PMP Practice Exam PMBOK Latest Edition

1) What are the economic terms to be considered while selecting a project? a. Present value b.net present value c. benefit-cost ratio d. All the above Answer : d 2) Scoring model project selection method is a kind of a. Benefit measurement method b. Constrained optimization method c. Economic method d. None of above Answer : a 3) How is present value calculated? a. PV=FV(1+r) b. PV=1+r c. PV=FV/(1+r)n d. PV=FV-r Answer : c 4) The document used to manage project and is not included as part of project management plan. What is it called? a. Scope document b. Planning document c. Project document d. Estimation document Answer : c Which of the following is NOT included in activity duration estimated? A. Project team knowledge. B. Commercial duration databases. C. Time studies. D. Information from previous experience. E. None of the above. Answer: C Conflict resolution techniques that may be practiced on a project include ___? A. Controlling, forcing, smoothing, and withdrawing. B. Confronting, compromising, smoothing and directing. C. Smoothing, confronting, forcing, and withdrawing. D. Withdrawing, compromising, controlling, and forcing. Answer: C Which of the following actions are irrelevant when the critical path needs to be reduced by 35% on a project? A. Crashing time schedule. B. Paralleling activities. C. Adding resources. D. Eliminating float. E. All of the above. Answer: D What does a project manager need first and foremost to determine the necessary staffing requirements of a project? A. The work breakdown structure. B. The organization flow chart. C. The resource breakdown schedule. D. The responsibility assignment matrix. Answer: A What does one call the person responsible for the funding for a new project's conceptual study? A. The project manager. B. The president. C. The project sponsor. D. The client E. The chief financial officer. Answer: C Which of the following are technical staffs particularly responsive to? A. Ad hoc power B. Referent power. C. Expert power. D. Formal power. E. Functional power. Answer: C Which technique would you apply to control the project schedule? A. The pareto diagram. B. Parametric modeling. C. Performance measurement. D. Statistical sampling. Answer: C There have been several rounds of layoffs at your company. Now your project team is worried about their job security, and you've noticed that their performance has decreased significantly because of it. This is predicted by which motivational theory? A. McLellands Achievement Theory B. Herzberg's Motivation-Hygiene Theory C. Maslow's Hierarchy of Needs D. McGregor's Theory of X and Y Answer: C One way contract closure differs from administrative closure is: A. Administrative closure is performed by the seller; contract closure is performed by the buyer B. Administrative closure involves the stakeholders and the team; contract closure involves only the team but not the stakeholders C. Administrative closure defines actions the team must take; contract closure defines legal commitments D. Administrative closure means verifying that the project is complete or terminated; contract closure means verifying that the contract terms were satisfied Answer: D You've been hired by a large consulting firm to evaluate a software project for them. You have access to the CPI and EV for the project, but not the AC. The CPI is .92, and the EV is $172,500. How much money has actually been spent on the project? A. $158,700 B. $172,500 C. There is not enough information to calculate the actual cost D. $187,500 Answer: D As you are executing your project you are constantly checking your risk register to be sure that you have planned responses for all of your risks. At one team status meeting, you find that a lower priority risk has suddenly become more likely. Where do you keep information about low priority risks? A. The watchlist B. Qualitative analysis documents C. Risk Management Plan D. Triggers Answer: A In which process do you create the Risk Breakdown Structure? A. Risk Management Planning B. Risk Response Planning C. Risk Identification D. Qualitative Analysis Answer: A Which of the following helps you identify the root cause of 80% of the defects in your project using the 80/20 rule? A. Control chart B. Scatter chart C. Cause-and-effect diagram D. Pareto chart Answer: D The terms of union contracts are considered ______________ in your project plan. A. Assumptions B. Collective bargaining agreements C. Constraints D. Requirements Answer: C A project manager is faced with two team members who have conflicting opinions. One team member explains her side of the conflict, and presents a possible solution. But before the other team member starts to explain his side of things, the project manager says, "I've heard enough, and I've decided to go with the solution I've heard." This is an example of: A. Smoothing B. Forcing C. Compromise D. Withdrawal Answer: B Your project has a virtual team. Half of your team members are located in another country, where they are working for a subcontractor. You want to promote the top performing foreign team member to a leadership position, but you are told by the other team members that women are not allowed to hold positions of authority. When you bring it up with their manager, you are informed that it is the subcontractor's policy not to promote women, and that in their country, it is culturally considered offensive for a man to take orders from a woman. What is the BEST way to respond to this situation? A. Request that the team attend sensitivity training B. Promote another team member, but find a different way to reward the woman for her work C. Do nothing, because discrimination against women is a cultural norm in the subcontractor's country D. Inform the subcontractor that they must adopt a non-discriminatory policy or you will be forced to terminate the contract and find a subcontractor that does not discriminate against women Answer: D Tom is the project manager on a construction project. Midway through his project, he realizes that there's a problem with the lumber they've been using in a few rooms and they're going to have to tear down some of the work they've done and rebuild. One of his team members suggests that the defect isn't bad enough to cause all of that re-work. Tom says that he's worked on a project that made this same mistake before and they ended up having to redo the work when inspectors looked at the house. He convinces the team member that it's probably better to fix it now than later. What kind of power is he using to make the decision? A. Reward B. Referent C. Expert D. Legitimate Answer: C You are a project manager for a software project. Your team buys a component for a web page but they run into defects when they use it. Those defects slow your progress down considerably. Fixing the bugs in the component will double your development schedule and building your own component will take even longer. You work with your team to evaluate the cost and impact of all of your options and recommend hiring developers at the company that built the component to help you address problems in it. That will cost more but it will reduce your delay by a month. What is your next step? A. Change the Scope Baseline to include your recommendation B. Start Procurement Planning so you can get the contract ready for the vendor. C. Fix the component D. Write up the change request and take it to the change control board Answer: D Which of the following contracts has the MOST risk for the buyer? A. Cost plus fixed fee (CPFF) B. Cost plus percentage of costs (CPPC) C. Time and Materials (T&M) D. Fixed price (FP) Answer: B You need to determine when to release resources from your project. Which part of the staffing management plan will be most useful for this? A. Training needs B. Resource histogram C. Recognition and rewards D. Safety procedures Answer: B What should project managers focus on when they perform the Executing process group? A. Ensuring accountability for errors. B. Doing project work. C. Avoid third-party influence. D. Coordinating people and resources. Answer: D As a leader, how should you deem Ethical conduct? A. You are the role model for the team. Your personal integrity demonstrates the desired skills, behavior, and attitudes whose adoption may benefit team members. B. You should ensure ethical conduct throughout the team by use of means including recognition and awards and in tight cooperation with the team members' line managers. C. There are often dilemma situations in business. Then you may have to suspend your integrity and do what is appropriate. There may be long term negative effects, but these are not your responsibility D. Ethical conduct is all right as long as it does not impact the achievement of objectives and does not damage the performing organization's immediate options for profits. Answer: A The term Baseline is used in both disciplines Project management and Configuration management. Which statement is not true? A. Project management baselines are used for performance measurement. B. In configuration management, baselines are used to control change. C. In project management, baselines help assessing variance and trends. D. Baselines in system configurations are often also referred to as Deltas. Answer: D During execution of your project you observed that a team member is being isolated by other team members. Which is a wrong approach to such a situation? A. You should apply team building measures to improve the team's effectiveness. B. You should try to get feedback from the isolated team member to understand the situation. C. The interpersonal relationships between team members are their private issue. You should not interfere. D. You should try to get feedback from the other team members to understand the situation. Answer: C Milestones are best characterized by which description? A. A period between two project phases including a review B. A planning tool used to replace progress measurements C. A fixed or imposed date during the project lifecycle D. A significant point in the project with zero duration Answer: D In a project, a Cost incentive contract has been awarded to a contractor with the following parameters: Target cost: $1,000,000 Target contractor fee: $100,000 Cost benefit sharing ratio: 80%/20% Price ceiling: $1,200,000 What is the Point of total assumption (PTA, Breakpoint) of the project? A. $1,200,000 B. $1,100,000 C. $1,125,000 D. $1,000,000 Answer: C During Planning processes, you used Monte-Carlo simulation to quantitatively assess cost and schedule risks of your project. Now, during Risk monitoring and control, you repeat the technique, and it leads to different results. What should not be the reason for that? A. New risks may have been identified. These influence the input data used for Monte-Carlo simulation in a way which was not predictable at the time when the simulation was run. B. Some assumptions during planning have meanwhile become fact-based knowledge, so that the risks related to them have vanished or have become certain problems. C. Some dummy activities in the network logic have an element of uncertainty, which gets bigger over time. While the project proceeds, it is getting even harder to predict how the team members assigned to them will perform. D. Some constraints have been identified originally, but their influence on the project was unclear when the simulation was run for the first time. By now, the team understands these constraints much better and could adjust the simulation. Answer: C Which of the following is the correct order of actions that you take during the Closing processes? A. Get formal acceptance, close the contract, write lessons learned, release the team B. Get formal acceptance, write lessons learned, release the team, close the contract C. Write lessons learned, release the team, get formal acceptance, close the contract D. Get formal acceptance, release the team, write lessons learned, close the contract Answer: B Which of the following types of power is the most effective in leading teams? A. Expert B. Punishment C. Referent D. Reward Answer: A You're the project manager on a software project that is planning out various approaches to technical work. There's a 20% chance that a component you are going to license will be dif cult to integrate and cost $3000 in rework and delays. There's also a 40% chance that the component will save $10,000 in time and effort that would have been used to build the component from scratch. What's the EMV for these two possibilities? A. - $600 B. $3,400 C. $7,000 D. $13,000 Answer: B Approved changes are implemented in which process? A. Direct and Manage Project Execution B. Develop Project Management Plan C. Integrated Change Control D. Monitor and Control Project Work Answer: A Which of the following is NOT one of the triple constraints? A. Cost B. Quality C. Scope D. Time Answer: B You are managing a software engineering project, when two team members come to you with a conflict. The lead developer has identified an important project risk: you have a subcontractor that may not deliver on time. Another developer doesn't believe that the risk is likely to happen; however, you consult the lessons learned from previous projects and discover that subcontractors failed to deliver their work on two previous projects. You decide that the risk is too big; you terminate the contract with the subcontractor, and instead hire additional developers to build the component. Both team members agree that this has eliminated the risk. Which of the following BEST describes this scenario? A. Avoidance B. Acceptance C. Mitigation D. Transferrence Answer: A You are currently performing the Select Sellers process. You are considering two bids from companies on your qualified sellers list. Your project is on a tight budget, and you have been instructed by senior management to consider the cost over any other criteria. You used the company that submitted the lower bid on a previous project, and you were not happy with their work. The company that submitted the higher bid has a reputation for treating their clients well, flying project managers first class and giving them accommodations in five-star hotels. What is the BEST way to handle this situation? A. Give the manager at the company with the higher bid information that will allow him to tailor his bid so that it better meets your needs B. Select the company with the lowest bid C. Select the company with the higher bid D. Rewrite the RFP so that the company with the lowest bid is excluded Answer: B Which conflict resolution technique is most effective? A. Withdrawal B. Compromise C. Smoothing D. Confronting Answer: D Which is the BEST definition of quality? A. A product made with a lot of care by the team who built it. B. A product that passes all of its tests. C. A product made of very expensive materials. D. A product that satisfies the requirements of the people who pay for it. Answer: D Which of the following is NOT true of obtaining project plan approval? A. It's important for the entire team to buy into the Project Management Plan for it to be successful. B. Only one person needs to approve the Project Management Plan and that's the Project Manager. C. Until you obtain plan approval, you don't need to put changes to it through change control. D. Change control makes sure that only approved changes can make it into the approved plan. Answer: B A project was assessed and the following Earned value data have been found: PV: $750,000 EV: $750,000 AC: $900,000 What is the Burn rate of the project? A. 1.00 B. 0.83 C. 1.10 D. 1.20 Answer: D During Risk identification sessions, you and your team identified more than 150 risks for your project. You are afraid that evaluating each of these risks quantitatively will cost you an enormous amount of time, while not all of them are really relevant and important enough to justify such a measure. What should you do next? A. Assess the probability of each risk qualitatively and further analyze only those risks with high probability. B. Identify Risk triggers where possible. Analyze only those risks quantitativelyfor which no trigger could be found. C. Assess the potential impact of each risk qualitatively and further analyze only those risks with high impact. D. Use Qualitative risk analysis in order to prioritize risks for further action, such as Quantitative risk analysis. Answer: D A Project charter is a document that... A. ...breaks down the project scope over several steps to describe the project on work package level. B. ...describes all activities which are necessary to create the project deliverables. C. ...describes both the project scope and the product scope at detail level. D. ...authorizes the project and the use of organizational resources to meet project requirements. Answer: D Which of the following represents the base point of Maslow's hierarchy of needs? A. Safety. B. Physiological satisfaction. C. Esteem. D. Survival. E. Self-actualization. Answer: B How many ADDITIONAL lines of communication will be created when the number of team members involved during the project increases from five to ten? A. 10 B. 35 C. 45 D. 50 E. 55 Answer: B Management usually determines the costs and schedule for a project. Given this constraint, which of the following steps would be unnecessary? A. Inform management of the consequences. B. Negotiate scope. C. Accept is with no prior action. D. Perform risk assessment. E. All of the above. Answer: C In an ideal situation resource leveling should be limited to activities with___? A. With zero float time. B. With negative float time. C. With positive float time. D. With critical float time E. On the critical path. Answer: C Which of the following represents an example of developing alternative activity sequences? A. Rolling wave. B. Contingency planning C. Risk aversion D. Rework. E. All of the above Answer: B Which of the following statements BEST describes an Estimate At Completion (EAC)? A. It is a periodic evaluation of total value of work performed to date. B. It is a periodic evaluation of total cost of the unfinished work. C. It is a periodic evaluation of total resources projected at project complain. D. It is a periodic evaluation of total forecasted project cost. Answer: D Which of the following concepts are associated with the "Cost of Quality" in project management? (Choose all that apply) A. Appraisal costs B. Management costs C. Prevention costs D. Failure costs E. Planning costs Answer: A, C, D Which of the following scheduling techniques incorporates a form of risk assessment? A. Arrow Diagramming Method (ADM) B. Precedence Diagramming Method (PDM) C. Critical Path Method (CPM) D. Program evaluation and Review Technique (PERT) E. All of the above Answer: D Which of the following is NOT a source selection tool or technique? A. Organizational policies B. A weighting system. C. A screening system. D. Independent estimates. Answer: A In which of the following situations would the PERT method be applied most? A. When little experience exists on which to base estimated of activity duration. B. When knowledge of the interrelationships of activities are crucial. C. When there is limited knowledge regarding the cost estimation related to the project. D. When resource requirements are well defined. Answer: A A management point in a Work breakdown structure (WBS), which is used to consolidate and process work package data and forward the results to the project manager is called A. Account limit B. Chart of accounts C. Control limit D. Control account Answer: D Your project exceeded costs in the past caused by an underestimation of resource costs in the cost baseline: PV: $1,200,000, EV: $1,000,000, AC: $1,200,000 You expect the underestimation to influence the future as much as it did in the past. If the BTC (Budget to complete) is at $1,000,000, what should be your new EAC (Estimate at Completion)? A. $2,000,000 B. $2,200,000 C. $2,400,000 D. $1,800,000 Answer: C A project was budgeted at $1,000,000. The project is meanwhile being executed, and the following current figures have been assessed: PV: $500,000 EV: $450,000 AC: $550,000 Assuming that the Cost variance was caused by one-time cost drivers, which are no more effective, what Estimate at completion (EaC) can you derive from these figures? A. $1,222,222 B. $1,000,000 C. $1,100,000 D. $900,000 Answer: C You recently took over the assignment for a project. The project charter and a preliminary scope statement have been developed. What is an appropriate next step for you? A. Develop the project schedule. B. Get approval for the project management plan. C. Develop the risk register. D. Develop management plans. Answer: D Being the project manager in a software project which is currently initiated, you want to assess high level risks. What should you do? A. Identify and analyze risk events using qualitative and quantitative techniques. B. Develop contingency plans and fallback plans in case the original plan proves wrong. C. Discuss the risks documented in your risk register with the project key stakeholders. D. Develop a preliminary scope statement and document initially identified risks in this document. Answer: D You are running a project which was budgeted based on some Rough order of magnitude (ROM) estimates with a precision of -50% /+100%. Meanwhile, with new estimates made on detail level and some work already finished, you found out that these estimates were consistently too low and the budget will not be sufficient to successfully run and finish the project. What should you do? A. Try to reduce scope or quality in areas where it cannot create difficulties for you and the team. Finally, it is not your responsibility that an insufficient budget has been created for the project. B. Bring the issue up to your sponsor and discuss how this should be handled. Together with the sponsor adhere to the guidelines which describe how budgets will be reviewed and refined. C. Find a contractor who can run the project for you. Set the budget as a price limit during the bidding process and accept only Firm fixed price (FFP) offers which do not exceed this price. D. You shouldn't worry too much, It is quite normal that early estimates are too optimistic, later estimates are too pessimistic and the project costs will finally settle somewhere in between. So relax! Answer: B 1. A project in my team has stakeholders from various parts of the world involved and it is very effective. This is an example of: a. Project Team b. Classic Team c. Virtual Team d. None of the Above 2. A project team member Simon went to the senior management and argued since he was exceeding good Database Administrator he should be given project manager role. This is an example of: a. Negotiation b. Halo effect c. Growing Up the Ladder d. None of the Above 3. Project manager had a luncheon session so that all the project team members meet each other before the project starts. This is an example of: a. Norming b. Storming c. Performing d. Forming 4. The stage were the project team learn to work together in spite of disagreements is: a. Norming b. Storming c. Performing d. Forming 5. The stage were the project team build a very good relationship is: a. Norming b. Storming c. Performing d. Forming 6. A project manager wants to have all the team members in one location so that effective management of resources can be accomplished. The is called: a. Virtual Teams b. Remote Teams c. Co-location d. None of the Above 7. Project Manager hands out a check of $1000 to one of his project team member for performing exceptionally well in his organization. Project Manager uses ______ power in this case. a. Formal b. Coercive c. Referent d. Reward 8. Project Manager Tim threatens to Simon that action will be taken if Simon is not able to finish his task on time. Project Manager uses ______ power in this case. a. Formal b. Coercive c. Referent d. Reward 9. Project Manager Gary told his colleague that he want to become like another Project Manager Peter because of his charisma and his ability to get his things done using his charisma. Project Manager Gary uses ________ power in this case. a. Formal b. Coercive c. Referent d. Reward 10. Project Manger Tim told that since he has knowledge in the subject of delivery he can take care of delivering the code to the client. The Project Manager uses _____ power in this case. a. Formal b. Expert c. Referent d. None of the Above 11. The project manager assigns work to various team members in his project. What kind of style of functioning the project manager is using? a. Directing b. Influencing c. Delegating d. Facilitating 12. The project manager tells one of his team members in his project he should be working on functional aspects on his project. What kind of style the project manager is using? a. Directing b. Influencing c. Delegating d. Facilitating 13. The project manager is coordinating the input of his team members to arrive at a solution to a problem that has happened in his project. What kind of style the project manager is using? a. Directing b. Influencing c. Delegating d. Facilitating 14. The project manager assists Tim who is a stakeholder in his project about project management goals and objectives. What kind of style the project manager is using? a. Coaching b. Supporting c. Influencing d. Facilitating 15. The project manager assists Tim who is a stakeholder in his project so that he can complete Task that he is assigned to. What kind of style the project manager is using? a. Coaching b. Supporting c. Influencing d. Facilitating 1. The place where risk information is kept is: a. Checklist b. Risk File c. Risk Register d. Risk Management Plan 2. The risks are documented in _________ for later review during risk monitoring and controlling. a. Trends b. Watchlist c. Risk Register d. Risk File 3. What is the formula of Expected Monetary Value given the following: EMV = Expected Monetary Value P = Probability of Risk I = Impact of Risk a. EMV = P/I b. EMV = I/P c. EMV = P – I d. EMV = P * I 4. A simulation technique that is used to calculate the overall risk in the project is ___________ a. Monte Carlo Analysis b. Delphi Technique c. Expected Monetary Value Analysis d. Cost and Time Estimating 5. Which is the risk response strategy that eliminate risk that is identified? a. Mitigate Risk Response Strategy b. Transfer Risk Response Strategy c. Allocate Risk Response Strategy d. Avoid Risk Response Strategy 6. Which is the risk response strategy that reduces the impact of a risk so that it is not the critical risk anymore? a. Mitigate Risk Response Strategy b. Transfer Risk Response Strategy c. Allocate Risk Response Strategy d. Avoid Risk Response Strategy 7. What is the risk response strategy that transfers the responsibility of managing the risk to a third party? a. Mitigate Risk Response Strategy b. Allocate Risk Response Strategy c. Avoid Risk Response Strategy d. None of the Above 8. What is the response strategy that should be followed to improve the positive impacts of the risk event? a. Share b. Exploit c. Enhance d. Avoid 9. What is the response strategy that should be followed to make sure the opportunity of a positive risk occurs by modifying the work done in a project? a. Share b. Exploit c. Enhance d. Avoid 10. What is the response strategy that should be followed so that the opportunity that arises from a positive risk is shared with a third party by forming a partnership? a. Share b. Exploit c. Enhance d. Avoid 11. What is the response strategy that is commonly followed for both negative and positive risks in a project? a. Avoid b. Accept c. Enhance d. Mitigate 12. The risk that results is created in response to an action taken with a existing risk is a __________ a. Residual Risk b. Non Residual Risk c. Secondary Risk d. None of the Above 13. The risk that remain after risk response planning is _______ a. Residual Risk b. Non Residual Risk c. Secondary Risk d. None of the Above 14. The reserve that is allocated to deal with the risk that is identified during risk identification is __________ a. Management Reserve b. Contingent Reserve c. Fallback Reserve d. None of the Above 15. The reserve that is allocated to deal with the risk that is not identified during risk identification is ____________ a. Management Reserve b. Contingent Reserve c. Fallback Reserve d. None of the Above 1. Three Standard Deviation is equal to: a. 95.46% b. 99.73% c. 99.99985% d. 96.46% 2. Cause and Effect Diagram is also known as: a. Fishbone diagram b. Pareto diagram c. Histogram d. Scatter Diagram 3. If a project manager wants to find the root cause of the Issues that is happening in his project with respect to quality he should be looking at: a. Pareto Diagram b. Histogram c. Scatter Diagram d. Ishikawa Diagram 4. A Pareto chart is a type of: a. Flowchart b. Scatter Diagram c. Fishbone Diagram d. Histogram 5. If a project manager looks at the past project to see if there is a pattern of issue in the past projects then he will be using __________ a. Pareto Chart b. Flowchart c. Run Chart d. Scatter Diagram 6. If a project manager wants to fix the most critical issues in his project he will be looking at: a. Pareto Chart b. Flowchart c. Run Chart d. Scatter Diagram 7. If a project manager uses the cost and hours of work to judge the quality in his project he will be using _________ a. Pareto Chart b. Flowchart c. Run Chart d. Scatter Diagram 8. The project manager used a ___________ to have a discussion with his project team in the hope it will help the team to think a solution for the Issues faced a. Fishbone Diagram b. Histogram c. Flowchart d. Control Chart 9. The project manager used a _________ to graphically represent a process to determine where a process fails. a. Fishbone Diagram b. Histogram c. Flowchart d. Control Chart 10. If the project manager wants to check the factors that would have influenced the cost to go up in the project he should be using ________ a. Pareto Chart b. Run Chart c. Design of experiments d. Scatter Diagram 11. The project manager used a bar chart to analyze the project completion, he should be using ________ a. Flowchart b. Control Chart c. Histogram d. Scatter Diagram 12. Company A has decided to have the suppliers deliver the materials needed for development when they are needed. This is an example of: a. Continuous Improvement b. Just in Time c. Gold Plating d. None of the Above 13. The project manager has decided to give extra feature as part of a goodwill to the client for long term relationship with the client, this is referred to as ________ a. Scope Creep b. Gold Plating c. Marginal Analysis d. None of the Above 14. All of the following are the impact of poor quality except: a. Low morale b. Decreased Costs c. High Risk d. Rework 15. If the project manager wants to only work on the critical defects before beginning to look at other relatively lower defects he should be looking at a. Flowchart b. Run Chart c. Control Chart d. Pareto Chart 1. The following cost would be incurred when conforming to quality a. Rework b. Scrap c. Quality Training d. Lost Business 2. The following cost would be incurred when not conforming to quality a. Quality Training b. Studies c. Surveys d. Rework 3. Which limit represent the customer expectations regarding quality on the project a. Upper Limit b. Lower Limit c. Control Limit d. Specification Limit 4. Which limit represents the organization standard for quality a. Upper Limit b. Lower Limit c. Control Limit d. Specification Limit 5. The process is said to be out of control if: a. Data point falls outside of upper limit b. Data point falls outside of lower limit c. Non random data point are observed within lower and upper limits d. All of the Above 6. Rule of Seven is: a. Rule of Seven b. Heuristic Approach c. Used to indicate Non random data points that might indicate the process is out of control d. All of the above 7. The project manager determined project A although it had a higher cost for meeting the quality because the benefit in the project far outweighs the cost involved in implementing the quality aspects in the project. Which technique the project manager might have used in this case? a. Benchmarking b. Statistical Sampling c. Design of Experiments d. Cost Benefit Analysis 8. The project manager looked at other projects so that he can improve the quality in the current project under consideration. Which technique the project manager might have used in this case? a. Benchmarking b. Statistical Sampling c. Design of Experiments d. Cost Benefit Analysis 9. The project manager used a statistical approach to determine what variables will improve the quality in his current project. Which technique the project manager might have used in this case? a. Benchmarking b. Flowcharting c. Design of Experiments d. Cost Benefit Analysis 10. A team of personnel is coming to our office to check if we are following the process, procedures as laid down by our organization. The personnel are performing _____ a. Statistical Sampling b. Rule of Seven c. Benchmarking d. Quality Audits 11. Which distribution has a bell shaped curve to measure variations? a. Sigma Distribution b. Normal Distribution c. Normal Distribution d. Pi Distribution 12. One Standard deviation is equal to _________ a. 95.46% b. 99.73% c. 99.99985% d. None of the Above 13. Three Standard deviation is equal to _________ a. 95.46% b. 99.73% c. 99.99985% d. None of the Above 14. Two Standard deviation is equal to _________ a. 95.46% b. 99.73% c. 99.99985% d. None of the Above 15. Standard deviation is a measure of how far you are from the _________ a. Median b. Mean c. Variance d. Upper Limit 1. _________ Manager is responsible for managing projects or programs which are unrelated to each other. a. Project b. Program c. Portfolio d. Technical 2. _________ Manager is responsible for managing projects that are related to each other. a. Project b. Program c. Portfolio d. Technical 3. ________ Manager is responsible for managing a project. a. Project b. Program c. Portfolio d. Technical 4. _______ Manager is responsible for assigning specific resources to the project. a. Project b. Program c. Portfolio d. Technical 5. __________ provides financial resources for the project. a. Project Manager b. Technical Manager c. Project Sponsor d. Program Manager 6. ________ provides subject matter expertise. a. Project Manager b. Technical Manager c. Project Sponsor d. Program Manager 7. Tim and Gary had a disagreement regarding the implementation of a deliverable for the project. It is the responsibility of ___________ to solve the problem. a. Project Manager b. Functional Manager c. Tim and Gary d. Stakeholders 8. Simon recently is behaving differently in the project and is not productive. What should the project manager do in this case? a. Remove Simon from his project b. Talk about this issue during the project team meeting c. Bring this issue with senior management and get the resource replaced d. Talk to Functional Manager about this problem 9. During a regular team meeting for Project A there is a conflict between team members of the way to move forward in the project. Whose responsibility is to solve these problems? a. Project Manager b. Functional Manager c. Technical Manager d. Project Team 10. Project B is behind schedule and it is the responsibility of the _____________ to fix the scheduling problem. a. Functional Manager b. Project Sponsor c. Project Manager d. Senior Management 11. The ____________ gives details of the activities and resources who will be working on the activities. a. Time Scheduling b. Responsibility Assignment Matrix c. Project Charter d. Organizational Charts 12. The ___________________________ shows responsibilities in a department. a. Responsibility Assignment Matrix b. RACI Chart c. Resource breakdown structure d. Organizational breakdown structure 13. The ___________________________ shows work broken down by type of resource. a. Responsibility Assignment Matrix b. RACI Chart c. Resource breakdown structure d. Organizational breakdown structure 14. The human resource plan includes: a. Roles and Responsibilities b. Project Organizational chart c. Staffing management plan d. All of the above 15. The chart that shows the number of resources used per week time period is a: a. Resource Scatter diagram b. Resource Run chart c. Resource Histogram d. Resource Control chart