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G e t p r e p a r e d f o r t h e P M P E x a m

Self Assessment Test

7 5 F r e e S a m p l e Q u e s t i o n s

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1. ________ is typically not referred to as a buffer type in Critical Chain project management.

Resource buffer

Free buffer

04/05/2011 est time: 04:30:51 - Total test time:

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Feeding buffer

Project buffer

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2. A company has to make a choice between two projects, because the available resources in

money and kind are not sufficient to run both at the same time. Each project would take 9months and would cost $250,000.

1. The first project is a process optimization which would result in a cost reduction of $120,000 peryear. This benefit would be achieved immediately after the end of the project.

2. The second project would be the development of a new product which could produce the followingnet profits after the end of the project:

1. year: $ 15,000

2. year: $ 125,000

3. year: $ 220,000

Assumed is a discount rate o f 5% per year. Looking at the present values of the benefits ofthese projects in the first 3 years, what is true?

Both projects a re equally attractive.The first project is more attractive by app. 7%.

The second project is more a ttractive by app. 5%.

The first project is more attractive by app. 3%.




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3. A production process has been defined as part of an industrial equipment manufacturing project.The process is intended to produce stee l bolts w ith a length o f 20 cm. The control limits are19.955cm and 20.045cm.

The measurements made at the end of the process yielded the following results:

20.033cm, 19.982cm, 19,995cm, 20.006cm, 19.970cm, 19.968cm,19.963cm, 19.958cm, 19.962cm, 19.979cm, 19.959cm.

What should be done?

The process is under control. It should not be adjusted.

A special cause should be investigated, the process should be adjusted.

The control limits should be adjusted.

The measuring equipment should be recalibrated.

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4. Your project management team includes two external consultants each from a different company.You found that repeated conflicts between the two consultants already slow down projectprogress and jeopardize a chievement of objectives.

Which stage of team development can be difficult to overcome in such a situation?

Storming from Forming, Storming, Norming, Performing

Panic from Enthusiasm, Panic, Hope, Solution

Kickoff from Assignment, Kickoff, Training, Communicating

Frustration from Direction, Frustration, Cooperation, Collaboration




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5. During a project Earned Value Analysis is performed and gives the following numbers:

EV: 523,000; PV: 623,000; AC: 643,000.

Which results are correct?

CV: +120,000; SV: +100,000

CV: +100,000; SV: +120,000

CV: -100,000; SV: -120,000

CV: -120,000; SV: -100,000

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6. A project manager spent some days to create a multi-page document which he called Project

charter. The document should have been issued by the project sponsor. The sponsor found thedocument outsized and asked for a condensed document.

Which of the following is not normally an element of the Project charter?

The authority level of the project manager

Detailed control account and work package descriptions

The business need that the project was undertaken to address

High-level risks




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7. A document called ____________ is created by decomposing the project scope into smaller,more manageab le elements.

Scope Statement

Network Logic Diagram

Work Breakdown Structure

Requested Change

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8. Which of the following tools is used to create a Risk Management Plan?

Risk planning meetings

Documentation reviews

Data precision rankings

Diagramming techniques




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9. In order to speed up a project, you made a decision to fast-track a phase currently performedwith five team members and another one which was planned to begin in four weeks time w ithanother five team members.

Which of the following activities should you do first?

Make sure that a ll exit criteria of the consecutive phase have been met to ensure the flowof communications in a team situation which is more complex by a factor of 2.

Make sure that all entry criteria of the previous phase have been met by planning andperforming a phase gate meeting to assess technical aptness .

Make sure that all exit criteria of the previous phase have been met by planning andperforming a phase gate meeting to assess technical performance.

Restructure your team and de legate tasks in order to ensure the flow of communications ina team with the number of communication channels increased by a factor of 4.5.

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10. A project manager needs a certain number of identical valve housings for a power stationproject.

He starts w ith 100 raw items which are made as metal castings. Out of this batch, 15 are foundleaking from micro-porosities in a subsequent pressure test. 6 of these housings can berecovered by a special sealing process for raw castings.

The 91 housings are then be ing machined. After this process step 10 machined castings arefound leaking. 3 of these items can also be saved using another sealing process for machinedcastings.

The remaining 84 housings are getting mounted to the power plant pipe work. During apressure test after this process s tep it is found that 12 valves a re leaking. Out of these anumber of 6 valves can be saved by replacing the sealing rings used.

Finally the project manager has 78 valves which he can use. What is true?

RTY = 0.84

RTY = 0.78

RTY = 0.91

RTY = 0.65




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11. You found the following Earned Value Analysis information for a recently closed out project:SPI = 0.7, CPI = 1.0

The project has been cancelled while it was executed. At that time the project was behindschedule and on budget.

The project's deliverables have a ll been finished. The project came in behind schedule buton budget.

The project's deliverables have a ll been finished. The project came in ahead of s chedulebut on budget.

The project's deliverables have a ll been finished. The project came in on schedule butover budget.

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12. Which should be included in a Requirements management plan?

The document should trace requirements to project scope / WBS deliverables.

It should describe how requirements activities will be planned, tracked, and reported.

It should trace high-level requirements to more detailed requirements.

It should trace requirements to business needs , opportunities, goals, and objectives.




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13. In a traditionally drawn decision tree, a circle represents ___________.

a chance to w hich no Expected Monetary Value can be assigned so that a likely pay-off cannot be shown.

a decision to which no Expected Monetary Value can be assigned so that a likely pay-offcan not be shown.

a chance to w hich an Expected Monetary Value may be assigned to calculate the mostlikely pay-off.

a decision to which an Expected Monetary Value may be assigned to calculate the mostlikely pay-off.

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14. A project management team has subcontracted work to a se rvice company. Which of the

following too ls is the best choice to a ssure that this company will be able to meet the qualityrequirements of the project?

Quality audit

Deliverable inspection

Fixed price contract

Service level agreement




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15. With your team you are using judgment from subject matter experts to identify and analyzeproject risks. There is a small number of experts available, but some of them have long been ina teacher-student o r manager-assistant re lationship.

Which of the following techniques can ensure best that there is no dominating opinion during an

expert review?

Peer review

SWOT analysis

Delphi technique

Monetary value calculation

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16. You are running a project for a customer based on a cost reimbursable contract with thefollowing terms:

Target costs: $ 1,000,000

Fixed fee: $ 100,000

Benefit/cost sharing: 80% / 20%

Price ceiling: $ 1,200,000

Which is the PTA (= Point of total assumption, Break point) of the project?

$1,300,000

$1,500,000

$80,000

$1,125,000




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17. During execution of a project which is performed for a customer on a T&M (Time and Material)contract base, a new project manager is taking over the assignment.

He discovers that two members assigned to the project have charged time w ithout performingany work for the project customer. Upon further investigation, he dete rmines that this occurred

because there have been no other project assignments open for these employees. Thecustomer is unaware of these facts.

What should the project manager do?

Try to find some productive work for these staff members in the project and leave them onthe team.

The best thing is to do nothing. The customer will not realize the problem anyway.

Try to find a responsible person for the over-assignment who can be made accountable.

Take the two people o ff the team immediately and arrange for the refund of the excesscharges to the customer.

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18. Start dates in the following network logic diagram are de fined as early morning, finish dates areevening.

If tasks are scheduled to begin at early start date, what is true?

Activity B has a free float of 10 d.

Activity B has a total float of 10 d.

Activity A has a free float of 10 d.

Activity A has a total float of 10 d.




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19. Your project is executed with a globally spread virtual team. The project progress has beenfound to be too s low. Which measure is most likely to immediately speed up the project?

Technical training for all team members

Daily phone conferences and detailed reporting

A team meeting at a location convenient to all team members

Collocation of team members at a suitable place

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20. A project management team wants to procure some customized products which are available inidentical grade and quality from many vendors. What should be included in the procurementpackage to ensure that their offers will be comparable?

A statement of work describing the needs of the project in sufficient de tail to enablevendors to make suitable proposals

A statement of work specifying attributes and metrics of the requested deliverables indetail to allow vendors submission of bids

The approved project scope statement, the WBS which should be broken down to WorkPackage level and the WBS dictionary

The risk management plan and the reports from those risk management reviews whichhave been made so far




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21. Which of the following becomes increasingly important in a virtual team environment?

Requirements engineering

Communication planning

Formal procurements closure

Network diagramming

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22. You are assigned as the project manager to a project which is executed for a customer under FPcontract. Your customer informed you this morning that they insist on certain "refinements" ofthe project scope.

You agree that the requested actions make really sense to the project, but believe that theyconstitute a major change increasing the project scope. What should you do next?

Accept the request of the customer. Diligently document the additional costs and workinghours spent by yourself and the team on the implementation of the change and invoicethese to the customer at appropriate rates.

Perform Earned Value Analysis to assess the current status of the project and ge t all thenumbers you need to communicate the case to the Change Control Board which then w illhave to make the best decision regarding the customer request.

Check the contract, the project charter, the scope s tatement and other documents relatedto the project and the contract. Implement ADR (Alternative Dispute Resolution)procedures if the conflict cannot be resolved otherwise.

Talk to the project sales department and find a joint solution with them how to best rejectthe request considering the commercial and strategic value of the customer to theorganization you are working for.




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23. A prime contractor in a customer project under CPFF contract has run into unexpected technicalproblems. Fixing them will require a lot of add itional work to be done.

The company made a decision to book more staff and equipment from their subcontractors inorder to adhere to the agreed timeline. The customer agreed to this decision.

What will most likely happen?

The contractors indirect costs will increase and the customers payment for them willincrease , too.

The contractors indirect costs will increase but the customers payment for them will notincrease.

The contractors indirect costs will not increase but the customers payment for them will.

Neither the contractor's indirect costs nor the customers payment for them will increase.

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24. A project management team is evaluating the causes that might contribute to unsatisfactoryperformance and quality. Which of the following statements is not true?

Normal process variation is attributable to random causes and sometimes also called"white noise".

Special causes a re easier to predict and handle than random causes (also called commoncauses).

Special causes a re unusual events which are difficult to foresee and o ften produceoutliers.

A process can be optimized to limit the bandwidth of variations due to random causes.




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25. You are performing a project management audit in your company and find that most of theproject plans are ne ither consistent nor up-to-date.

Which of the following sta tements is not true?

Projects should never be executed w ithout a valid, updated and working projectmanagement plan.

The consistency of the project management plan is secondary because it is only theresults that matter.

A great dea l of effort is required to develop and update a project plan, but the benefitsinclude less pressure on all stakeholders and a resulting product that w ill satisfy therequirements.

Poor planning and insufficient updating of project management plans are common reasonsfor cost and time overruns.

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26. You want to perform active risk acceptance. What should you do?

Create contingency reserves in resources, money and time.

Develop a plan to minimize impact in case that an identified risk occurs.

Develop a plan to minimize the probability of occurrence for identified risks.

Make additional resources available to speed up the project.




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27. A project manager made 3-point estimates on a critical path and found the following results:

Assuming 3 Sigma precision level for each estimate, what is the standard deviation of theallover pa th?

App. 4.2 days

App. 5.2 days

App. 6.2 days

You can not de rive the path s tandard deviation from the information given.

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28. When do bidder conferences normally take place?

After the contract has been awarded to keep alternatives open.

After submittal of bid or proposal, but before contract award.

Prior to the submittal of a bid or proposal by the bidder.

After technical meetings with bidders to d iscuss contract requirements.




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29. What is defined by control limits?

A measuring instrument solely used to describe process capability. The process is foundcapable if the 3 Sigma range is exceeded by not more than 0.3% of a tested sample lot.

The limits of the six Sigma area on e ither side of a control chart to plot measured values;data found outs ide the area are out of specification and can lead to rejection of an entirebatch.

The area consisting of typically three standard deviations on either side of a mean value ofa control chart to plot measured values found in s tatistical quality control

The area consisting of typically three standard deviations on either side of a mean value ofa control chart to plot measured values found in quality assurance

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30. The Scope baseline consists of what?Scope statement, WBS, and WBS dictionary

Cost baseline, Quality base line and Schedule baseline

Configuration management plan and Configuration identification document

Procurement sta tement of work and Project scope s tatement




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31. Activity 1 has a duration o f 20 days, Activity 2 of 10 days, Activity 3 of 5 days and Activity 4 of 6days.

What is the minimum total duration be tween the Milestones A and B?

36 days

37 days

39 days

42 days

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32. Which tool and technique is used to Create WBS and Define activities?

Nominal group technique

Human resource assignment

Brainstorming

Decomposition




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33. Which of the following statement(s) regarding whistle-blowing is/are not true?

a. It is a term used to define an employees decision to disclose information on unethical, immoral orillegal actions at work to an authority figure.

b. An employee should always discuss the matter with people external to the company beforefollowing the "chain of command" and discuss it with the immediate superior.

c. The consequences of whistle-blowing are often extreme and include possible being branded ashaving bad judgment, firing, civil action and imprisonment.

d. Carefully considered whistle-blowing can lead to the end of unethical business practices.

a

b

b, c

c, d

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34. Which of the following statements is not true?

Attribute sampling is the process o f assessing whether results conform to specifications ornot.

Prevention means keeping errors out o f the process by applying actions be fore theprocess s tarts changing its input.

Variables sampling means that the result is classified into one of the 3 categories:"acceptable" - "acceptable after rework" - "rejected".

Inspection is often mainly done to keep e rrors out of the hands o f the customer instead o fas a means of process control.




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35. Which statement describes best why you should document assumptions?

Assumptions might prove to be wrong. Knowing which assumptions were incorrect allowsbase line adjustments in case o f project crisis.

Assumption analysis is a valuable tool and technique to explore the validity of assumptionsduring risk identification.

Assumptions limit the project management team's options for decision making becausethey can not be controlled by the team.

In case of schedule or budget overruns, the documentation of assumptions supports aclear assignment of responsibility.

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36. Which is normally not regarded as an element of Cost of quality?

Prevention costs

Maintenance cost

Appraisal costs

Failure costs




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37. You have recently been assigned as a project manager to a new B-O-T (Build, Operate,Transfer) capital project. Reviewing the initial documentation you found out that it has beencalculated w ith a very small margin during operations of its product for the shareholders. Whatshould you do?

As you are not respons ible for lifecycle costing, you don't have to worry about operationprofits. Focus on project costs from initiation through handover.

Ensure maximum profits by buying the best and cheapest items, components and modules- potentially from a big number of different suppliers - and integrating them.

Create a realistic plan broken down to a sufficient level of detail. Perform all riskmanagement processes . Ensure real-time communications w ith all stakeholders.

Try to get a second project manager ass igned to share decision making and accountabilityto shareholders with the person.

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38. A project is handled by departments of an organization and expedited by a project coordinator.Which of the following sta tements is most likely to be true?

The performing organization is a weak matrix.

The performing organization is doing "management by projects".

The performing organization is a strong matrix.

The performing organization is projectized.




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39. You are project manager in a global project with a team consisting of people from variouscountries. What can you try to prevent misunderstandings due to cross-cultural differences?

Use all communication methods available that are suitable for the team and follow up inwriting when communicating verbally. Remember that cultural and individual diversity mayhelp project teams so lving unforeseen problems during the course of the project.

When you are about to form a team for your project, keep in mind that some cultures aredeveloped, others are more primitive. Some have values, some not. You shouldconsequently avoid choosing members from countries with cultures that are not similar toyour own.

Cultural dilemmas can prevent any project from being successful. They should therefore besmoothed or suppressed so as to make sure that they cannot disrupt project work. Youreffort should concentrate on communication that can help reach that goal.

As norms regarding communication habits differ significantly across various cultures,communicating between people from different countries should only be done us inglanguage. The nonverbal dimension simply bears too many risks.

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40. Which statement on conflicts is true?

Conflict resolution should focus on people, not issues.

Conflict is natural and forces a search for alternatives.

Conflict should always be handled in private and not in the team.

Too much openness is a common cause of conflict.




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41. A change request in a project has been rejected some weeks ago. Yesterday, the projectmanager found out that it nevertheless has been implemented by the team members, whoknew of the change reques t, but not of the rejection.

In order to avoid such a situation, Rejected change requests should be consistently

communicated to s takeholders through which process?Report performance

Verify scope

Perform integrated change control

Monitor and control risks

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42. What is a trigger in project risk management?

An expected situation causing an unidentified risk to occur

A warning sign that a previously identified risk might be occurring or has occurred

An unexpected situation causing an identified risk to occur

An unexpected situation causing an unidentified risk to occur




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43. According to the project plan, a contractor is scheduled to deliver some software componentstoday afternoon. A regular payment is due to be made to this contractor tomorrow.

You and your project team received a note this morning informing you that the software deliverywill be de layed by 2 weeks.

What should you do right now?

You should delay the payment also for 2 weeks.

You must immediately find a different contractor.

You should conduct a meeting with the contractor to resolve the delivery issues beforemaking the payment.

You should make the payment and reschedule the project plan.

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44. In a software company a large number of simultaneously performed projects utilize the samegroups of human and other resources.

What is the term commonly used for this situation?

Concurrent engineering

Resource over-allocation

Resource pooling

Program management




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45. What does the acronym RACI commonly stand for in project management?

Responsible,Accountable, to be Consulted, to beInformed

Remote,Attached, Connected,Integrated

RiskAnalysis andCaution Initiative

RandomlyAccessible CashflowInformation

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46. You have used es timates made by your team members and applied the Critical path method tocompute a Network logic diagram for your project. Then you found out that it cannot besufficiently optimized for scarce resources and fast progress towards a given deadline. Whatshould you do next?

Apply resource leveling heuristics to uncritical activities only.

Reduce estimates on duration and work efforts by an adequate percentage.

Apply Three-point estimation and Critical chain project management.

Remove physical constraints and replace hard logic with soft logic.




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47. Liquidated damages (LDs) are contractually agreed payments in order to...

...give the contractor an incentive to meet an aggress ive schedule or challenging qualityobjectives.

...penalize the contractor for late completion of a project or failure to meet specifications.

...cover the customer's costs caused by late completion or failure to meet specifications bythe contractor.

...make a bid or proposal binding for the offerer while the customer has time to selectamong various bidders.

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48. What should not be covered by a risk management plan?

Roles and respons ibilities for handling project risks

Timing of project risk management activities

The methodological approach used for risk management

Individual risks and potential responses to them




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49. You are assigned as the project manager to a project which had a one-time cost variance in thepast caused by unexpected rework which has meanwhile been finished.

You perform Earned Value Analysis and find the following results:

EV: 250,000; PV: 200,000; AC 275,000

BAC is 500,000.

What is right?

EAC = 550,000

EAC = 525,000

EAC = 500,000

EAC = 425,000

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50. An estimation has been made that the construction of a residential home w ill cost a certainamount per square foot of living area. This is an example o f what type of estimating?

Analogous estimating

Bottom-up estimating

Top-down estimating

Parametric estimating




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51. What is true for prototypes?

Prototyping causes significant costs and should be avoided wherever possible.

They are tangible and a llow for early feedback on requirements by stakeholders.

Prototypes are mostly developed toward the end of a design or build phase.

Prototypes increase the risk of misunderstandings between developers and users.

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52. What is a constructive change?

A change request that he lps improving the project and its product, service or result and isdiscussed generally in a friendly style.

A direction by the buyer or an action taken by the seller that the other party considers anundocumented change to the contract.

A field change or ad-hoc change mandated by the project customer in a public constructionproject.

A change request which will lead to the re-construction of an older version of the projectperformance baseline by the contractor.




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53. Which of the following is generally not regarded to be a motivator according to FrederickHerzberg?

Working conditions and interpersona l relations

Responsibility for enlarged task

Interest in the task

Recognition for achievement

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54. What is true for modern project management? Project managers need...

... to have a strict standing in negotiating

... to show experience in tricking business partners

... to be team players and facilitators instead of "bosses"

... to be strongly linked to local traditions




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55. You are the project manager in an engineering project and have recently signed a contract witha software vendor for the development of a complicated control solution. The software will beused to control machinery equipment which your project team is currently developing. Thecontract is a lump-sum contract. The contractor has target cost estimated which seem rather lowto you. Which of the following s tatements is not true for this situation?

It is the contractor's risk in this type of contract that their profit may vanish if costs havebeen underestimated.

This form of contract should only be chosen when all the requirements for the building ofthe product are well-known by all parties involved.

In a fixed-price contract, change requests can cause issues regarding additional time andextra costs for the changes to be applied.

It is likely that your organization may have to assume any unexpected additional costs forthe software development.

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56. A review to de termine whether of project activities comply with organizational and projectpolicies, processes, and procedures is commonly called

Quality auditing

Inspection

Quality testing

Reject screening




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57. Which of the following is true in regard to the Code o f Accounts?

It allows one to easily identify the breakdown level of the item in the resource structure.

It describes the coding structure used by the performing organization to report financial

information in its general ledger.

It is the collection of unique identifiers generally ass igned to WBS items.

It defines ethical behavior in the project and the responsibilities to the customer and theprofession.

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58. You are the manager of your company's project management o ffice. The company is runningmany concurrent projects; most of them share a resource pool of technical staff. Understandinghow resources are utilized across projects has been found essential to overall project

performance, including cost effectiveness and profitability.

This morning you received a message that the resource pool members will be unable to performas planned for the next months because the overall work load has grown too high and whiledelays are adding up, the morale of the sta ff is going down.

What should you do next?

Ensure that quantitative information for all projects is being made available in a uniformand reliable fashion and verify that the project management methodology is adhered to .Then consolidate the information to ge t an understanding of the problems related w ith theuse of shared resources.

Implement an enterprise project management so ftware solution which is able to level thehuman resources across the various projects and which has the capability to modelresource assignment on a percentage level thus optimizing resource utilization for theoverall organization.

Do nothing related to the described problem unless you are explicitly requested by theorganizations upper management. Supporting decision making on the level on whichproject portfolio management is done , is not the project management office's business.

Evaluate project management software w hich supports planning and scheduling acrossenterprise-wide project portfolios. Avoid managing the availability of shared enterpriseresources for the projects run by an organization because this is not the business of aproject management office.




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59. You have been criticized that certain specifications in your Scope Statement do not pass the testfor SMART objectives. What are SMART objectives?

Objectives specified in far more de tail than necessary for a execution of a successfulproject.

Easily achievable objectives which help you reducing the pressure on yourself and theteam.

Objectives that should be achieved in order to a ttain formal recognition by both thecustomer and the project sponsor.

Objectives that are described using specific, measurable, assignable, realistic and time-related specifications.

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60. You have been assigned as a project manager to a software project. While you and your teamare working on a WBS (Work breakdown structure), estimations for activity durations based onthe activity list vary significantly. Which additional documents may help you clarify this situation?

Milestone list and scope baseline.

Project schedule network diagrams and human resource plan.

Activity cost estimates and scope baseline.

Activity attributes and project scope s tatement.




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61. You are performing Earned value technique on your project.

After budget approval, an additional and unexpected cost item has been identified, which madethe project more expensive some weeks ago. The item has meanwhile been paid by the projectteam, and it is expected that for the remaining duration of the project, costs w ill be as

budgeted.

In this case, which is the best formula to calculate EaC (Estimate at Completion)?

EaC = BaC - CV

EaC = BaC / CPI

EaC = AC + BtC / CV

You can not compute the EaC.

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62. During a company event, you had the opportunity to talk to a colleague project manager. Hetold you that in his current project actual costs are 15% under cumulated costs budgeted fortoday.

What do you think?

The information given to you by the colleague is not sufficient to asse ss projectperformance.

The project will probably be completed with total costs remaining under budget until theend.

A significant cost increase during the further course of the project will probably bring thecosts back to baseline level.

Original cost forecasting and budgeting for the project must have been poor to allow this

variance.




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63. What is the meaning of a concept called the "Journey to Abilene"?

Project managers should visit their customers far more o ften than what is usua l in order toavoid misunderstandings and bad emotions.

International projects may have an increased need for traveling which can lead toadditional costs and troubles w ith time zones.

Committee decisions can have the paradox outcome, that a jointly made or approveddecision is not desired by any individual group member.

A project is a temporary endeavor undertaken to create a unique product, service orresult. Repeating it would be s imilar to making the same journey tw ice.

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64. Which of the following statements describes best the relationship between project phases and

the Project life cycle?

The Project life cycle includes the time w hen the project is performed and the expectedproduct lifespan a fter that.

In project management, the sequence of project phases and phase gates is often referredto as Project life cycle.

The Project life cycle is regarded as a sequence of project activities w hile phases aredefined to control overlapping activities.

The Project life cycle describes how iterations of project management processes are usedwhen a project schedule is developed.




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Marked for rev

65. Which is an appropriate order in most project situations for the development of scope-relateddocuments?

1. Project SOW (Statement of work),2. Project charter,3. Project scope management plan,4. Project scope statement,5. WBS (Work breakdown structure) and WBS dictionary.

1. Work breakdown structure,2. Scope statement,3. Project charter,4. CSOW (Contractual statement of work),5. Contractual Work breakdown structure

1. Feasibility study3. Contract,4. CWBS (Contractual work breakdown s tructure),5. Scope of work descriptions,6. PID (Project initiation document).

1. BOM (Bill of materials),

2. CAP (Control account plan),3. Project charter4. Change management plan,5. Scope baseline.

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66. What is the S-curve in project management?

A graph that is generated if a normal curve is integrated.

A graph that is to be integrated to generate a normal curve.

A metaphoric description o f the short term uncertainties that are present in every project.

The graph that describes the typical growth of ea rned value during the course o f theproject.




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Marked for rev

67. An output of the Estimate a ctivity resources process is a document called "Activity resourcerequirements". It identifies the types and quantities of resources...

...while the term resources is limited to equipment and materials.

...required for each activity in a work package.

...while the term resources is limited to human resources.

...to be obtained solely from the performing organization.

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68. What is not the purpose of Configuration control when Configuration management is applied ina project?

Verification that the configuration identification for a configuration item is accurate,complete, and w ill meet specified program needs.

Ensuring that proposed and approved changes to configuration items are fully analyzed.

Ensuring that proposed and approved changes to configuration items are fullydocumented.

Managing and controlling the frequently requested changes to a project by applyingagreed rules.




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Marked for rev

69. Which statement describes best the meaning of the term Cost baseline?

A cost baseline is always created by translating time-phased cost information into costdata on activity or work-package level.

A cost baseline is an approved time-phased budget that w ill be used to measure and

monitor cost performance on the project.

Data to draw a cost base line can be eas ily generated and updated as necessary frominformation related to a ctual project cost.

A cost baseline is usually displayed in the form of an inverse S-curve drawn from thebeginning of the project until data date .

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70. Which is not true in regard of RoI (Return on Investment) for a project?

It defines the cumulated net income from an investment at a given point in time or duringa defined period.

It includes investment, direct and indirect costs and may include allowances for capitalcost, depreciation, risk of loss, and/or inflation.

It is most commonly stated a s a percentage of the investment or as a dimensionless indexfigure.

It is the time when cumulated net income is equal to the investment.




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See references

Marked for rev

71. A project sponsor requested Earned Value Data on two concurrent projects from the projectmanagers. Both projects a re regarded as equally important and strategically beneficial and havebeen finished by over 80%. He received the following information:

Project A:

PV: $1,800,000EV: $2,300,000AC: $2,100,000

Project B:PV: $2,000,000EV: $1,500,000AC: $1,600,000

The sponsor considers to shift some resources from Project A to Project B to speed up thesecond project which is currently behind s chedule.

What is the most likely outcome of such a measure?

Changing team assignments during late course of a project typically increases costefficiency.

Changing team assignments during late course o f a project typically increases timeefficiency.

According to the Law of diminishing returns, the consolidated Cost variance of the twoprojects will decrease.

According to the Law of diminishing returns, the consolidated Cost variance of the twoprojects w ill increase.

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72. Which of the following statements describes best the relationship of quality and grade?

Low grade is always a problem; low quality may be overcome by a good rework and repa irprocess.

Grade is a category or rank given to entities having different functional requirements butthe same need for quality.

Both quality and grade can often be improved through intelligent measuring, testing andexamining.

Low quality is always a problem as it bears on the ability of an item to meet requirements;low grade may sometimes be acceptable.




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See references

Marked for rev

73. Network templates which contain only portions of a network are often referred to as

Subnetworks or fragment networks

Subprojects

Programs

WBS items

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74. What is the Internal Rate of Return (IRR) of a project?

The time pe riod needed to pay back the investment from a project when future income isdiscounted.

The inherent discount rate or investment yield rate produced by the project over a pre-defined period o f time.

The rate of negative risk that can be accepted for a project without turning the Expectednet present value negative.

The expected benefit from a projects deliverable calculated a s a percentage of the originalinvestment over a specified time period.




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Then click this link for Decision

Tree Software, which is free forpeople studying for the PMPcertification exam.

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75. You just created the following network logic diagram to describe the planned flow of activities foryour project which will start tomorrow:

Which potential inconsistency in the diagram should you solve right now?

Activity E is open ended ( a "dangle") in relation to the finish milestone path convergence.

Activity F is open ended in relation to the pa th divergence after the s tart milestone.

You cannot calculate a critical path when lags and/or leads are calculated in percent.

Activities E to F need another task drawn as a hammock to calculate Level Of Effort.

Reset all answers Solve Sample Test Print Sample Test

Result: of 75, %

Notes:

-A fter clic king the Solve Sample Test button, the correct answers will be highlighted in bluecolor above in thequestions & answers s ection.

-PM I made a decision in 200 6 to not publish pass ing scores for the exams any more. The actual score is estimated to bebetween 61% and 75% . I recommend to target 75% results or better in this and all other difficult prep tests you are taking,

82% in simple tests.

I am...

...generally interested in the PMPcertification.

...on my way to pass the PMP exam.

...already certified as a PMP.

Finished? Klick here to send your feedback to me.

M o r e p r o v i d e r s o f f r e e P M P p r e p a r a t i o nq u e s t i o n s

Christelle P. from Canada mailed Oct 11 2003:

"I passed the test! Thanks for the 75 prep questions. The only way to succeed is to write tons ofpractice exams!"

So true! In 2002, I was the first provider of a major collection of free PMP exam prep questions.Today, you can find thousands of questions on the web.

Below are links to more providers with more than 2,000 free prep items (questions and answeringoptions):




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Provider URL

# offreetest

items

CommentLevel ofdifficulty*

Satya Das www.techfaq360.com 200 Free digest offering for an examsimulator. See also comments fromstudents

Ajith Namboothiri www.ajithn.com 208 Requires registration. Number ofquestions may grow, as visitors areinvited to add further questions.Many questions of CAPM examstyle.

CertChamp www.certchamp.com 200 Some questions have beenreported to have errors.

CertGear www.certgear.com 6 Free trial of CertGear's examsimulator.

Certification.about.com certification.about.com 20 Questions based on Whizlabs' ExamSimulator software trial.

EdWel Programs www.edwel.com 200 Requires registration

Head First Labs www.headfirstlabs.com 200 Online practice exam from theauthors ofHead First PMP book. APDF file with 2MB for download.

MeasureUp www.measureup.com 7 Simulates a test environment onlinesimilar to the original environment.

My PMP www.mypmp.ie 90 Simulates a test environment onlinesimilar to the original environment.

H

Oliver F. Lehmann, PMP www.oliverlehmann.com 175 PDF file (app. 1MB) for download.Just like the real thing: Questions

are written against the PMPExamination Specification andreference to a current projectmanagement source.

H

www.oliverlehmann-training.de 175 German language aidfor the 175questions.

H

www.oliverlehmann.com 75 The 75 questions above, with atimer in the title bar.

H

itunes.apple.com/de/app/xzams-pmp-sample/id399303897?mt=8

30 30 free questions for AppleiPhone. 400+ questions in thecommercial offer ($10)

H

www.oliverlehmann.com 164 CAPMPrep Questions. Not quite thePMP exam style, but neverthelesshelpful for your preparation.

OSP International LLC www.free-pm-exam-questions.com/

110 My friend Cornelius Fichtner and hiscompany are happy to help project

managers pass the PMP exam.Registration required.

PMConnection www.pmconnection.com 10

PMExam.com www.pmexam.com ? Order their free Daily Digest as ane-mail service. A great resourcewith intelligent questions.

H

PMPQuest.com www.pmpquest.com 12

PMP Question Bank pmpbank.googlepages.com 200 Good, difficult questions. H

PM Study www.pmstudy.com 50 200 free questions after optionalregistration.

PMTI www.4pmti.com 15 Registration required.

Pmzilla www.pmzilla.com 155 Registration required.

PreparePM www.preparepm.com 165 High quality questions, whichsimulate the real test very well.

H

ProXalt www.proxalt.com 20 Registration required.Tutorials Point www.tutorialspoint.com 200

Voight Project Solutions www.voightps.com 500 My friend and colleague Dr. RogerVoight has a large body of freequestions. Many of them are alsohelpful for CAPM candidates.

H

Test Prep Review www.testprepreview.com 15

Threon www.threon.com 13 H

* Level of difficulty marked with H: If you achieve 75% in these tests, you should be well prepared for the realexam. Raise the number to 82% for the other tests.

Please send an e-mail to Oliver F. Lehmann, PMPif you are another provider, if a description is not correct anymore, if you have any comments on the quality and relevance of test questions, or if one of the links appearsto be broken.

A Note to My Visitors

Thanks a lot to all who informed me that the owners of the websites




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have c opied my free sample questions and re-published them with their copyright ass igned.

The s econd of these two even se lls my work for a fee - and the work of other good col leagues

too.

That people are usi ng my work may be honorable. But: I prefer to be asked before my material is

used by others I would probably have allowed it, as I have done s o often.

I als o value rightful copyright information and a reference to the author. This i s how I am quoting

others or use their materials in my websites and seminar literature wherever possible.

We Germans have a term for that: Gute Kinders tube good manners from good education by

good parents.

The 2 50 sample questions in this website (and the many more used in my s eminars)

- match the updated exam (per July 20 09 ),

- are written against PM I's original PM P E xamination Specification,

- reference to the a ppropriate body of knowledge,

- have been peer-reviewed for correctnes s and appropriateness,

- are open for discus sion and feedback - of which I receive a lot.

20 April 2006, updated 09/03/2007, 30/03/2009, 25/01/2009, Munich, Germany

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"PM I", "PMP ", PgMP", "CA PM ", "PM BO K" are marks of the Project M anagement Institute (PM I) which are registered in the

United States of America and in other nations

PM I has not participated in the creation of this s elf asses sment test and has not reviewed it for correctness.

This test is for self ass ess ment only and no guaranty is given for passi ng the PMP .

Some of the names of companies and their products lis ted and linked to on this page are marks which are registered in various

countries.

200 4-2 007 , all rights res erved. The owner of this website is not responsible for contents of external pages to which he plac ed

hyperlinks. C ontact: [email protected]

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