhaveakickoffmeetingatthestartofeachphase.Youusethatmeetingtoestablishthewaypeoplewillcommunicateastheprojectworkgoesonandtosetthescenefortheactualphase.Thefirstkickoffmeetingisatthebeginningoftheinitialphase.Theplanningendswithakickoffmeetingtostarttheprojectexecution.Reference:IntegrationManagement,4.2.2.4,p.86PlanningID:1200163-2.12

121 Answer:(D).IntheIdentifyStakeholderprocessthestakeholderanalysisisused.TheotheranswersaretoolsandtechniquesoftheCollectRequirementsprocess.Reference:StakeholderManagement,13.1.2.3,p.512InitiatingID:1200020-1.3

122 Answer:(A).Iterationburndownchartiswhatyou’reusingwhenyoulookattheworkthattheteamisperforminginordertodeterminewhethertheprojectisaheadorbehindschedule.Reference:ScheduleManagement,6.6.2.1,p.226Monitoring&ControllingID:1200164-4.1

123 Answer:(A).Evenifaprojectisshutdownbeforetheworkiscompleted,youstillneedtodocumentthelessonslearnedandaddthemtotheorganizationalprocessassets.Infact,ifaprojectisterminatedearly,that’sprobablythebesttimetodothat!Whenaprojectgoesseriouslywrong,thentherearealwaysimportantlessonsthatyoucanlearn.Reference:IntegrationManagement,4.7,p.123ClosingID:1200165-5.5



124 Answer:(C).Priortoplanningmeansinitiating.Reference:IntegrationManagement,4.1,p.77InitiatingID:1200019-1.4

125 Answer:(D).Escalationisthemostappropriateoption.Reference:RiskManagement,11.5.2.4,p.442PlanningID:1200166-2.10

126 Answer:(B).Smooth/Accommodate:concedingone’spositiontotheneedsofotherstomaintainrelationship.Reference:ResourceManagement,9.5.2.1,p.349ExecutingID:12001676

127 Answer:(A).Tocalculatetheexpectedmonetaryvalue(EMV)ofasetofrisksandopportunities,multiplyeachprobabilitybyitstotalcostandaddthemtogether.Inthisquestion,thecostoftheriskis-$15,250+-$20,000=-$35,250,soitsEMVis40%x-$35,250=-$14,100.Thevalueoftheopportunityis$4,500anditsprobabilityis65%,soitsEMVis65%x$4,500=$2,925.SothetotalEMVforthetwois-$14,100+$2,925=-$11,175Reference:RiskManagement,11.4.2.5,p.435PlanningID:1200169-2.10

128 Answer:(C).TheprojectmanagementplanisreviewedintheCloseProjectprocesstoensurethatallworkiscompleted,butisnotupdated.Scopeverificationandvalidationarealreadydoneaspartofthemonitoringandcontrollingprocesses.Remainingworkarealladministrativeclosureactivitiesandcreatingthefinalreport.Reference:IntegrationManagement,4.7.3.3,p.127/128ClosingID:1200170-5.5

129 Answer:(D).Showingtheimpactpreventsproblemsinthefuture.Reference:IntegrationManagement,4.1,p.77,andPMICodeofEthicsandProfessionalConductInitiatingID:1200021-1.6

130 Answer:(B).ThescenariodescribesactivitiesoftheIdentifyStakeholdersprocess/usageofstakeholderanalysis.Reference:StakeholderManagement,13.1.2.3,p.512InitiatingID:1200023-1.3

131 Answer:(A).Theresourcemanagementplanincludesa“RewardandRecognition”sectionthatdescribeshowyou’llrewardyourteamforgoodperformance.Italsocontainstrainingrequirementsandreleasecriteria.Reference:ResourceManagement,9.1.3.1,p.319ExecutingID:1200172-3.6

132 Answer:(D).CV=EV–AC=36.000–40.000=-4.000Reference:CostManagement,7.4.2.2,p.262Monitoring&ControllingID:1200173-3.6

133 Answer:(C).Evenbestadvancedtoolswillnotworkandhighlyskilledteammemberswillnotexchangetheirknowledge,ifpeoplearenotmotivatedtosharewhattheyknow.Reference:IntegrationManagement,4.4,p.100ExecutingID:1200174-3.1



134 Answer:(B).Residualrisksarerisksthatremainevenafteryouhaveplannedforandimplementedallofyourriskresponsestrategies.Theydon’tneedanyfurtheranalysisbecauseyouhavealreadyplannedthemostcompleteresponsestrategyyouknowindealingwiththerisk.Residualrisksshouldbecoveredwithacontingencyreserve,iftheyoccur.Reference:RiskManagement,11.5.3.3,p.448Monitoring&Controlling

135 Answer:(D).Onlyiftherequiredefforttoimplementedriskresponsesisgiven,riskscouldbemanagedproactively.Reference:RiskManagement,11.6,p.450ExecutingID:1200176-3.1

136 Answer:(D).Thequestionexamplifiesachangetothescopemanagementplan.Asitispartoftheprojectmanagementplan,theimpactshouldbeanalysed.Reference:IntegrationManagement,4.6,p.115Monitoring&ControllingID:1200177-4.2

137 Answer(C).DevelopingastakeholderengagementplanisanoutputofPlanStakeholderEngagement.Allotheroptionsareinputstothisprocess.Reference:StakeholderManagement,13.2p.516PlanningID:1200024-1.3

138 Answer:(B).OptionsAandCarecounterproductiveandnotappropriateinmodernprojectmanagement.Reference:StakeholderManagement,13,p.504–506InitiatingID:1200178-2.11

139 Answer:(C).Stakeholderengagementplanandstrategieshavetobedevelopedearly,itisamongthefirstplanningefforts,aftertailoringandlifecycledecisions.Reference:StakeholderManagement,13.2,p.518PlanningID:1200179-2.6

140 Answer:(B).Whenyoucrashtheproject,itmeansthatyouputadditionalresourcesonthecriticalpath.There’snorealriskindoingthis,butitwillcostmore.Fasttrackingmeansadjustingtheschedulesothatactivitiesoverlap.Thisisnormallynotgoingtocostmore,butitisdefinitelyriskier,becauseyoumayhaveeliminatedbuffersandpossiblybrokensomedependencies.Andremember:crashingorfasttrackingwon’talwaysworktomaketheprojectgofaster.Reference:ScheduleManagement,6.5.2.6,p.215Monitoring&ControllingID:1200182-4.5

141 Answer:(D).Whiletheprojectmanager’stimeislimitedtheclassificationofstakeholdersusingstakeholderanalysishelpstoprioritize.Reference:StakeholderManagement,13.1.2,p.512/513InitiatingID:1200025-1.3

142 Answer:(C).Allprojectsshouldbealignedwiththeirorganizationsstrategicplan.Reference:IntegrationManagement,4.1.1.1,p.77/78InitiatingID:1200028-1.7



143 Answer: (C). As projects progress, project stakeholders, their interests, needs, expectations and engagement levels may change, therefore, stakeholder management planning is highly iterative. The stakeholder engagement plan should be regularly reviewed by the project manager. The frequency of the review should be decided by the project manager. Reference: Stakeholder Management, 13.2., p. 518PlanningID:1600003-2.13

144 Answer:(A).ThisquestiondescribesMakeorBuyAnalysis,whichispartofthePlanProcurementManagementprocess.Theinformationgatheredisusedlatertobuildupthebudget.Reference:ProcurementManagement,12.1.2.3,p.473PlanningID:1200187-2.7

145 Answer:(C).Mostprojectsfailbecauseofpoorcommunicationandpoorstakeholdermanagement.Successfulprojectmanagersspendmostoftheirtimecommunicatingwithteammembersandotherprojectstakeholders.Reference:CommunicationsManagement,10,p.361ExecutingID:1600006-3.6

146 Answer:(A).Theprojectmanageriscollectingtheinputstothecharter.Thebusinesscaseisamust.Reference:IntegrationManagement,4.1.1.1,p.77/78InitiatingID:1200029-1.5

147 Answer:(B).The„ruleofseven“isapplicablehere:sevenconsecutivepointsormeasurementsarebelowthemean;thisisanassignableorspecialcause,documentedinacontrolchart.Reference:QualityManagement,8.3.2.5,p.304Monitoring&ControllingID:1200190-4.3

148 Answer:(D).Agilereleaseplanningisthecorrectoption.Reference:ScheduleManagement,6.5.2.8,p.216PlanningID:1200191-2.6

149 Answer:(C).Whentheprojectdeliverableswerecompleted,SPIwouldhavebeen1.0;ifaprojectiscompletedaheadofschedule,SPI>1.ASPI<1foraclosedprojectmeansthattheprojecthasbeenterminatedbeforecompletion.Reference:CostManagement,7.4.2.2,p.263Monitoring&ControllingID:1200192-4.1

150 Answer:(A).Determiningthefeasibilityofanewundertakingisatypicalactivityofinititating.Reference:Introduction,1.2.4.2,p.20InitiatingID:1200030-1.2

151 Answer:(D).Ifasuitablelow-gradeproductwithalimitednumberoffeaturesmeetstherequirementsofitscustomers(isof„high“quality),theproductwouldbeappropriateforitspurposeofuse.Reference:QualityManagement,8,p.274PlanningID:1200195-2.8

152 Answer:(B).Colocationisthemosteffectivemeasuretoincreaseteamperformance.Reference:ResourceManagement,9.4.2.1,p.340ExecutingID:1200196-3.6



153 Answer:(A).Theprocurementofstandarditemswillmostprobablybasedonprice,sothestatementofworkshouldcontaindetailedspecificationsforthesellerstorespondtoyourinvitationforbid(IFB).Reference:ProcurementManagement,12.1.3.4,p.477/478PlanningID:1200197-2.7

154 Answer:(D).Anapprovedprojectcharterformallyinitiatesaprojectandauthorizesaprojectmanagertoapplyresourcestotheproject.Reference:IntegrationManagement,4.1.,p.77,andPMICodeofEthicsandProfessionalConductInitiatingID:1200031-1.6

155 Answer:(C).Thescenarioisaboutapotentialconstructivechange(claim),soyourfirststepistocheckifeverythingforclaimsadministrationisinplace.Thenextstepistocreateachangerequestandgetitapprovedbythecustomer.Reference:ProcurementManagement,12.3.2.2,p.498Monitoring&ControllingID:1200198-4.2

156 Answer:(B).Theschedulebaselineisanoutputoftheprocess.Reference:ScheduleManagement,6.5,p.205PlanningID:1200184-2.4

157 Answer:(D).Acirclerepresentsachancenode.Reference:RiskManagement,11.4.2.5,p.435PlanningID:1200193-2.10

158 Answer:(C).Auditingthesupplierwouldbepreferable.Aqualityauditisstructuredreviewtodetermineifprojectactivitiescomplywithorganizationalandprojectpolicies,processesandprocedures.Reference:QualityManagement,8.2.2.5,p.294;ProcurementManagement,12.3.5,p.498ExecutingID:1200194-3.3

159 Answer:(A).Bidderconferencesaremeetingsbetweenthebuyerandallprospectivesellerspriortosubmittalofabidorproposal.Reference:ProcurementManagement,12.2.2.3,p.487ExecutingID:1200199-3.2

160 Answer:(A).Changestothescopebaselineareimplementedwhentheyareapprovedbythechangecontrolsystem.Reference:IntegrationManagement,4.3.1.3,p.93ExecutingID:1200219-3.4

161 Answer:(D).Thequestiondescribestheimplementationofariskresponse,whichisdoneinImplementRiskResponses.Reference:RiskManagement,11.6,p.450ExecutingID:1200220-3.5

162 Answer:(A).Theprojectmanagementplanisacentraldocumentthatdefinesthebasisofallthework.Reference:IntegrationManagement,4.2.3.1,p.86ExecutingID:1200222-3.2



163 Answer:(D).Approvedchangesareimplementedaftertheyhavebeenapprovedandthestakeholdersarenotified.Theworkauthorization(ticketing)systemisusedtoensurethattheworkisdonebytherightperson,attherighttime,andinthepropersequence.IntegrationManagement,4.3.2.2,p.95ExecutingID:1200221-3.4

164 Answer:(B).YouareintheprocessofControlRisks.Whenaworkaroundplan(responsetoanunidentifiedorpassivelyacceptedrisk)isdevelopedandapproved,implementingitisthenextstep.Reference:RiskManagement,11.6.1.2,p.450ExecutingID:1200226-3.5

165 Answer(B).NetpresentvalueconsiderslongtermbenefitsaswellastheamountofcashfloworprofitfundingnewprojectsonDCF(discountedcashflow)basis.PaybackandBreak-Evenfocusonshorttermresults,BCRasastaticmethoddoesnotconsiderDCF.Reference:PaulSanghera,FundamentalsofEffectiveProgramManagement,Chapter3:ProgramInitiationManagementInitiatingID:1200036-1.1

166 Answer:(D).Changesthathavetobemademeansthechangesareapproved,sooptionsA,B,andCareobsolete.Theprojectmanagerdirectstheperformanceoftheplannedprojectactivitiesanditishisresponsibilitytoprioritizeimplementation.Reference:IntegrationManagement,4.3,p.92ExecutingID:1200223-3.4

167 Answer:(A).Allcorrectiveactionsareimplementedinexecution.Reference:IntegrationManagement,4.3,p.92ExecutingID:1200227-3.5

168 Answer(C).ThequestionexamplifiesthedefinitionoftheManageQualityprocess.Reference:QualityManagement,8.2,p.288ExecutingID:1200233-3.3

169 Answer:(B).Whenchangeshavebeenapproved,stakeholdersarenotified,andchangesareimplemented.Reference:StakeholderManagement,13.3.1.2,p.525ExecutingID:1200232-3.4

170 Answer:(D).Asapartoftheprojectclosureactivitythefirstthingaprojectmanagershoulddoistoreviewallpriorinformationfromthepreviousphaseclosuretoensureallworkiscompletedandtheprojecthasmetitsobjectives.Sinceprojectscopeismeasuredagainsttheprojectmanagementplan,theprojectmanagerwillreviewthatdocumenttoensurecompletionbeforeconsideringtheprojectclosed.Reference:IntegrationManagement,4.7,p.123ClosingID:1200094-5.1

171 Answer:(B).MeasuringcustomersatisfactionispartoftheclosingactivitiesaccordingtobestpracticesandtothePMIRoleDelineationStudy.Reference:PMPExamContentOutlineClosingID:1200240-5.7

172 Explanation:answer(D).Theprojectcharterprovidestheprojectmanagerwithauthority.Reference:IntegrationManagement,4.1.,p.77InitiatingID:1200037-1.6



173 Answer:(C).Thereareanswersthatseemtomakesenseatthefirstplace.BandDarenotwrong,buttheprojectmanagermustdohishomeworkfirst.AsthedeliverableacceptancedoneinValidateScopestronglysupportstheclosure,Cisthebestchoice.Reference:IntegrationManagement,4.7.1.4,p.125ClosingID:1200242-5.1

174 Answer:(D).Atrendreportwouldcapturethisinformation.Reference:IntgrationManagement,4.5.2.2,p.111Monitoring&ControllingID:1200125-4.6

175 Answer:(C).Accordingtothestakeholderengagementmanagementyoushouldtrytoresolvetheissuedirectlywiththesupplier.Reference:StakeholderManagement,13.3.2.5,p.528Monitoring&ControllingID:1200211-4.5

176 Answer:(D).TheactivitiesperformedbelongtotheControlRisksprocess.Reference:RiskManagement,11.7,p.453Monitoring&ControllingID:1200229-4.4

177 Answer:(B).Rankorderingandfocusonthemostcriticalissuesisthebenefitofaparetochart,ahistogramtype.Reference:QualityManagement,8.2.2.4,p.293Monitoring&ControllingID:1200237-4.3

178 Answer:(B).Constructivechange=buyerandsellercannotreachanagreementoncompensationforthechangeorcannotagreethatachangehasoccured(claim).Reference:ProcurementManagement,12.3.2.2,p.498Monitoring&ControllingID:1200208-4.2

179 Answer:(C).Theprocurementmanagementplanmaycontainqualifiedsellersandisused(input)inConductProcurements.Reference:ProcurementManagement,12.2.1.1,p.484ExecutingID:1200188-3.1

180 Answer:(D).AsthePMOmanageritisveryprobablyyourresponsibilitytogiveguidancefortheallocation/usageofsharedresources.Whatyouneedfirstarethefacts.Reference:Environment,2.4.4.3,p.48ExecutingID:1200206-3.1

181 Answer:(B).TheWBSdictionaryprovidesmoredetaileddescriptionsoftheWBScomponents.Reference:ScopeManagement,5.4.3.1,p.162ExecutingID:1200218-3.2

182 Answer:(B).WorkPerformanceDataisanoutputofDirectandManageProjectWork.Reference:IntegrationManagement,4.3.3.2,p.95ExecutingID:1200231-3.2

183 Answer(C).ThequestionexamplifiesthedefinitionoftestandevaluationdocumentsReference:QualityManagement,8.2.3.2,p.296ExecutingID:1200233-3.3



184 Answer:(B).Configurationcontrolaspartofconfigurationmanagementcoordinatestheproperandconsistentspecificationofallelementsofaproject,whereaschangecontrolisfocusedonmanagingthechangestotheseelements.Reference:IntegrationManagement,4.6.2.2,p.118Monitoring&ControllingID:1200201-4.2

185 Answer:(A).Corporatepoliciesandproeduresforissue,riskandchangemanagementarepartofOPAs.Reference:StakeholderManagement,13.3.1.4,p.526ExecutingID:1200440-3.2

186 Answer:(C).Projectapprovalrequirements(whatconstitutesprojectsucces,whodecidestheprojectissuccessful,andwhosignsofftheproject)shouldbedocumentedinthecharter.Reference:IntegrationManagement,4.1.3.1,p.81InitiatingID:1200041-1.6

187 Answer:(D).DeliverablesareaninputtotheControlQualityprocess,wheretheyareverified.Reference:QualityManagement,8.2.,p.288ExecutingID:1200234-3.3

188 Answer:(C).RootcauseanalysisandqualityimprovementmethodsareusedinManageQuality.Reference:QualityManagement,8.2.2,p.292–296ExecutingID:1200235-3.3

189 Answer(A).FormalacceptanceisdoneinValidateScope.AccepteddeliverablesareaninputtoCloseProject.TheValidateScopeprocesssupportstheclosure,whereformalacceptanceofthecustomerorsponsorisconfirmed.Reference:IntegrationManagement,4.7,p.123ClosingID:1200241-5.3

190 Answer:(A).Therearetwomaincategoriesofprojectselectionmethods:constrainedoptimization(calculatingorpredictingthesuccessofaproject)andbenefitsmeasurementmethods.Themethodslistedinthequestionpartofbenefitsmeasurement.Reference:PaulSanghera,FundmentalsofEffectiveProgramManagement,Chapter3:ProgramInitiationManagementInitiatingID:1200042-1.1

191 Answer:(C).Archivingtheprojectdocumentsisamustandhastobedoneinadditiontohisintentedactivities.Reference:IntegrationManagement,4.7,p.123ClosingID:1200244-5.6

192 Answer:(B).AsthevarianceonemonthagowasnottypicalforthefutureEACiscalculatedbysubtractingthecostvariance(CV)fromBAC.TheCVcontainstheAC:CV=EV–AC.CostManagement,7.4.2.2,p.265Monitoring&ControllingID:1200203-4.1



193 Answer:(D).Managingstakeholderengagementmeansworkingandcommunicatingwithstakeholdertomeettheirexpectations.Thechangelog(outputfromPerformIntegratedChangeControl)isaninputhere.Reference:CommunicationsManagement,10.2.1.2,p.382ExecutingID:1200209-4.2

194 Answer:(C).Withoutanindicationofwhattheprojecthasachieved(eanedvalue)youcan’tmakeastatementaboutperformance.Reference:CostManagement,7.4.2.2,p.261Monitoring&ControllingID:1200202-4.1

195 Answer(D).Qualitycontrolmeasurementsareaninputtoqualityassurance.Reference:QualityManagement,8.2,p.288ExecutingID:1200239-3.3

196 Answer:(C).Workperformancedata(outputfromExecuting:DirectandManageProjectWork)isaninputtoallmonitoringandcontrollingprocesses(exceptoverallprojectcontrol.MonitorandControlProjectWork),whereworkperformanceinformationasanoutputiscreated.AllworkperformanceinformationiscollectedbyMonitorandControlProjectWork,whereworkperformancereportsarecreated.Reference:Introduction,1.2.4.7,p.27Monitoring&ControllingID:1200095-4.1

197 Answer:(C).OptionsBandDarenotprocesses.Thekeywordhereis“predicttotalprojectcosts”.ThereforeCisthebestanswer.Reference:CostManagement,7.3.2.4,p.253PlanningID:1200437-3.2

198 Answer:(B).MonitoringStakeholderEngagementistheprocessofmonitoringrelationshipsandadjustingplansandstrategies.Reference:StakeholderManagement,13.4,p.530Monitoring&ControllingID:1200438-3.1

199 Answer(C).AprojectiscompleteandcanbeclosedwhenALLthework(incl.theprojectmanagementworkwithallitsdeliverablesandartifacts)iscompletedandaccepted.Thelessonslearnedareprojectmanagementdeliverables,andthereforemustbecompletedtoclaimtheprojectascompleted.Reference:IntegrationManagement,8.7.3.4,p.128ClosingID:1200238-3.3

200 Answer:(D).WorkperformancereportsarecreatedinMonitorandControlProjectWorkbasedoncollectedworkperformanceinformation.Reference:IntegrationManagement,4.5.3.1,p.112Monitoring&ControllingID:1200439-3.1