project management professional pmp pmi 001 exam free practice questions part-v

Post-mortem analysis of a project shows a CPI of 0.8 and an SPI of 1.25. What is a plausible explanation for that? A. The project has evidently been finished over budget and ahead of schedule. B. The project has produced additional deliverables which were originally not required. C. The project has evidently been finished under budget and behind of schedule. D. The project was terminated early. At that time, it was over budget and ahead of schedule. Answer: D What is true for a project when a Phase gate approach is being used? A. Phase gates are often used to verify entry criteria of a previous phase and exit criteria of the next one. B. The order of phases must be strictly consecutive without overlapping in order to allow for gates. C. Approaching phase gates early is a common signal that project planning has been poor. D. Gates are often called kill points, when they are used to eliminate weak team members. Answer: B You are in the process of contacting sellers to obtain bids and proposals. You found out that it may be time-consuming to ensure that they have a clear and common understanding of the procurement process and of the needs of your project. Which technique may help you saving time? A. Qualified sellers list B. Advertising C. Bidder conferences D. Four-eyes meetings Answer: C Which of the following types of limits is often not directly linked to a process output? A. Control limits B. Tolerances C. Warning limits D. Specification limits Answer: B A difference between a Statement of work and a Scope statement is: A. The statement of work is prepared by the customer while the scope statement is developed by the project management team. B. A project scope statement can become a contract document; a statement of work cannot. C. The statement of work focuses on physical or technical matters, while the project scope statement focuses on a functional view. D. The project scope statement is in most projects developed before the statement of work is written. Answer: A During project execution you found out that work is often not performed at the right time and in the right order. Deliverables are made by one team member that cannot be processed by another one. This already leads to timely rework and bad morale among team members.Which project management tool is most appropriate to deal with problems like this? A. Organization chart B. RACI matrix C. Communications management plan D. Work authorization system Answer: D At the end of an internal project, you find several key stakeholders including the sponsor reluctant to finally accept all deliverables and then close the project. What should not be your next step in this situation? A. Invite earnest feedback from all sides and try to identify misunderstandings. B. Identify any open issues and get them solved. Then be firm on formal closure. C. Formally close the project. Stakeholders will find a way by themselves to sort things out. D. Identify and openly discuss personal rationales underlying the reluctance. Answer: C What is not true for Change requests? A. Change requests are always a sign of bad planning and should therefore be avoided. B. Change requests should always be handled in a controlled and integrative fashion. C. Professionally managed, change requests can help improving a project and resolving emerging problems. D. Change requests surpassing the formal change control processes can lead to scope creep. Answer: A What is the most important benefit of a 360 degree review? A. Managers will be assessed by their subordinates, enforcing a more participative style. B. One can use a simple standard questionnaire to gather data from the reviewers. C. The reviewed person will regard the assessment process as fair and developmental. D. Assessments from different perspectives leave no weak spot of a person unaddressed. Answer: C Which of the following BEST describes when you perform the Monitor and Control Project Work process? A. As soon as every deliverable is completed B. Continuously throughout the project C. At scheduled milestones or intervals during the project D. At the end of every project phase Answer: B Which of the following is NOT a stakeholder? A. The project sponsors B. A project team member C. An attorney from your company's competitor D. A representative from your project team's union Answer: C You are managing a construction project to install new door frames in an office building. You planned on spending $12,500 on the project, but your costs are higher than expected, and now you're afraid that your project is spending too much money. What number tells you the difference between the amount of money you planned on spending and what you've actually spent so far on the project? A. AC B. CV C. VAC D. SV Answer: B Tom is a project manager on an industrial design project. He is always watching when his team members come into the office, when they take their breaks and when they leave. He periodically walks around the office to be sure that everyone is doing work when they are at their desks and he insists that he make every project decision, even minor ones. What kind of manager is he? A. Effective B. Cost cutter C. Theory X D. Theory Y Answer: C Which risk analysis tool is used to model your risks on a computer to show random probabilities? A. Computerized risk audit B. EMV analysis C. Delphi technique D. Monte Carlo analysis Answer: D You are managing a project with a total budget of $450,000. According to the schedule, your team should have completed 45% of the work by now. But at the latest status meeting, the team only reported that 40% of the work has actually been completed. The team has spent $165,000 so far on the project. How would you BEST describe this project? A. The project is ahead of schedule and over its budget B. The project is behind schedule and within its budget C. The project is ahead of schedule and within its budget D. The project is behind schedule and over its budget Answer: B Your team has recommended a change to the scope verification process. What's the first thing you should do? A. Write up a change request. B. Tell your team that the process has already been decided and they should follow it. C. Analyze the change versus the Project Management plan to see what its impact will be. D. Implement the change. Answer: C Frequent stimuli for a project include the following, except A. A business need B. A market demand C. A technological advance D. Regular plant maintenance Answer: D Product acceptance criteria should be laid down in which document? A. Resource assignments B. Project scope management plan C. Project scope statement D. Work breakdown structure Answer: C Geert Hofstede's cultural dimension of Individualism refers to... A. ...the degree of dependence relationships between individuals. B. ...the tolerance for ambiguity or uncertainty in the workplace. C. ...the identification with the gender role of an individual. D. ...the significance of the person versus that of the group. Answer: D Which is not a type of project review meeting? A. Project status meeting B. Customer review meetings C. Executive management review meetings D. Team review meetings Answer: A You are running a project to develop the production process for a future electronic component. You found out during some first test batches, that the precision is generally very good, but that you have some irregular outliers in a completely unpredictable pattern. What should you do? A. Research outliers, they may give you important insights into problems which may trouble later production. B. Ignore the outliers; they are not relevant as long as the yield from the production is sufficiently high. C. Tell the designated production manager of your observations and ask him to take care after handover. D. Try to increase the accuracy of the process by adjustments, thus reducing the number of outliers Answer: A Which of the following is generally not regarded as an element of active listening? A. Interpreting the information B. Making eye contact C. Paraphrasing D. Interrupting when appropriate Answer: D How does a project management team stay in touch with the work and the attitudes of project team members? A. Using closed questions during team meetings B. Through third-party assessments C. By observation and communication D. Through the team members' functional managers Answer: C A facilitator should... A. ...be in full control of the discussion and its outcomes. B. ...avoid a flip chart Parking lot. C. ...give guidance as required without interfering. D. ...always take notes by herself. Answer: C You have just taken over a project as a project manager, which will create many benefits to the performing organization, but you sense a high level of resistance by various stakeholders right from the start. What is the most appropriate action to resolve the problem? A. Do not talk to these stakeholders too much at thistime, instead create Faits accomplis, which will later force the stakeholders to support the project due to a lack of alternatives for them. B. Develop an organization diagram, which places each of the stakeholders at an appropriate position inside the project and allows for certain lines of communication while disallowing others. C. Develop a responsibility assignment matrix which clearly shows the responsibility of each stakeholder for the various project activities andwho needs to be consulted and informed. D. Schedule a meeting with these stakeholders to present the project, discuss and establish ground rules, ensure their involvement and identify initial personal and organizational issues. Answer: D What is the purpose of a Preliminary scope statement? A. To break down the scope of the project into smaller, better manageable components for further planning and estimating. B. To link the project, which is going to be planned, executed, and monitored/controlled to the ongoing work of the organization. C. To formally authorize the project and provide the project manager with the authority to apply organizational resources. D. To address and document the characteristics and boundaries of the project and its associated products and services. Answer: D A customer requires from you a minor scope change and expects you to do this without delays and additional costs. You believe that you have adequate authorization to make the decision by yourself, but you are not quite sure. What should be your next steps? A. Customer satisfaction is your top priority. The customer gives you an opportunity to increase their satisfaction, which you should use to the maximum benefit. Most project managers have contingencies to cover risks; these can be used to pay the additional costs. B. A requested change is always an opportunity to get more money paid by the customer and to secretly solve schedule and quality problems. You should make some reasonable estimates on time, costs, risks etc. and then add a nice margin on top of that to calculate the new price. C. Before making a decision you should have a look at the customer's parking lot. If you find there many expensive, new models, it is likely that you can use the requested change to increase the profit from the contract. Otherwise you should reject the request. D. Handle the request according to the integrated change control processes described in your management plans. Then make a decision together with the appropriate change control body, whether the increased customer satisfaction will be worth the extra costs, work, risks etc Answer: D Which document is developed along the risk management processes from Risk identification through Risk response planning and Risk monitoring and control? A. Risk mitigation B. Decision tree C. List of risk triggers D. Risk register Answer: D Which is not an example of a correctly handled Contract closure procedure? A. Early termination of a contract because of arepudiatory breach B. Settling and finally closing the contract agreement C. Early termination of a contract because of an immaterial breach D. Product verification by stakeholders and administrative closure Answer: C What do you expect when you are submitting an Invitation to Bid to sellers? A. Offers which are not primarily written to win against competition. B. General information on a seller's ability to provide the goods or services. C. Offers which are similar enough to allow a selection based on price. D. Offers which will differ significantly in solution approach and price. Answer: C Your organization discusses running a project which will entail an investment of $1,000,000. The product from the project is forecasted to create revenues of $250,000 in the first year after the end of the project and of $420,000 in each of the two following years. What is true for the Net present value of the project over the three years cycle at a Discount rate of 10%? A. The net present value is negative, which makes the project attractive. B. The net present value is negative, which makes the project unattractive. C. The net present value is positive, which makes the project unattractive. D. The net present value is positive, which makes the project attractive. Answer: B During the execution of a project to build a complex defence system, your team has run into a deep crisis. The project's goal and objectives have been challenging right from the start, but now you discovered that your team members got increasingly unaware of them. Being busy solving detail problems, they often fail to understand the overall requirements. Then, they develop solutions which resolve issues in their area of limited responsibility, while creating new problems at the interfaces with other system components. Meanwhile, the team members show signs of growing frustration, and time is running away. How can you help your team in this situation? A. Ignore the low-level issues and focus on achieving the overall requirements, details can be sorted out during test and handover. B. If everybody simply does their jobs, then there should be no problem. Make sure that team members are fully aware of their accountability. C. Problems of this dimension have their origin in fundamental personal incompatibilities between team members. You should replace them all. D. Accompany your team members along a sequence of maturity levels from dependence through independence to interdependence. Answer: D Resource Levelling during scheduling phase A project is a temporary endeavor that creates a unique product, service or result.A Project is progressively elaborated Temporary : A Project has a definite beginning and a definite end. On completion of porject we make it an ongoing repetitive process called as operation (production setup kind of projects). What is Project Management? Project management is the process of utilizing knowledge,tools,techniques to accomplish the project goal with the scheduled resources within scheduled deadline with the best quality.It involves various items like: 1)Project initiating 2) Project Planning 3) Project scheduling 4) Project execution 5) Project closure What are the major project documents? As per PMI's PMBOK following are the major project documents : 1) Project Charter - This document formally authorizes the project. This document can't be changed once the project is initiated. This is the output of initiation process group. 2) Project Scope Statement - This document states what work is to be accomplished and what deliverables are to be produced. This is the statement created at the beginning of planning process group. Scope management processes: Scope management is the process of planning the work, creating baselines against which work performance is measured,breaking down the work into work pckages to achieve the end result(divide and conquer),measuring the work progress against baselines and performing only the work needed to meet the stakeholder requirements(project and product scope).Following are the various processes in scope management knowledge area: 1) Scope Planning 2) Scope Definition 3) Create WBS(Work Breakdown Structure) 4) Scope verification 5) Scope control 3) Project Management plan - These are the plans that details how the work is to be performed Project communication management - Project communication management is the knowledge area that employs the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information.Everyone involved in the project should understand how communications affect the project. What is schedule compression in project management? The project manager develops the project schedule.Once scheduling is completed (schedule development process),it is a good practice to look for ways to compress the project schedule.Two methods commonly used to perform schedule compression are: 1) Fast tracking 2) Crashing Fast tracking - Perform activities in parallel to reduce the schedule. This happens with cost of cost(more budget), resources(more resources), quality(possibility of poor quality). It is a general practice to fast track activities that have only one predecessor. Crashing - This involves finishing a task at the expense of additional resources. The resources from other projects can also be allocated to this project to pace up the project.Resource levelling is a good example of crashing technique. What is Resource Levelling ? The term commonly used by Project managers during scheduling phase.It is described under time management knowledge area. Every project needs resources to perform the tasks. This term applies to human resources. Levelling resources is the efficient utilization of resources across projects. This method used to ensure that resources are utilized close to 100%