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Project Management Professional (PMP)

Question ID : xxPMI_PMP-494

________________________________________________________________________________________________________________
Which statement about project feasibility studies is NOT true?
1. They can help in selecting one project over another.
2. They can be used to determine project team members.

<Correct>

3. They can be the first project phase or a separate project.


4. They can be used to determine if a project should be approved.
Explanation :
Project feasibility studies do not help you determine the team members required.
The other statements are true.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 53

Project Management Professional (PMP)


Question ID : xxPMI_PMP-478

________________________________________________________________________________________________________________
What should a product description do?
1. Define the project scope.
2. Improve the accuracy of cost, duration, and resource estimates.
3. Outline quantifiable criteria that define project success.
4. Define the relationship between the product being created and the business need.

<Correct>

Explanation :
A product description should define the relationship between the product being created and the
business need. A product description is an input to the initiation process and should not be
confused with the project description. The product description outlines characteristics of the
product or service that the project is undertaken to create and should describe the relationship
between the product and the need for the project.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 53

Project Management Professional (PMP)


Question ID : xxPMI_PMP-489

________________________________________________________________________________________________________________
Which option best describes when a project is formally initiated or authorized to continue?
1. The project manager is appointed and the charter is completed.

<Correct>

2. The budget is assigned.


3. The project manager is appointed.
4. The charter is completed.
Explanation :
A project is formally initiated or authorized to continue when the project manager is appointed
and the charter is completed. Remember to watch out for the most correct answer. Outputs from the
initiation process include the project charter, assignment of the project manager, and
documentation of constraints and assumptions.
The other answer choices are incomplete.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-470

________________________________________________________________________________________________________________
At a minimum, the project charter should include:
1. The business need that the project was undertaken to address, the product description and the
scope statement.
2. The business need, the risks, and constraints of the project.
3. The product description and SOW.
4. The business need that the project was undertaken to address and the high-level product
description.
<Correct>
Explanation :
The correct answer is "the business need that the project was undertaken to address and the
high-level product description" because the project charter is the formal document that
authorizes the project and provides the authority to the project manager to secure resources to
complete the project. It should include directly or by reference, both the product description
and the business need that the project will address.
"The business need, the risks and constraints of the project" is an incorrect choice because the
business need and the product description are part of the charter. The product description
documents the characteristics of the product or service that the project was undertaken to create.
"The product description and SOW" is an incorrect choice because the product description and the
business need are part of the charter. The SOW describes the procurement item and is an output of
the procurement planning process.
"The business need that the project was undertaken to address, the product description and the
scope statement" is an incorrect choice because the scope statement is developed during the Scope
Planning process as a separate document and is not part of the charter.
Objective:
Initiate
Sub Objective(s):
Scope
4.1. - Develop Project Charter
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Page: 82

Project Management Professional (PMP)


Question ID : xxPMI_PMP-481

________________________________________________________________________________________________________________
The Logical Framework Analysis (LFA) is an example of what type of project selection method?
1. Scoring and rating method
2. Economic model
3. Decision model

<Correct>

4. Benefit measurement method


Explanation :
LFA is an example of a decision model. LFA is an analytical, presentational, and management tool
that can help planners and managers:
* analyze the existing situation during project preparation.
* establish a logical hierarchy of means by which objectives will be reached.
* identify the potential risks to achieving the objectives and to sustaining outcomes.
* establish how outputs and outcomes might best be monitored and evaluated.
* present a summary of the project in a standard format.
* monitor and review projects during implementation.
The approach involves problem analysis, stakeholder analysis, development of a hierarchy of
objectives, and selection of a preferred implementation strategy. The product of this analytical
approach is the matrix (the Logframe), which summarizes what the project intends to do and how,
what the key assumptions are, and how outputs and outcomes will be monitored and evaluated. It
falls under the category of constrained optimization methods when considering what projects to
approve.
Economic model and scoring and rating method are examples of benefit measurement methods.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-475

________________________________________________________________________________________________________________
There are two types of decision models (comparative and constrained) that are considered
categories of project selection methods. Of the following decision model examples, which ones
are categorized as constrained or mathematical?
1. Decision Tree, Logical Framework Analysis, Criteria Profiling, and Weighted Factor
2. Decision Tree, Criteria Profiling, Weighted Factor, Q-Sorting, and Delphi Technique
3. Linear Program Programming, Criteria Profiling, Weighted Factor, Q-Sorting, Delphi Technique,
and Logical Framework Analysis
4. Logical Framework Analysis and Linear Program Programming

<Correct>

Explanation :
Constrained or mathematical decision models are: Logical Framework Analysis and Linear Program
Programming.
Comparative or benefit measurement rating models are: Decision Tree, Criteria Profiling, Weighted
Factor, Q-Sorting, and Delphi Technique. For the exam, you do not have to know how each of these
models work, just which ones are constrained and which are comparative.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-499

________________________________________________________________________________________________________________
During what phase or process is the best time to assign a project manager to a project?
1. execution phase
2. initiation process

<Correct>

3. planning phase
4. scope planning process
Explanation :
The project manager should always be assigned to the project as early as possible, before
execution and prior to any major planning undertaken. The assignment of the project manager is an
output of the scope initiation process.
The execution phase, scope planning process, and planning phase occur after the scope initiation
process.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 55

Project Management Professional (PMP)


Question ID : xxPMI_PMP-492

________________________________________________________________________________________________________________
Linear programming is an example of what type of project selection method?
1. Simulation
2. Mathematical Methods

<Correct>

3. Comparative Approach
4. Benefit Measurement
Explanation :
The correct answer is "Mathematical Methods." Mathematical decision models are: logical framework
analysis and linear programming.
"Simulation" is an incorrect choice. Simulation is not specific enough.
"Comparative Approach" and "Benefit Measurement" are incorrect choices. Comparative or benefit
measurement rating models are: decision tree, criteria profiling, weighted factor, Q-sorting and
Delphi technique.
Objective:
Initiate
Sub Objective(s):
Scope
Inputs to Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 79 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-484

________________________________________________________________________________________________________________
Project selection criteria might include which of the following?
1. NPV calculations
2. Potential market share or increased public perception

<Correct>

3. Constrained optimization analysis


4. Scoring or rating decision models
Explanation :
Project selection criteria might include potential market share or increased public perception.
The key word here is "might." Project selection criteria include subjective information such as
potential market share. Objective material can be considered in project selection criteria.
NPV calculations, constrained optimization analysis, and scoring or rating decision models are
specific project selection methods - not project selection criteria.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-486

________________________________________________________________________________________________________________
The process of breaking the work from level 3 to level 4 in the work breakdown structure (WBS)
can result in:
1. Improved control of the project.

<Correct>

2. Lower status reporting costs.


3. Less estimating accuracy.
4. A greater likelihood that something will fall through the cracks.
Explanation :
The process of breaking the work from level 3 to level 4 in the WBS can result in improved
control of the project. A WBS is the foundation of the project and is used to confirm a common
understanding of the full scope of the project. Any work not included in the WBS is not included
in the scope of the project. It is developed by identifying the project deliverable and then
successively subdividing that deliverable into increasingly detailed and manageable subsidiary
deliverables or components. The WBS facilitates the planning and control of cost, schedule, and
technical quality of the project outcome.
Breaking the WBS further increases estimating accuracy. It does not lower status reporting costs,
and will not lead to a greater likelihood that something will fall through the cracks.
Objective:
Initiate
Sub Objective(s):
Scope
Scope Definition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Pages: 58 - 59

Project Management Professional (PMP)


Question ID : xxPMI_PMP-653

________________________________________________________________________________________________________________
Comparative approaches, scoring models, and benefit contribution are all part of _____________.
1. cost estimating techniques
2. benefit measurement models for selecting a project <Correct>
3. constrained optimization models for selecting a project
4. quality control techniques
Explanation :
These are all part of benefit measurement models for selecting a project. It is important to
follow a logical process for selecting projects to implement. Methods include focusing on broad
needs, categorizing projects, financial methods, and weighted scoring models. There are two
common categories for project selection typically used during scope initiation:
* Benefit measurement methods assign numerical values to introduce mandatory (yes/no) criteria.
- Types: comparative approaches, scoring or rating models, benefit contribution, and economic
models.
* Constrained optimization methods assign a quantitative value to various constraints and use
mathematical modeling to find the best available solution or outcome.
- Types: mathematical models using linear, non-linear, dynamic, integer, and multi-objective
programming algorithms.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-501

________________________________________________________________________________________________________________
You are currently working in the manufacturing industry for a European company that is a market
leader in manufacturing cars. Due to a shortage in petroleum-based fuel as well as the
anticipated introduction of available new technology, the company has decided to venture into
producing electrically powered cars.
This project will be initiated due to a _____________.
1. technological advancement
2. market demand

<Correct>

3. business need
4. social need
Explanation :
This is a little tricky because two factors are mentioned in the question: the shortage of fuel
and new technology. The driving force for entering into this new venture is to find the
alternative to the shortage of fuel, which would have created the demand of electric cars in the
market.
Technology advancement would be a secondary reason. The project would be made feasible because
the required new technology is available to build such cars.
Business need and social need are not valid reasons to initiate this project.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 53

Project Management Professional (PMP)


Question ID : xxPMI_PMP-497

________________________________________________________________________________________________________________
All the following activities must be performed during the initiation process EXCEPT:
1. Accumulate and evaluate historical information.
2. Define the project selection criteria.
3. Identify and document the business needs.
4. Create a scope statement. <Correct>
Explanation :
Creating the scope statement is completed during scope definition, which occurs after scope
initiation is completed.
The other activities are performed during the scope initiation.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 53

Project Management Professional (PMP)


Question ID : xxPMI_PMP-479

________________________________________________________________________________________________________________
What are the inputs to the Scope Planning process?

1. Project Charter, Preliminary Project Scope Statement, Enterprise Environmental Factors,


Strategic Plan, and Organizational Process Assets
<Correct>
2. Product Description, Strategic Plan, Project Selection Methods, and Historical Information
3. Charter, Product Description, Project Selection Criteria, and Historical Information
4. Product Description, Strategic Plan, Project Selection Criteria, and Expert Judgment
Explanation :
The correct answer is "Project Charter, Preliminary Project Scope Statement, Enterprise
Environmental Factors, Strategic Plan, and Organizational Process Assets" because all of these
are the inputs to the Scope Planning process.
"Product Description, Strategic Plan, Project Selection Methods, and Historical Information" is
an incorrect choice because the project selection method is a TnT of scope initiation. It
involves measuring the value of the project to the project owner (i.e. decision models and
calculation values).
"Charter, Product Description, Project Selection Criteria, and Historical Information" is an
incorrect choice because the charter is an output of scope initiation.
"Product Description, Strategic Plan, Project Selection Criteria, and Expert Judgment" is an
incorrect choice because the expert judgment is a TnT of scope Initiation process.
Objective:
Initiate
Sub Objective(s):
Scope
5.1 - Scope Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 107

Project Management Professional (PMP)


Question ID : xxPMI_PMP-490

________________________________________________________________________________________________________________
The project manager requires a ___________ document in order to plan, execute, and control a
project.
1. WBS
2. project budget
3. project charter

<Correct>

4. scope statement
Explanation :
The project charter is the key deliverable or output from the project initiation process, which
is the first phase of a project.
Scope statement, project budget, and WBS are parts of the planning process.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-471

________________________________________________________________________________________________________________
There are two types of decision models, benefit measurements and mathematical methods, that are
considered categories of project selection methods.
Of the following decision model examples, which ones are categorized as mathematical?
1. Logical Framework Analysis and Linear Program Programming

<Correct>

2. Decision Tree, Criteria Profiling, Weighted Factor, Q-Sorting, and Delphi Technique
3. Decision Tree, Logical Framework Analysis, Criteria Profiling, and Weighted Factor
4. Linear Program Programming, Criteria Profiling, Weighted Factor, Q-Sorting, Delphi Technique,
and Logical Framework Analysis
Explanation :
The correct answer is "Logical Framework Analysis and Linear Program Programming."
Mathematical decision models are: Logical Framework Analysis and Linear Program Programming.
Benefit measurement rating models are: Decision Tree, Criteria Profiling, Weighted Factor,
Q-Sorting and Delphi Technique. Note that for the exam, you do not have to know how each of these
models work; you need to know which ones are constrained and which ones are comparative.
"Decision Tree, Logical Framework Analysis, Criteria Profiling and Weighted Factor," "Decision
Tree, Criteria Profiling, Weighted Factor, Q-Sorting and Delphi Technique" and "Linear Program
Programming, Criteria Profiling, Weighted Factor, Q-Sorting, Delphi Technique, and Logical
Framework Analysis" are incorrect choices according to the above explanation.
Objective:
Initiate
Sub Objective(s):
Scope
Inputs to Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-482

________________________________________________________________________________________________________________
What are the three primary methods used for determining the projected financial value of the
project?
1. Net present value, return on investment, and product analysis
2. Net present value, return on investment, and payback analysis

<Correct>

3. Net present value, return on investment, and strategic business need


4. Net present value, return on investment, and decision tree
Explanation :
Net present value, return on investment, and payback analysis are all valid benefit/cost analysis
techniques used to determine the relative financial desirability of the project.
The strategic business need does not necessarily look at the overall financial benefits. It might
be an intangible need such as market branding.
Decision tree analysis can be a simple yes/no criteria without looking at the financial benefits.
Product analysis does not focus on the financial benefits. It develops a better understanding of
the product of the project.
Objective:
Initiate
Sub Objective(s):
Scope
Scope Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 56

Project Management Professional (PMP)


Question ID : xxPMI_PMP-476

________________________________________________________________________________________________________________
As a functional manager, you are one of five people that make up the district project selection
team. Due to an enticing early retirement incentive package your company recently offered,
resources will be very limited for the balance of this year. There are four projects in the
initiation phase:
* Project A has a payback period of 16 months.
* Project B has a payback period of 14 months.
* Project C has a payback period of 8 months.
* Project D has a payback period of 5 months.
Which project should management approve first to progress to the next phase?
1. Project C
2. Project A
3. Project B
4. Project D

<Correct>

Explanation :
Management should approve Project D first because you should always select the project with the
earliest payback period. Payback period is the length of time it takes the company to recoup the
initial cost of the project.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-500

________________________________________________________________________________________________________________
Which of the following statements is least true about the project charter?
1. It is often an internal legal document.
2. The project manager's authority and responsibility are reflected in the charter.
3. The goals and objectives of the project are reflected in the charter.
4. Typically the cost and time estimates are found in the charter.

<Correct>

Explanation :
Usually the project charter is created and approved even before cost and time estimates can be
determined.
The other statements are true or mostly true.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-493

________________________________________________________________________________________________________________
Which activity must be performed during Scope Planning?
1. Create a Project Scope Management plan

<Correct>

2. Define the project selection criteria


3. Accumulate and evaluate historical information
4. Identify and document the business needs
Explanation :
The correct answer is "Create a Project Scope Management plan." The Project Scope Management plan
is an output of Scope Planning.
"Identify and document the business needs," "Define the project selection criteria," and
"Accumulate and evaluate historical information" are incorrect choices because none of them is
performed during the Scope Planning.
Objective:
Initiate
Sub Objective(s):
Scope
Inputs to Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 79 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-485

________________________________________________________________________________________________________________
You are documenting some of the procedures for the project selection committee to follow. Under
the project selection criteria, you can list all the following as project selection criteria to
consider, except for ____________.
1. Value analysis

<Correct>

2. NPV
3. Public perception
4. The organization's strategic goals
Explanation :
Value analysis is a tool and technique used in scope planning for product analysis that involves
a better understanding of the product of the project. It identifies and develops the cost versus
benefits rationale for each function of a product. It is a method for controlling costs while
maintaining performance and quality standards. It is a very common technique applied in military
and construction contracts.
You can consider the organization's strategic goals, NPV, and Public perception as project
selection criteria to consider. There are usually more projects than available time and resources
to implement them, so it is very important to follow a logical process for selecting projects to
fund. Selection criteria include focusing on broad needs, categorizing projects, financial
methods, public perception, market share etc.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-487

________________________________________________________________________________________________________________
Outputs from the Develop Project Charter process include:
1. The assigned project manager, project charter, and product description.
2. The project charter, constraints, and assumptions.

<Correct>

3. The scope statement, project manager identified, and product description.


4. The constraints, assumptions, and product description.
Explanation :
The correct answer is "the project charter, constraints, and assumptions." The project charter,
constraints, and assumptions as well as an assigned project manager are all outputs of the
Develop Project Charter process.
"The scope statement, project manager identified, and product description" is an incorrect choice
because the scope statement is an output of the Develop Preliminary Project Scope Statement
process and the product description is an input to the Develop Project Charter process.
"The assigned project manager, project charter, and product description" and "the constraints,
assumptions, and product description" are incorrect choices because product description is the
input to the Develop Project Charter process.
Objective:
Initiate
Sub Objective(s):
Scope
Tools and Techniques for Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-654

________________________________________________________________________________________________________________
Who is responsible for identifying the requirements of a new project?
1. customer
2. project manager
3. senior management
4. stakeholders

<Correct>

Explanation :
The stakeholders are responsible for identifying the requirements of a new project. Stakeholders
are all the people who have a vested interest in the outcome of the project. Normally
stakeholders are from within the company and could include internal customers, management,
employees, administrators, etc. A project may also have external stakeholders, including
suppliers, investors, community groups, and government organizations.
The customer, project manager, and senior management are not the only individuals that would
determine the project requirements.
Objective:
Initiate
Sub Objective(s):
Scope
Project Stakeholders
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 - Project Management Context Page: 16

Project Management Professional (PMP)


Question ID : xxPMI_PMP-502

________________________________________________________________________________________________________________
The scope management process involves all of the following EXCEPT:
1. Controlling what is and what is not in the project.
2. Continuous validation to ensure that all the work is completed.
3. Saying no to work not included in the project or the project charter.
4. Giving the customer more than expected.

<Correct>

Explanation :
The scope management process does not involve giving the customer more than expected. Giving the
customer more than expected is considered gold plating which the PMI does not advocate. Providing
more than the customer asks for adds no benefit to the project.
The other answer choices are activities conducted during the scope management process.
Objective:
Initiate
Sub Objective(s):
Scope
Introduction
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 51

Project Management Professional (PMP)


Question ID : xxPMI_PMP-498

________________________________________________________________________________________________________________
What document provides the project manager with the authority to apply organizational resources?
1. WBS
2. statement of work
3. project charter

<Correct>

4. project definition document


Explanation :
The project charter is the document that formally recognizes and authorizes the project. It
provides the project manager with the authority to apply organizational resources to the specific
project activities.
The WBS, project definition document, and statement of work are project documents, but they do
not give the project manager the ultimately authority to secure the necessary resources.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-474

________________________________________________________________________________________________________________
A product scope description should:
1. Define the project scope.
2. Improve the accuracy of cost, duration, and resource estimates.
3. Outline quantifiable criteria that define project success.
4. Define the relationship between the product being created and the business need.

<Correct>

Explanation :
The correct answer is "Define the relationship between the product being created and the business
need." A product description is an input to the Initiation process and should not be confused
with the project scope description. The product scope description outlines characteristics of the
product or service and should describe the relationship between the product and the need for the
project.
"Define the project scope," "improve the accuracy of cost, duration, and resource estimates" and
"outline quantifiable criteria that define project success" are incorrect choices. See above
rationale.
Objective:
Initiate
Sub Objective(s):
Scope
4.1.1.2 - Project Statement of Work
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Page: 82

Project Management Professional (PMP)


Question ID : xxPMI_PMP-496

________________________________________________________________________________________________________________
Linear programming is an example of what type of project selection method?
1. constrained optimization

<Correct>

2. simulation
3. benefit measurement
4. comparative approach
Explanation :
Constrained or mathematical decision models are logical framework analysis and linear program
programming.
Simulation is an incorrect choice because it is not specific enough.
Comparative or benefit measurement rating models are decision tree, criteria profiling, weighted
factor, Q-sorting, and the Delphi technique.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-480

________________________________________________________________________________________________________________
Which statement best describes why stakeholders are necessary on a project?
1. They supply the resources and resource constraints on the project.
2. Stakeholder/customer satisfaction is the number one success criterion.

<Correct>

3. They determine the project schedule, deliverables, and requirements.


4. They help provide assumptions, the WBS, and the management plan.
Explanation :
Stakeholder/customer satisfaction is the number one success criterion. Although project success
is commonly defined as compliance with pre-established technical, cost, and schedule criteria,
this is only partially true. The technical, cost, and schedule criteria exist ultimately in the
minds of the stakeholders. What will make a project manager successful is how well project
stakeholders are satisfied by the results of the project. If the client/customer/boss thinks that
the project was unsuccessful, the project manager's opinion is quite unimportant. In other
words, stakeholders are the heart of every successful project.
Objective:
Initiate
Sub Objective(s):
Scope
Project Stakeholders
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 16

Project Management Professional (PMP)


Question ID : xxPMI_PMP-491

________________________________________________________________________________________________________________
Outputs from the Initiation process include:
1. scope statement, project manager identified, and product description
2. project manager assigned, project charter, and product description
3. project charter, constraints, and assumptions

<Correct>

4. constraints, assumptions, and product description


Explanation :
The project charter, constraints, assumptions, and the assignment of the project manager are all
outputs of the initiation process.
The scope statement is an output of the scope planning process, and the product description is an
input to the scope initiation process.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Pages: 54 - 55

Project Management Professional (PMP)


Question ID : xxPMI_PMP-652

________________________________________________________________________________________________________________
Of the following decision model examples, which ones are categorized as benefit measurement or
scoring/rating models?
1. criteria profiling, weighted factor, Q-sorting, Delphi technique, logical framework analysis,
and linear program programming
2. logical framework analysis and linear program programming
3. logical framework analysis, criteria profiling, weighted factor, Q-sorting, and Delphi
technique
4. criteria profiling, weighted factor, Q-sorting, and Delphi technique

<Correct>

Explanation :
Comparative or benefit measurement rating models are: decision tree, criteria profiling, weighted
factor, Q-sorting, and the Delphi technique.
Constrained or mathematical decision models are: logical framework analysis and linear program
programming.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-483

________________________________________________________________________________________________________________
What are the inputs to the initiation process?
1. Product description, strategic plan, project selection methods, and historical information
2. Product description, strategic plan, project selection criteria, and expert judgment
3. Product description, strategic plan, project selection criteria, and historical
information
<Correct>
4. Charter, product description, project selection criteria, and historical information
Explanation :
Product description, strategic plan, project selection criteria, and historical information are
the inputs to the Scope initiation process.
The project selection method is a tool and technique of scope initiation. It involves measuring
the value of the project to the project owner (decision models and calculation value).
The charter is an output of scope initiation.
Expert judgment is a tool and technique of the scope initiation process.
Objective:
Initiate
Sub Objective(s):
Scope
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 55

Project Management Professional (PMP)


Question ID : xxPMI_PMP-477

________________________________________________________________________________________________________________
The Logical Framework Analysis (LFA) is an example of what type of project selection method?
1. Scoring and rating method
2. Benefit measurement method
3. Decision model
4. Mathematical model method <Correct>
Explanation :
The correct answer is "Mathematical model method." LFA is an analytical, presentational and
management tool that can help planners and managers do the following: analyze the existing
situation during project preparation; establish a logical hierarchy of means by which objectives
will be reached; identify the potential risks to achieve the objectives and to sustain outcomes;
establish how outputs and outcomes might best be monitored and evaluated; present a summary of
the project in a standard format and monitor and review projects during implementation. The
approach involves problem analysis, stakeholder analysis, developing a hierarchy of objectives,
and selecting a preferred implementation strategy. The product of this analytical approach is the
matrix (the Logframe), which summarizes what the project intends to do and how, what the key
assumptions are, and how outputs and outcomes will be monitored and evaluated. It falls under the
category of "Constrained optimization methods" when you are considering what projects to approve.
"Benefit measurement method," "decision model," and "scoring and rating method" are incorrect
choices because they are all examples of benefit measurement methods.
Objective:
Initiate
Sub Objective(s):
Scope
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-029

________________________________________________________________________________________________________________
You are explaining your project to a group of quality engineers from another company. The
operational definition for the Order Processing System project that you are leading includes how
many orders per hour it will process.
This is an example of:
1. A metric to measure the quality of the production system

<Correct>

2. A customer requirement
3. How productive the system will be when in production
4. What can be done given the correct infrastructure
Explanation :
The correct answer is "A metric to measure the quality of the production system." In the quality
context, this operational definition is a metric by which the system's quality can be measured
and compared.
"How productive the system will be when in production" is an incorrect answer. The statement is
true, but in the quality context, the correct answer is the best.
"A customer requirement" is an incorrect response. While the statement may be true, the correct
answer is better.
"What can be done given the correct infrastructure" is an incorrect response. It may be true, but
in the quality context, the correct answer is the best.
Objective:
Plan
Sub Objective(s):
Quality
Complying with Laws and Regulations
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 12 - Professional Responsibility Page: 439

Project Management Professional (PMP)


Question ID : xxPMI_PMP-255

________________________________________________________________________________________________________________
Which is the best reason for keeping a buffer in your schedule?
1. You have to take unknown items, path convergence, and the fact that task durations tend to
take longer rather than shorter than predicted into account.
<Correct>
2. There are many parallel paths converging at some of the milestones.
3. You have to take Murphy's Law into account.
4. Unknown items may need to be added.
Explanation :
The best reason for keeping a buffer in your schedule is that you have to take unknown items,
path convergence, and the fact that task durations tend to take longer rather than shorter than
predicted into account.
The other choices are correct, but only partially. The unknown, Murphy's Law, and converging
paths each are all reasons to buffer your schedule. However, these reasons do not have to occur
alone or one at a time. Make sure your buffer can account for all of the reasons.
Objective:
Plan
Sub Objective(s):
Risk
Outputs from Risk Response Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 143 - 144

Project Management Professional (PMP)


Question ID : xxPMI_PMP-297

________________________________________________________________________________________________________________
While reviewing the project's scope baseline with your team, you identify a missing deliverable.
As a project manager, you know you will have to update some project documents to reflect this
finding. What is the first document you would update?
1. scope statement
2. work breakdown structure (WBS)

<Correct>

3. project charter
4. cost estimate
Explanation :
You would first need to update the WBS. You need to know that the project's scope baseline is
defined by the work breakdown structure.
Other answers do not map precisely to the same process (activity definition) or refer to
documents that would not be updated first. In fact, finding a new project deliverable may require
also an update in the scope statement, but the question asks for the first document to update.
Objective:
Plan
Sub Objective(s):
Time
References :
Figure 6-1
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 66 - 66
Outputs from Activity Definition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 68 - 68
Inputs to change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 63

Project Management Professional (PMP)


Question ID : xxPMI_PMP-165

________________________________________________________________________________________________________________
What is NOT considered a quality concept?
1. Quality is inspected in.

<Correct>

2. DTRTRTFT
3. CIP
4. The customer is the next person in the process.
Explanation :
Quality is inspected in is not a quality concept. Remember the fundamental tenet of quality:
quality is planned in, not inspected in.
DTRTRTFT (Do the Right Thing Right the First Time) means it costs less when your task is done
once, not twice.
Continuous Improvement Process (CIP), also known as Kaizen, is based on the idea that sustained
and gradual change improves quality.
Objective:
Plan
Sub Objective(s):
Quality
Quality Management
Preparing for the Project Management Professional Certification Exam, 2nd Edition by Michael W.
Newell
Chapter: Chapter 6 Page: 179

Project Management Professional (PMP)


Question ID : xxPMI_PMP-170

________________________________________________________________________________________________________________
Based on feedback from customers, R&D estimates that the revenue lost from quality problems is
$5.46 per unit per day. There are three steps in the QA and QC procedures that cost the company
$1.04 and $0.45 each day in a five-day workweek and $0.045 per unit produced.
How many units can be produced in a day before the quality costs outweigh the quality benefits?
1. Quality costs will always exceed quality benefits.
2. Quality benefits will always exceed quality costs.
3. 88

<Correct>

4. 745
Explanation :
Eighty-eight units can be produced before quality costs exceed quality benefits. The benefit is
in the capturing of lost revenue due to quality problems ($5.46 per day). The cost is a flat
$1.49 per day, plus $0.045 per unit produced. This becomes a simple equation: 1.49 + .045x =
5.46, where x is the number of units where costs and benefits are equal. When you solve for x, 88
units is where quality costs equal quality benefits. Therefore, when 87 units are produced, the
costs are less than the benefits (which is good). When 88 units are produced, costs and benefits
are equal. And when 89 units are produced, costs exceed the benefits derived from the quality
effort (which is not good).
Objective:
Plan
Sub Objective(s):
Quality
8 Developing the Project Team
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Getting to Leadership vs Management Pages: 304 - 305

Project Management Professional (PMP)


Question ID : xxPMI_PMP-196

________________________________________________________________________________________________________________
Kevin, a fellow project manager on a critical project, announces at the kickoff meeting that the
team must understand that he speaks for the Executive Council.
What type of power is Kevin exercising?
1. Knowledge based
2. Referent
3. Legitimate

<Correct>

4. None of the answers is correct.


Explanation :
Legitimate or formal authority comes from the position. Legitimate power is conferred by
responsibility or reporting structure.
Referent power is based on the respect and confidence the team members have in the project manager.
Knowledge based is more commonly called expert power. This occurs when the project manager is
recognized as an expert (or at least as being more knowledgeable) than most of the team.

Objective:
Plan
Sub Objective(s):
Human Resources
The Power of Leaders
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Pages: 305 - 306

Project Management Professional (PMP)


Question ID : xxPMI_PMP-513

________________________________________________________________________________________________________________
The "rolling wave" or "moving window" advocates the use of WBS templates together with
decomposition, and is used most frequently in the _______ process.
1. WBS Creation

<Correct>

2. Scope Reporting
3. Scope Planning
4. Scope Verification
Explanation :
The correct answer is "WBS Creation." The progressive detailing of the project plan is often
called rolling wave planning, which indicates that planning is an iterative and ongoing process.
"Scope Planning," "Scope Verification" and "Scope Reporting" are incorrect choices because scope
planning, verification, and reporting do not involve the decomposition of the WBS.
Objective:
Plan
Sub Objective(s):
Scope
Tools and Techniques for Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-289

________________________________________________________________________________________________________________
All of the following are true regarding the tools and techniques for activity sequencing, except:
1. Dependency Determination
2. ADM
3. PDM
4. Balance Sheet

<Correct>

Explanation :
The correct answer is: "Balance Sheet." Balance Sheet is an accounting term - it has nothing to
do with activity sequencing.
All other answers are Techniques and Tools for Activity Sequencing, that is, they are incorrect
choices.
Objective:
Plan
Sub Objective(s):
Time
Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-356

________________________________________________________________________________________________________________
Do cost budgeting estimates occur before approval or after?
1. Estimates should be done before approval whenever possible.

<Correct>

2. Estimates should never be allocated to the budget prior to approval.


3. Estimates are never used in the budget.
4. Cost Budgeting produces a cost baseline, not a budget, and it is the cost baseline that is
approved.
Explanation :
Estimates should be done before approval whenever possible. Otherwise, what will the project
sponsor have to approve? The reality usually is that the estimating process is occurring as the
approvals happen. Sometimes there is a "first cut that is approved on the understanding that
there will be further refinements (and approvals). The correct term for the output of the cost
estimation is a cost baseline.
Objective:
Plan
Sub Objective(s):
Cost
Cost Estimating
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Pages: 86 - 86

Project Management Professional (PMP)


Question ID : xxPMI_PMP-143

________________________________________________________________________________________________________________
What is the most commonly used type of activity dependency in the Precedence Diagramming Method
(PDM)?
1. Start-to-start (SS)
2. Finish-to-finish (FF)
3. Start-to-finish (SF)
4. Finish-to-start (FS) <Correct>
Explanation :
PDM supports four types of relationships (SS, SF, FS, and FF) and does not allow for loops or
conditional branches. Finish-to-start (FS) is the most common.
Start-to-finish (SF), start-to-start (SS), and finish-to-finish (FF) are used less frequently.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Activity Sequencing
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 69 - 69

Project Management Professional (PMP)


Question ID : xxPMI_PMP-053

________________________________________________________________________________________________________________
You have been assigned as project manager of a critical project to develop and install a new
company Web site. You have no technical experience, and your team will include both IT developers
and business users. The senior vice president promises as much support as possible and suggests
that you start negotiating for resources from IT, Marketing, and Sales. He also asks for a
project organization recommendation.
What type would you NOT recommend?
1. weak matrix <Correct>
2. any matrix-related structure
3. strong matrix
4. balanced matrix
Explanation :
You would not recommend a weak matrix because the question clearly states that the vice president
asked for an organizational structure recommendation from the project manager. In a weak matrix,
the project manager's authority is limited and is not appropriate for a critical project. Weak
matrix structures are seldom appropriate for any type of project. However, they are sometimes
necessary due to resource constraints. Think of them as the "last choice" for a project manager.
You might recommend a strong matrix because the project manager has more authority, and you would
accept this structure.
You might recommend any matrix-related structure because you are negotiating with managers for
resources, which implies a matrix organization.
You might recommend a balanced matrix because you could accept a situation where you and the
functional managers have equal authority. This is less effective than a strong matrix, but
acceptable.
Objective:
Plan
Sub Objective(s):
Human Resources
Organizational Systems
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9: Human Resource Management Pages: 118 - 119

Project Management Professional (PMP)


Question ID : xxPMI_PMP-064

________________________________________________________________________________________________________________
The staffing management plan describes:
1. What resources will be used on the project and how they will be managed.
2. How resources will be leveled when resource changes are needed.
3. When and how resources will be added to and removed from the team.

<Correct>

4. What skills are necessary on the project.


Explanation :
The correct answer is "When and how resources will be added to and removed from the team." The
staff management plan is an output of organizational planning. On the exam, you may see resource
histograms used to graphically describe parts of the staffing management plan.
"How resources will be leveled when resource changes are needed" is an incorrect response. You
level resources during task planning.
"What resources will be used on the project and how they will be managed" is also an incorrect
response.
"What skills are necessary on the project" is also not correct.
Objective:
Plan
Sub Objective(s):
Human Resources
Inputs to Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-216

________________________________________________________________________________________________________________
What tool is consistently used to document the roles and responsibilities on a project?
1. responsibility and role hierarchy
2. organizational chart
3. role administration matrix
4. responsibility assignment matrix

<Correct>

Explanation :
A responsibility assignment matrix, sometimes referred to as the RA, is an effective tool for
linking roles and responsibilities to the project scope.
Objective:
Plan
Sub Objective(s):
Communications
Outputs from Organizational Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Human Resource Management Pages: 110 - 111

Project Management Professional (PMP)


Question ID : xxPMI_PMP-510

________________________________________________________________________________________________________________
What is a code of accounts?
1. Numbering system used to develop the schedule and cost tracking scheme.
2. Numbering system used to monitor project costs by category.
3. Summary of the corporate accounts on which the project budget is based.
4. Collection of the unique identifiers assigned to items in the WBS.

<Correct>

Explanation :
The code of accounts is any numbering system used to identify the unique items that together,
comprise the WBS.
The other answer choices are descriptions of a chart of accounts, which is a numbering system
used to monitor the project costs by category. Chart of accounts is an input to cost estimating.
Objective:
Plan
Sub Objective(s):
Scope
Scope Definition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Pages: 59 - 61

Project Management Professional (PMP)


Question ID : xxPMI_PMP-178

________________________________________________________________________________________________________________
A finished project management plan usually includes:
1. Organizational process assets
2. Milestone list, Resource calendar, and enterprise environmental factors
3. Milestone list, Resource calendar, and risk register <Correct>
4. Milestone list, cost baseline, and enterprise environmental factors
Explanation :
The correct answer is Milestone list, Resource calendar and risk register. All three are
subsidiary plans to the project management plan.
The answer that does not include enterprise environmental factors or organizational assets is
correct. Enterprise environmental factors and organizational assets are information used as input
to prepare the project management plan and not included in the finished project management plan.
Objective:
Plan
Sub Objective(s):
Integrate
4.3 - Develop Project Management Plan
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 88 - 89

Project Management Professional (PMP)


Question ID : xxPMI_PMP-058

________________________________________________________________________________________________________________
You are gathering documents to prepare your Human Resource Plan.
Which document will you not gather?
1. Organizational information
2. Logistical documents
3. Staffing requirements

<Correct>

4. Reporting relationships
Explanation :
The correct answer is "Staffing requirements." Staffing requirements are a component of the
"Staffing Management Plan."
The "Logistical documents," "Organizational information," and "Reporting relationships" are all
inputs to Human Resource Planning.
Objective:
Plan
Sub Objective(s):
Human Resources
Inputs to Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-191

________________________________________________________________________________________________________________
A project management expert declares that organizational planning is more constrained in a weak
matrix environment rather than a strong matrix environment. How should you react?
1. You disagree because there is no effective difference between a strong or weak matrix
structure.
2. You disagree because organizational structure is not a significant constraint in
organizational planning.
3. You agree because the strong matrix gives the project manager more authority.

<Correct>

4. You agree because a weak matrix allows the functional managers to provide more options for
the project team.
Explanation :
You should agree because the strong matrix gives the project manager more authority. With more
authority, the project manager has fewer constraints and has more options.
You should not disagree because there is no effective difference between a strong or weak matrix
structure. A strong matrix gives the project manager more authority, and consequently more
options. A weak matrix gives the project manager less authority and fewer options.
You should not disagree because organizational structure is not a significant constraint in
organizational planning. Organizational structure determines the authority level of the project
manager and can provide more or fewer constraints. Less authority often means more constraints.
You should not agree because a weak matrix allows the functional managers to provide more options
for the project team. Functional managers are usually not concerned with the project team. They
supply and control the resources.
Objective:
Plan
Sub Objective(s):
Human Resources
Inputs to Organizational Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resource Management Page: 110

Project Management Professional (PMP)


Question ID : xxPMI_PMP-333

________________________________________________________________________________________________________________
What of the following is NOT an input to Activity Definition?
1. WBS Dictionary
2. Activity List <Correct>
3. Work Breakdown Structure (WBS)
4. Project Scope Statement
Explanation :
The correct answer is "activity list" because this is an output from the activity definition.
"Work Breakdown Structure (WBS)," "Project Scope Statement," and "WBS Dictionary" are incorrect
choices because they all are inputs to Activity Definition.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-249

________________________________________________________________________________________________________________
Which is NOT a tool and technique used in the quantitative risk analysis process?
1. SWOT analysis

<Correct>

2. simulation
3. interviewing
4. sensitivity analysis
Explanation :
SWOT analysis is not a tool and technique used in the quantitative risk analysis process. SWOT is
actually a tool used during the risk identification process in which strengths, weaknesses,
opportunities, and threats are identified for possible project risks.
Interviewing, sensitivity analysis, and simulation are all tools and techniques for quantitative
risk analysis.
Objective:
Plan
Sub Objective(s):
Risk
Tools and Techniques for Risk Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 138 - 139

Project Management Professional (PMP)


Question ID : xxPMI_PMP-507

________________________________________________________________________________________________________________
The process of selecting and documenting the most appropriate approach to achieve the project
objectives is determined during the ___________ process.
1. scope definition
2. initiation (authorization)
3. scope verification
4. scope planning

<Correct>

Explanation :
The process of selecting and documenting the most appropriate approach to achieve the project
objectives is determined during the scope planning process. The key deliverable/output of scope
planning is the scope statement, which documents the quantifiable criteria of the project
objectives such as the cost, schedule, and quality measures that will ensure project success.
Initiation formally authorizes a new project and assigns the project manager. The specific
objectives of the project are not defined during this initiation process.
Scope verification is a controlling process conducted after the objectives have been defined.
Scope definition develops the WBS, which is dependent on the objectives developed during the
scope planning process.
Objective:
Plan
Sub Objective(s):
Scope
Scope Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 55

Project Management Professional (PMP)


Question ID : xxPMI_PMP-453

________________________________________________________________________________________________________________
All of the following are outputs from Cost Estimating, except:
1. Cost Management Plan (Updates)
2. Cost Baseline

<Correct>

3. Activity Cost Estimates Supporting Detail


4. Activity Cost Estimates
Explanation :
The correct answer is "cost baseline" because cost baseline is an output from cost budgeting.
"Activity Cost Estimates," "Activity Cost Estimates Supporting Detail," and "Cost Management Plan
(Updates)" are incorrect choices because they are outputs from the cost estimating process.
Objective:
Plan
Sub Objective(s):
Cost
Tools and Techniques for Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-246

________________________________________________________________________________________________________________
Which is NOT a true statement regarding influence diagrams?
1. They are simple visual representations of a decision problem.
2. They are essentially qualitative.
3. They provide an intuitive way to identify and display the essential elements, including
decisions, uncertainties, and objectives, and how they influence each other.
4. They are essentially quantitative.

<Correct>

Explanation :
Influence diagrams are not essentially quantitative. They are a graphical tool and technique used
to show relationships between variables. You use influence diagrams to find cause-and-effect
relationships in risk identification.
The other answer choices are all correct statements regarding influence diagrams.
Objective:
Plan
Sub Objective(s):
Risk
Tools and Techniques for Risk Identification
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 133 - 133

Project Management Professional (PMP)


Question ID : xxPMI_PMP-159

________________________________________________________________________________________________________________
The Resource Breakdown Structure (RBS) is an example of a:
1. Hierarchical-type chart.

<Correct>

2. Matrix-based chart.
3. The OBS is not a considered a chart.
4. Text-based chart.
Explanation :
The correct answer is "Hierarchical-type chart."
"Matrix-based chart" and "Text-based chart" are incorrect responses. A Responsibility Assignment
Matrix (RAM) is an example of a matrix-based chart. A text-based document is not considered a
chart.
"The OBS is not a considered a chart." is an incorrect response because the OBS is a hierarchical
chart.
Objective:
Plan
Sub Objective(s):
Human Resources
Tools and Techniques for Contract Planning - Contract Type Selection
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Procurement Planning Pages: 150 - 151

Project Management Professional (PMP)


Question ID : xxPMI_PMP-146

________________________________________________________________________________________________________________
The vice president of sales has asked you to prepare an estimate of the activity durations in
your IT pre-project. Since you and your team are very experienced in projects of this type, you
decide to use the actual durations of previous similar projects as the basis for your estimates.
This method of estimating is known as:
1. Analogous estimate <Correct>
2. Sales estimate
3. Parametric estimate
4. Bottom-up estimate
Explanation :
Analogous estimating is a form of expert judgment that can be used when the activities from the
historical project are similar to the actual project. They are used to predict duration of
similar activities.
A bottom-up estimate is calculated for small (sub) activities and then added together to get an
estimate for the whole activity.
Parametric estimate is a tool and technique used in cost estimating, not duration estimating.
Sales estimate is not a defined project management term.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Activity Duration Estimating
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 72 - 72

Project Management Professional (PMP)


Question ID : xxPMI_PMP-138

________________________________________________________________________________________________________________
You just assumed project management responsibility for a large engineering project. The project
is far behind schedule, but fortunately, it is under budget. After interviewing the senior
developer, you realize that to get back on track, you will need at least three additional
proficient developers for your project team. Since money in not an issue, you suggest hiring
seven developers. The senior developer disagrees with you saying that would be counter-productive.
Which economic law can the senior developer use to support his opinion?
1. Parkinson's law
2. The law of diminishing returns

<Correct>

3. Kirchoff's Law
4. Murphy's Law
Explanation :
The law of diminishing returns says that incrementally adding additional resources yields
decreasing benefits to a point that becomes counterproductive to the effort.
Parkinsons's Law says that work expands to fill the time available for its completion.
Murphy's Law and Kirchoff's Law are incorrect choices. These laws do not apply to project
management, although in practice many projects experience the effects of Murphy's Law (whatever
can go wrong will go wrong).
Objective:
Plan
Sub Objective(s):
Time
Considering the Resource Requirements
PMP Project Management Professional Study Guide by Joseph Phillips
Chapter: Chapter 6 - Introducing Project Time Management Pages: 242 - 243

Project Management Professional (PMP)


Question ID : xxPMI_PMP-310

________________________________________________________________________________________________________________
A project manager has increased project costs by $35,000 and completed the project four weeks
earlier than planned. What tool is best described here?
1. Resource leveling
2. Fast tracking
3. Crashing

<Correct>

4. Mathematical analysis
Explanation :
Crashing will (hopefully) shorten project time, but will typically increase project costs.
Fast tracking will typically increase risk, not necessarily cost.
Resource leveling heuristics can be described as the allocation of scarce resources to critical
path activities first and usually increases the original duration estimates provided by project
management software.
Mathematical analysis describes the calculation of the early start and early finish date for each
activity without regard to any resource pool limitations.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for schedule development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 76

Project Management Professional (PMP)


Question ID : xxPMI_PMP-283

________________________________________________________________________________________________________________
What does a finished project plan usually include?
1. scope statement, cost estimates, organizational policies, WBS, project charter, the project
management approach, and schedule
2. scope statement, cost estimates, WBS, project charter, the project management approach,
performance measurement baselines, and the project schedule <Correct>
3. scope statement, cost estimates, organizational policies, WBS, project charter, and schedule
4. scope statement, cost estimates, historical information, WBS, project charter, and schedule
Explanation :
The answer that does not contain historical information or organizational policies is correct.
Both are information used as input to prepare the project plan and are not included in the
finished project plan.
Other answers refer to a variety of material that may be regarded as historical information.
Objective:
Plan
Sub Objective(s):
Integrate
Project Plan Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 45 - 45

Project Management Professional (PMP)


Question ID : xxPMI_PMP-162

________________________________________________________________________________________________________________
Your manager asks for a copy of the project team directory. You have directories for each set of
deliverables and major processes in the project. Which project management activity creates the
project team directory?
1. Acquire Project Team

<Correct>

2. Organizational Planning
3. Project Plan
4. Team Development
Explanation :
The correct answer is "Acquire Project Team." Team directories are an output of the Acquire
Project Team process.
"Project Plan" is an incorrect response. While Staff Acquisition (which has the project team
directory) is included in the Project Plan, this is not the best answer.
"Team Development" is an incorrect response. For the exam, remember that Team Development
produces improvements in performance and inputs to performance evaluations.
"Organizational Planning" is an incorrect response.
Objective:
Plan
Sub Objective(s):
Human Resources
Tools and Techniques for Contract Planning - Contract Type Selection
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Procurement Planning Pages: 150 - 151

Project Management Professional (PMP)


Question ID : xxPMI_PMP-300

________________________________________________________________________________________________________________
As an input to the project's activity sequencing process, a set of dependencies may be defined by
the project management team. These are usually referred to as _______________.
1. discretionary dependencies <Correct>
2. a combination of interactivity dependencies and mandatory dependencies
3. interactivity dependencies
4. mandatory dependencies
Explanation :
Dependencies defined by the project team are known as discretionary dependencies.
Interactivity dependencies is too general a term. External and mandatory dependencies are
specific to other types of dependencies. The process of identifying and documenting interactivity
dependencies includes the examination of all types of dependencies, not just the discretionary
ones.
Objective:
Plan
Sub Objective(s):
Time
References :
Introduction
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 65 - 65
Inputs to Activity Sequencing
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 68 - 68

Project Management Professional (PMP)


Question ID : xxPMI_PMP-258

________________________________________________________________________________________________________________
What is the key reason the technique referred to as decision-tree analysis is conducted during
the risk analysis process?
1. It identifies how risks can occur in combination.
2. It forces consideration of the probability of each outcome.

<Correct>

3. It identifies risks to the project.


4. It considers the utility theory toward each risk.
Explanation :
The technique referred to as decision-tree analysis is conducted during the risk analysis process
because it forces consideration of the probability of each outcome. A decision tree is a diagram
that describes a decision under consideration, along with the implications of choosing one or
another of the available alternatives. It incorporates probabilities of risks and the costs or
rewards of each logical path. Solving the decision tree indicates which decision will yield the
greatest expected value.
Decision-tree analysis does identify how risks can occur in combination, but it fails to mention
how decisions and their associated probabilities yield an expected value.
Utility theory refers to risk tolerance, not to risk probabilities, and is therefore incorrect.
Identifying risks to the project is a part of the Risk Identification process, which precedes any
analysis effort.
Objective:
Plan
Sub Objective(s):
Risk
Tools and Techniques for Quantitative Risk Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 138 - 139

Project Management Professional (PMP)


Question ID : xxPMI_PMP-235

________________________________________________________________________________________________________________
Communication planning is the critical link within the team and between the team and
stakeholders. Which statement about the communication plan is most true?
1. The communication plan should be updated as needs change during the project.

<Correct>

2. The communication plan is designed, approved, and generally followed as is throughout the
project.
3. All of the answers are correct.
4. The communication plan is designed to convey a positive impression of both the project and
team.
Explanation :
The communication plan should be updated as needs change during the project. While the plan is
designed, approved, and established at the start of the project, it should be regularly examined
and adjusted as needed.
The communication plan is not designed, approved, and generally followed as is throughout the
project. The plan may be followed as is throughout the project, but changing circumstances may
require an adjustment to the plan. For example, stakeholders may change throughout the project.
This statement is sometimes true, but it is not the best answer.
The communication plan is not designed to convey a positive impression of both the project and
team. While project managers naturally attempt to convey a positive and professional image of the
team and project, this is not a primary goal of the communication plan.

Objective:
Plan
Sub Objective(s):
Communications
Communications Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition

Project Management Professional (PMP)


Question ID : xxPMI_PMP-037

________________________________________________________________________________________________________________
You are gathering documents to prepare your Staff Acquisition plan. Which document will you NOT
gather?
1. staffing pool description
2. staffing management plan
3. staffing requirements

<Correct>

4. recruitment practices
Explanation :
Staffing requirements are a component of the Staffing Management Plan.
The staffing management plan, staffing pool description, and recruitment Practices are all inputs
to Staff Acquisition.
Objective:
Plan
Sub Objective(s):
Human Resources
Inputs to Staff Acquisition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9: Human Resource Management Pages: 113 - 113

Project Management Professional (PMP)


Question ID : xxPMI_PMP-238

________________________________________________________________________________________________________________
The communications plan for a project with external contracts has which characteristic?
1. Contracts seldom contain communication related requirements.
2. The contracts may specify communications requirements.

<Correct>

3. Contracts and communications plans are legally and professionally separate documents.
4. The communication plan will not include contractual communication requirements.
Explanation :
The contracts may specify communications requirements. Contracts often have sections that
describe specific communication reports, formats, and schedules. The communications plan should
include such requirements.
The communication plan should include contractual communication requirements. The communications
plan includes all communications from the project. If contract needs are not listed in detail,
the communications plan can reference the contract document and the specific sections that
contain the detail.
Contracts often specify very exact communications and reporting requirements.
Contracts and communications plans are not legally and professionally separate documents.
Contracts often contain communication requirements that are included in the communications plan.
Objective:
Plan
Sub Objective(s):
Communications
Lines of Communication
PMP: Project Management Professional Study Guide by Kim Heldman, PMP

Project Management Professional (PMP)


Question ID : xxPMI_PMP-241

________________________________________________________________________________________________________________
If you describe your risk analysis in words by calling it a very high risk, or by saying it will
have a low impact you are in the ___________ process.
1. qualitative risk analysis

<Correct>

2. quantitative risk analysis


3. risk response planning
4. risk planning
Explanation :
If you describe your risk analysis in words by calling it a very high risk, or by saying it will
have a low impact you are in the qualitative risk analysis process. Remember there are two types
- qualitative and quantitative. Qualitative is words; quantitative is numbers. If you describe
your assessment in words by calling it a very high risk, or by saying it will have a low impact,
you are doing qualitative analysis. If you can describe your assessment with specific numbers
such as those from Monte Carlo simulations or Bayesian analysis, then the type of analysis is
quantitative.
Risk response planning is the process in which options are developed and actions are planned to
deal with identified risks. Qualitative and quantitative risk analysis has already been done.
Risk planning is too general a term. A specific process is asked for in the question.
Objective:
Plan
Sub Objective(s):
Risk
Qualitative Risk Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 133 - 137

Project Management Professional (PMP)


Question ID : xxPMI_PMP-328

________________________________________________________________________________________________________________
Which of the following is NOT a process used to develop the project time schedule?
1. Activity Definition
2. Activity Sequencing
3. Activity Duration Estimation
4. Information Distribution

<Correct>

Explanation :
Information Distribution is part of Communications Management and is not part of Schedule
Development.
Activity Sequencing, Activity Duration Estimation, and Activity Definition are part of the
Schedule Development process.
Objective:
Plan
Sub Objective(s):
Time
Information Distribution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 121

Project Management Professional (PMP)


Question ID : xxPMI_PMP-272

________________________________________________________________________________________________________________
You are ready to begin your planning for risk management on the new project. The project's
charter and work breakdown structure are in hand, and so is the company's risk management policy
statement.
What else do you need to commence planning?
1. risk planning template, risk thresholds, and data precision
2. defined roles, responsibilities, and WBS
3. risk planning template, risk thresholds, and risk categories
4. defined roles, responsibilities, and stakeholder risk tolerances

<Correct>

Explanation :
Defined roles, responsibilities, and stakeholder risk tolerances are defined inputs into the risk
management planning process and are essential in determining the best risk management approach
for your project.
Thresholds are an output of risk management planning, and risk categories are an input into the
risk identification process, not the risk management planning process.
You do not need defined roles, responsibilities, and WBS because you already have the work
breakdown structure.
Thresholds are an output of the process. Also, data precision is an input into the qualitative
risk analysis process.
Objective:
Plan
Sub Objective(s):
Risk
Inputs to Risk Management Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 129 - 129

Project Management Professional (PMP)


Question ID : xxPMI_PMP-606

________________________________________________________________________________________________________________
Time and material contracts can:
1. decline in value in the same manner as fixed price contracts.
2. grow in the same manner as incentive based contracts.
3. grow in the same manner as cost reimbursable contracts.

<Correct>

4. decline in the same manner as lump sum contracts with an early termination date.
Explanation :
Time and material contracts can grow in the same manner as cost reimbursable contracts. Unless
specified in the contract, cost reimbursable contracts have no fixed ending date. Time and
materials contracts also have an indefinite life span.
Time and material contracts do not grow in the same manner as incentive based contracts.
Incentive based contracts encourage lower costs rather than higher costs.
Time and material contracts do not decline in value in the same manner as fixed price contracts.
Fixed price contracts do not decline in price.
Time and material contracts do not decline in the same manner as lump sum contracts with an early
termination date. Lump sum contracts are another name for fixed price contracts, and they do not
decline in price.
Objective:
Plan
Sub Objective(s):
Procurement
Tools and Techniques for Contract Planning - Contract Type Selection
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Procurement Planning Pages: 150 - 151

Project Management Professional (PMP)


Question ID : xxPMI_PMP-067

________________________________________________________________________________________________________________
You are mentoring a new project manager who is creating a staff management plan. The project will
consist entirely of external consultants and external engineers.
What information would not be included in the staff management plan?
1. Planning to release team members from the project
2. Determining how to bring team members onto the project
3. Producing the project team directory <Correct>
4. Producing resource histograms
Explanation :
The correct answer is "Producing the project team directory." That document is produced as an
output from the staff acquisition process. Planning must come before acquisition.
"Determining how to bring team members onto the project," " Producing resource histograms," and
"Planning to release team members from the project" are all incorrect responses, and are part of
the staffing management plan.
Objective:
Plan
Sub Objective(s):
Human Resources
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-268

________________________________________________________________________________________________________________
Cost of money, inflation, prime rate, governmental regulations are examples of risks that are:
1. legal and unpredictable
2. internal and predictable
3. external and unpredictable <Correct>
4. external and predictable
Explanation :
These examples are risks that are external to your organization. They are also risks that you
have no control over, so they are therefore unpredictable.
These risks are not internal to your organization, nor are they predictable.
The listed risks are unpredictable, but they are not related to any legal issue.
Objective:
Plan
Sub Objective(s):
Risk
Risk Identification
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 17 Pages: 667 - 667

Project Management Professional (PMP)


Question ID : xxPMI_PMP-034

________________________________________________________________________________________________________________
You need to create a Staff Acquisition Plan for your current project. Your project functions in a
projectized environment, rather than a matrix situation. The staff will report administratively
to you.
What tools or documents will NOT be helpful?
1. a staffing management plan
2. a staffing pool description
3. recruitment practices
4. a training model

<Correct>

Explanation :
A training model would not be helpful because it would not help in staff acquisition planning.
A staffing management plan, a staffing pool description, and recruitment practices are all
important tools in staff acquisition.
Objective:
Plan
Sub Objective(s):
Human Resources
Staff Acquisition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9: Human Resource Management Pages: 113 - 113

Project Management Professional (PMP)


Question ID : xxPMI_PMP-252

________________________________________________________________________________________________________________
Qualitative risk analysis is the process of assessing the impact and likelihood of identified
risks. What statement about this process in NOT true?
1. The process determines the importance of addressing and planning responses for specific risks
and their time-criticality.
2. The process evaluates the quality of the risk information available.
3. The process should be revisited during the project life cycle to stay current with changes in
the project's risks.
4. The process provides detailed information, such as probabilities of achieving
objectives.
<Correct>
Explanation :
The process does not provide detailed information, such as probabilities of achieving objectives.
Qualitative risk analysis derives probabilities and impact by comparison against predefined
scales, while quantitative analysis uses more sophisticated techniques to provide more detailed
information, such as computed probabilities of achieving objectives or experiencing risks. When
qualitative risk analysis is repeated, trends can be revealed and corrective action may be taken
early enough to avoid or lessen a negative consequences.
The other answers are true statements about qualitative risk analysis.
Objective:
Plan
Sub Objective(s):
Risk
Qualitative Risk Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 133 - 137

Project Management Professional (PMP)


Question ID : xxPMI_PMP-325

________________________________________________________________________________________________________________
Which of the following is NOT a tool used for schedule development?
1. CPIF

<Correct>

2. GERT
3. CPM
4. PERT
Explanation :
Cost-Plus-Incentive Fee (CPIF) is a type of contract. It is not related to schedule development.
PERT, CPM, and GERT are all tools used for schedule development.
Objective:
Plan
Sub Objective(s):
Time
Definitions
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Glossary Page: 200

Project Management Professional (PMP)


Question ID : xxPMI_PMP-315

________________________________________________________________________________________________________________
Referring to the exhibit, what is the late start day for activity G?
1. Start of day 9
2. Day 11
3. End of day 16

<Correct>

4. Beginning of day 18
Explanation :
The late start day for activity G is End of day 16. See below for the early and late dates for
each activity in the diagram using the "start at day 0 method" of calculating:
Activity "A": ES = 0; EF = 6; LS = 0; LF = 6
Activity "B": ES = 6; EF = 9; LS = 6; LF = 9
Activity "C": ES = 9; EF = 15; LS = 9; LF = 15
Activity "D": ES = 15; EF = 19; LS = 15; LF = 19
Activity "E": ES = 19; EF = 26; LS = 19; LF = 26
Activity "F": ES = 22; EF = 31; LS = 22; LF = 31 (ES is 22 due to FS lead of 4 from task "E")
Activity "G": ES = 9; EF = 11; LS = 16; LF = 18
Activity "H": ES = 11; EF = 14; LS =18 LF = 21
Activity "I": ES = 14; EF = 15; LS = 21; LF = 22
It is essential that you know how to calculate early start, early finish, late start and late
finish dates to determine a network diagram's critical path.
Objective:
Plan
Sub Objective(s):
Time
Outputs from Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 77

Project Management Professional (PMP)


Question ID : xxPMI_PMP-320

________________________________________________________________________________________________________________
Referring to the exhibit, how many days of float does activity D have?
1. 0
2. 10
3. 12

<Correct>

4. 11
Explanation :
Activity D has 12 days of float because LF - EF ==> 25-13 = 12 (or LS - ES ==> 22 - 10 = 12).
See below for the early and late dates for each activity in the exhibit using the "start at day 0
method" of calculating.
Activity "A": ES = 0; EF = 6; LS = 0; LF = 6
Activity "B": ES = 6; EF = 8; LS = 6; LF = 8
Activity "C": ES = 8; EF = 10; LS = 8; LF = 10
Activity "D": ES = 10; EF = 13; LS = 22; LF = 25
Activity "E": ES = 13; EF = 15; LS = 25; LF = 27
Activity "F": ES = 7; EF = 9; LS = 15; LF = 17 (ES is 7 not 8 due to "FS" lead of 1 from task
"B.")
Activity "G": ES = 9; EF = 12; LS = 17; LF = 20
Activity "H": ES = 12; EF = 19; LS =20 LF = 27
Activity "I": ES = 10; EF = 12; LS = 10; LF = 12
Activity "J": ES = 12; EF =16; LS = 12; LF = 16
Activity "K": ES = 16; EF = 23; LS = 16; LF = 23
Activity "L": ES = 27; EF = 31; LS = 27; LF = 31 (ES is 27 not 23 due to "FS lag of 4 from task
"K.")
It is essential to know how to calculate the early and late start/finish dates in a PDM diagram.
Objective:
Plan
Sub Objective(s):
Time
Outputs from Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 77

Project Management Professional (PMP)


Question ID : xxPMI_PMP-081

________________________________________________________________________________________________________________
You are the PM in an IT company and responsible for deliverables. Where you would look first to
find the modality of delivery and the contact address of the customer?
1. in the general administrative regulations of the company
2. in the Project Charter
3. in the communications management plan

<Correct>

4. in the Statement of Work (SOW)


Explanation :
You should first look in the communications management plan. Although it could be possible to
find the details both in the SOW and in communications management plan, you would expect to find
more details in the communications management plan.
While the Statement of Work may contain that information, the communications management plan is a
more likely source. This is a possible answer, but not the best.
While the Project Charter may contain that information, the communications management plan is a
more likely source. This is a possible answer, but not the best.
Objective:
Plan
Sub Objective(s):
Communications
Outputs from Communication Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 120 - 121

Project Management Professional (PMP)


Question ID : xxPMI_PMP-336

________________________________________________________________________________________________________________
The focus of the critical path method (CPM) is to _________________.
1. calculate the float

<Correct>

2. highlight milestones necessary for project success


3. prioritize the various activities in order of importance
4. determine the project's duration
Explanation :
The critical path method is the assignment of a single early/late start date for each activity
based on the sequence and duration. This allows for the calculation of float/slack or the
slippage time available to identify those activities with the most or least flexibility.
CPM analysis does not highlight milestones necessary for project success, determine the project's
duration, or prioritize the various activities in order of importance.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 75

Project Management Professional (PMP)


Question ID : xxPMI_PMP-460

________________________________________________________________________________________________________________
You are preparing the documentation to outsource a part of your project. What other cost
estimating methods could you use except analogous estimating, bottom up estimating, parametric
modeling, and estimating with computerized tools?
1. Vendor cash flow analysis
2. Vendor IRR analysis
3. Vendor bid analysis <Correct>
4. Subcontractor earned value analysis
Explanation :
You could use vendor bid analysis because it will provide an estimate of costs for this part of
the project.
Vendor IRR analysis, vendor cash flow analysis, and subcontractor earned value analysis are not
project management terms.
Objective:
Plan
Sub Objective(s):
Cost
Tools and Techniques for Cost Estimating
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Pages: 88 - 88

Project Management Professional (PMP)


Question ID : xxPMI_PMP-456

________________________________________________________________________________________________________________
During the planning process you realize that you need two software developers with knowledge of
JavaScript and a hardware developer with FPGA experience.
What process are you now in?
1. Staff acquisition
2. Organizational planning
3. Team building
4. Resource planning <Correct>
Explanation :
You are in the resource planning process. Resource planning is the process of examining the
project work and determining what resources, people, and equipment are needed to complete the
project.
The Staff acquisition process, organizational planning process, and team building process are not
concerned with determining what resources are needed to complete the project.
Objective:
Plan
Sub Objective(s):
Cost
Resource planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Pages: 85 - 85

Project Management Professional (PMP)


Question ID : xxPMI_PMP-275

________________________________________________________________________________________________________________
The following are phrases that pertain to risk response strategies:
1. At least the vendor can take care of it.
2. We need to select a more established parts supplier.
3. We will have to address account receivables problems caused by the pilot test as they occur.
4. The Web site has too much new functionality, so we need to scale it back.
Select the answer with the corresponding strategies in the order given in the phrases.
1. Mitigation, Transference, Acceptance, Avoidance
2. Transference, Mitigation, Avoidance, Acceptance
3. Transmit, Mitigation, Acceptance, Avoidance
4. Transference, Mitigation, Acceptance, Avoidance

<Correct>

Explanation :
In "At least the vendor can take care of it," the risk is the vendor's responsibility
(transference).
In "We need to select a more established parts supplier," the statement implies that the current
supplier is risky, so by selecting a more established supplier, the supplier risk is mitigated or
reduced.
In "We will have to address account receivables (A/R) problems caused by the pilot test as they
occur," the statement implies an acceptance of the A/R risks.
In "The web site has too much new functionality, so we need to scale it back," it is evident that
with new functionality comes more risk. By scaling back the new functionality, some risk is
avoided.
Objective:
Plan
Sub Objective(s):
Risk
Tools and Techniques for Risk Response Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 141 - 143

Project Management Professional (PMP)


Question ID : xxPMI_PMP-277

________________________________________________________________________________________________________________
Cost of money, inflation, prime rate, governmental regulations - these are examples of risks that
are:
1. External -- predictable
2. External -- unpredictable

<Correct>

3. Internal -- predictable
4. Legal -- unpredictable
Explanation :
"External - unpredictable" is correct. Each of these examples are risks that are "external" to
your organization. They are also risks that you have no control over, so they are therefore
"unpredictable."
"Internal - predictable" is incorrect. These risks are not internal to your organization, nor are
they predictable.
The answer "External - predictable" is partially correct. These risks are external, but they
cannot be predicted with any certainty.
"Legal - unpredictable" is only partially correct. The listed risks are unpredictable, but they
are not related to any "legal" issue.
Objective:
Plan
Sub Objective(s):
Risk
Inputs to Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-655

________________________________________________________________________________________________________________
Scope definition:
1. All of the answers are correct.

<Correct>

2. Defines exactly what the project will do.


3. Produces a WBS.
4. Subdivides the project into smaller, more manageable components.
Explanation :
Scope definition involves subdividing major deliverables into smaller more manageable components.
The outputs of scope definition are the WBS and updates to the scope statement.
Objective:
Plan
Sub Objective(s):
Scope
Scope Definition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 57

Project Management Professional (PMP)


Question ID : xxPMI_PMP-604

________________________________________________________________________________________________________________
Which statement is NOT true about cost reimbursable contracts?
1. Cost reimbursable contracts often have a stated profit fee in addition to the reimbursable
portion.
2. Cost reimbursable contracts usually have an incentive fee based on cost rather than
schedule.
<Correct>
3. Cost reimbursable contracts are appropriate if the project is not well defined.
4. Cost reimbursable contracts tend to have a high risk for the buyer.
Explanation :
Cost reimbursable contracts do not have an incentive fee based on cost rather than schedule. Cost
reimbursable contracts can have incentives based on cost, schedule, or both.
The other statements are true.
Objective:
Plan
Sub Objective(s):
Procurement
Tools and Techniques for Contract Planning - Contract Type Selection
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Procurement Planning Pages: 150 - 151

Project Management Professional (PMP)


Question ID : xxPMI_PMP-602

________________________________________________________________________________________________________________
Your project team is considering leasing or buying a high-speed optical character reader. The
reader will be used in the project for 12-16 months. Several other departments need a high-speed
reader to replace their current low-speed, obsolete models.
The purchase price is 130,000 USD, and the leasing price is 6,000 USD per month. Maintenance
costs for both options are 1,000 USD per month. For leasing, the vendor offers a 20% discount on
supplies, which will save an estimated 2,500 USD for 12 months.
Should your team recommend leasing or buying?
1. Leasing is more cost-effective, and the project should lease the reader for the 16-month time
period.
2. More information is needed to make a decision.
3. While leasing is more cost effective, it is better to purchase the reader.

<Correct>

4. Purchasing is more cost-effective, and the project should purchase the reader.
Explanation :
While leasing is more cost-effective, it is better to purchase the reader. Since other
departments will use the reader after the project ends, buying the equipment will avoid future
replacement costs for the obsolete readers. Make or buy analyses should always consider the needs
and benefits to the organization, even if it results in higher project costs.
Although leasing is more cost-effective, purchasing the reader is better for the organization.
The project exists to support the organization, and make or buy analyses should always consider
the needs and benefits to the organization, even if it results in higher project costs.
For the 16 months, leasing is actually more cost-effective. The project should purchase the
reader, but not because purchasing is more cost-effective.
Objective:
Plan
Sub Objective(s):
Procurement
Tools and Techniques for Procurement Planning - Make or Buy Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Procurement Planning Page: 146

Project Management Professional (PMP)


Question ID : xxPMI_PMP-184

________________________________________________________________________________________________________________
Human project interfaces occur within projects. Which statement about project interfaces is most
true?
1. Simultaneous interfaces occur more at the execution phases rather than the planning stages.
2. Simultaneous interfaces should be discouraged because they can cause confusion.
3. Simultaneous interfaces are generally the result of not following the organizational plan.
4. Simultaneous interfaces occur throughout a project. <Correct>
Explanation :
Simultaneous interfaces occur throughout a project. Especially on larger projects, interfaces
occur often and with a large team, can occur simultaneously.
Simultaneous interfaces should not be discouraged because they can cause confusion. They can
cause confusion, but they cannot be discouraged, except in very unusual and controlled situations.
Simultaneous interfaces are not generally the result of not following the organizational plan.
Simultaneous interfaces are typical in most projects.
Simultaneous interfaces do not necessarily occur more at the execution phase rather than the
planning stage. It may be true to some extent, but it is not the best answer.
Objective:
Plan
Sub Objective(s):
Human Resources
Project Human Resource Management
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resource Management Page: 109

Project Management Professional (PMP)


Question ID : xxPMI_PMP-186

________________________________________________________________________________________________________________
You are developing an organizational plan for a project using a balanced matrix structure. Client
involvement has been minimal and will continue to be less than satisfactory.
Given this scenario, what is the relationship between organizational planning and stakeholder
wishes?
1. Stakeholder wishes should be considered in the organizational planning

<Correct>

2. Stakeholder wishes are not considered in the organizational plan because organizational plans
are internal to the project and seldom affect the stakeholders.
3. Stakeholder wishes are reviewed by the project sponsor or equivalent, and if approved, are
then considered.
4. Stakeholder wishes are determined by the level of involvement. If the involvement is lacking,
they are not considered during organizational planning, but they are always considered during
scope definition.
Explanation :
Stakeholder wishes should be considered in the organizational planning.
Even if stakeholder participation has been poor, their wishes are still important and must be
considered.
There is no single filter on stakeholder wishes. These wishes and desires must be evaluated by
the project manager and the project team.
Organizational plans do impact the stakeholders.
Objective:
Plan
Sub Objective(s):
Human Resources
Tools and Techniques for Organizational Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resource Management Page: 110

Project Management Professional (PMP)


Question ID : xxPMI_PMP-150

________________________________________________________________________________________________________________
You are the project manager in a small engineering company. The objective of the project is to
develop a safety-critical system consisting of hardware and software. From your previous
experience, you know that your electronic component supplier always needs one week to negotiate
the price before starting with the production of the necessary hardware components. Knowing that
you have to place an order one week before your specification of the hardware components is
completely finished, you decide to make a dependency between the finishing of the specification
and the ordering of components in your project schedule.
This type of dependency is called:
1. Lead dependency

<Correct>

2. Acceleration
3. Forward dependency
4. Lag dependency
Explanation :
This is a lead dependency because this type of dependency reduces the total duration of the
activities, and this is the intended effect in this case.
Lag dependency is an incorrect choice because lag will introduce additional delay.
Forward dependency and lead dependency are not defined project management terms.
Objective:
Plan
Sub Objective(s):
Time
Inputs to Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 74 - 74

Project Management Professional (PMP)


Question ID : xxPMI_PMP-503

________________________________________________________________________________________________________________
The item at the lowest level of a WBS is called a:
1. work package

<Correct>

2. task
3. code of account
4. cost account
Explanation :
A work package is a deliverable at the lowest level of the WBS. Developed during the scope
definition process, the work package can be further decomposed into activities during the
activity definition process (vs. deliverables at the WBS work package level). The output of this
process of further decomposition is the activity lists, which are an extension of the WBS.
A task is a generic term for work not included in the work package.
Cost account is a term used in cost management.
Code of account is the identifier of each element of the WBS.
Objective:
Plan
Sub Objective(s):
Scope
Scope Definition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Pages: 59 - 61

Project Management Professional (PMP)


Question ID : xxPMI_PMP-516

________________________________________________________________________________________________________________
The preliminary project scope statement should include project objectives that must be met for
the project to be considered a success. Good project objectives must be:
1. Established without considering resource limitations.
2. Brief and only include cost and schedule measures.
3. General rather than specific.
4. Measures that include cost, schedule, and quality.

<Correct>

Explanation :
The correct answer is "measures that include cost, schedule, and quality." When developing the
project objectives, the criteria must be quantifiable and include cost, schedule, and quality
measures. They should also have an attribute (such as cost), a metric (such as dollars), and an
absolute or relative value (such as less than $150,000, for example).
"General rather than specific" is an incorrect choice because objectives should be specific and
not general in nature.
"Established without considering resource limitations" is an incorrect choice because resource
limitations do not need to be considered when determining the project objectives.
"Brief and only include cost and schedule measures" is an incorrect choice because the objectives
do not necessarily need to be brief. They also need to consider quality measures along with the
cost and schedule measures.
Objective:
Plan
Sub Objective(s):
Scope
Tools and Techniques for Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-141

________________________________________________________________________________________________________________
After consulting with the key account manager of your current customer, you realize that the SOW
(Statement of Work) with the customer should present the project schedule only as milestones and
summary activities. The summary activities are also known as ________________.
1. project braces
2. gimmicks
3. project parentheses
4. hammocks <Correct>
Explanation :
A hammock is an aggregate or summary activity. All related activities are tied together as one
summary activity and reported at the summary level.
Gimmicks, project braces, and project parentheses are not terms associated with project management.
.
Objective:
Plan
Sub Objective(s):
Time
Outputs from Activity Sequencing
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 70 - 70

Project Management Professional (PMP)


Question ID : xxPMI_PMP-154

________________________________________________________________________________________________________________
Your new team member asks to see the reporting roles for a specific phase of the project. Which
document contains that information?
1. Staffing Acquisition Plan
2. None of the above
3. Human Resource Plan

<Correct>

4. Project Plan
Explanation :
The correct answer is "Human Resource Plan." The Human Resource Plan identifies, documents, and
assigns project roles. It also contains project responsibilities and reporting relationships.
"Project Plan" is an incorrect response. The Project Plan is a collection of all management
plans, including the Organizational Plan. While you could find the information in the Project
Plan, the correct answer is better. It is more specific. In the exam, two or more answers may be
"correct," but only one is the "best," according to the PMBOK.
"Staffing Acquisition Plan" is an incorrect response. This plan defines the staff needed and how
they will be acquired, and does not include the reporting relationships.
"None of the above" is an incorrect response.
Objective:
Plan
Sub Objective(s):
Human Resources
Earned Value Analysis
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Pages: 344 - 345

Project Management Professional (PMP)


Question ID : xxPMI_PMP-244

________________________________________________________________________________________________________________
You are developing the communication plan for a multinational project.
According to the PMBOK, which of the following organizational assets plays a major role in
developing the communication plan?
1. Contracts regarding outside vendors or stakeholders outside the immediate organization
2. Project team organization
3. Historical information

<Correct>

4. Organizational assets that are not a major input to communications plans


Explanation :
The correct answer is "historical information." The PMBOK recognizes "lessons learned" and
"historical information" as particularly important in developing the communications plan.
"Organizational assets that are not a major input to communications plans" is an incorrect
response. Organizational assets are an important input in creating the communications plan.
"Project team organization" is an incorrect response. The project team organization is a factor
in developing the communications plan, but the PMBOK specifies "lessons learned" and "historical
information" as more important.
"Contracts regarding outside vendors or stakeholders outside the immediate organization" is an
incorrect response. While this a factor in creating the communications plan, it is not more
important than historical information.
Objective:
Plan
Sub Objective(s):
Communications
Outputs from Project Plan Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 45 - 45

Project Management Professional (PMP)


Question ID : xxPMI_PMP-305

________________________________________________________________________________________________________________
All of the following are Techniques and Tools for Activity Sequencing, except:
1. Arrow Diagramming Method (ADM)
2. Activity-on-Node Method (AON)
3. Schedule Network Templates
4. Resource Breakdown Structure

<Correct>

Explanation :
The correct answer is "Resource Breakdown Structure" because it is an output of Activity Resource
Estimation.
"Schedule network templates," "activity-on-node method (AON)" and "arrow diagramming method
(ADM)" are incorrect choices because they are Techniques and Tools for Activity Sequencing.
Objective:
Plan
Sub Objective(s):
Time
6.2.2. Activity Sequencing: Tools & Techniques
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 132

Project Management Professional (PMP)


Question ID : xxPMI_PMP-046

________________________________________________________________________________________________________________
Networking in Human Resource Planning activities is:
1. Considered an output.
2. Considered an input.
3. Not used in Human Resource Planning, but is used in Project Plan execution.
4. Considered a tool or technique.

<Correct>

Explanation :
The correct answer is "Considered a tool or technique." Both formal and informal networking is
very important at the start of a project, but it is still vital throughout the project.
"Considered an input" is an incorrect response. Networking is a tool and technique.
"Considered an output" is an incorrect response. Networking is a tool and technique.
"Not used in Human Resource Planning, but is used in Project Plan execution" is an incorrect
response. Networking is used both in Human Resource Planning and in executing the Project Plan.
Objective:
Plan
Sub Objective(s):
Human Resources
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-083

________________________________________________________________________________________________________________
What would you NOT expect to be described in the communication management plan?
1. format and level of detail of weekly reports on project status
2. schedule of the presentations to the senior management
3. ad hoc conversations

<Correct>

4. a communication matrix
Explanation :
You would not expect ad hoc conversations to be described in the communication management plan.
The communication management plan cannot take into account occasional and spontaneous discussions
on project topics.
You would expect a schedule of the presentations to the senior management to be described in the
communication management plan.
The format and level of detail of weekly reports on project status would be found in the
communication plan.
A communication matrix would be found in a communication plan.
Objective:
Plan
Sub Objective(s):
Communications
Outputs from Communication Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 120 - 121

Project Management Professional (PMP)


Question ID : xxPMI_PMP-032

________________________________________________________________________________________________________________
Regarding the level of authority of a project manager, which of the following statements is false?
1. It is dependent on corporate policies.
2. It is determined by senior management.
3. It is weak in a strong matrix organization.

<Correct>

4. It varies considerably from company to company.


Explanation :
The correct answer is "It is weak in a strong matrix management organization." In a strong matrix
management organization, the project manager has most of the authority. In a weak matrix
organization, the functional managers retain the authority.
"It varies considerably from company to company" is an incorrect choice. It is a true statement.
"It is dependent on corporate policies." is an incorrect choice. It is a true statement.
"It is determined by senior management." is an incorrect choice. It is a true statement.
Objective:
Plan
Sub Objective(s):
Human Resources
Organizational Systems
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2: The Project Management Context Pages: 18 - 19

Project Management Professional (PMP)


Question ID : xxPMI_PMP-021

________________________________________________________________________________________________________________
You are a team member working on a project that will deliver a new super spicy sauce. During the
development phase, you are asked to determine the optimum torque requirement for the new jar. Any
torque greater than 8 pounds will mar the finish on the glass. You start to look at all the
factors such as line speed, lid placement, and conveyor speed that can contribute to the torque.
This is called _________, which is conducted during the _________ process.
1. benchmarking, quality planning
2. benchmarking, quality assurance.
3. design of experiment, quality planning

<Correct>

4. design of experiment, risk analysis


Explanation :
Design of experiment is a tool and technique that can be conducted during both the quality
planning and quality assurance processes. It is a statistical method that identifies factors that
influence specific variables in a project. The technique is to change the variables to assess
different outcomes, which helps to determine an optimal solution. It is useful in assessing
impacts on cost and schedule.
Design of experiment is not part of risk analysis or risk planning.
Quality planning is not part of benchmarking.
Quality assurance is not part of benchmarking.
Objective:
Plan
Sub Objective(s):
Quality
Tools and Techniques for Quality Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 99

Project Management Professional (PMP)


Question ID : xxPMI_PMP-204

________________________________________________________________________________________________________________
Which of the following is not a process of Project Communications Management?
1. Manage Stakeholders
2. Information Distribution
3. Performance Reporting
4. Solicitation and Information Distribution

<Correct>

Explanation :
The correct answer is "Solicitation and Information Distribution." While information distribution
is a process of Communications Management, solicitation is part of the procurement process.
"Information Distribution" is an incorrect response. Information Distribution is a process in
communication management.
"Performance Reporting" is an incorrect response. Performance reporting is a process in
communications management.
"Manage Stakeholders" is an incorrect response. Managing stakeholders is a process in
communications management.
Objective:
Plan
Sub Objective(s):
Communications
Project Communications Management
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 221

Project Management Professional (PMP)


Question ID : xxPMI_PMP-281

________________________________________________________________________________________________________________
As a project manager with ABC Company, you are responsible for updating the project plan document
during the early phase of the project. For which primary reason would you review your project plan?
1. There is a change request.
2. An approved deliverable changes.
3. The approved scope of work changes.
4. More information becomes available.

<Correct>

Explanation :
The project plan is a document that should be expected to evolve over time as more information
becomes available about the project.
Change requests are not likely to happen during the early phase of the project. They are often
identified while the work of the project is being done (during the execution phase) and are
managed through the integrated change control. They may result in project plan updates and
corrective actions.
Approved scope of work and deliverable changes will first impact the performance measurement
baselines but not initially the project plan.
Objective:
Plan
Sub Objective(s):
Integrate
References :
Project Plan Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 44 - 44
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 48 - 48

Project Management Professional (PMP)


Question ID : xxPMI_PMP-019

________________________________________________________________________________________________________________
All of the following are inputs to the quality assurance process, except:
1. results of quality control measurements.
2. operational definitions.
3. quality management plans.
4. checklists.

<Correct>

Explanation :
The correct answer is "checklists." Checklists are outputs of the quality planning process and
inputs to the quality control process. They can be simple or complex and can range in detail,
depending on experience and the skill level of employees and complexity of the situation. They
are typically phrased as: 1) imperatives, "Make sure you do this;" 2) interrogatories, "Have you
done this yet?" A structured tool used to verify that a set of required steps has been performed.
Checklists are structured to provide either a Yes/No or Not Applicable answer. Designed to ensure
all given elements in the process or procedure have been completed (e.g. Was the scuba tank
consistently filled to 3000 psi?)
"Operational definitions" is an incorrect response. Operational definitions are input to the
quality assurance process.
"Quality management plans" is an incorrect response. The quality management plan is input to
Quality Assurance.
"Results of quality control measurements" is an incorrect response. The results of quality
control measurements are input to the quality assurance process.
Objective:
Plan
Sub Objective(s):
Quality
Ensuring Integrity
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 12 - Professional Responsibility Page: 431

Project Management Professional (PMP)


Question ID : xxPMI_PMP-015

________________________________________________________________________________________________________________
Project Quality Management:
1. must address both the management of the project and the product of the project.

<Correct>

2. is only a concern for large complex projects.


3. requires significant dedicated resources.
4. is the responsibility of the Quality Assurance department.
Explanation :
Project Quality Management must address both the management of the project and the product of the
project. Quality Management is a requirement on any project and is the responsibility of the
entire project team. Failure to meet quality requirements in either the management of the project
or the product (or service) that it delivers can have serious negative consequences for project
stakeholders.
Project Quality Management is not just the responsibility of the Quality Assurance department.
Quality is everyone's responsibility, and the team members have the ultimate responsibility for
quality. However, management has the most influence and responsibility over quality.
Project Quality Management is not only a concern for large complex projects. Quality is a concern
on small projects as well.
Project Quality Management does not necessarily require significant dedicated resources. Quality
can be achieved with existing team resources if the quality approach is followed. There is an
additional cost for quality, but it is usually lower than the cost of poor performance.
Objective:
Plan
Sub Objective(s):
Quality
Project Quality Management
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 95

Project Management Professional (PMP)


Question ID : xxPMI_PMP-505

________________________________________________________________________________________________________________
To develop an effective scope statement, you must have a solid understanding of the product or
service of your project. Product analysis may involve determining how the product will function,
analyzing the cost versus benefit ratios for each function of a product, and identifying the
customer needs.
Of the following product analysis techniques, which one analyzes all the things a product does,
including primary and related functions to identify unnecessary functions that might drive up
cost of a product?
1. Functional analysis <Correct>
2. Quality function deployment
3. Value engineering analysis
4. Systems engineering
Explanation :
The correct answer is "Functional analysis." Functional analysis reviews all the things a product
does, including primary and related functions, which identify unnecessary functions that might
drive up the cost of a product.
"Value engineering" is an incorrect choice. Value engineering can be described as identification
and development of the cost versus benefits rational for each function of a product. This is a
method for controlling costs while maintaining performance and quality standards, which is very
common in military and construction contracts.
"Quality function deployment" is an incorrect choice. Quality function deployment can be
described as identification of what the customer's needs are, and translation of those needs into
technical requirements. Quality function deployment is appropriate for each stage of the product
development cycle.
"Systems engineering" is an incorrect choice. Systems engineering can be described as analysis of
products in a holistic manner and integration of factors, such as users, usage environment, and
related hardware or software.
Objective:
Plan
Sub Objective(s):
Scope
Inputs to Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 79 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-279

________________________________________________________________________________________________________________
Project managers and team members use a wide range of tools and approaches for project planning
methodology. Presented below are soft tools and hard tools that support project planning
methodology. Which one is considered a soft tool?
1. standard forms and templates
2. facilitated startup meetings <Correct>
3. project management software
4. project management software
Explanation :
Facilitated startup meetings is considered a soft tool. The others are considered hard tools. The
term soft does not refer to software tools. As in human resources management, the terms "soft"
refers to human-oriented skills, and the term "hard" refers to technical skills.
Objective:
Plan
Sub Objective(s):
Integrate
Project Plan Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 44 - 44

Project Management Professional (PMP)


Question ID : xxPMI_PMP-458

________________________________________________________________________________________________________________
The three most common types of project cost estimates are:
1. Order of magnitude, parametric, and budget
2. Analogous, parametric, and bottom-up
3. Order of magnitude, definitive, and bottom-up
4. Order of magnitude, budget, and definitive

<Correct>

Explanation :
The three most common types of project cost estimates are order of magnitude, budget, and
definitive. An order of magnitude estimate has an accuracy of -25% to +75% and is commonly used
during initiation. A budget estimate has an accuracy of -10% to +25% and is used to establish
funds and approval for the project. The definitive estimate type is one of the most accurate. It
is used late in the planning processes and is associated with bottom-up estimating. The range of
variance for the estimate can be -5 percent to +10 percent.
Objective:
Plan
Sub Objective(s):
Cost
Cost Estimating
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Pages: 87 - 87

Project Management Professional (PMP)


Question ID : xxPMI_PMP-173

________________________________________________________________________________________________________________
While staffing your Web development project, you are trying to decide how many developers you
will need and what experience level they should have. From experience and industry knowledge, you
know that a junior developer is paid 65% of what a senior developer is paid. However, a senior
developer is 35% more productive than a junior developer. Also, Web sites developed by senior
people are just better. As always, time and cost are factors to be weighed.
What method can you use to help decide on your approach?
1. Benefit/Cost analysis and Design of Experiments can help show which approach will have the
best results.
<Correct>
2. Benefit/Cost analysis can help show which approach will have the best result.
3. Because the productivity rate and rate of pay percentage adds up to 100%, the senior choice
and the junior choice are equivalent. Junior or Senior developers can be used.
4. Junior developers will eventually become Senior developers. It is best to get them on board
now.
Explanation :
Benefit/Cost analysis and Design of Experiments are techniques that will help you choose the best
approach. There are three dimensions to consider - cost, time, and quality. You have some
industry facts and variables that can be manipulated to reveal the best approach, as well as
personal experience, which tells you that quality comes from seniority. Remember that quality is
an imperative. It should be thought of as your anchor. Therefore, by manipulating the variables
and analyzing the results, you can determine the best mix for your development team.
Don't be fooled by numbers that add up to 100. In this question the numbers represent different
things, and their sum is irrelevant.
Junior developers do learn and gain experience, but this takes time and your project is now. You
cannot wait for them.
Objective:
Plan
Sub Objective(s):
Quality
Tools and Techniques for Quality Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Pages: 98 - 99

Project Management Professional (PMP)


Question ID : xxPMI_PMP-152

________________________________________________________________________________________________________________
You are a project manager in an engineering company. The vice president of sales proudly tells
you that he closed several very lucrative contracts for projects that need to be delivered in the
following three months. After getting acquainted with the deliverables, you realize that the key
senior engineer's workload would have to be 500% higher than usual during that period in order to
fulfill the expectancies of all customers. Since this is a complex proprietary technology, it is
neither possible to recruit additional human resources nor to train somebody from the team to be
able to assume some parts of key senior engineer's tasks.
This is an example of:
1. Good company training policy
2. Poor technology policy
3. Poor sales policy
4. Poor resource pool management

<Correct>

Explanation :
This is an example of poor resource pool management because the resources are overcommitted due
to bad resource pool management.
This is not an example of poor technology policy because this does not address the over
commitment of the resources.
Poor sales policy and good company training policy are not examples of human resource management
policy.
Objective:
Plan
Sub Objective(s):
Time
Inputs to Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 74 - 74

Project Management Professional (PMP)


Question ID : xxPMI_PMP-017

________________________________________________________________________________________________________________
Quality standards and criteria should be defined in the _____________ phase.
1. implementation
2. communication planning
3. conceptual <Correct>
4. planning
Explanation :
Quality standards and criteria should be defined in the conceptual phase. The question asks in
what phase the quality standards and criteria are developed, not in what process group. Remember
that the five process groups along with their many project processes are applied to each of the
project phases. Therefore, during the conceptual phase, you should define the initial quality
standards and criteria.
This question might seem tricky, but it is meant to help you understand the difference between a
project life cycle phase (here for example, conceptual) and the five process groups (initiation,
plan, execute, control, close-out).
The other answers are incorrect because they do not clearly refer to a project phase.
Objective:
Plan
Sub Objective(s):
Quality
Quality Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition

Project Management Professional (PMP)


Question ID : xxPMI_PMP-303

________________________________________________________________________________________________________________
Which of the following is not a Technique and Tool used for schedule development?
1. Critical Chain Method
2. CPM
3. CPIF

<Correct>

4. Resource Leveling
Explanation :
The correct answer is "CPIF." CPIF means Cost-Plus-Incentive Fee, a type of contract.
"Critical Chain Method," "CPM" and "Resource Leveling" are incorrect choices because they are all
Techniques and Tools used for Schedule Development.
Objective:
Plan
Sub Objective(s):
Time
Process Groups
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 3 - Project Management Processes Pages: 31 - 31

Project Management Professional (PMP)


Question ID : xxPMI_PMP-331

________________________________________________________________________________________________________________
Which of the following is a distinctive attribute of Program Evaluation and Review Technique (PERT)?
1. graphical representations
2. weighted averages <Correct>
3. cost analysis
4. milestones
Explanation :
PERT is used for very large, highly complex projects. It was developed in the 1950's by the US
Navy working on the most complex engineering project to date (the Polaris Missile Program). A
method was needed to manage the project and forecast the project schedule with a high degree of
predictability. PERT uses pessimistic, most likely, and optimistic estimates for each activity.
PERT uses weighted averages.
Graphical representations are not a fundamental characteristic of PERT.
PERT is used for cost estimates - not for cost analysis.
Milestones pertain to major deliverables and not to activity duration estimates.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 75

Project Management Professional (PMP)


Question ID : xxPMI_PMP-318

________________________________________________________________________________________________________________
Referring to the exhibit, which activity list contains the critical path for the project?
1. ABCDEL
2. ABFGHL
3. ABCIJKL

<Correct>

4. ABCDEFGL
Explanation :
ABCIJKL contains the critical path for the project because the length of the path
(6+2+2+2+4+7+4+4 = 31) is greater than the other paths and has the least amount of float.
ABCDEFGL is incorrect because not all of the activities are on the same path.
ABCDEL is incorrect because the length of the path is 6+2+2+3+2+4 = 18 days, which is a duration
of less than the 31 days of the correct critical path ABCIJKL.
ABFGHL is incorrect because the length of the path is 6+2-1+2+3+7+4 = 23 days, which is a
duration of less than the 31 days of the correct critical path ABCIJKL.
Objective:
Plan
Sub Objective(s):
Time
Outputs from Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 77

Project Management Professional (PMP)


Question ID : xxPMI_PMP-338

________________________________________________________________________________________________________________
Which of the following is NOT an activity sequencing dependency?
1. external
2. discretionary
3. mandatory
4. critical

<Correct>

Explanation :
There are three types of dependencies: mandatory, discretionary, and external. All three are
inputs to the activity sequencing process.
Objective:
Plan
Sub Objective(s):
Time
Inputs to Activity Sequencing
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 68

Project Management Professional (PMP)


Question ID : xxPMI_PMP-298

________________________________________________________________________________________________________________
During project planning, updates to the Work Breakdown Structure (WBS) that concern clarification
or correction of a delivery description are also called _____________.
1. reviews
2. improvements
3. changes
4. refinements <Correct>
Explanation :
Updates to the WBS that concern clarification or correction of a delivery description are also
called refinements.
Other answers are either not specific enough to this type of update (change, improvement) or used
in some other context. For example, reviews are most frequently used to designate design or
product reviews.
Objective:
Plan
Sub Objective(s):
Time
Outputs from Activity Definition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 68 - 68

Project Management Professional (PMP)


Question ID : xxPMI_PMP-071

________________________________________________________________________________________________________________
You are offered the opportunity to manage a complex but time-critical IT development project,
which has high risks and limited client support. Your manager asks about the role of negotiation
in this particular project.
Which statement about negotiation is false?
1. Negotiations are used primarily in the planning stages, such as negotiating for resources and
budget. <Correct>
2. Arbitration and mediation are examples of assisted negotiation.
3. Negotiations can be used for issue management, including issue definition and resolution.
4. Negotiation can be used in project assignments.
Explanation :
Negotiations are not used primarily in the planning stages, such as negotiating for resources and
budget. Negotiation is used in all phases of a project, not just the planning stages.
"Negotiation can be used in project assignments" is an incorrect response, because negotiation
can definitely be used while assigning team members to assignments.
"Arbitration and mediation are examples of assisted negotiation" is an incorrect response. This
statement is true. There are two types of negotiation: direct or assisted. Arbitration and
mediation are forms of assisted mediation.
"Negotiations can be used for issue management, including issue definition and resolution" is an
incorrect response. This statement is true. Negotiations can be used in all aspects of the
project, including issue management.
Objective:
Plan
Sub Objective(s):
Human Resources
Negotiating
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 2 - The Project Management Context Pages: 25 - 25

Project Management Professional (PMP)


Question ID : xxPMI_PMP-182

________________________________________________________________________________________________________________
Organizational Plans are most closely linked to:
1. the Communications Plan.

<Correct>

2. Nothing directly because the Organizational Plan is the one Management Plan that has little
direct interaction with all other plans.
3. the Procurement Plan.
4. Scope Management Definition and Approvals.
Explanation :
Organizational Plans are most closely linked to the Communications Plan. The project's
organization has a direct impact on who communicates with whom, and how the communication flows.
Organizational Plans are not most closely linked to the Procurement Plan. Although organizational
structure does have some influence over procurement, this is not the best answer.
Organizational Plans are not most closely linked to Scope Management Definition and Approvals.
Although organizational planning does have some influence in scope definition activities, it is
not the best answer.
It is not true that the Organizational Plan is the one Management Plan that has little direct
interaction with all other plans.
Objective:
Plan
Sub Objective(s):
Human Resources
Organizational Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resource Management Page: 109

Project Management Professional (PMP)


Question ID : xxPMI_PMP-166

________________________________________________________________________________________________________________
A project management expert declares that Human Resource Planning is more constrained in a weak
matrix environment rather than a strong matrix environment.
What do you think?
1. You agree because a weak matrix allows the functional managers to provide more options for
the project team.
2. You disagree because organizational structure is not a significant constraint in
organizational planning.
3. You agree because the strong matrix gives the project manager more authority.

<Correct>

4. You disagree because there is no effective difference for a strong or weak matrix structure.
Explanation :
The correct answer is "You agree because the strong matrix gives the project manager more
authority." With more authority, the project manager has fewer constraints and has more options.
"You disagree because there is no effective difference for a strong or weak matrix structure" is
an incorrect response. A strong matrix gives the project manager more authority, and consequently
more options. A weak matrix gives the project manager less authority, and fewer options.
"You disagree because organizational structure is not a significant constraint in organizational
planning " is an incorrect response. Organizational structure determines the authority level of
the project manager, and can provide more or less constraints. Less authority often means more
constraints.
"You agree because a weak matrix allows the functional managers to provide more options for the
project team" is an incorrect response. Functional managers are usually not concerned with the
project team -- they supply and control the resources.
Objective:
Plan
Sub Objective(s):
Human Resources
9.1.1.1 Human Resource Planning: Inputs
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resource Management Pages: 203 - 204

Project Management Professional (PMP)


Question ID : xxPMI_PMP-044

________________________________________________________________________________________________________________
You have been hired to replace a project manager who has retired. You know projects in this
company are managed in a matrix type of organization. You will work full time on one project.
Your new boss is the General Manager, who has already expressed a keen interest and support for
your project.
As a project manager in this organization, what statement best describes the relative power you
can expect to have on this project?
1. This is a functional approach.
2. This is a balanced matrix approach.
3. This is a strong matrix with the majority of power balanced in your favor.

<Correct>

4. This is a tight matrix with the power shifted to you.


Explanation :
Although the company follows the matrix approach, you can assume that with strong support from
the General Manager, you will have a significant level of authority on this particular project.
This is not a tight matrix with the power shifted to you because tight matrix refers to the
physical location of the team, not an organizational approach.
This is not a balanced matrix approach because of the strong General Manager support.
The balance of power is not shifted more in favor of the functional managers because of the
strong General Manager support.
Objective:
Plan
Sub Objective(s):
Human Resources
The Power of Leaders
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Pages: 18 - 19

Project Management Professional (PMP)


Question ID : xxPMI_PMP-197

________________________________________________________________________________________________________________
Which of the following is NOT a process of Project Communications Management?
1. Solicitation and information distribution

<Correct>

2. Performance reporting and information distribution


3. Administrative closure and performance reporting
4. Information distribution and administrative closure
Explanation :
Solicitation and information distribution is not a process of Project Communications Management.
While information distribution is a process of Communications Management, solicitation is part of
the procurement process.
Administrative closure and performance reporting are processes in communications management.
Performance reporting and information distribution are processes in communications management.
Information distribution and administrative closure are processes in communications management.
Objective:
Plan
Sub Objective(s):
Communications
Project Communications Management
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 117 - 117

Project Management Professional (PMP)


Question ID : xxPMI_PMP-514

________________________________________________________________________________________________________________
The control points in the WBS used for isolated assignment to work centers are referred to as the
_______________.
1. tasks
2. control account plan <Correct>
3. code of accounts
4. subtasks
Explanation :
The control account plan (CAP) is a management control point where the integration of scope,
budget, and schedule take place and where the measurement of performance takes place. These CAPs
are placed at selected management points in the WBS.
Subtasks and tasks are the results of decomposition of the WBS work package.
Code of accounts is a numbering system that uniquely identifies each element of the WBS.
Objective:
Plan
Sub Objective(s):
Scope
Scope Definition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Pages: 59 - 61

Project Management Professional (PMP)


Question ID : xxPMI_PMP-095

________________________________________________________________________________________________________________
During the procurement process, you are conducting an analysis to determine if the extensive and
highly complex testing of the first release of the customized software should be completed
internally within the IT department, or should you contract this portion of the analysis overseas
to a reputable testing company with the integration software expertise.
Which of the following procurement processes would this task be completed in?
1. Request Seller Responses
2. Resource Availability
3. Plan Purchases and Acquisitions

<Correct>

4. Select Sellers
Explanation :
Plan Purchases and Acquisitions is the correct answer. The main decision that you are trying to
get to is whether it is more cost-effective to test internally or more cost-effective for the
organization to contract testing externally. This is a make or buy analysis that concludes with
the decision to do it internally or externally. It is conducted during the first stage of
procurement - Planning.
If the decision is to "buy," then select sellers and request seller responses will follow.
"Resource Availability" is a Human Resource term and is not related to Project Procurement in
this context.
Objective:
Plan
Sub Objective(s):
Procurement
Contract Administration Cycle
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 21 Pages: 828 - 828

Project Management Professional (PMP)


Question ID : xxPMI_PMP-144

________________________________________________________________________________________________________________
During the activity sequencing in your current software project, you know that the execution of
test cases has to be performed after the test cases are coded. This type of dependency is known as:
1. Mandatory dependency

<Correct>

2. Most probable dependency


3. Logical dependency
4. Discretionary dependency
Explanation :
This type of dependency is known as a mandatory dependency. It is also known as hard logic
because you cannot execute the test cases before they are written. There are 3 types of
dependencies: mandatory, discretionary, and external, all of which are inputs to the activity
sequencing process.
Discretionary dependency is a synonym for soft logic, and in this case you have hard logic.
Most probable dependency and logical dependency are not terms used in project management.
Objective:
Plan
Sub Objective(s):
Time
Inputs to Activity Sequencing
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 68 - 68

Project Management Professional (PMP)


Question ID : xxPMI_PMP-287

________________________________________________________________________________________________________________
All of the following are Techniques and Tools for Schedule Development, except:
1. Schedule Network Analysis
2. Resource Leveling
3. Generally Accepted Accounting Principles (GAAP) <Correct>
4. CPM
Explanation :
The correct answer is "GAAP." GAAP is an abbreviation of Generally Accepted Accounting Principles
and has nothing to do with the Schedule Development.
"CPM, "Resource Leveling" and "Schedule Network Analysis" are incorrect choices because they are
Techniques & Tools for Schedule Development.
Objective:
Plan
Sub Objective(s):
Time
6.5.2 Schedule development: Tools and Techniques
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 145

Project Management Professional (PMP)


Question ID : xxPMI_PMP-054

________________________________________________________________________________________________________________
As senior project manager, you are asked to explain to the Board of Directors the benefits of a
projectized structure as compared to a strong matrix structure. Your company has a long history
of successful projects, but projects have now become highly business-critical.
Which argument is best?
1. Projectized structures generally produce better results.
2. Projectized structure generally makes better use of project resources.
3. Projectized structure reduces the conflict over resources.

<Correct>

4. Projectized structure allows better control over costs.


Explanation :
Projectized structure reduces the conflict over resources. In a projectized environment, the team
members work for the project manager, eliminating conflict over assignments.
Projectized structures may generally produce better results in some cases, but not always.
Projectized structure generally does not make better use of project resources than the strong
matrix approach. In a strong matrix approach, the project manager has considerable authority over
the resources and can use them effectively.
Projectized structure may allow better control over costs in some cases, but a strong matrix
structure can also control costs effectively.
Objective:
Plan
Sub Objective(s):
Human Resources
Organizational Structure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2: The Project Management Context Pages: 19 - 21

Project Management Professional (PMP)


Question ID : xxPMI_PMP-065

________________________________________________________________________________________________________________
You have been hired to replace a project manager who retired. You know projects in this company
are managed in a matrix type of organization. You will work full time on one project. Your new
boss is the General Manager and has already expressed interest in supporting your project.
As a project manager (PM) in this organization, what statement best describes the relative power
you can expect to have on this project?
1. A tight matrix with the power shifted to you
2. A functional approach
3. A balanced matrix approach
4. A strong matrix with the majority of power balanced in your favor.

<Correct>

Explanation :
The correct answer is "A strong matrix with the majority of power balanced in your favor."
Although the company follows the matrix approach, you can assume that with strong support from
the General Manager, you will have a significant level of authority on this particular project.
"A tight matrix with the power shifted to you" is an incorrect response because "Tight Matrix"
refers to the physical location of the team, not an organizational approach.
"A balanced matrix approach" is an incorrect response because of the strong General Manager
support.
A functional approach" is an incorrect response because of the strong General Manager support.
Objective:
Plan
Sub Objective(s):
Human Resources
Inputs to Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-511

________________________________________________________________________________________________________________
Calling on subject matter experts for their judgment would be used in which of the following
scope management processes?
1. change control
2. verification
3. definition
4. planning

<Correct>

Explanation :
Expert judgment is a tool and technique of both scope initiation and scope planning.
Scope verification, definition, and change control do not require expert judgment.
Objective:
Plan
Sub Objective(s):
Scope
Scope Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 56

Project Management Professional (PMP)


Question ID : xxPMI_PMP-062

________________________________________________________________________________________________________________
A more experienced project manager volunteered to help you with organizational planning for a new
and complex project. Before your meeting, she asks you to gather materials needed to prepare for
organizational planning.
Which documents or sets of information will you NOT gather to help prepare for organizational
planning?
1. HR policy documents
2. Organizational interfaces

<Correct>

3. A previous organizational plan


4. Stakeholder desires
Explanation :
The Organizational interfaces would not be used for organizational planning. An organizational
plan describes the structure and architecture of the project team and does not directly involve
the interactions with the rest of the organization. The term "organizational planning" refers to
"project organizational planning."
It is always a good idea to look for previous plans. Templates especially are useful. There are
only a limited number of organizational architectures, and a few templates should cover almost
all situations.
Some HR policies are related to organizational or team structure issues.
The needs and wishes of the stakeholders should be considered in organizational planning.
Objective:
Plan
Sub Objective(s):
Human Resources
Motivating the Team
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Pages: 302 - 302

Project Management Professional (PMP)


Question ID : xxPMI_PMP-192

________________________________________________________________________________________________________________
Dysfunctional teams:
1. are the default if team building is not a goal of the project manager.
2. don't happen by themselves any more than effective teams. <Correct>
3. can happen more in a matrix environment and less in a projectized environment, where the
project manager has more authority.
4. will not happen without strong management support.
Explanation :
Dysfunctional teams don't happen by themselves any more than effective teams. Effective teams are
the result of actions, and dysfunctional teams are also the result of actions, conditions, and
situations.
Dysfunctional teams are not the default if team building is not a goal of the project manager.
While team building should be a goal of the project manager, effective teams can also happen due
to leadership of the team members, good organizational planning, high morale, and a number of
other factors.
While management support is very helpful, the project manager has the primary responsibility for
building an effective team.
Dysfunctional teams can happen in any organizational format.
Objective:
Plan
Sub Objective(s):
Human Resources
Effective Team Characteristics
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Page: 298

Project Management Professional (PMP)


Question ID : xxPMI_PMP-334

________________________________________________________________________________________________________________
Gantt charts are also known as ______________.
1. network diagrams
2. bar charts

<Correct>

3. line graphs
4. milestone charts
Explanation :
Gantt charts are also known as bar charts.
Gantt charts are not known as line graphs, milestone charts, or network diagrams.
Objective:
Plan
Sub Objective(s):
Time
Outputs from Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 78

Project Management Professional (PMP)


Question ID : xxPMI_PMP-211

________________________________________________________________________________________________________________
Communication technology factors do NOT include which of the following?
1. immediacy of the need for information
2. project length
3. executive requirements

<Correct>

4. availability of technology
Explanation :
Executive requirements should not be a factor when deciding on communications technology.
Project length, availability of technology, and immediacy of the need for information are factors
in communications technology.
Objective:
Plan
Sub Objective(s):
Communications
Inputs to Communication Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 120

Project Management Professional (PMP)


Question ID : xxPMI_PMP-250

________________________________________________________________________________________________________________
The main purpose of risk management planning is to create a plan for dealing with each
high-priority risk that you have identified in the various phases. A good risk management plan
will NOT contain ________________.
1. the resources that are needed for your risk management activities
2. what information you need to track and monitor the risk
3. None of the answers apply. <Correct>
4. a contingency plan to monitor risk and trigger a predetermined response when a potential risk
is detected
Explanation :
All of the answer choices are valid sections within a risk management plan.
Objective:
Plan
Sub Objective(s):
Risk
Outputs from Risk Management Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 130 - 130

Project Management Professional (PMP)


Question ID : xxPMI_PMP-508

________________________________________________________________________________________________________________
The basis for future project decisions is defined by the:
1. Project manager.
2. Approved project charter.
3. Written project scope statement.

<Correct>

4. Project sponsor.
Explanation :
The correct answer is "Written project scope statement." PMBOK defines the scope statement as the
basis for making future project decisions and for confirming or developing common understanding
of project scope among project stakeholders. It is the output of the Scope Planning process.
"Approved project charter," "project manager" and "project sponsor" are incorrect choices because
they do not define the scope statement.
Objective:
Plan
Sub Objective(s):
Scope
Inputs to Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 79 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-157

________________________________________________________________________________________________________________
Organizational Plans are most closely linked to
1. the Procurement Plan.
2. Nothing directly, as the Human Resources Plan is the one Management Plan that has little
direct interaction with all other plans.
3. Scope Management Definition and Approvals.
4. the Communications Plan.

<Correct>

Explanation :
The correct answer is "the Communications Plan." The Human Resources Plan has a direct impact on
who communicates with whom, and how the communication flows.
"The Procurement Plan" is an incorrect response. Although Human Resources does have some
influence over procurement, this is not the best answer.
"Scope Management Definition and Approvals" is an incorrect response. Although Human Resource
Planning does have some influence in scope definition activities, it is not the best answer.
"Nothing directly, as the Human Resources Plan is the one Management Plan that has little direct
interaction with all other plans" is an incorrect response. This statement is false.
Objective:
Plan
Sub Objective(s):
Human Resources
Tools and Techniques for Procurement Planning - Make or Buy Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Procurement Planning Page: 146

Project Management Professional (PMP)


Question ID : xxPMI_PMP-247

________________________________________________________________________________________________________________
You have just been assigned a very large, complex project that has many activities that have
never been completed in your company before. Since this has been classified as a high-risk
project that must be delivered by the fourth quarter, which of the following estimating
techniques would you use to manage the schedule risk?
1. Critical Path Method
2. AOA
3. PERT

<Correct>

4. ADM
Explanation :
You should use PERT. PERT uses three-point estimates (pessimistic, most likely, and optimistic)
to take risk and probability into consideration.
CPM is a critical path method that uses a one-time estimate - the most likely.
ADM and AOA are network diagrams, not estimating techniques.
Objective:
Plan
Sub Objective(s):
Risk
Tools and Techniques for Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 75 - 75

Project Management Professional (PMP)


Question ID : xxPMI_PMP-371

________________________________________________________________________________________________________________
Through what are the WBS, the work packages, and the company's accounting system connected together?
1. Budgeting system
2. Overhead costs
3. Capital budgeting process
4. Code of accounts

<Correct>

Explanation :
The code of accounts provides a numbering system used to uniquely identify each element of the WBS.
Objective:
Plan
Sub Objective(s):
Cost
Cost Estimating
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Pages: 87 - 87

Project Management Professional (PMP)


Question ID : xxPMI_PMP-148

________________________________________________________________________________________________________________
As an experienced project manager with embedded software projects, you know that for every
procedure, you need three to four test cases, and typically three days per test case (that is,
you know that the activity duration will be between nine and 12 days).
This type of activity duration estimate is called:
1. Milestones based durations estimate
2. Qualitatively based durations estimate
3. Quantitatively based durations estimate

<Correct>

4. Risk based durations estimate


Explanation :
A quantitatively based duration estimate is obtained through multiplication of the quantities of
the work for specific work category with the productivity unit rate.
Qualitatively based durations estimate, risk based durations estimate, and Milestones based
durations estimate are not defined project management terms.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Activity Duration Estimating
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 72 - 72

Project Management Professional (PMP)


Question ID : xxPMI_PMP-139

________________________________________________________________________________________________________________
You are a project manager in a large software company. Since your current project is on a very
tight time schedule, you decide to plan the development of the software requirements document to
run in parallel with the development of the software verification document.
This is an example of ________.
1. fast tracking <Correct>
2. traction control
3. crashing
4. squeezing
Explanation :
Fast tracking is compressing the project schedule by overlapping activities that would normally
be done in sequence.
Traction control is a term that applies to the subject of vehicle dynamics.
Crashing is the addition of more resources to activities on the critical path in order to
complete the project earlier.
Squeezing is not a recognized project management term.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 75 - 75

Project Management Professional (PMP)


Question ID : xxPMI_PMP-311

________________________________________________________________________________________________________________
Which statement regarding the tools and techniques of activity sequencing is NOT true?
1. GERT allows for conditional branches.
2. GERT is a conditional diagramming method.
3. GERT uses analogous methods.

<Correct>

4. GERT allows for loops.


Explanation :
GERT does not use analogous methods. Graphical evaluation review technique (GERT) is a
conditional diagramming method that allows for loops and conditional branches. A loop is a
computer program test that has to be repeated more than once. Conditional refers to a design
update that is only required if an inspection reveals a defect.
All other answers are applicable to GERT.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for schedule development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 75

Project Management Professional (PMP)


Question ID : xxPMI_PMP-266

________________________________________________________________________________________________________________
After risk response planning on your project, you realize that not all of your identified risks
have been taken care of. In fact, by addressing some of the identified risks, a few new risks
have appeared. These remaining and new risks are known as ________ and ________.
1. remaining risks, tertiary risks
2. after-risks, new risks
3. unresolved, new risks
4. residual risks, secondary risks

<Correct>

Explanation :
The correct terms are residual risks and secondary risks.
After, new, unresolved, and tertiary are incorrect answers. Be careful of questions that use
similar but different terms.
Objective:
Plan
Sub Objective(s):
Risk
Outputs from Risk Response Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 143 - 143

Project Management Professional (PMP)


Question ID : xxPMI_PMP-301

________________________________________________________________________________________________________________
Inputs to activity definition include all the following, except:
1. a WBS.
2. a scope statement.
3. the project management plan.
4. the project schedule.

<Correct>

Explanation :
The correct answer is "the project schedule."
It is too early in the process to have a schedule as an input. First we create the WBS in scope
definition, followed by activity lists in activity definition, followed by activity sequencing
and duration estimating. Finally, the schedule development process will create/output the schedule.
"A WBS," "a scope statement" and "project management plan" are incorrect choices because all of
them are inputs to activity definition.
Objective:
Plan
Sub Objective(s):
Time
Inputs to Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-259

________________________________________________________________________________________________________________
What is the importance of the team reviewing the WBS during the risk identification process?
1. The WBS includes all the work, and only the work required to complete the project, so all
risks will be captured.
2. The WBS includes all the work, and only the work required to complete the project, so it
helps the team identify potential sources of risks.
<Correct>
3. Work packages reflect primes to identify the associated risk for each work package.
4. It is a deliverable-oriented grouping of project elements that organizes and defines the
total work scope of the project.
Explanation :
The WBS includes all the work, and only the work required to complete the project, so it helps
the team identify potential sources of risks. The WBS is an excellent document to reference to
determine potential sources of risk. Examining the WBS will not necessarily identify all risks on
your project.
Although the WBS includes all the work, it does not mean that all risks will be captured.
The choice "Work packages reflect primes to identify the associated risk for each work package"
may sound good, but it is meaningless.
The WBS is a deliverable-oriented grouping of project elements that organizes and defines the
total work scope of the project. However, that does not answer the question asked. It tells you
the definition of a WBS, not the importance of reviewing the WBS during risk identification.
Objective:
Plan
Sub Objective(s):
Risk
Inputs to Risk Identification
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 131 - 131

Project Management Professional (PMP)


Question ID : xxPMI_PMP-323

________________________________________________________________________________________________________________
Inputs to activity definition include all the following EXCEPT ________.
1. a WBS
2. the project schedule <Correct>
3. a scope statement
4. constraints
Explanation :
Inputs to activity definition include all the following except the project schedule. It is too
early in the process yet to have a schedule as an input. First you create the WBS in scope
definition, followed by activity lists in activity definition, followed by activity sequencing
and duration estimating, and then finally the schedule development process will create/output the
schedule.
A WBS, a scope statement, and constraints are inputs to activity definition.
Objective:
Plan
Sub Objective(s):
Time
Inputs to Activity Definition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 67

Project Management Professional (PMP)


Question ID : xxPMI_PMP-236

________________________________________________________________________________________________________________
What is the relationship of the project manager to the project's stakeholders?
1. The project manager is not considered a stakeholder but does manage relationships with all
stakeholders.
2. Everyone in the organization (including the project manager) is a stakeholder.
3. The stakeholders are all customers or clients of the project manager.
4. The project manager is a stakeholder.

<Correct>

Explanation :
The project manager is actually one of the key stakeholders.
The stakeholders are not all customers or clients of the project manager. A number of
stakeholders are not customers or clients, but are affected by the results of the project.
While the project manager does manage relationships with the stakeholders, he is also considered
a stakeholder.
Everyone in the organization (including the project manager) is not a stakeholder. Only those
affected by the project or by the results of the project are stakeholders.
Objective:
Plan
Sub Objective(s):
Communications
Project Stakeholders
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition

Project Management Professional (PMP)


Question ID : xxPMI_PMP-389

________________________________________________________________________________________________________________
From the perspective of procurement contracts, the acronym T and M is ___________.
1. tactics and materials
2. time and management
3. time and materials

<Correct>

4. time and modification


Explanation :
T and M refers to time and materials. In time and materials contracts, the client is only charged
for the time and the materials used on the project.
Objective:
Plan
Sub Objective(s):
Procurement
Tools and Techniques for Procurement Planning - Contract Type Selection
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 150 - 151

Project Management Professional (PMP)


Question ID : xxPMI_PMP-242

________________________________________________________________________________________________________________
You have completed an in-depth risk analysis for 20 risks identified during the risk
identification process. Three of the risks in the technical category are flagged as high
probability of occurring with a low consequence.
What is the best risk response strategy to adopt?
1. Accept the risks and actively develop a contingency plan to deploy.
2. Insure against the risks.
3. Accept the risks and develop a workaround if and when each risk occurs.

<Correct>

4. Eliminate the consequence of each risk.


Explanation :
You should accept the risks and develop a workaround if and when each risk occurs. Because the
consequences of the risks have been determined to be low, it is wise not to spend the resources
on a risk that may not happen, and even if one of the risks does occur, the consequences to the
project will be low.
The other possible answers are incorrect because they are an overreaction to a low probability,
low impact risk.
Objective:
Plan
Sub Objective(s):
Risk
Risk Response Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 140 - 143

Project Management Professional (PMP)


Question ID : xxPMI_PMP-308

________________________________________________________________________________________________________________
The net cost of building a new customer management system is $42,000 with an 80% probability, and
$32,000 with a 20% probability. The net cost of outsourcing for a new customer management system
is $10,500 with a 10% probability and $12,700 with a 90% probability. The annual maintenance
costs for the in-house system are $5,500, and $10,000 for the outsourced system.
What is the least cost option, and why?
1. Buy because the cost is about half of the build cost. <Correct>
2. Build because the cost of $45,500 is more than outsourcing but is more certain.
3. There is not enough information to determine the least cost option.
4. Build because the cost of $40,000 is less than outsourcing.
Explanation :
You should buy because the cost is about half of the build cost. You can determine the expected
cost of each option as follows:
Build: (42,000 * .80) + (32,000 * .20) + 5,500 equals 45,500 and
Buy: (10,500 * .10) + (12,700 * .90) + 10,000 equals 22,480
It is clear from the answers above that the buy (or outsource) option is the least expensive.
You should not build because the cost of $40,000 is less than outsourcing. This is simply
incorrect as shown above.
You should not build because the cost of $45,500 is more than outsourcing but is more certain.
This is partially true, but still incorrect. The equations above calculate the expected value by
considering the cost probabilities. It is incorrect to say that this option is more certain.
There is enough information to determine the least cost option, so that answer choice is also
incorrect.
Objective:
Plan
Sub Objective(s):
Risk
Tools and Techniques for Quantitative Risk Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 138 - 139

Project Management Professional (PMP)


Question ID : xxPMI_PMP-329

________________________________________________________________________________________________________________
If a project manager wants to schedule a delay between activities in a project plan, what does he
or she use?
1. lag <Correct>
2. lead
3. float
4. buffer
Explanation :
Lag time is the time you need to wait after the independent/predecessor task is finished, and
before the dependent/successor task can start in a finish-to-start relationship. Lag time pushes
the dependent/successor task later in the project time schedule.
Lead shortens the duration of the project path (creates a negative delay).
Float and buffer are not dependencies used in schedule development.
Objective:
Plan
Sub Objective(s):
Time
Inputs to Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 74

Project Management Professional (PMP)


Question ID : xxPMI_PMP-273

________________________________________________________________________________________________________________
Which items in the following list need to be considered most in the risk identification process?
A - Server utilization is at 35%.
B - Team resources will be available when needed.
C - Stakeholders are uninvolved.
D - Intranet is unavailable on Saturday.
1. A and B
2. A and C
3. A and D
4. B and C

<Correct>

Explanation :
Both assumptions and constraints need to be considered during the risk identification process.
However, it is the assumption that poses the greater risk because it could be wrong, whereas the
constraint is usually stated as fact. In this case, stakeholders being uninvolved is an
assumption that, if taken too seriously, can undermine or endanger the success of the project.
Also, team resources being available when needed is an assumption that, if wrong, can jeopardize
a project's schedule.
The intranet being unavailable on Saturday and server utilization being at 35% are both
constraints that have a definite degree of certainty; thus less risk is associated with these
items.
Objective:
Plan
Sub Objective(s):
Risk
Inputs to Risk Identification
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 131 - 131

Project Management Professional (PMP)


Question ID : xxPMI_PMP-607

________________________________________________________________________________________________________________
The Procurement Management Plan is an output from _______.
1. Statement of Work (SOW)
2. Project Plan
3. Plan Purchases and Acquisitions

<Correct>

4. Procurement and Solicitation Analysis


Explanation :
The correct answer is "Plan Purchases and Acquisitions."
"Statement of Work (SOW)" is an incorrect response. The SOW and the Procurement Management Plan
are both outputs from Plan Purchases and Acquisitions.
"Procurement and Solicitation Analysis" is an incorrect response. The Procurement Management Plan
is an output of Plan Purchases and Acquisitions.
"Project Plan" is an incorrect response. The Procurement Management Plan is a part of the project
plan, but is an output of Plan Purchases and Acquisitions.
Objective:
Plan
Sub Objective(s):
Procurement
Outputs from Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 81

Project Management Professional (PMP)


Question ID : xxPMI_PMP-269

________________________________________________________________________________________________________________
When is risk acceptance (or assumption) a reasonable approach?
1. The tolerance for risk is low and the organizational risk policies are flexible.
2. The tolerance for risk is low and the organizational risk policies are rigid.
3. The tolerance for risk is high and the organizational risk policies are rigid.
4. The tolerance for risk is high and the organizational risk policies are flexible. <Correct>
Explanation :
Risk acceptance (or assumption) is a reasonable approach when the tolerance for risk is high and
the organizational risk policies are flexible. A spectrum of risk tolerance exists where on the
extreme left, risk tolerance is high. That is, the consequences from risks are accepted as a
matter of course. At the other end of the spectrum, there is extreme low tolerance. That is, the
consequences from risks are not easily endured. Another dimension to how risk may be handled is
how the organization addresses risk. Is the organization flexible with risk policy, or is the
organization strict and uniform in risk policy. Handling risk by accepting it is indicative of a
high tolerance for risk in an organization with flexible risk policies.
Objective:
Plan
Sub Objective(s):
Risk
Risk Handling
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 17 Pages: 686 - 686

Project Management Professional (PMP)


Question ID : xxPMI_PMP-253

________________________________________________________________________________________________________________
You have just been assigned a very large, complex project that has many activities never
completed in your company before.
Because this has been classified as a high-risk project that must be OK by the fourth quarter,
which of the following estimating techniques would you use to manage the schedule risk?

1. 3 Point Method

<Correct>

2. Critical Path Method


3. ADM
4. AOA
Explanation :
The correct answer is "3 Point Method." 3 Point Method uses three estimates (pessimistic, most
likely, and optimistic) to take risk and probability into consideration.
Incorrect answer choices:
CPM is a critical path method that uses a one-time estimate - the most likely.
ADM and AOA are network diagrams, they are not estimating techniques.
Objective:
Plan
Sub Objective(s):
Risk
Tools and Techniques for Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-326

________________________________________________________________________________________________________________
Which of the following describes a technique used to modify the project schedule to account for
limited resources?
1. critical path method
2. critical chain <Correct>
3. fast tracking
4. restricted resource channeling
Explanation :
Critical chain is a resource leveling heuristic technique used during schedule development.
Critical path method, fast tracking, and restricted resource channeling do not take limited
project resources into account.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 76

Project Management Professional (PMP)


Question ID : xxPMI_PMP-316

________________________________________________________________________________________________________________
Referring to the exhibit, how many days of free float does activity H have?
1. 8

<Correct>

2. 2
3. 0
4. 12
Explanation :
The free float for activity H is defined as LF-EF = 27-19 = 8 (or LS-ES=20-12=8).
See below for the early and late dates for each activity in the exhibit:
Activity "A": ES = 0; EF = 6; LS = 0; LF = 6
Activity "B": ES = 6; EF = 8; LS = 6; LF = 8
Activity "C": ES = 8; EF = 10; LS = 8; LF = 10
Activity "D": ES = 10; EF = 13; LS = 22; LF = 25
Activity "E": ES = 13; EF = 15; LS = 25; LF = 27
Activity "F": ES = 7; EF = 9; LS = 15; LF = 17 (ES is 7 not 8 due to "FS" lead of 1 from task
"B.")
Activity "G": ES = 9; EF = 12; LS = 17; LF = 20
Activity "H": ES = 12; EF = 19; LS =20 LF = 27
Activity "I": ES = 10; EF = 12; LS = 10; LF = 12
Activity "J": ES = 12; EF =16; LS = 12; LF = 16
Activity "K": ES = 16; EF = 23; LS = 16; LF = 23
Activity "L": ES = 27; EF = 31; LS = 27; LF = 31 (ES is 27 not 23 due to "FS lag of 4 from task
"K.")
It is essential to know how to calculate early start, early finish, late start, and late finish
dates.
Objective:
Plan
Sub Objective(s):
Time
Outputs from Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 77

Project Management Professional (PMP)


Question ID : xxPMI_PMP-321

________________________________________________________________________________________________________________
Referring to the exhibit, how many days of free float does activity E have?
1. 7
2. 10
3. 0
4. 12

<Correct>

Explanation :
Activity E has 12 days of float because LF - EF = 27 - 15 = 12 (or LS - ES = 25 - 13 = 12).
See below for the early and late dates for each activity in the exhibit using the "start at day 0
method" of calculating:
Activity "A": ES = 0; EF = 6; LS = 0; LF = 6
Activity "B": ES = 6; EF = 8; LS = 6; LF = 8
Activity "C": ES = 8; EF = 10; LS = 8; LF = 10
Activity "D": ES = 10; EF = 13; LS = 22; LF = 25
Activity "E": ES = 13; EF = 15; LS = 25; LF = 27
Activity "F": ES = 7; EF = 9; LS = 15; LF = 17 (ES is 7 not 8 due to "FS" lead of 1 from task
"B.")
Activity "G": ES = 9; EF = 12; LS = 17; LF = 20
Activity "H": ES = 12; EF = 19; LS =20 LF = 27
Activity "I": ES = 10; EF = 12; LS = 10; LF = 12
Activity "J": ES = 12; EF =16; LS = 12; LF = 16
Activity "K": ES = 16; EF = 23; LS = 16; LF = 23
Activity "L": ES = 27; EF = 31; LS = 27; LF = 31 (ES is 27 not 23 due to "FS lag of 4 from task
"K.")
It is essential to know how to calculate the early and late start/finish dates in a PDM network
diagram.
Objective:
Plan
Sub Objective(s):
Time
Outputs from Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 77

Project Management Professional (PMP)


Question ID : xxPMI_PMP-028

________________________________________________________________________________________________________________
You are explaining your project to some quality engineers from another company. The operational
definition for the Order Processing System project you are leading includes how many orders per
hour it will process.
What does this best illustrate?
1. a metric to measure the quality of the production system

<Correct>

2. what can be done given the correct infrastructure


3. how productive the system will be when in production
4. a customer requirement
Explanation :
In the quality context, this operational definition is a metric by which the system's quality can
be measured and compared.
While the description is an example of how productive the system will be when in production, in
the quality context, the correct answer is the best.
While it may be a customer requirement, the correct answer is better.
While it may be what can be done given the correct infrastructure, in the quality context, the
correct answer is the best.
Objective:
Plan
Sub Objective(s):
Quality
Outputs from Quality Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 Page: 100

Project Management Professional (PMP)


Question ID : xxPMI_PMP-461

________________________________________________________________________________________________________________
Cost management includes:
1. Cost closing and cost initiation
2. Cost control and cost closing
3. Cost budgeting and cost execution
4. Cost estimating and cost control

<Correct>

Explanation :
Cost estimating and cost control are integral parts of the cost management.
The other answers contain non-existent processes.
Objective:
Plan
Sub Objective(s):
Cost
Introduction
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Pages: 83 - 83

Project Management Professional (PMP)


Question ID : xxPMI_PMP-457

________________________________________________________________________________________________________________
All of the following are outputs from cost estimating EXCEPT:
1. Cost estimates
2. Cost baseline

<Correct>

3. Supporting detail
4. Cost management plan
Explanation :
Cost baseline is an output from cost budgeting.
Cost estimates, supporting detail, and cost management plan are outputs from the cost estimating
process.
Objective:
Plan
Sub Objective(s):
Cost
Outputs from Cost Estimating
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Pages: 88 - 89

Project Management Professional (PMP)


Question ID : xxPMI_PMP-605

________________________________________________________________________________________________________________
What is the relationship between fixed price contracts and incentives for the seller?
1. Fixed price contracts can include incentives based on the buyer's performance.
2. Fixed price contracts can contain incentives. <Correct>
3. Fixed price contracts do not contain incentives, but lump sum or cost reimbursable contracts
may contain incentives.
4. Fixed price contracts do not contain incentives. Only Cost Reimbursable contracts contain
incentives based on schedule, cost, or performance.
Explanation :
The correct answer is "Fixed price contracts can contain incentives."
"Fixed price contracts do not contain incentives. Only Cost Reimbursable contracts contain
incentives based on schedule, cost, or performance." is an incorrect response. Fixed price and
cost reimbursable contracts can have incentives.
"Fixed price contracts do not contain incentives, but lump sum or cost reimbursable contracts may
contain incentives." is an incorrect response. Lump sum is another name for fixed price, and
fixed price contracts can include incentives.
"Fixed price contracts can include incentives based on the buyer's performance." is an incorrect
response. Fixed price contracts can contain incentives, but based on the seller's performance,
not the buyer's. The project team is normally the buyer, and the vendor or supplier is normally
the seller.
Objective:
Plan
Sub Objective(s):
Procurement
Outputs from Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 81

Project Management Professional (PMP)


Question ID : xxPMI_PMP-603

________________________________________________________________________________________________________________
Your team leader will help with procurement planning. The project will use between three and five
vendors to complete the work. The team leader wants to send each vendor the product description
as the basis for its evaluation and bid.
Your response is:
1. The product description is satisfactory.
2. Send the statement of work, not the product description.
3. Send the scope statement along with the product description.
4. Send the statement of work along with the product description.

<Correct>

Explanation :
You should send the statement of work along with the product description. The product
description describes the entire product, but the statement of work describes the specific work
for that vendor.
The product description is not satisfactory. The product description is for the entire product.
The vendor needs to review the statement of work, which contains the specific items for the vendor.
You should not send the statement of work without also sending the product description. In
addition to sending the statement of work, it is a good idea to also send the product description.
You should not send the scope statement along with the product description. The scope statement
will not assist the vendor. The vendor needs the statement of work more than the scope statement.
Objective:
Plan
Sub Objective(s):
Procurement
Inputs to Procurement Planning -Product Description
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Procurement Planning Page: 146

Project Management Professional (PMP)


Question ID : xxPMI_PMP-187

________________________________________________________________________________________________________________
Your manager asks for a copy of the project team directory. You have directories for each set of
deliverables and major processes in the project. Under which directory would you look?
1. Organizational Planning
2. Project Plan
3. Staff Acquisition

<Correct>

4. Team Development
Explanation :
You would look in the Staff Acquisition directory. Project team directories are created from the
Staff Acquisition process.
You would not look in the Project Plan directory. While Staff Acquisition (which has the project
team directory) is included in the Project Plan, this is not the best answer.
You would not look in the Team Development directory. For the exam, remember that Team
Development produces improvements in performance and inputs to performance evaluations.
You would not look in the Organizational Planning directory. For the exam, remember that the
outputs of Organizational Planning are Role and Responsibility Assignments, Staffing Management
Plan, Organizational Chart, and supporting detail.
Objective:
Plan
Sub Objective(s):
Human Resources
Outputs from Staff Acquisition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resource Management Page: 114

Project Management Professional (PMP)


Question ID : xxPMI_PMP-151

________________________________________________________________________________________________________________
During schedule development, you must take into account that your senior developer, who will be
performing a very important part of the project, will be available starting the 16th of October.
His expertise is absolutely crucial for success of this part of the project, so you cannot start
this part before this date.
What type of imposed date constraint you are going to use in your project schedule?
1. Finish No Later Than (FNLT)
2. Start No Earlier Than (SNET)

<Correct>

3. Start No Later Than (SNLT)


4. Finish No Before Than (FNBT)
Explanation :
You will use a Start No Earlier Than (SNET) constraint because you cannot start the activities
performed by the senior developer before the 16th of October.
Objective:
Plan
Sub Objective(s):
Time
Inputs to Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 74 - 74

Project Management Professional (PMP)


Question ID : xxPMI_PMP-504

________________________________________________________________________________________________________________
Work packages are used to:
1. Represent units of work at a level where work is performed.
2. Clearly distinguish one work package from all others assigned to a single functional group.
3. Limit the work to be performed to relatively short periods of time.
4. All of the answers are correct.

<Correct>

Explanation :
All of the answers are correct.
A work package is a deliverable at the lowest level of the WBS. Developed during the scope
definition process, the work package can be further decomposed into activities during the
activity definition process (vs. deliverables at the WBS work package level). The output of this
process of further decomposition is the activity lists, which are an extension of the WBS.
Objective:
Plan
Sub Objective(s):
Scope
Scope Definition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Pages: 60 - 61

Project Management Professional (PMP)


Question ID : xxPMI_PMP-517

________________________________________________________________________________________________________________
Project scope is:
1. A narrative description of work to be performed under contract.
2. Used to ensure that the description of the project product is correct and complete.
3. The work that must be done in order to deliver a product with the specified features and
functions.
<Correct>
4. The features and functions that are to be included in a product or service.
Explanation :
Project scope is considered the work that must be done to deliver a product with the specified
features and functions.
Project scope does not ensure that the description of the project product is correct and complete.
The features and functions that are to be included in a product or service describes the product
scope, not project scope.
A narrative description of work to be performed under contract describes a statement of work (SOW).
Objective:
Plan
Sub Objective(s):
Scope
Introduction
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Pages: 51 - 51

Project Management Professional (PMP)


Question ID : xxPMI_PMP-142

________________________________________________________________________________________________________________
Your associate has asked you how she should present a milestone in the project schedule. You
explained to her that the milestones are schedule activities with the duration of ____ time units.
1. -1
2. 0

<Correct>

3. 3.14159
4. 1
Explanation :
Milestones are scheduled activities that have a duration of zero.
Objective:
Plan
Sub Objective(s):
Time
Outputs from Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 78 - 79

Project Management Professional (PMP)


Question ID : xxPMI_PMP-155

________________________________________________________________________________________________________________
Which type of Precedence Diagramming Method (PDM) sometimes requires dummy activities to express
logical dependencies between activities?
1. Graphical Evaluation and Review Technique (GERT)
2. Activity on Arrow (AOA)

<Correct>

3. Activity on Node (AON)


4. Program Evaluation and Review Technique (PERT)
Explanation :
The correct answer is Activity on Arrow (AOA) because certain activity relationships cannot be
expressed without dummy activities. Dummy activities are a fundamental characteristic for AOA PDMs.
Graphical Evaluation and Review Technique (GERT), Activity on Node (AON), and Program Evaluation
and Review Technique (PERT) are incorrect choices because they do not require dummy activities to
express activity relationships.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Activity Sequencing
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 69 - 69

Project Management Professional (PMP)


Question ID : xxPMI_PMP-245

________________________________________________________________________________________________________________
Your team technical leader, Alanna, has just informed you that she requires knee surgery, which
could be scheduled any time over the next six months. This is not good news as Alanna could be
unavailable for four to six weeks during the critical implementation phase of your project.
You arrange for Alanna to start mentoring the most experienced team member on the critical work
activities remaining on the project. This is an example of risk __________.
1. active acceptance
2. avoidance
3. transference
4. mitigation

<Correct>

Explanation :
Arranging for Alanna to start mentoring another team member now will mitigate the overall impact
in the event she is scheduled for surgery, as this person will be able to assume the technical
lead more effectively.
This is not risk avoidance. You are not requiring Alanna to stay, nor are you eliminating
Alanna's area of responsibility in the project.
This is not risk transference. You are not shifting the risk of Alanna to someone external to the
project. This is your problem. You cannot give it to someone else.
This is not active acceptance. You are not developing a contingency plan to deal with the risk.
The reality is that this risk has a 100% probability of occurring. This will have a high impact
on the project, so you need to deal with it now.
Objective:
Plan
Sub Objective(s):
Risk
Tools and Techniques for Risk Response Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 142 - 143

Project Management Professional (PMP)


Question ID : xxPMI_PMP-262

________________________________________________________________________________________________________________
Your project requires the development of a transaction processing module. You can develop it
in-house because you have the resources and expertise. Or, you can contract out the module
development to an experienced company. If your choice is to outsource it, associated risk with
this module's development is:
1. mitigated because an outside company will be doing the work.
2. reduced because an outside company will be doing the work.
3. transferred because an outside company will be doing the work.

<Correct>

4. avoided.
Explanation :
Associated risk with this module's development is transferred because an outside company will be
doing the work. This is known as transference, a tool and technique of risk response planning,
where risk is transferred to a third party. The associated risks still exist, but the
responsibility for the risks and consequences are given to another entity - in this case, the
experienced outsourcing company.
Associated risk with this module's development is not reduced or mitigated. This refers to
another tool and technique of risk response planning, and that is mitigation. A risk is not
mitigated or reduced when another company owns it.
To avoid a risk, the scope might be reduced or perhaps a tried-and-true conventional approach may
be taken instead of an innovative one. Giving the module development to an outside company does
not avoid the risk.
Objective:
Plan
Sub Objective(s):
Risk
Tools and Techniques of Risk Response Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 141 - 143

Project Management Professional (PMP)


Question ID : xxPMI_PMP-033

________________________________________________________________________________________________________________
A well documented staffing plan should address how personnel will be released from a project when
they are no longer needed. What is one of the main reasons this information is included in the
plan? (Choose the best answer.)
1. to satisfy a human resources requirement
2. to avoid conflict at a future date
3. to reduce costs and improve morale <Correct>
4. to control material resources needed
Explanation :
This information is included in the plan to reduce costs and improve morale. A well prepared plan
for releasing resources will reduce the avoidable problem of resources being paid, but not having
assigned work, and it avoids the "make work" projects that team members instantly recognize and
dislike. It also improves morale by assuring the team member that they will still have work after
their assignment ends. Team members have been known to purposely extend their tasks if they worry
about having a next assignment.
"To avoid conflict at a future date" is a possible answer, but not the best.
"To control material resources needed" is a possible answer, but not the best.
This information is not included in the plan to satisfy a human resources requirement because
most organizations do not have such policies.
Objective:
Plan
Sub Objective(s):
Human Resources
Outputs from Organizational Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9: Human Resource Management Pages: 111 - 111

Project Management Professional (PMP)


Question ID : xxPMI_PMP-022

________________________________________________________________________________________________________________
Your new project has a scope statement and the necessary governmental guidelines in place. What
else is needed to begin quality planning?
1. Assumptions
2. Quality Policy

<Correct>

3. Historical Information
4. Constraints
Explanation :
The correct answer is "Quality Policy." The quality policy is the start of quality planning.
"Constraints" is not a correct response. Constraints are always important, but do not directly
influence the quality planning process.
"Assumptions" is not a correct response. Assumptions do not directly influence the quality
planning process.
"Historical Information" is not a correct response. Historical information about quality
assurance, quality control, and quality planning may be helpful, but does not directly influence
the quality planning process.
Objective:
Plan
Sub Objective(s):
Quality
Personal Integrity
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 12 - Professional Responsibility Pages: 431 - 432

Project Management Professional (PMP)


Question ID : xxPMI_PMP-057

________________________________________________________________________________________________________________
You have just completed Human Resource Planning for a new General Ledger system that will link to
all financial systems of all divisions in your corporation.
Which of the following is not in your document?
1. Staffing management plan
2. Supporting detail
3. Project organization chart
4. Project interfaces

<Correct>

Explanation :
The correct answer is "Project Interfaces," which is not part of Human Resource Planning.
"Project Interfaces" are covered in Scope Management.
The "Project Organization Chart," "Staffing Management Plan," and "Supporting detail" are all
outputs of Human Resource Planning.
Objective:
Plan
Sub Objective(s):
Human Resources
Inputs to Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-020

________________________________________________________________________________________________________________
What is NOT a true statement about benchmarking?
1. It is a useful tool for identifying effects that different elements can have on a
project. <Correct>
2. It can disrupt a project if improperly done.
3. It can be done within the organization or with other organizations that have similar processes.
4. It is used for process and product improvement.
Explanation :
Benchmarking is not a useful tool for identifying effects that different elements can have on a
project. This is a form of experimentation, not benchmarking.
Benchmarking is used for process and product improvement.
Benchmarking can be done within the organization or with other organizations.
Benchmarking, if improperly done, can disrupt a project.
Note: Benchmarking is the evaluation of a group's business or practices in comparison to those of
other groups. It determines what products or services to offer, what processes to use, and what
metrics or goals to use. Like the design of experiment, it is also a tool and technique used
during quality management planning and quality assurance.
Objective:
Plan
Sub Objective(s):
Quality
Tools and Techniques for Quality Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 98

Project Management Professional (PMP)


Question ID : xxPMI_PMP-016

________________________________________________________________________________________________________________
Causes of variances that are unusual or sporadic occurrences are defined as:
1. random causes.
2. maintenance causes.
3. special causes.

<Correct>

4. common causes.
Explanation :
Causes of variances that are unusual or sporadic occurrences are defined as special causes.
Special causes are unusual events that yield results outside the process control limits and are
not a part of normal variation.
Random (or common) causes are part of the normal process variations such as a maintenance problem
or flaw in the system.
Common cause is another name for random cause, which is a normal process variation.
The term maintenance causes relates to random causes.
Objective:
Plan
Sub Objective(s):
Quality
Quality Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 102

Project Management Professional (PMP)


Question ID : xxPMI_PMP-506

________________________________________________________________________________________________________________
During scope planning, a product analysis may be conducted. What is NOT considered a product
analysis technique?
1. quality function deployment
2. simulation

<Correct>

3. value engineering
4. function analysis
Explanation :
Simulation is a technique used in both schedule development and quantitative risk analysis.
Function analysis, value engineering, and quality function deployment are techniques of product
analysis.
Objective:
Plan
Sub Objective(s):
Scope
Scope Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 56

Project Management Professional (PMP)


Question ID : xxPMI_PMP-314

________________________________________________________________________________________________________________
Referring to the exhibit, which task list contains the critical path for the project?
1. ABCDEF

<Correct>

2. CDEF
3. ABCDEI
4. ABGHIF
Explanation :
The correct answer is ABCDEF because the length of the path (6+3+6+4+7-4+9 = 31) is greater than
any other path from the beginning to the end of the project, and has the least amount of float
(in this case, zero).
ABCDEI and CDEF are not actual paths defined in the exhibit.
ABGHIF is incorrect because the length of the path (6+3+2+3+1+9 = 24) is less than the 31 days of
the ABCDEF path, and has some float embedded within.
Objective:
Plan
Sub Objective(s):
Time
Outputs from Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 77

Project Management Professional (PMP)


Question ID : xxPMI_PMP-280

________________________________________________________________________________________________________________
As a project manager with ABC Company, you have to examine organizational policies that input to
your project plan. You would consider policies issued by:
1. client organizations
2. all the organizations involved in the project <Correct>
3. only ABC organization
4. major competitors organizations
Explanation :
The correct answer is that all of the organizations involved in the project may have formal and
informal policies whose effects must be considered.
The other answers are too restrictive to a particular set of stakeholders and are not correct
because they exclude other possibilities. For example, the project manager should ensure that any
and all organizational policies concerning personnel administration are understood and taken into
account when preparing the project plan.
Objective:
Plan
Sub Objective(s):
Integrate
Project Plan Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 44 - 44

Project Management Professional (PMP)


Question ID : xxPMI_PMP-459

________________________________________________________________________________________________________________
During resource planning, the performing organization's policies regarding staff acquisition must
be taken into consideration. They are _____________ for your project.
1. constraints <Correct>
2. opportunities
3. assumptions
4. strengths
Explanation :
The performing organization's policies regarding staff acquisition are constraints since they
limit your options.
Opportunities, strengths, and assumptions are incorrect choices because they do not describe
limitations in your choice.
Objective:
Plan
Sub Objective(s):
Cost
Inputs to Resource Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Pages: 86 - 86

Project Management Professional (PMP)


Question ID : xxPMI_PMP-153

________________________________________________________________________________________________________________
You are the project manager in a big IT company. To reach the time goals of the project, you
realize that several key engineers have a work overload of 40-60 percent.
What will you use to bring the workload to normal level?
1. extension of the project delivery
2. resource workload minimizing technique
3. resource leveling heuristics <Correct>
4. project scope reduction
Explanation :
You will use resource leveling heuristics because this is a technique for schedule development
used to allocate scarce resources first to the critical path.
You will not use project scope reduction because you need an approval from the change control
board (CCB) before you can reduce the scope.
Resource workload minimizing technique and extension of the project delivery are nonexistent
techniques.
Objective:
Plan
Sub Objective(s):
Time
8 Developing the Project Team
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Status Review Meetings Page: 292

Project Management Professional (PMP)


Question ID : xxPMI_PMP-018

________________________________________________________________________________________________________________
Quality planning:
1. ensures that all the planned and systematic activities are implemented within the quality
system.<Correct>
2. determines how to satisfy the project quality standards.
3. is performed regularly and in parallel with other project planning processes.
4. identifies which quality standards are relevant to the project.
Explanation :
The correct answer is "ensures that all the planned and systematic activities are implemented
within the quality system." The definition of Quality Assurance is "all the planned and
systematic activities implemented within the quality system."
"Identifies which quality standards are relevant to the project." is an incorrect response. This
is part of quality planning.
"Determines how to satisfy the project quality standards" is an incorrect response. This is part
of quality planning.
"Is performed regularly and in parallel with other project planning processes" is an incorrect
response. This is part of quality planning.
Objective:
Plan
Sub Objective(s):
Quality
Ensuring Integrity
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 12 - Professional Responsibility Page: 430

Project Management Professional (PMP)


Question ID : xxPMI_PMP-332

________________________________________________________________________________________________________________
Which of the following statements about PERT is false?
1. PERT uses the distribution mean (expected value).
2. PERT uses pessimistic, optimistic, and most likely durations for calculation.
3. PERT uses weighted average to calculate estimated durations.
4. PERT is the most commonly used estimation method.

<Correct>

Explanation :
PERT is not the most commonly used estimation method. The importance of PERT has diminished
rapidly with the expansion of computer-aided methods (project management software).
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 75

Project Management Professional (PMP)


Question ID : xxPMI_PMP-319

________________________________________________________________________________________________________________
Referring to the exhibit, how many days of float does activity D have?
1. 0

<Correct>

2. 2
3. 10
4. 7
Explanation :
Activity D has 0 days of float because activity D is on the critical path. You can also use the
definition of the float for the calculation: LF-EF = 19-19 = 0 (or LS-ES=15-15=0). See below for
the early and late dates for each activity in the exhibit using the "start at day 0" method of
calculating:
Activity "A": ES = 0; EF = 6; LS = 0; LF = 6
Activity "B": ES = 6; EF = 9; LS = 6; LF = 9
Activity "C": ES = 9; EF = 15; LS = 9; LF = 15
Activity "D": ES = 15; EF = 19; LS = 15; LF = 19
Activity "E": ES = 19; EF = 26; LS = 19; LF = 26
Activity "F": ES = 22; EF = 31; LS = 22; LF = 31 (ES is 22 due to FS lead of 4 from task "E")
Activity "G": ES = 9; EF = 11; LS = 16; LF = 18
Activity "H": ES = 11; EF = 14; LS =18 LF = 21
Activity "I": ES = 14; EF = 15; LS = 21; LF = 22.
It is essential to know how to calculate early and late start/finish dates in a PDM network
diagram.
Objective:
Plan
Sub Objective(s):
Time
Outputs from Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 77

Project Management Professional (PMP)


Question ID : xxPMI_PMP-031

________________________________________________________________________________________________________________
What can collocation mean?
1. Individuals with different interests, backgrounds, and expertise are transformed into an
integrated and effective work unit.
2. Most team members are moved to a central physical location for the life of the
project. <Correct>
3. A "war room" is established where team members and stakeholders can meet periodically.
4. All team members are moved to a central physical location during the later stages of project
implementation.
Explanation :
Collocation can mean that most team members are moved to a central physical location for the life
of the project. Moving all or most of the active team members to a common physical location can
help build the team and can also improve communication. If collocation is impractical, the
Project Manager can schedule frequent face to face meetings, if possible.
Collocation does not mean that all team members are moved to a central physical location during
the later stages of project implementation. The benefits of collocation are derived throughout
the project, and not just during the final stages.
Collocation does not mean that a "war room" is established where team members and stakeholders
can meet periodically. A war room is a place for central communication and storage of key
deliverables.
Collocation does not mean that individuals with different interests, backgrounds, and expertise
are transformed into an integrated and effective work unit. This has nothing to do with location.
Objective:
Plan
Sub Objective(s):
Human Resources
Tools and Techniques for Team Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9: Human Resource Management Pages: 115 - 115

Project Management Professional (PMP)


Question ID : xxPMI_PMP-299

________________________________________________________________________________________________________________
ABC Company executes both large and small projects. You have been authorized to execute a small
and quite simple project and are now preparing the project activity sequences that you will
rapidly input to schedules.
In this case, what techniques should be more effective?
1. computer-aided techniques
2. project management software
3. a combination computer-aided techniques and project management software
4. manual techniques <Correct>
Explanation :
You should use manual techniques. Because the project is small and simple, you will probably not
need sophisticated productivity tools to achieve the sequencing tasks.
It is most likely that computer-aided or project management software or combination of these
tools will not be as efficient as a simple manual technique for a small, simple project.
Objective:
Plan
Sub Objective(s):
Time
Activity Sequencing
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 68 - 68

Project Management Professional (PMP)


Question ID : xxPMI_PMP-177

________________________________________________________________________________________________________________
What is the relationship between Project Plan execution and organizational policies?
1. Organizational policies affect the Project Plan development, not the execution.
2. Organizational policies can impact project plan execution.

<Correct>

3. Organizational policies generally only impact the HR and the procurement portions of projects.
4. Project Plan execution is independent of organizational policies, except in a strong matrix
or projectized structure.
Explanation :
Organizational policies can impact project plan execution. Organizational policies also impact
the development of the project plan, and they also affect the execution.
Project Plan execution is not independent of organizational policies, except in a strong matrix
or projectized structure. Project Plan execution is affected by organizational policies.
Organizational policies do not generally only impact the HR and the procurement portions of
projects. Organizational policies can affect any aspect of the project.
Organizational policies affect both the Project Plan development and the execution of the Project
Plan.
Objective:
Plan
Sub Objective(s):
Human Resources
Organizational Policies
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Page: 290

Project Management Professional (PMP)


Question ID : xxPMI_PMP-183

________________________________________________________________________________________________________________
You are creating a project management plan. You find it is impossible to get everyone on your
team on the same page, even though you have been sending out regular updates through e-mails and
personal memos, as promised.
You have failed as a project manager (PM) in your:
1. selection of the right staff.
2. information distribution.
3. communication planning.
4. use of a Project Management Information System (PMIS).

<Correct>

Explanation :
The correct answer is to use a PMIS. Even if the communication methods have been defined and
distribution is taking place, it appears that the information is not reaching a logical end, e.g.
updating the project management plan on a shared environment.
The other answers are incorrect because they do not refer to the question underlying issue.
Objective:
Plan
Sub Objective(s):
Integrate
Cost of Quality
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Pages: 339 - 340

Project Management Professional (PMP)


Question ID : xxPMI_PMP-167

________________________________________________________________________________________________________________
You are using the quality policy, the scope statement, and product description as inputs into a
process that will use cost of quality tools and techniques to determine:
1. responsibilities and processes for quality management.

<Correct>

2. design of experiments.
3. project procurement quality imperatives.
4. evaluation benchmarks.
Explanation :
Responsibilities and processes for quality management are part of the Quality Management plan,
which is an output of quality planning.
Design of experiments is a tool and technique of quality planning.
Evaluation benchmarks and project procurement quality imperatives do not use the inputs stated in
the question.
Objective:
Plan
Sub Objective(s):
Quality
8 Developing the Project Team
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Effective Team Characteristics Page: 298

Project Management Professional (PMP)


Question ID : xxPMI_PMP-042

________________________________________________________________________________________________________________
A more experienced project manager volunteered to help you with Human Resource Planning for a new
and complex project. Before your meeting, she asks you to gather materials needed to prepare for
Human Resource Planning.
Which of the following documents or sets of information is not necessary to gather to help
prepare for Human Resource Planning?
1. Roles and Responsibilities <Correct>
2. Stakeholder desires
3. HR policy documents
4. Previous Human Resources plans
Explanation :
The correct answer is "Roles and Responsibilities." This is an output of Human Resource Planning.
"Previous Human Resources plans" is an incorrect response. It is always a good idea to look for
previous plans. Templates are especially useful. There are only a limited number of
organizational architectures, and a few templates should cover almost all situations. The PMBOK
encourages project managers to reuse resources whenever possible.
"HR policy documents" is an incorrect response. Some HR policies are related to organizational or
team structure issues.
"Stakeholder desires" is an incorrect response. The needs and wishes of the stakeholders should
be considered in Human Resource Planning.
Objective:
Plan
Sub Objective(s):
Human Resources
Conflict of Interest
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 12 - Professional Responsibility Pages: 432 - 433

Project Management Professional (PMP)


Question ID : xxPMI_PMP-045

________________________________________________________________________________________________________________
McGregor expresses motivational theory through two personality types. Which is the best
description of these two personality types?
1. Theory X -mature personality - work is reward, Theory Y - infant personality - requires
direction.
2. Theory X - immature attitude, Theory Y - mature attitude.
3. Theory X - work is reward, Theory Y - requires direction.
4. Theory X - requires direction, Theory Y - work is reward.

<Correct>

Explanation :
According to the theory, X people tend to be lazy, unmotivated, and require direction. They
require constant supervision. Y people are self-motivated and can be managed rather than
supervised. A manager who believes most of his team is composed of X people may use authoritarian
techniques. A manager who sees her team as composed of Y people will adopt a more positive
leadership style and will encourage team participation.
"Theory X - work is reward, Theory Y - requires direction." is an incorrect response because the
descriptions are reversed. Theory X people need direction, and Theory Y people get satisfaction
from accomplishment.
"Theory X - immature attitude, Theory Y - mature attitude" is an incorrect response because the
theory does not deal with levels of maturity.
"Theory X -Mature personality - work is reward, Theory Y - Infant personality - requires
direction" is an incorrect response because the descriptions are reversed, and the theory does
not deal with personality.
Objective:
Plan
Sub Objective(s):
Human Resources
Getting to Leadership vs. Management
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8: Developing the Project Team Pages: 304 - 305

Project Management Professional (PMP)


Question ID : xxPMI_PMP-137

________________________________________________________________________________________________________________
You are the project manager in a well known aerospace company. You are responsible for delivering
the package for the Federal Aviation Administration (FAA) certification. Since your deliverables
are of an abstract nature without objective acceptance criteria, you expect several iterations
for each document before formal acceptance by the customer.
Which type of network logic diagram is most appropriate for your project?
1. Precedence Diagramming Method (PDM)
2. Arrow Diagramming Method (ADM)
3. Gantt Chart
4. Graphical Evaluation and Review Technique (GERT)

<Correct>

Explanation :
The most appropriate network logic diagram is Graphical Evaluation and Review Technique (GERT).
GERT allows for conditional advancement, so it can describe your project's iterations (loops)
correctly.
Precedence Diagramming Method (PDM), Arrow Diagramming Method (ADM) and Gannt Chart are incorrect
choices because they do not allow conditional treatment.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Activity Sequencing
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 69 - 70

Project Management Professional (PMP)


Question ID : xxPMI_PMP-515

________________________________________________________________________________________________________________
Who is responsible for developing the scope baseline?
1. project manager, project office, and functional team
2. project manager, project office, functional team and project sponsor <Correct>
3. project manager and project office
4. project manager
Explanation :
The scope baseline is defined by the WBS. The project manager, project office, functional team,
and project sponsor should all be involved with the creation of the WBS.
The other answer choices are incomplete.
Objective:
Plan
Sub Objective(s):
Scope
Scope Definition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Pages: 59 - 61

Project Management Professional (PMP)


Question ID : xxPMI_PMP-096

________________________________________________________________________________________________________________
You are using the quality policy, the scope statement, and enterprise standards as inputs into a
process that will utilize cost of quality tools and techniques to determine:
1. Project Procurement Quality Imperatives
2. Responsibilities and Processes for Quality Management

<Correct>

3. Design of Experiments
4. Evaluation Benchmarks
Explanation :
Responsibilities and processes for quality management are part of the Quality Management plan,
which is an output of Quality Planning.
Design of Experiments is a tool and technique of quality planning and the phrases
"Evaluation Benchmarks" and "Project Procurement Quality Imperatives" do not utilize the inputs
stated in the question.
Objective:
Plan
Sub Objective(s):
Quality
Contract Administration Cycle
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 21 Pages: 828 - 828

Project Management Professional (PMP)


Question ID : xxPMI_PMP-358

________________________________________________________________________________________________________________
What should be the expected accuracy level of estimates during the initiation phase of a project?
1. -10% to +25%
2. -10% to +10%
3. -25% to +75%

<Correct>

4. -35% to + 75%
Explanation :
The correct answer is -25% to +75% because an order of magnitude estimate has an accuracy of -25%
to +75% and is commonly used during initiation.
An accuracy level of -10% to +25% is also known as a budget estimate and is used to establish
funds and approval for the project.
Objective:
Plan
Sub Objective(s):
Cost
Cost Estimating
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 87

Project Management Professional (PMP)


Question ID : xxPMI_PMP-145

________________________________________________________________________________________________________________
Discretionary dependencies, which are needed for activity sequencing, are also known as:
1. Digital logic
2. CMOS logic
3. Soft logic

<Correct>

4. Hard logic
Explanation :
Discretionary dependencies and soft logic are synonyms. The project manager can use soft logic to
make decisions based on conditions outside of the project, best practices, or guidelines.
Hard logic is a synonym for mandatory dependencies.
Digital logic and CMOS logic are terms from electrical engineering and do not really apply to
project management.
Objective:
Plan
Sub Objective(s):
Time
Inputs to Activity Sequencing
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 69 - 69

Project Management Professional (PMP)


Question ID : xxPMI_PMP-288

________________________________________________________________________________________________________________
You are creating a project plan. You find that it is impossible to get everyone on your team on
the same page, although you have been sending out regular updates through e-mails and personal
memos, as promised. In what area have you failed as a project manager?
1. information distribution
2. communication planning
3. selection of the right staff
4. use of a PMIS (Project Management Information System)

<Correct>

Explanation :
You have failed in the use of a PMIS. Even if the communication methods have been defined and
distribution is taking place, it appears that the information is not is not having its desired
effect - to update the project plan in a shared environment.
The other answers are incorrect because they do not refer to the underlying issue.
Objective:
Plan
Sub Objective(s):
Integrate
Project Plan Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 4449 - 44

Project Management Professional (PMP)


Question ID : xxPMI_PMP-055

________________________________________________________________________________________________________________
You need to plan for acquiring your team. Your project functions in a project-oriented
environment, rather than a matrix environment. The staff will report administratively to you.
What tools or documents will not be helpful?
1. Staffing management plans
2. Training models

<Correct>

3. Project organization charts


4. Roles and responsibilities
Explanation :
The correct answer is "Training models," which does not help in staff acquisition planning.
"Roles and responsibilities," "Staffing management plans," and "Project organization charts" are
all possible inputs in staff acquisition.
Objective:
Plan
Sub Objective(s):
Human Resources
Inputs to Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-208

________________________________________________________________________________________________________________
An important part of any project is to ensure that your stakeholders are properly identified.
Stakeholder analysis involves which the following?
1. Providing status reporting to describe where the project now stands
2. Logistics of how many individuals will be involved with the project and at which locations
3. Methods and technologies suited to the project that will provide the information
needed <Correct>
4. Providing as much information as possible, ensuring everyone has all the details
Explanation :
Stakeholder analysis involves methods and technologies suited to the project that will provide
the information needed. The important concepts in stakeholder analysis are needed information and
appropriate technologies.
Providing as much information as possible, ensuring everyone has all the details is not involved
with stakeholder analysis. Everyone does not need all the details. Such effort is not only a
waste of time, but it leads to confusion.
Status reporting is not used in stakeholder analysis.
Objective:
Plan
Sub Objective(s):
Communications
Tools and Techniques for Stakeholder Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 120

Project Management Professional (PMP)


Question ID : xxPMI_PMP-066

________________________________________________________________________________________________________________
You are asked to develop a detailed and comprehensive organizational plan. In organizational
planning, the supporting detail can include which of the following?
1. Interface list
2. Communications Plan
3. Resource Staff Usage Histogram

<Correct>

4. Budget Plan, Budget Approval, and Budget Source Chart


Explanation :
The Resource Staff Usage Histogram is a chart, usually by job categories, showing the hours
planned by time period. The purpose is to show staffing needs for each time period. At this
point, the team has not been selected, so job categories or groups are the lowest level of
resource available.
Budgeting is not normally part of the organization plan.
Interfaces are not part of organizational planning.
The Communications Plan is separate from the Organizational Plan.
Objective:
Plan
Sub Objective(s):
Human Resources
Outputs from Organizational Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9: Human Resource Management Pages: 111 - 112

Project Management Professional (PMP)


Question ID : xxPMI_PMP-512

________________________________________________________________________________________________________________
Identifying alternative approaches is part of what step of the scope management process?
1. Scope Change Control
2. Scope Planning
3. Scope Definition

<Correct>

4. Scope Initiation
Explanation :
The correct answer is "Scope Definition." Alternative identification is a general term for any
technique used to produce different approaches to the project. There are various general
management techniques often used here, most common of which are brainstorming, Delphi technique
and lateral thinking. Lateral thinking is a creative approach to team problem-solving where all
concepts and issues related to a problem are considered. The goal is to form a new thought
pattern and a fresh approach to solving a problem. Delphi is a group technique that extracts and
summarizes anonymous groups input so that you can choose among various alternatives. This
technique is often used to arrive at an estimate or forecast.
"Scope Initiation" is an incorrect choice because Scope Initiation commits the organization to
the project of next phase.
"Scope Planning" is an incorrect choice because Scope Definition develops the WBS.
"Scope Change Control" is an incorrect choice because Scope Change Control controls changes by
reviewing performance reports and change requests.
Objective:
Plan
Sub Objective(s):
Scope
Tools and Techniques for Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-190

________________________________________________________________________________________________________________
You are asked to help design a recognition and reward system for a new project. Your manager
suggests a small monthly bonus check for everyone on the team. Why should you reject the idea as
presented?
1. Research shows that money is not an effective reward.
2. The check should be accompanied by an individual note from the Project Manager or Project
Sponsor.
3. The monthly check is a better reward if the amount starts small and then increases gradually
throughout the project.
4. Everyone gets the reward, regardless of performance.

<Correct>

Explanation :
You should reject the idea as presented because everyone gets the reward, regardless of
performance. Rewards and recognition should be directly tied to performance. Since everyone gets
the check on a regular schedule, performance is not involved.
Money is at least a temporarily effective reward if it is tied to performance.
While a personal note is always appreciated, the reward will not be effective if it is not tied
directly to performance.
Objective:
Plan
Sub Objective(s):
Human Resources
Reward and recognition systems
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resource Management Page: 115

Project Management Professional (PMP)


Question ID : xxPMI_PMP-060

________________________________________________________________________________________________________________
A Responsibility Assignment Matrix (RAM) is a useful tool in both small and large projects.
Which of the following is NOT true about a RAM?
1. The RAM is prepared only at the Phase level, approved by stakeholders, and followed
throughout the approval process.
<Correct>
2. The RAM shows the signoff authority at different stages of the project.
3. The RAM shows participation by both individuals and groups.
4. The RAM shows which team member will participate in what phases of the project.
Explanation :
On larger projects, a RAM can be prepared at various levels. For example, a high level RAM may
show the five phases of the life cycle, while a more detailed RAM may break down the Analysis
phase into subphases, each with its own set of participants, reviewers, and approvers.
"The RAM shows which team member will participate in what phases of the project" is an incorrect
response. This is a true statement. The RAM not only shows participation, but also shows which
resources are responsible for accountability, review, input, and signoff.
"The RAM shows the signoff authority at different stages of the project." is an incorrect
response. This is a true statement.
"The RAM shows participation by both individuals and groups" is an incorrect response. This is a
true statement. A RAM can show individuals or groups, or a combination. If a group name is used,
it may be helpful to have the manager's name along with the group name to assure accountability.
Objective:
Plan
Sub Objective(s):
Human Resources
Motivating the Team
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Pages: 302 - 302

Project Management Professional (PMP)


Question ID : xxPMI_PMP-193

________________________________________________________________________________________________________________
You are mentoring junior project managers on the subject of team building. Which statement is
true about team building?
1. Good organizational planning will make up for a lack of team building, because a well defined
organization will usually lead to an effective team.
2. Good organization planning has no relationship to team building because they have different
purposes.
3. Good organizational planning is not a substitute for team building.

<Correct>

4. Good organizational planning is workable only with an effective team.


Explanation :
Good organizational planning is not a substitute for team building. While good organizational
planning gives the project manager a foundation for building an effective team, even with the
best organizational plan, the project manager must still focus on team building.
A well defined organization will not usually lead to an effective team. A well defined
organization may provide a good foundation for an effective team, but an effective team can
happen even with a less-than-satisfactory organization.
"Good organization planning has no relationship to team building because they have different
purposes" is an incorrect response. This statement is false. A good organization -- like other
factors -- can make it easier to build an effective team.
Good organization planning can be successful with both effective and dysfunctional teams.
Objective:
Plan
Sub Objective(s):
Human Resources
Effective Team Characteristics
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Page: 299

Project Management Professional (PMP)


Question ID : xxPMI_PMP-335

________________________________________________________________________________________________________________
What does a backward pass involve calculating?
1. late start and early finish dates
2. late start and late finish dates

<Correct>

3. early start and early finish dates


4. early start and late finish dates
Explanation :
A backward pass is the calculation of late finish dates and late start dates for the uncompleted
parts of all network activities.

Objective:
Plan
Sub Objective(s):
Time
Definitions
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Glossary Page: 198

Project Management Professional (PMP)


Question ID : xxPMI_PMP-251

________________________________________________________________________________________________________________
What type of probability distribution does the PERT weighted method utilize?
1. triangular
2. beta <Correct>
3. uniform
4. lognormal
Explanation :
The PERT weighted distribution method uses beta probability distribution. The PERT weighted
distribution equation for expected value is: (P + 4ML + O) / 6.
With triangular probability distribution, the expected value equation is (P + ML + O) / 3.
Lognormal and uniform use the standard statistically-based standard deviation.
Objective:
Plan
Sub Objective(s):
Risk
References :
Outputs from Quantitative Risk Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 139 - 139
Tools and Techniques for Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Team Management Pages: 76 - 76

Project Management Professional (PMP)


Question ID : xxPMI_PMP-509

________________________________________________________________________________________________________________
A project team carefully examines cost tradeoffs and concludes that the increase in product
design cost will be offset by a decrease in product production costs. What is the team engaged in?
1. scope planning

<Correct>

2. initiation
3. scope verification
4. scope definition
Explanation :
Scope planning tools and techniques involve product analysis, alternative identification, and
benefit/cost analysis.
Initiation, scope definition, and scope verification do not involve analysis of the cost tradeoffs.
Objective:
Plan
Sub Objective(s):
Scope
Scope Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 56

Project Management Professional (PMP)


Question ID : xxPMI_PMP-158

________________________________________________________________________________________________________________
Which of the following is not an output of the Acquire Project Team process?
1. Resource Availability documents
2. Acquisition of resources

<Correct>

3. Updates to the Staffing Management Plan


4. Project staff assignments
Explanation :
The correct answer is "Acquisition of resources". This is a tool and technique of the Acquire
Project Team Resources, not an output.
"Updates to the Staffing Management Plan," "Resource Availability documents," and "Project staff
assignments" are incorrect responses because they are all outputs of the Acquire Project Team
Resources process.
Objective:
Plan
Sub Objective(s):
Human Resources
Inputs to Procurement Planning -Product Description
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Procurement Planning Page: 146

Project Management Professional (PMP)


Question ID : xxPMI_PMP-455

________________________________________________________________________________________________________________
During resource planning, the performing organization's policies regarding staff acquisition must
be taken into consideration. They are _____________ for your project.
1. opportunities
2. strengths
3. assumptions
4. constraints <Correct>
Explanation :
The correct answer is "constraints" because they limit your options.
"Opportunities," "strengths" and "assumptions" are incorrect choices because they do not describe
limitations in your choice.
Objective:
Plan
Sub Objective(s):
Cost
Tools and Techniques for Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-161

________________________________________________________________________________________________________________
You are the project manager for the installation of a new accounts payable system that will
include ten manufacturing plants and five warehouses in three countries. You have the option of
selecting only team members from the corporate office or creating a virtual project team with
members from various plant and warehouse locations.
In this situation, what is not a valid reason for creating a virtual project team?
1. Take advantage of work during different time zones
2. Add local expertise
3. Reduce travel costs
4. Reduce communication needs

<Correct>

Explanation :
The correct answer is "Reduce communication needs." Communication becomes more important and
often more complex with a virtual project team. Teleconferencing can often help improve
communication, but many challenges remain, including language culture, and time zones.
"Reduce travel costs" is an incorrect response. Reducing travel costs is a potential
justification for forming virtual teams.
"Add local expertise." is an incorrect response. Local employees often have valuable knowledge of
the situation that employees at other locations may not have.
"Take advantage of work during different time zones." is an incorrect response. In some projects,
by carefully assigning tasks, team members may be more efficient by working on different
schedules. Again, this requires exceptional communication and coordination.
Objective:
Plan
Sub Objective(s):
Human Resources
9.2.2.4 Acquire Project Teams: Tools and Techniques
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resource Management Pages: 210 - 211

Project Management Professional (PMP)


Question ID : xxPMI_PMP-149

________________________________________________________________________________________________________________
During the Activity Sequencing for your project you see that the Statement of Work (SOW) contains
"a customer review of user documentation," which must be performed by the customer's engineering
team before proceeding to the next project phase. You will make the kick-off of the next project
phase dependent on the completed review by the customer.
This type of dependency is called:
1. Extreme dependency
2. Next project phase dependency
3. Review dependency
4. External dependency

<Correct>

Explanation :
An external dependency indicates a relationship between project and non-project activities.
Extreme dependency, review dependency, and next project phase dependency are not defined project
management phases.
Objective:
Plan
Sub Objective(s):
Time
Inputs to Activity Duration Estimating
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 69 - 69

Project Management Professional (PMP)


Question ID : xxPMI_PMP-140

________________________________________________________________________________________________________________
After interviewing the senior engineers on your team, you learn that the duration estimates for
an activity are: WC = 210 days (pessimistic estimate), BC = 102 days (optimistic estimate) and ML
= 135 days (most likely estimate).
What is the expected value for the activity duration using Program Evaluation and Review
Technique (PERT)?
1. 142 days

<Correct>

2. 150 days
3. 140 days
4. 149 days
Explanation :
The expected value for the activity duration using Program Evaluation and Review Technique (PERT)
is 142 days. You can use the formula (WC + 4ML + BC)/6 to calculate the correct answer.

Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 75 - 76

Project Management Professional (PMP)


Question ID : xxPMI_PMP-312

________________________________________________________________________________________________________________
Hard logic is often referred to as _____________.
1. external dependency
2. independent dependency
3. discretionary dependency
4. mandatory dependency

<Correct>

Explanation :
A mandatory dependency is inherent in the nature of the work being done and is also called hard
logic. It often involves physical limitations. For example, in a construction project it is
impossible to erect the superstructure until the foundation has been laid.
There are 3 types of dependencies: mandatory, discretionary, and external. All are inputs to the
activity sequencing process.
Discretionary dependency is a synonym for soft logic.
External dependency involves a relationship between project activities and non-project activities.
Independent dependency is not a defined project management term and is a contradiction in terms.
Objective:
Plan
Sub Objective(s):
Time
Inputs to Activity Sequencing
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 68

Project Management Professional (PMP)


Question ID : xxPMI_PMP-075

________________________________________________________________________________________________________________
What tool is consistently used to document the roles and responsibilities on a project?
1. organizational chart
2. role administration matrix
3. responsibility and role hierarchy
4. responsibility assignment matrix

<Correct>

Explanation :
The responsibility assignment matrix (RAM) shows the responsibilities and assignments of
individuals or groups, by phase, or by some other breakdown. This is an effective tool for
linking roles and responsibilities to the project scope.
Role administration matrix and responsibility and role hierarchy are not terms used in project
management.
The standard organizational chart shows only the reporting relationships and does not show
assignments or responsibilities.
Objective:
Plan
Sub Objective(s):
Communications
Outputs from Organizational Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resource Management Pages: 110 - 110

Project Management Professional (PMP)


Question ID : xxPMI_PMP-267

________________________________________________________________________________________________________________
You are in the quantitative risk analysis process. What is a possible initial step in quantifying
the probabilities and consequences of risks in your project?
1. probability/impact risk rating matrix analysis
2. interview and analysis

<Correct>

3. decision tree analysis


4. sensitivity analysis
Explanation :
Interviewing in the quantitative risk analysis process is done to determine and measure the
probabilities of and consequences affecting project objectives. Project stakeholders are an
important resource. You should not ignore their contribution potential.
Decision tree analysis and Sensitivity analysis are both tools and techniques in quantitative
risk analysis, but a more appropriate first step is to gather information. Interviewing will do
this, but the other tools will not.
Probability/impact risk rating matrix analysis is actually a tool and technique within
qualitative risk analysis.
Objective:
Plan
Sub Objective(s):
Risk
Tools and Techniques for Quantitative Risk Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 138 - 138

Project Management Professional (PMP)


Question ID : xxPMI_PMP-260

________________________________________________________________________________________________________________
You have just been assigned a new project. This is a big one with a lot at stake, and you know
that some risk management planning will be needed. You should begin the risk management planning:
1. concurrent with cost estimating, and after the schedule management plan has been developed.
2. after decomposition, but before your cost baseline has been established.

<Correct>

3. before the WBS has been developed, and before your cost baseline has been established.
4. after the WBS has been developed, and before roles and responsibilities have been defined.
Explanation :
You should begin the risk management planning after decomposition, but before your cost baseline
has been established. An output from process decomposition is the project's WBS. You will need
the WBS to start your risk management planning. Also, the cost budgeting process requires the
risk management plan, output from the risk management planning process. Therefore, your risk
management planning begins after process decomposition in scope definition, and before your cost
baseline is produced in cost budgeting.
Because risk management planning requires the WBS, it cannot be done before the WBS is developed.
The schedule management plan is an output of the schedule development process, which should occur
after risk management planning. You cannot plan well for risks if your schedule has already been
developed.
Because roles and responsibilities are an input into the risk management planning process, risk
management planning cannot be done before roles and responsibilities are defined.
Objective:
Plan
Sub Objective(s):
Risk
Risk Management Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 129 - 130

Project Management Professional (PMP)


Question ID : xxPMI_PMP-324

________________________________________________________________________________________________________________
A project calendar:
1. is another term for resource schedule.
2. affects a specific resource.
3. is fixed and cannot be adjusted.
4. identifies when work is allowed.

<Correct>

Explanation :
Project calendars identify periods when the work is allowed and affect all resources such as
normal business hours or shift work timeframes.
Resource calendars are not the same as project calendars. They affect a specific resource such as
a team member on vacation or a category of resources such as a group of members available only on
certain days of the week.
The project calendar affects all resources.
The project calendar can change during the project.
Objective:
Plan
Sub Objective(s):
Time
Inputs to Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 74

Project Management Professional (PMP)


Question ID : xxPMI_PMP-052

________________________________________________________________________________________________________________
The Organizational Breakdown Structure (OBS) can best be described as:
1. the organization that provides administrative, organizational, and logistical support.
2. a list of tasks assigned to each organizational area. <Correct>
3. the breakdown by cost and/or budget for the entire project, including
administrative/organizational support.
4. the supplement to the Work Breakdown Structure.
Explanation :
The OBS is the list of tasks assigned to each organizational area. The OBS is structured by
areas, and each area contains a list of tasks and responsibilities. It can be created from the
Work Breakdown Structure (WBS), after the work packages have been assigned.
The OBS is not the organization that provides administrative support because administrative
support is only one part of the total project.
The OBS is not the supplement to the Work Breakdown Structure. Although it is created after the
WBS, it is not the best answer.
The OBS is not the breakdown by cost and/or budget for the entire project, including
administrative support. The OBS does not directly deal with cost. Instead, the Resource Breakdown
Structure (RBS) is often used to estimate and track costs, since it functions at the individual
resource level.
Objective:
Plan
Sub Objective(s):
Human Resources
Section 9.1.3.3
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9: Human Resource Management Pages: 110 - 110

Project Management Professional (PMP)


Question ID : xxPMI_PMP-243

________________________________________________________________________________________________________________
What is meant by the following phrase?
"The fundamental principle of proportionate expenditure must never be violated when selecting
management and mitigation strategies."
1. Don't throw a $1,000 solution at a $100 problem.

<Correct>

2. Ensure that there is sufficient management reserve for high impact and high probability risks.
3. Ensure that there is sufficient contingency reserve for both high impact and high probability
risks.
4. Ensure that there is sufficient management reserve for high impact risks.
Explanation :
Don't throw a $1,000 solution at a $100 problem. Make sure that the benefits outweigh the costs
of any mitigation effort. Why spend more than what might be saved?
Each of the other answers refers to reserve - either management or contingency - which is
incorrect. If you are tapping your reserve to manage high impact/high probability risks, then
your risk planning has been insufficient.
Objective:
Plan
Sub Objective(s):
Risk
Tools and Techniques for Risk Response Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 141 - 143

Project Management Professional (PMP)


Question ID : xxPMI_PMP-309

________________________________________________________________________________________________________________
A loop is _____________________.
1. allowed in GERT

<Correct>

2. used in fast tracking


3. analyzed using traditional network analysis
4. allowed in CPM and PERT
Explanation :
Loops are allowed in GERT, which stands for graphical evaluation review technique. A loop is a
network path that passes the same node twice.
Loops are not allowed in CPM and PERT. Loops cannot be analyzed using these traditional network
analysis techniques.
Loops are not analyzed using traditional network analysis. Network analysis is the process of
identifying early and late start and finish dates for the uncompleted portions of the project and
has nothing to do with loops.
Loops are not used in fast tracking. Fast tracking is compressing the schedule by overlapping
activities that would ordinarily be done in sequence and has nothing to do with loops.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for schedule development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 75

Project Management Professional (PMP)


Question ID : xxPMI_PMP-330

________________________________________________________________________________________________________________
Which is the most common type of logical relationship between two project activities in the PDM?
1. start to start (SS)
2. finish to finish (FF)
3. finish to start (FS)

<Correct>

4. start to finish (SF)


Explanation :
Precedence diagram method (PDM) is the most widely used network diagramming method. It is also
known as activity on node (AON). PDM supports four relationships (SS, SF, FS, and FF) and does
not allow for loops or conditional branches.
Start to finish (SF), start to start (SS), and finish to finish (FF) are seldom-used dependency
relationships.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Activity Sequencing
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 69

Project Management Professional (PMP)


Question ID : xxPMI_PMP-601

________________________________________________________________________________________________________________
In the make or buy analysis, which statement about the cost of managing the purchasing process is
true?
1. The cost of managing the purchasing process is always borne by the Purchasing or Procurement
department and is therefore not part of the make or buy calculations.
2. The cost of managing the purchasing process is a direct expense and is considered in the make
or buy calculations.
3. Indirect costs are not used in the make or buy calculations.
4. Indirect costs are used in the make or buy calculations.

<Correct>

Explanation :
Indirect costs are used in the make or buy calculations. Managing the purchasing process is an
indirect expense, and indirect expenses are considered in the make or buy calculations.
Indirect costs are considered in the make or buy calculations.
For the make or buy calculation, the cost of managing the purchase process is considered an
indirect cost to the project, and indirect costs are considered in the make or buy calculation.
The cost of managing the purchasing process is a not direct expense. The cost of managing the
purchasing process is an indirect expense.
Objective:
Plan
Sub Objective(s):
Procurement
Tools and Techniques for Procurement Planning - Make or Buy Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Procurement Planning Page: 146

Project Management Professional (PMP)


Question ID : xxPMI_PMP-274

________________________________________________________________________________________________________________
Imagine a matrix. Across the top are probability rankings of LOW, MED, and HIGH. Down the side
are impact rankings of LOW, MED, and HIGH. The matrix will have a total of nine cells.
What should you put into the cells, as appropriate, for qualitative risk analysis?
1. Project identified risks.

<Correct>

2. Project risk rankings from qualitative risk analysis.


3. Project constraints.
4. Project assumptions.
Explanation :
The matrix described is a risk probability and impact matrix, a tool and technique used in
qualitative risk analysis. Into each cell, you enter risks that correspond to the risk's
probability and the risk's project impact. This technique helps to identify the risks that
deserve the most attention by the project manager (HIGH PROBABILITY/HIGH IMPACT), and those risks
that may not need to be addressed at all (LOW PROBABILITY/LOW IMPACT).
Project risk rankings from qualitative risk analysis, project assumptions, and project
constraints all relate to risk identification and analysis, but the intent of the matrix is to
qualitatively assess the identified risks for their potential impact to the project. These
incorrect answers do not meet the intent of this technique.
Objective:
Plan
Sub Objective(s):
Risk
Tools and Techniques for Qualitative Risk Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 134 - 135

Project Management Professional (PMP)


Question ID : xxPMI_PMP-608

________________________________________________________________________________________________________________
In procurement, what term is used to solicit bids on a set of results?
1. Statement of Objectives (SOO)
2. Statement of Results (SOR)
3. Scope Statement
4. Statement of Work (SOW)

<Correct>

Explanation :
The correct answer is "Statement of Work (SOW)." SOW is used for a product, service or set of
results.
"Statement of Results (SOR)" is an incorrect response. There is no "Statement of Results."
"Scope Statement" is an incorrect response. The Scope Statement is an input to procurement
planning, but not generally used as a primary document to send to vendors.
"Statement of Objectives (SOO)" is an incorrect response. SOO is an older term that is not used
in the current PMBOK.
Objective:
Plan
Sub Objective(s):
Procurement
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-270

________________________________________________________________________________________________________________
Risk reduction practices include all of the following EXCEPT:
1. flexibility to make changes in project scope <Correct>
2. strict development cycle times
3. flexibility to allow for uncertainty in project progress
4. limitations on changes or innovation after project execution begins
Explanation :
Flexibility to make changes in project scope is not an acceptable risk reduction practice.
The other answer choices are all commonly accepted practices to reduce project risk.
Objective:
Plan
Sub Objective(s):
Risk
Risk and Concurrent Engineering
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 17 Pages: 699 - 701

Project Management Professional (PMP)


Question ID : xxPMI_PMP-014

________________________________________________________________________________________________________________
To ensure quality orientation, the team member must be equipped with the ___________,
______________, and ____________, as well as an understanding of the reason for completing the
work in a prescribed fashion.
1. ability, desire, permission
2. knowledge, skills, ability

<Correct>

3. desire, tools, procedures


4. desire, knowledge, skills
Explanation :
The correct and best answer is knowledge, skills, and ability. Quality cannot be assured without
knowledge, skills, and ability.
Desire is important, but knowledge is essential.
Permission is important but assumed.
Objective:
Plan
Sub Objective(s):
Quality
Project Quality Management
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Pages: 95 - 97

Project Management Professional (PMP)


Question ID : xxPMI_PMP-036

________________________________________________________________________________________________________________
You have just completed Organizational Planning for a new General Ledger system that will link to
all financial systems of all divisions in your corporation.
Which of the following is NOT in your document?
1. staffing management plan
2. project interfaces

<Correct>

3. project organization chart


4. supporting detail
Explanation :
Project Interfaces are not part of organizational planning. They are covered in Scope Management.
The project organization chart, the staffing management plan, and supporting detail are all
outputs of organizational planning.
Another important output that may be on the exam is the roles and responsibility assignments,
which is often documented in a Responsibility Assignment Matrix, or RAM.
Objective:
Plan
Sub Objective(s):
Human Resources
Outputs from Organizational Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9: Human Resource Management Pages: 110 - 112

Project Management Professional (PMP)


Question ID : xxPMI_PMP-254

________________________________________________________________________________________________________________
Your risk analysis involving your project scope reflects that your project has a 70% chance of
completing the scope by a specified date with an 80% chance of receiving approval for the scope
by a certain date.
Based on this data, what is the probability of both events occurring?
1. 0.75
2. 0.8
3. 0.56 <Correct>
4. 0.5
Explanation :
The correct answer is 56% or 0.56. The probability of both events occurring is calculated by
multiplying the probability of result one by the probability of result two. In this case, it is
0.80 x 0.70 for a 56% probability of occurrence.
The other choices do not correctly calculate the probability of both completing the scope by a
specified date and receiving approval for the scope by a certain date. If event1 AND event2, then
MULTIPLY the probabilities to get the probability of BOTH occurring. If event1 OR event2, then
ADD the probabilities to get the probability of one OR the other.
Objective:
Plan
Sub Objective(s):
Risk
Risk Response Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 140 - 143

Project Management Professional (PMP)


Question ID : xxPMI_PMP-327

________________________________________________________________________________________________________________
Graphical Evaluation and Review Technique (GERT) is a(n) ____________________.
1. conditional diagramming method

<Correct>

2. arrow diagramming method (ADM)


3. network template
4. activity-on-node method (AON)
Explanation :
GERT is a conditional diagramming method. GERT allows the representation of non-sequential
activities such as loops or conditional branches.
GERT is not a template.
Arrow diagramming method (ADM) and activity-on-node method (AON) are alternative diagramming
methods to the GERT method.
Objective:
Plan
Sub Objective(s):
Time
Tools and Techniques for Activity Sequencing
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 70

Project Management Professional (PMP)


Question ID : xxPMI_PMP-317

________________________________________________________________________________________________________________
Referring to the exhibit, what is the latest day activity G can be started?
1. 10
2. 17
3. 18

<Correct>

4. 11
Explanation :
The latest day activity G can be started is 18 because the LS is end of day 17 which is
equivalent to the beginning of the day 18. See below for the early and late dates for each
activity in the exhibit using the "start at day 0 method" of calculating:
Activity "A": ES = 0; EF = 6; LS = 0; LF = 6
Activity "B": ES = 6; EF = 8; LS = 6; LF = 8
Activity "C": ES = 8; EF = 10; LS = 8; LF = 10
Activity "D": ES = 10; EF = 13; LS = 22; LF = 25
Activity "E": ES = 13; EF = 15; LS = 25; LF = 27
Activity "F": ES = 7; EF = 9; LS = 15; LF = 17 (ES is 7 not 8 due to "FS" lead of 1 from task
"B.")
Activity "G": ES = 9; EF = 12; LS = 17; LF = 20
Activity "H": ES = 12; EF = 19; LS =20 LF = 27
Activity "I": ES = 10; EF = 12; LS = 10; LF = 12
Activity "J": ES = 12; EF =16; LS = 12; LF = 16
Activity "K": ES = 16; EF = 23; LS = 16; LF = 23
Activity "L": ES = 27; EF = 31; LS = 27; LF = 31 (ES is 27 not 23 due to "FS lag of 4 from task
"K.")
It is essential that you know how to calculate the early and late start/finish dates in a PDM
diagram.
Objective:
Plan
Sub Objective(s):
Time
Outputs from Schedule Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Page: 77

Project Management Professional (PMP)


Question ID : xxPMI_PMP-070

________________________________________________________________________________________________________________
Helping team members energize themselves so they can overcome bureaucratic roadblocks is an
example of:
1. human resource preparation
2. project management
3. motivation
4. leadership

<Correct>

Explanation :
Helping team members energize themselves so they can overcome bureaucratic roadblocks is an
example of leadership. Leadership also inspires project team members to overcome political and
social barriers that they encounter. Leadership inspires people to perform actions that may be
outside of their normal and expected roles.
Project management, motivation, and human resource preparation are all incorrect responses. They
play a part in encouraging team members to overcome obstacles, but leadership provides the
overall inspiration and motivation to seek unusual solutions to problems.
Objective:
Execute
Sub Objective(s):
Human Resources
Leading
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 2 - The Project Management Context Pages: 24 - 24

Project Management Professional (PMP)


Question ID : xxPMI_PMP-181

________________________________________________________________________________________________________________
You are managing a governmental project to build a bridge and have very tight deadlines and many
constraints, including weather. The client points out that some of the staff reporting structures
are not flexible enough to handle certain situations.
Should you agree to modify the reporting relationships?
1. No, because reporting relationships have little bearing on flexibility, while other aspects
may have more impact on flexibility.
2. No, because organizational planning should be done in the early stages, be approved by all,
and continue.
3. Yes, because the goal of a project is meet stakeholder expectations.
4. Yes, because organizational plans can change during a project.

<Correct>

Explanation :
You should agree to modify the reporting relationships because organizational plans can change
during a project. Although plans are defined and approved in the early stages, events can require
changes.
Organizational planning is subject to periodic review. New situations and changing events can
require adjustments in a nay plan.
Reporting relationships often have a major impact on flexibility.
One of the goals of a project is stakeholder expectations, but a plan is never changed simply
because of a request. There must be a valid and logical reason for a change.
Objective:
Execute
Sub Objective(s):
Human Resources
Organizational Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resource Management Pages: 108 - 109

Project Management Professional (PMP)


Question ID : xxPMI_PMP-040

________________________________________________________________________________________________________________
A junior project manager asks you for advice on his team problems. You describe the Tuckman
Model, which explains the four stages of team development. What is the correct sequence of stages?
1. Norming, Forming, Storming, and Performing
2. Storming, Forming, Norming and Performing
3. Forming, Norming, Storming, and Performing
4. Forming, Storming, Norming and Performing<Correct>
Explanation :
The typical sequence is:
1. A team is formed (Forming).
2. There is conflict as team members develop roles and lines of authority (Storming).
3. The situation settles down (Norming).
4. The team performs (Performing).
Summary of the four phases of team development:
Forming: also called floundering - This is the awkward time when a team just comes together and
everyone is getting to know each other and their role on the project. It is time for getting
acquainted.
Storming: also called conflict - At this stage teams begin to confront issues and other team
members. Conflict over goals, priorities, and roles can cause tension and disagreement. It is a
time of competitive tension.
Norming: also called organized - The team is now demonstrating cohesiveness and cooperation to
meet project objectives. At this stage, teams are better able to handle roadblocks because
procedures are established and skills have been developed. It is a time for developing procedures
and policies.
Performing: also called productive - The team is performing at a high level and there is mutual
trust among the team members. Roles and procedures are accepted, understood and followed. It is
now an effective team.
Objective:
Execute
Sub Objective(s):
Quality
Developing the Project Team
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8: Developing the Project Team Pages: 296 - 296

Project Management Professional (PMP)


Question ID : xxPMI_PMP-614

________________________________________________________________________________________________________________
What is NOT one of the purposes of quality audits?
1. to determine quality evaluation criteria

<Correct>

2. to measure project progress and take corrective action as needed


3. to determine if the right elements are being measured
4. to identify lessons learned for future projects
Explanation :
Determining quality evaluation criteria is not one of the purposes of quality audits. This
activity is performed during quality planning.
Objective:
Execute
Sub Objective(s):
Quality
Quality Tools and Quality Audits
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 341

Project Management Professional (PMP)


Question ID : xxPMI_PMP-043

________________________________________________________________________________________________________________
When will team development efforts have the most benefits?
1. Throughout the five phases of the project
2. Early in the project <Correct>
3. During the labor intensive phases of the project
4. During critical time periods throughout the project
Explanation :
The correct answer is "Early in the project." Project development efforts have benefits any time;
however, the most benefits occur when project development efforts are conducted early in the
project.
"During critical time periods throughout the project." is an incorrect response.
"During the labor intensive phases of the project." is an incorrect response.
"Throughout the five phases of the project." is an incorrect response. Training early in the
project tends to have the most benefits.
Objective:
Execute
Sub Objective(s):
Human Resources
Conflict of Interest
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 12 - Professional Responsibility Pages: 432 - 433

Project Management Professional (PMP)


Question ID : xxPMI_PMP-412

________________________________________________________________________________________________________________
You were considering a fixed price plus incentive contract for a large portion of your project.
After questioning by the senior vice president, you change to a cost plus fixed fee contract. The
senior vice president questions your new decision and asks about the risk in a cost plus fixed
fee arrangement.
How do you respond?
1. Your project holds most of the risk. <Correct>
2. The risk is shared equally due to the fee.
3. The risk depends on the degree of definition provided. If the requirements are well defined,
the risk is low for both parties.
4. The vendor has most of the risk.
Explanation :
In any type of cost reimbursable contract, the buyer holds most of the risk. The buyer has agreed
to pay all the costs, whatever they might be. The fee is simply an extra payment when the work is
completed and accepted. However, some cost reimbursable contracts may have predefined limits that
will trigger contract termination and re-negotiation of a new contract.
The vendor does not have most of the risk. The buyer (the project) has most of the risk, since
the project has agreed to pay all the costs, whatever they might be.
The risk is not shared equally due to the fee. The buyer (the project) has most of the risk,
since the project has agreed to pay all the costs, whatever they might be. The fee is simply an
extra payment when the work is completed and accepted.
Cost reimbursable contracts are used when the requirements are not well defined and there is some
ambiguity about the effort involved. Since the contract type has been determined, one can assume
that the requirements are not well defined.
Objective:
Execute
Sub Objective(s):
Procurement
Cost Plus Fixed Fee
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 6 - Establishing Project Planning Controls Page: 225

Project Management Professional (PMP)


Question ID : xxPMI_PMP-593

________________________________________________________________________________________________________________
You are starting performance reporting and need to locate the baselines.
Where would they be found?
1. performance plan
2. project plan <Correct>
3. None of the answers is correct.
4. communications plan
Explanation :
The baselines are located in the project plan.
Objective:
Execute
Sub Objective(s):
Communications
Inputs to Performance Reporting - Project Plan
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 Project Communications Management Page: 122

Project Management Professional (PMP)


Question ID : xxPMI_PMP-404

________________________________________________________________________________________________________________
Michelle, a project manager, explains to Joe, one of her team leaders, about the vendor
solicitation process that is about to start. He is concerned about the effect on the project
budget. Michelle tells Joe that:
1. he should submit a change request to gain approval for the increased project time.
2. solicitation project expense can be charged to administrative time.
3. solicitation time is negligible.
4. most of the effort is expended by the sellers. <Correct>
Explanation :
Most of the effort in the vendor solicitation process is expended by the sellers. This effort is
usually expended at no direct cost to the project.
Joe does not need to submit a change request to gain approval for the increased project time.
Since most of the time in solicitation activities is spent by the sellers, it has little effect
on the project budget. However, if the original project plan did not include any time for
solicitation activities, this statement would be true.
Solicitation time is not negligible. Some time must be spent by the project team on solicitation
activities, but in comparison, the sellers usually spend more effort than the buyers.
Solicitation project expense cannot be charged to administrative time. Time spent by the project
team in solicitation activities is charged to the project.
Objective:
Execute
Sub Objective(s):
Procurement
Administering the Contract
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 - Measuring and Controlling Performance Page: 336

Project Management Professional (PMP)


Question ID : xxPMI_PMP-617

________________________________________________________________________________________________________________
Benchmarking in quality assurance is:
1. creating a standard based on all projects.
2. determining the relationship of quality problems to similar projects.
3. comparing actual or planned project practices to other projects.

<Correct>

4. developing normative values based on previous project results.


Explanation :
Benchmarking in quality assurance is comparing actual or planned project practices to other
projects.
Benchmarking in quality assurance is not creating a standard based on all projects. This may be
one of the outputs of benchmarking.
Benchmarking in quality assurance is not developing normative values based on previous project
results. This could be an activity performed during benchmarking.
Benchmarking in quality assurance is not determining the relationship of quality problems to
similar projects.
Objective:
Execute
Sub Objective(s):
Quality
Tools and Techniques for Quality Planning - Benchmarking
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 98

Project Management Professional (PMP)


Question ID : xxPMI_PMP-085

________________________________________________________________________________________________________________
Which of the following is NOT an example of formal communication?
1. Contracts with the vendors and subcontractors
2. Project Charter
3. Project engineer's notes

<Correct>

4. Risk Management Plan


Explanation :
The Project engineer's notes are personal documents and not formal documents.
The Risk Management Plan, the Project Charter, and the contracts with the vendors and
subcontractors are formal documents.
Objective:
Execute
Sub Objective(s):
Communications
Examining the results of Information Distribution
PMP Project Management Professional Study Guide by Joseph Phillips
Chapter: Chapter 10 - Project Communications Management Pages: 397 - 398

Project Management Professional (PMP)


Question ID : xxPMI_PMP-188

________________________________________________________________________________________________________________
Staff development is most complicated under a _______________ environment.
1. strong matrix
2. balanced
3. weak matrix <Correct>
4. projectized
Explanation :
Staff development is most complicated under a weak matrix environment. Under this approach, the
project manager has limited power, and the resources report to the functional manager. The
project manager has little authority to assign the resources to project staff development
activities. With limited authority, project staff development can be very difficult.
In a strong matrix environment, the project manager does have significant authority and could
probably assign resources to staff development activities.
While the project manager in a balanced environment may not have enough authority to launch
project development activities, this structure is better than the weak matrix for staff
development.
In the projectized structure, the resources work for the project manager, and the project manager
can assign the staff to activities of his choice.
Objective:
Execute
Sub Objective(s):
Human Resources
Team Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resource Management Page: 114

Project Management Professional (PMP)


Question ID : xxPMI_PMP-626

________________________________________________________________________________________________________________
You are the project manager (PM) on a large construction project.
Where would you expect to find technical documentation, such as requirements, specifications, and
conceptual designs?
1. In the Preliminary Project Scope Statement <Correct>
2. In the Project Plan
3. In the Staffing Management Plan
4. In the Scope Management Plan
Explanation :
The correct answer is "In the Preliminary Project Scope Statement" as stated in PMBOK. You have
to memorize all parts of the project plan for the exam.
"In the Staffing Management Plan," "In the Scope Management Plan" and "In the Project Plan" are
incorrect choices because they typically do not include technical details.
Objective:
Execute
Sub Objective(s):
Integrate
Project Stakeholders
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 - Project Management Context Page: 16

Project Management Professional (PMP)


Question ID : xxPMI_PMP-061

________________________________________________________________________________________________________________
The senior vice president asks you for a list of everyone involved during the design and
programming phases of your business-critical project. She wants to send an e-mail emphasizing the
importance of this project to the Marketing Department.
What is the best document to help you prepare the list?
1. Task Plan Detail by Phase
2. Responsibility Assignment Matrix

<Correct>

3. Staffing Management Plan


4. Team Directory
Explanation :
The Responsibility Assignment Matrix (RAM) contains a list of individuals and/or groups who are
involved in each phase or lower-level portion. The involvement is identified with a code that
means participant, reviewer, information provider, and approver. Other codes can be added if
needed.
The Staffing Management Plan describes the process of staffing and does not list individuals.
The Team Directory lists only names, and not when the people participate.
The Task Detail Plan by Phase can provide the information, but the RAM is a better choice.
Objective:
Execute
Sub Objective(s):
Human Resources
Developing the Project Team
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Pages: 296 - 296

Project Management Professional (PMP)


Question ID : xxPMI_PMP-611

________________________________________________________________________________________________________________
You are performing a quality assurance audit, and a team member objects to the time spent in
doing quality audits. He supports his objections with the Deming theories on quality.
According to Deming, what percentage of the cost of quality is management's responsibility?
1. 85

<Correct>

2. 90
3. 75
4. 25
Explanation :
W. Edwards Deming believed that 85% of the cost of quality is the responsibility of management.
Incorrectly using his philosophy tends to blame management for quality problems. Project managers
should understand the Deming approach and recognize that although management does have some
responsibility for quality, the team and stakeholders have the major share of responsibility.
Objective:
Execute
Sub Objective(s):
Quality
Cost of Quality
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Pages: 339 - 340

Project Management Professional (PMP)


Question ID : xxPMI_PMP-210

________________________________________________________________________________________________________________
When communicating, what is the sender is responsible for?
1. scheduling communication exchange
2. confirming message is understood <Correct>
3. presenting the message in the most favorable manner
4. ensuring the receiver agrees with the message
Explanation :
The sender is responsible for making the message clear, unambiguous, and complete, and for
verifying the message was understood.
The sender is not responsible for scheduling communication exchange. This is more likely a
responsibility of both the sender and receiver.
The sender is not required to ensure the receiver agrees with the message, only that it is
understood.
The sender is not responsible for presenting the message in the most favorable manner. It is more
important to present the message clearly and completely.
Objective:
Execute
Sub Objective(s):
Communications
Tools and Techniques for Information Distribution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 121

Project Management Professional (PMP)


Question ID : xxPMI_PMP-156

________________________________________________________________________________________________________________
You are managing a governmental project to build a bridge, and have very tight deadlines and many
constraints, including weather. The client points out that some of the staff reporting structures
are not flexible enough to handle certain situations.
Will you agree to modify the reporting relationships?
1. No because Human Resource Planning should be done in the early stages, approved by all, and
then continued.
2. Yes because Human Resource plans can change during a project. <Correct>
3. Yes because the goal of a project is to meet stakeholder expectations.
4. No because reporting relationships have little bearing on flexibility, while other aspects
may have more impact on flexibility.
Explanation :
The correct answer is "Yes because Human Resource plans can change during a project." Although
plans are defined and approved in the early stages, events can require changes.
"No because Human Resource Planning should be done in the early stages, approved by all, and
continue" is an incorrect response. Human Resource Planning is subject to periodic review. New
situations and changing events can require adjustments.
"No because reporting relationships have little bearing on flexibility, while other aspects may
have more impact on flexibility" is an incorrect response. Reporting relationships often have a
major impact on flexibility.
"Yes because the goal of a project is to meet stakeholder expectations." is an incorrect
response. One of the goals of a project is stakeholder expectations, but a plan is never changed
simply because of a request: there must be a valid and logical reason for a change.
Objective:
Execute
Sub Objective(s):
Human Resources
Tools and Techniques for Procurement Planning - Make or Buy Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Procurement Planning Page: 146

Project Management Professional (PMP)


Question ID : xxPMI_PMP-379

________________________________________________________________________________________________________________
Which terms are used to describe contested changes when the seller and project management team
disagree on compensation for the change?
1. claims, disputes, or arbitration
2. appeals, disputes, or mediation
3. mediation, claims or disputes
4. appeals, claims, or disputes <Correct>
Explanation :
Appeals, claims, or disputes are names for contested changes when the seller and the buyer (the
project team) cannot agree on payment for change requests in a contract.
Mediation is a tool or technique used in resolving disputes.
Arbitration is a tool or technique used in resolving disputes.
Objective:
Execute
Sub Objective(s):
Procurement
Inputs to Contract Administration - Change Requests
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 157

Project Management Professional (PMP)


Question ID : xxPMI_PMP-401

________________________________________________________________________________________________________________
Early termination of a contract is:
1. None of the answers is correct.
2. a form of contract closeout. <Correct>
3. handled almost entirely by the legal department or external legal counsel.
4. used only in Force Majeure situations.
Explanation :
Early termination of a contract is a form of contract closeout. The procedures for early
termination should be documented in the contract.
The early termination of a contract is not handled almost entirely by the legal department or
external legal counsel. Although the legal department is consulted regarding any deviations from
the contract, the project manager is primarily responsible for early terminations.
The early termination of a contract is not only used in Force Majeure situations. Force Majeure
refers to situations such as extreme weather, which are beyond the control of the seller.

Objective:
Execute
Sub Objective(s):
Procurement
Requisition - Solicitation Planning Process
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 - Measuring and Controlling Performance Page: 332

Project Management Professional (PMP)


Question ID : xxPMI_PMP-633

________________________________________________________________________________________________________________
Earned value management (EVM) is used during:
1. controlling processes
2. the entire project

<Correct>

3. closing processes
4. executing processes
Explanation :
EVM is used throughout the project processes. It is a planning and control tool and technique
used to measure performance.
Executing processes, controlling processes, and closing processes do not include planning and
control.
Objective:
Execute
Sub Objective(s):
Integrate
Introduction
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 41 - 41

Project Management Professional (PMP)


Question ID : xxPMI_PMP-050

________________________________________________________________________________________________________________
You work at a software company as one of several full-time project managers who all share one
administrative person. Typically the company undertakes 8-10 projects per year, utilizing
approximately 25% of the company's employees at any given time. However, these employees do not
report to you.
What term best describes the organization structure of this company?
1. Strong matrix
2. Projectized
3. Functional
4. Balanced matrix

<Correct>

Explanation :
The organization can best be described as balanced matrix because the team members do not work
for the project manager (which points to a matrix style) but the organization has full-time
project managers (which points to projectized). The question describes a balanced approach.
It is not a functional organization because it has full-time project managers, and a significant
portion of employee time is spent on projects.
It is not a strong matrix organization because the question does not describe the level of
support for the project managers.
It is not projectized because the staff reports to the functional managers. In projectized
situations, the team reports to the project manager, and the organization focuses heavily on
projects.
Objective:
Execute
Sub Objective(s):
Quality
2.4.1 Leading
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 2 - The Project Management Context Pages: 24 - 24

Project Management Professional (PMP)


Question ID : xxPMI_PMP-388

________________________________________________________________________________________________________________
A variety of procurement documents are used to solicit proposals from potential buyers, depending
on how well the deliverables are defined and if price will be the determining factor.
What is NOT a common acronym for these procurement documents?
1. RFQ
2. RFP
3. IFB
4. IFQ <Correct>
Explanation :
IFQ is not a common name for procurement documents.
Invitation for Bid (IFB), Request for Proposal (RFP), and Request for Quotation (RFQ) are common
names for procurement documents.
Objective:
Execute
Sub Objective(s):
Procurement
Outputs from Solicitation Planning - Procurement documents
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 153

Project Management Professional (PMP)


Question ID : xxPMI_PMP-373

________________________________________________________________________________________________________________
As the project manager of a complex project with multiple vendors, you are responsible for
reporting to management on the performance of every vendor. Some of the contracts are cost
reimbursable, while others are fixed price. One of the contracts is in the form of a purchase
order.
Who should conduct these vendor reviews?
1. Buyer for cost reimbursable, and seller for purchase order and fixed price contracts
2. Buyer for fixed price and purchase orders, and either buyer or the seller for cost
reimbursable contracts
3. Buyer for all vendors.

<Correct>

4. Seller for all contracts because they are responsible for proving their individual performances
Explanation :
The correct answer is "Buyer for all vendors." The buyer is responsible for conducting all vendor
performance reviews, and determining if the performance is satisfactory with regard to cost,
quality, and schedule.
"Buyer for cost reimbursable and seller for purchase order and fixed price contracts" is an
incorrect response. The buyer is responsible for vendor performance reviews.
"Seller for all contracts because they are responsible for proving their individual
performances." is an incorrect response. The buyer is responsible for vendor performance reviews.
"Buyer for fixed price and purchase orders, and either buyer or the seller for cost reimbursable
contracts" is an incorrect response. The buyer is responsible for all vendor performance reviews.
Objective:
Execute
Sub Objective(s):
Procurement
Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-596

________________________________________________________________________________________________________________
What is a common purpose for performance indexes?
1. to quantify the difference between budget expended and budget remaining
2. to predict trends

<Correct>

3. to compute a ratio of cost planned and cost expended


4. to identify variance causation factors
Explanation :
A common purpose for performance indexes is to predict trends. Performance indexes are used in
trend analysis. The assumption is that history is a good predictor of future results.
A common purpose for performance indexes is not to quantify the difference between budget
expended and budget remaining.
A common purpose for performance indexes is not to identify variance causation factors.
A common purpose for performance indexes is not to compute a ratio of cost planned and cost
expended. Performance indexes can be used for both cost and schedule.
Objective:
Execute
Sub Objective(s):
Communications
Performance Indexes
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 347

Project Management Professional (PMP)


Question ID : xxPMI_PMP-394

________________________________________________________________________________________________________________
Techniques for source selection include all of the following EXCEPT:
1. contract negotiations
2. screening system
3. independent estimates
4. contract type selection

<Correct>

Explanation :
Contract type selection is not a technique of source selection. Contract type selection is a tool
and technique used during procurement planning.
Contract negotiations, screening system, and contract type selection are techniques in source
selection.
Objective:
Execute
Sub Objective(s):
Procurement
Tools and Techniques for Source Selection
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 155 - 156

Project Management Professional (PMP)


Question ID : xxPMI_PMP-599

________________________________________________________________________________________________________________
What three measures are needed to perform earned value analysis?
1. PV, PCWP, DV
2. AC, DV, EV
3. Budgeted cost of work performed, actual cost of work performed, budget cost of work scheduled
4. PV, AC, EV <Correct>
Explanation :
Planned value (PV), actual cost (AC), and earned value (EV) are needed to perform earned value
analysis.
Objective:
Execute
Sub Objective(s):
Communications
Earned Value Analysis
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 346

Project Management Professional (PMP)


Question ID : xxPMI_PMP-012

________________________________________________________________________________________________________________
Quality management is:
1. everyone's responsibility.
2. primarily management's responsibility.

<Correct>

3. ensuring that zero defects occur in the process or product.


4. getting the right things accomplished.
Explanation :
Quality management is primarily management's responsibility. The PMBOK states that quality is
primarily a management responsibility because 85% of problems can be corrected by changing the
system and therefore is management's responsibility. This approach is often called "systems
centered project management" and focuses management's attention on improving on the systems,
rather than on individuals.
While quality is everyone's responsibility, management has the most influence and responsibility
over quality management. Management determines the environment, and the overall environment is a
major factor in quality.
Ensuring zero defects is a near-impossible task.
Getting the right things accomplished is more a matter of scope planning and definition than
quality management.
Objective:
Execute
Sub Objective(s):
Quality
Project Quality Management
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 95

Project Management Professional (PMP)


Question ID : xxPMI_PMP-088

________________________________________________________________________________________________________________
During the communication, the receiver is NEVER responsible for:
1. Maintaining good communication.
2. Minimizing the communications noise.
3. Understanding the message.
4. The Completeness of the message. <Correct>
Explanation :
The correct answer is "The completeness of the message." The sender is responsible for assuring
that message is complete.
"Maintaining good communication" is an incorrect response. The receiver is responsible for
maintaining good communication.
"Understanding the message" is an incorrect response. The receiver is responsible for
understanding the message.
"Minimizing the communications noise" is an incorrect response. The receiver is responsible for
minimizing the communications noise.
Objective:
Execute
Sub Objective(s):
Communications
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-407

________________________________________________________________________________________________________________
When reviewing bids from vendors, what is the relationship between screening systems and
weighting systems?
1. Screening systems are seldom used with weighting systems.
2. Weighting systems are used first, followed by screening systems, to select the final
candidates.
3. Weighting systems are always the preferred method.
4. Weighting systems and screening systems are often used in combination.

<Correct>

Explanation :
Weighting systems and screening systems are often used in combination. Screening systems are
often used to filter vendors based on yes/no decisions, while weighting systems allow raking
based on objective criteria.
Weighting systems are not always the preferred method. There is no preferred method, and both are
often used in combination.
Weighting systems are not used first, followed by screening systems, to select the final
candidates. Typically, screening systems are used first to identify vendors worthy of further
analysis. However, there is no firm rule regarding the sequence of screening and weighting
systems. Both are used in many situations.
Screening systems are often used with weighting systems.
Objective:
Execute
Sub Objective(s):
Procurement
Fixed Price or Lump Sum Contracts
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 6 - Establishing Project Planning Controls Page: 224

Project Management Professional (PMP)


Question ID : xxPMI_PMP-415

________________________________________________________________________________________________________________
In a fixed price contract, who assumes the risk of increased costs?
1. The buyer assumes the risk.
2. The seller assumes the risk. <Correct>
3. The risk is shared equally.
4. The risk varies, depending on the terms of the contract.
Explanation :
In a fixed price contract, the seller assumes the risk of increased costs. If the seller
underestimated the effort needed, the seller is still obligated to complete the scope of the work.
Objective:
Execute
Sub Objective(s):
Procurement
Fixed Price or Lump Sum Contracts
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 6 - Establishing Project Planning Controls Page: 224

Project Management Professional (PMP)


Question ID : xxPMI_PMP-391

________________________________________________________________________________________________________________
All the risk is borne by the _______ in a fixed price contract.
1. buyer
2. purchasing department
3. seller

<Correct>

4. sponsor
Explanation :
Assuming the scope is well defined, the seller bears most or all of the risk in a fixed price
contract. For the exam, remember that if the scope of a fixed price is not well defined, the risk
is shared. The seller may lose money if the effort is more than expected, and the buyer may lose
if the seller cannot complete needed scope items due to cost. Both sides can lose.
In the typical fixed price contract, the buyer has little risk, compared to the seller.
Generally, the purchasing department has little or no risk in a contract situation.
Objective:
Execute
Sub Objective(s):
Procurement
Tools and Techniques for Procurement Planning - Contract Type Selection
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 150 - 151

Project Management Professional (PMP)


Question ID : xxPMI_PMP-009

________________________________________________________________________________________________________________
Cost of quality is frequently categorized as:
1. the cost of rework
2. inspection
3. the cost of conformance

<Correct>

4. prevention
Explanation :
Cost of quality is frequently categorized as the cost of conformance. Deming, the expounder of
quality philosophy, often states that 85% of the costs of quality are management's responsibility
and can be categorized by both the cost of conformance (prevention, studies, surveys, appraisal
costs) and the cost of non-conformance (failures both internal such as rework and scrap and
external such as support calls and returns). Prevention is a specific type of cost, and
inspection is specific to appraisal costs.
The cost of rework is a cost of lack of quality.
Prevention is a specific type of conformance cost; therefore, it is not the best answer.
Inspection is specific to appraisal costs; therefore, it is not the best answer.
Objective:
Execute
Sub Objective(s):
Quality
Tools and Techniques for Quality Planning-cost of quality
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 99

Project Management Professional (PMP)


Question ID : xxPMI_PMP-399

________________________________________________________________________________________________________________
You are managing a project with five vendors, and one is not meeting his contractual obligations.
You decide to terminate the contract and the relationship.
What mechanism allows you to start the termination process?
1. Return to the procurement planning and solicitation phase for a new vendor.
2. Issue a change control request.

<Correct>

3. Refuse to pay an invoice for sub-standard work.


4. Issue another contract to a new vendor.
Explanation :
You should issue a change control request. The change control procedure is the best mechanism for
involving all parties in the process of terminating a vendor. Since there may be legal
implications involved with contract termination, following the formal change control procedure
ensures that all groups will be aware of the situation.
You should not return to the procurement planning and solicitation phase for a new vendor. Before
soliciting for a new vendor, the existing contract must be legally terminated. The change control
process is the best way to start that procedure.
You should not issue another contract to a new vendor. Before issuing a new contract, many steps
must be completed, such as legally terminating the current contract and soliciting for a new
vendor.
You should not refuse to pay an invoice for sub-standard work. Refusing to pay an invoice can be
a breach of contract and can cause problems for the buyer. Decisions on invoices must be based on
the procedures identified in the contract for termination.
Objective:
Execute
Sub Objective(s):
Procurement
Inputs to Contract Administration - Change requests
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 157 - 157

Project Management Professional (PMP)


Question ID : xxPMI_PMP-624

________________________________________________________________________________________________________________
Anything that will reduce the potential impacts of risk events should they occur is called:
1. preventive action

<Correct>

2. corrective actions
3. status review meetings
4. risk events avoidance
Explanation :
Anything that will reduce the potential impacts of risk events should they occur is called a
preventive action. Contingency plans and risk responses are examples of preventive actions.
Status review meetings, corrective actions, and risk events avoidance do not reduce potential
impacts of risk events.
Objective:
Execute
Sub Objective(s):
Integrate
Inputs to Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-620

________________________________________________________________________________________________________________
A tool used to clarify and initiate the work of each work package (a formal procedure that
authorizes work to begin in the correct sequence and at the right time) is called:
1. work package sequencing system
2. project authority system
3. work authorization system

<Correct>

4. project sequencing system


Explanation :
Work authorization systems clarify and initiate the work of each work package. This is a formal
procedure that authorizes work to begin in the correct sequence and at the right time. Work
authorization systems are usually written procedures defined by the organization.
Objective:
Execute
Sub Objective(s):
Integrate
Tools and Techniques for Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-194

________________________________________________________________________________________________________________
One of your projects is in trouble. The office space, technical infrastructure, and general
working environment are less than satisfactory and reducing motivation. You believe it may be
reducing quality as well. To explain the situation to the Board of Directors, you decide to use
accepted motivational theory.
Which theory describes the conditions in question?
1. Hertzberg's Hygiene factors <Correct>
2. Hertzberg's Hierarchy theory
3. lower level of Expectancy theory
4. Maslow's Self-esteem needs
Explanation :
The conditions can be described by Hertzberg's Hygiene factors. Hygiene factors deal with work
environment issues, such as salary and working conditions. Know both of the following points for
the exam: If Hygiene factors are not satisfactory, motivation will be decreased. However, even if
Hygiene factors are increased, they will generally not increase motivation.
Expectancy theory believes that people are motivated when they expect success. In other words,
the anticipation of success motivates teams.
Maslow developed the Hierarchy theory.
Self esteem needs refer to achievement.
Objective:
Execute
Sub Objective(s):
Human Resources
Motivational Theory
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Page: 302

Project Management Professional (PMP)


Question ID : xxPMI_PMP-226

________________________________________________________________________________________________________________
The Earned Value technique:
1. measures cost performance from Initiation through Closure.
2. compares cost and schedule performance for Initiation.
3. measures project performance from Initiation through Closure.

<Correct>

4. creates an indication of project success or failure based on cost and schedule.


Explanation :
The correct answer is "measures project performance from Initiation through Closure."
"Measures cost performance from Initiation through Closure" is an incorrect response. While
earned value does measure cost performance, it also measures schedule performance. This is not
the best answer.
"Compares cost and schedule performance for Initiation" is an incorrect response. While earned
value does measure cost and schedule for the Initiation process, it measures cost and schedule
for all processes. This is not the best answer.
"Creates an indication of project success or failure based on cost and schedule." is an incorrect
response. Earned value does give an indication of success or failure, but this is due to the
analysis of earned value. This is not the best answer.

Objective:
Execute
Sub Objective(s):
Communications
Tools and Techniques for Quality Planning - Benchmarking
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 98

Project Management Professional (PMP)


Question ID : xxPMI_PMP-631

________________________________________________________________________________________________________________
Which general management skill is LEAST useful during project plan execution?
1. leadership
2. knowledge of power and politics of the company

<Correct>

3. communications skills
4. negotiation
Explanation :
Knowledge of power and politics of the company is the least useful general management skill
during project plan execution. Leaders understand the difference between power and politics.
Power is the ability to get people to do what they would not do ordinarily, or the ability to
influence behavior. Politics applies pressure to conform regardless of whether the person agrees
with the decision.
Negotiation, communications skills, and leadership are especially useful during project plan
execution.
Objective:
Execute
Sub Objective(s):
Integrate
Tools and Techniques for Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-410

________________________________________________________________________________________________________________
You are considering a contract to develop a badly needed but complex software component that is
critical to your project. The selected vendor is highly qualified and ready to start immediately.
Your staff does not have the time to develop the specific requirements but can document the
general goal. The vendor will be responsible for defining the component architecture and
developing new algorithms, if they are needed.
What type of contract is most likely in this scenario?
1. fixed price
2. fixed price plus incentive
3. time and materials
4. cost reimbursable

<Correct>

Explanation :
When the work has a high level of uncertainty, and the requirements are not well defined, a cost
reimbursable contract is usually suggested. If the requirements were well defined, a fixed price
contact would be possible. Cost reimbursable contracts have a higher risk for the buyer, since
there is no financial incentive for the seller to complete the work sooner.
Although time and materials is an option, it is not the best answer. Time and materials contracts
are usually issued for specific, easily controlled work assignments.
This project has a high level of uncertainty, and a fixed price contract is not applicable.
Objective:
Execute
Sub Objective(s):
Procurement
Statement of Work
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 6 - Establishing Project Planning Controls Page: 227

Project Management Professional (PMP)


Question ID : xxPMI_PMP-636

________________________________________________________________________________________________________________
Which of the following are outputs from the Direct and Manage Project Execution?
1. Change Requests and Project Plan Updates
2. Deliverables and Change Requests <Correct>
3. Work Results and Project Plan Updates
4. Work Results and Lessons Learned
Explanation :
The correct answer is "Deliverables and Change Requests" because they are the only outputs from
Project Plan Execution.
"Work Results and Lessons Learned," "Work Results and Project Plan Updates" and "Change Requests
and Project Plan Updates" are incorrect choices because they are not outputs from Project Plan
Execution.
Objective:
Execute
Sub Objective(s):
Integrate
4.4.3 Direct and Manage Project Execution: Outputs
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Page: 93

Project Management Professional (PMP)


Question ID : xxPMI_PMP-622

________________________________________________________________________________________________________________
All of the following are outputs of the Direct and Manage Project process, except:
1. Requested Changes
2. Project Management Methodology <Correct>
3. Work Performance Information
4. Deliverables
Explanation :
The correct answer is "Project Management Methodology" because it is a Technique and Tool for the
Direct and Manage Project process.
"Deliverables," "Requested Changes" and "Work Performance Information" are incorrect choices
because they are outputs of the Project Plan Execution process.
Objective:
Execute
Sub Objective(s):
Integrate
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-384

________________________________________________________________________________________________________________
You are in the development phase of your project, which has two lump sum contracts, one for the
hardware portion and one for the software upgrade.
During the execution process, which of the following might NOT be an output of contract
administration?
1. unapproved contract changes
2. payments
3. approved contract changes
4. resource approvals <Correct>
Explanation :
Resource approvals are not an output of contract administration. Fixed price contracts include
resource costs, so resource approvals are not necessary. Note: Some fixed priced contracts do
specify requirements for staff assigned to the project, but this is not the same as resource costs.
Approved contract changes are an output of contract administration.
Unapproved contract changes are an output of contract administration and are needed to maintain
an accurate history of proposed contract changes.
Records of payments are an important output of contract administration. If the project has an
internal payment system, the payments are the output. If the project uses an external system
(such as an accounts payable system), requests for payment would be the output.
Objective:
Execute
Sub Objective(s):
Procurement
Outputs from Contract Administration
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 158

Project Management Professional (PMP)


Question ID : xxPMI_PMP-629

________________________________________________________________________________________________________________
The highest risk impact generally occurs during which project life cycle phases?
1. concept and planning
2. implementation and closeout

<Correct>

3. concept and implementation


4. planning and implementation
Explanation :
The highest risk impact generally occurs during implementation and closeout. You have to memorize
this fact for the PMP exam.

Objective:
Execute
Sub Objective(s):
Integrate
Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-199

________________________________________________________________________________________________________________
The project sponsor has requested a monthly tabular report on project milestones as well as an
S-curve. Where would the project manager have documented this requirement?
1. scope statement
2. project charter
3. risk management plan
4. communications management plan <Correct>
Explanation :
The project manager would have documented that requirement in the communications management plan.
The communications management plan includes an outline of the format and content of information
to be distributed.
The project charter does not contain details of the reports.
The scope statement does not contain details of the reports.
The risk management plan does not contain details of the reports.
Objective:
Execute
Sub Objective(s):
Communications
Outputs from Communication Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 120

Project Management Professional (PMP)


Question ID : xxPMI_PMP-056

________________________________________________________________________________________________________________
Negotiation is important in many areas of project management, from dealing with clients to
defining scope. Your company uses several varieties of a matrix organization, and rotates project
managers among the business units.
Using your company as a guide, where is negotiation the most important?
1. Organizational planning
2. Team development
3. Staff acquisition

<Correct>

4. Project team assignments


Explanation :
In a matrix environment, the project manager negotiates with the functional managers to obtain
resources. If external resources are used, the project manager negotiates with the vendors. Note:
In a projectized structure, negotiation is less important, because the resources work for the
project manager.
Negotiation is not most important in team development, although some negotiation tactics may
occasionally be needed.
Negotiation is not most important in organizational planning. Occasionally, some negotiation may
be needed to create the best possible project team structure.
Negotiation is not most important in project team assignments. However, negotiation may
occasionally be needed to convince a resource to accept an assignment. Staff acquisition is a
better answer because negotiation is generally needed in a matrix structure.
Objective:
Execute
Sub Objective(s):
Human Resources
Tools and Techniques for Staff Acquisition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9: Human Resource Management Pages: 113 - 113

Project Management Professional (PMP)


Question ID : xxPMI_PMP-048

________________________________________________________________________________________________________________
You are leading a group of project managers on a multinational, multicultural project. You are
preparing a talk on interpersonal skills, which is needed for this type of project.
Which of the following would not be part of your presentation?
1. Creating effective communications
2. Performing problem solving
3. Influencing the organization beyond the stakeholders
4. Understanding and manipulating the physical environment

<Correct>

Explanation :
The correct answer is "Understanding and manipulating the physical environment." While this is
important for project managers, it is not considered an interpersonal skill.
"Creating effective communications," "Performing problem solving," and "Influencing the
organization beyond the stakeholders" are incorrect responses because they are all considered
interpersonal skills.
Objective:
Execute
Sub Objective(s):
Human Resources
Inputs to Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-591

________________________________________________________________________________________________________________
What is a true statement about the role of the project team in communicating with the stakeholders?
1. The team communicates informally with stakeholders and formally to those outside the
stakeholder community.
2. The team communicates formally.
3. The team can communicate either formally or informally.

<Correct>

4. The team communicates based strictly on the communication plan.


Explanation :
The team can communicate either formally or informally. The degree of formality or informality is
based on the situation, but both types are necessary.
The team does not just communicate formally. Both formal and informal communication is needed.
The team does not communicate based strictly on the communication plan. While the team does
follow the communication plan, unplanned communication situations will always arise.
Objective:
Execute
Sub Objective(s):
Communications
Tools and Techniques for Information Distribution - Communications Skills
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 Project Communications Management Page: 121

Project Management Professional (PMP)


Question ID : xxPMI_PMP-219

________________________________________________________________________________________________________________
Which of the following is NOT considered a communications tool?
1. inputting data into a spreadsheet

<Correct>

2. videos
3. body language
4. verbal circulation of a rumor
Explanation :
Inputting data into a spreadsheet does not fit the definition of communication. For
communications to take place, the process involves a way of exchanging information between a
sender and a receiver. Entering data into a spreadsheet is not a way to exchange information.
Any verbal expression between the sender and the receiver is communication.
Creating a video is a tool for sender-to-receiver communication.
Body language is non-verbal communication, but it is still a form of communication.
Objective:
Execute
Sub Objective(s):
Communications
Communication Skills
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 121

Project Management Professional (PMP)


Question ID : xxPMI_PMP-023

________________________________________________________________________________________________________________
The estimated present value of a new corporate quality policy is $1,301,872 and the estimated
costs (including policy implementation) are $1,301,173 in present dollars. The new quality should
be implemented:
1. because the benefits exceed the costs.

<Correct>

2. later in the year to account for interest rate fluctuations.


3. as is because any improvement in quality is worth it.
4. only if policy modification makes estimated benefits that exceed estimated costs.
Explanation :
The correct answer is "because the benefits exceed the costs." This question addresses the
fundamental benefits versus costs issue. Any policy that returns more than it costs should be
strongly considered.
"As is because any improvement in quality is worth it" is an incorrect response. If the quality
program costs more than the benefits, the quality program should not be implemented. This is
generally true of any business policy.
"Later in the year to account for interest rate fluctuations" is an incorrect response. Future
interest rate fluctuations are inevitable, but are not pertinent to present value estimates of
quality policy benefits and costs.
"Only if policy modification makes estimated benefits that exceed estimated costs." is an
incorrect response. A quality policy may be modified to return more than it costs, but that
modification can take additional time and further analysis to determine success.
Objective:
Execute
Sub Objective(s):
Quality
Vendor Gifts
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 12 - Professional Responsibility Page: 433

Project Management Professional (PMP)


Question ID : xxPMI_PMP-397

________________________________________________________________________________________________________________
You are managing a multi-year project with multiple vendors, and some are competing for future
contracts. Some of the contractors are performing well, while others are performing below
expectations. In terms of managing all vendors in this situation, one of the primary goals of
contract administration is:
1. determining why some vendors are performing poorly and resolve the situation.
2. reporting on the performance issues of sub-standard vendors.
3. managing the interfaces among the various vendors.<Correct>
4. encouraging the high performing vendors to take over some of the work assigned to the
sub-standard vendors.
Explanation :
One of the primary goals of contract administration is managing the interface among the vendors.
With a large number of vendors on the same project, one of the primary tasks and goals of the
project manager is to prevent problems in the interfaces. These interface points can be
significant risks for failure.
Determining why some vendors are performing poorly and resolve the situation is a true statement,
and a good idea, but it is not a primary goal.
Encouraging the high performing vendors to take over some of the work assigned to the
sub-standard vendors is not a primary goal. Until the contracts are changed, vendors should be
held only to the specifications and products listed in their original contract. Good contractors
should continue to follow their own contracts and not interfere with other vendors.
Reporting on the performance issues of sub-standard vendors is a true statement, and a good idea,
but it is not a primary goal.
Objective:
Execute
Sub Objective(s):
Procurement
Contract Administration
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 156 - 156

Project Management Professional (PMP)


Question ID : xxPMI_PMP-638

________________________________________________________________________________________________________________
You are a project manager for a large IT company. For your current project, you know that your
team members need to have JavaScript knowledge, product skills, knowledge as a Technique and Tool.
You are now in which group?:
1. In the Execution Process Group
2. In the Monitoring and Controlling Process Group
3. In the Planning Process Group

<Correct>

4. In the Initiating Process Group


Explanation :
The correct answer is "In the Planning Process Group" because competency is an important part of
assigning the Roles and Responsibilities during the Human Resource Planning process.
"In the Initiating Process Group," "In the Monitoring and Controlling Process Group" and "In the
Execution Process Group" are incorrect choices. Determining the competencies of team members is
not an important issue for these groups.
Objective:
Execute
Sub Objective(s):
Integrate
9.1.3.1 Roles and Responsibilities
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resources Management Page: 207

Project Management Professional (PMP)


Question ID : xxPMI_PMP-609

________________________________________________________________________________________________________________
What is the best definition of quality assurance?
1. verifying that the project will meet the quality standards

<Correct>

2. investigating and selecting those quality standards that meet the quality assurance plan
3. determining the quality standards to be used
4. periodically reviewing the quality standards listed in the quality plan
Explanation :
The best definition of quality assurance is verifying that the project will meet the quality
standards. Quality assurance is an execution process that carries out quality assurance audits.
The purpose is to verify that the project meets quality goals.
Determining and selecting standards is performed during the planning process. Quality assurance
is an execution process.
Investigating and selecting those quality standards that meet the quality assurance plan is not a
good definition of quality assurance. Selecting and defining quality standards is part of the
planning process. Quality assurance is an execution process.
Periodically reviewing the quality standards listed in the quality plan is not a good definition
of quality assurance. Quality assurance is an execution process.
Objective:
Execute
Sub Objective(s):
Quality
Laying Out Quality Assurance procedures
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 339

Project Management Professional (PMP)


Question ID : xxPMI_PMP-176

________________________________________________________________________________________________________________
Which is the LEAST true statement regarding integration testing?
1. It helps to ensure that separate modules work well together.
2. Occurs after unit testing.
3. It focuses on the big picture. <Correct>
4. Occurs before user acceptance testing.
Explanation :
Integration testing does not focus on the big picture. Focusing on the big picture is system
testing, not Integration testing. The other statements are true or mostly true.
Integration testing is used to ensure that separate modules work together. It is also used when a
unit is added to a larger system. Before a unit is integrated into a larger system, the unit
should always be thoroughly tested. User acceptance testing is performed by the end-user prior to
final delivery mainly to validate for business fit. It should never precede integration testing.
The customer should see your best effort, not an effort in progress.
Objective:
Execute
Sub Objective(s):
Quality
Testing
Information Technology Project Management 3rd Edition by Kathy Schwalbe
Chapter: Chapter 8 Page: 281

Project Management Professional (PMP)


Question ID : xxPMI_PMP-041

________________________________________________________________________________________________________________
Which motivational theorist(s) stated that people cannot ascend to the next level of needs until
the levels below have been fulfilled?
1. McGregor
2. Maslow

<Correct>

3. McGregor and Herzberg


4. Herzberg
Explanation :
Abraham Maslow described five levels of human needs and believed that people must meet the lower
level needs before they can aspire to the next level.
McGregor developed the theory of X and Y people, with X people as lazy and incapable unless
pushed by managers and Y people as self-motivated and trustworthy.
Herzberg developed the distinction between hygiene factors and motivational factors.
McGregor and Herzberg were separate individuals and did not formulate a joint motivational theory.
Key points of Maslow's approach, which could be on the exam:
* Motivation springs from an unsatisfied need.
* Lower-level needs must be satisfied before higher-level needs can be addressed.
* Dynamic needs are complex, and several needs may impact behavior at any one time.
* Higher needs can be satisfied in more ways than lower needs.
Objective:
Execute
Sub Objective(s):
Quality
Motivating the Team
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8: Developing the Project Team Pages: 302 - 302

Project Management Professional (PMP)


Question ID : xxPMI_PMP-615

________________________________________________________________________________________________________________
What are the tools of the quality assurance process?
1. quality planning and quality tools and techniques
2. quality planning tools and techniques and quality audits

<Correct>

3. quality measurement, quality tools, and quality forecasting


4. quality audits
Explanation :
Quality planning tools and techniques and quality audits are the tools of the quality assurance
process.
Objective:
Execute
Sub Objective(s):
Quality
Tools and Techniques for Quality Assurance
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Pages: 101 - 102

Project Management Professional (PMP)


Question ID : xxPMI_PMP-413

________________________________________________________________________________________________________________
The technical lead on your project informs you that she needs the services of a skilled factory
automation programmer and a logistical expert for portions of your project. They will work under
her direction but may spend some time at another vendor site.
What type of contract is best?
1. fixed price
2. fixed price with incentives
3. time and materials

<Correct>

4. cost reimbursable
Explanation :
A time and materials contract is best. The resources will be used at various times during the
project, and the question states that the two resources will work under the direction of the
technical lead. In effect, they function as temporary employees. In this situation, the T&M (time
and materials) approach is often used. This is a flexible contract that gives control to the buyer.
A cost reimbursable contract is not best. Adding temporary resources is usually a time and
materials contract.
A fixed price contract is not best. Adding temporary resources is usually a time and materials
contract.
A fixed price with incentives is not best. Adding temporary resources is usually a time and
materials contract.
Objective:
Execute
Sub Objective(s):
Procurement
Tim and Materials (T&M) Contracts
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 6 - Establishing Project Planning Controls Page: 226

Project Management Professional (PMP)


Question ID : xxPMI_PMP-594

________________________________________________________________________________________________________________
What is an example of a work result?
1. what costs have been committed but not yet expended
2. what costs have been expended
3. All of the answers are correct.

<Correct>

4. which deliverables have been completed


Explanation :
All three responses are examples of work results.
Objective:
Execute
Sub Objective(s):
Communications
Inputs to Performance Reporting - Work Results
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 Project Communications Management Page: 123

Project Management Professional (PMP)


Question ID : xxPMI_PMP-171

________________________________________________________________________________________________________________
After delivering your project's final deliverable, an order entry system, the customer discovers
what appears to be a logic error in the product validation function. You haven't closed the
project yet, but the customer did accept delivery of the system.
How should the problem be rectified?
1. Because delivery was accepted, you can close the project. It's not your problem anymore.
2. Keep the project open to address the problem.
3. Discuss the logic error with the developer of the validation module.
4. Close the project and initiate a new project to address the problem. <Correct>
Explanation :
You should close the current project and initiate a new project to address the problem. Thinking
that the problem is not yours anymore will only diminish your reputation and weaken your
organization. Discussing the logic error with the developer is like putting a bandage on a dirty
wound; it will only be a matter of time before the problem gets worse. A logic error implies
trouble with customer requirements, design, quality, or all of the above. If you keep the project
open to address the problem, these potential issues may not be addressed in full. It is better to
devote the energies of a new project to the problem to solve it and satisfy the customer.
Objective:
Execute
Sub Objective(s):
Quality
8 Developing the Project Team
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: The Power of Leaders Pages: 305 - 305

Project Management Professional (PMP)


Question ID : xxPMI_PMP-405

________________________________________________________________________________________________________________
In most non-public agency projects, who is generally responsible for creating a Request for
Proposal (RFP)?
1. project manager

<Correct>

2. purchasing department staff or manager


3. seller staff
4. administrative support staff
Explanation :
In all projects (public or private), the project manager is generally responsible for preparing
the solicitation documents, including the RFP. Staff in other area may assist, but the project
manager is responsible.
The purchasing department or administrative support staff may assist, but the project manager is
generally responsible for preparing the RFP.
The seller staff is not responsible for preparing the RFP.
Objective:
Execute
Sub Objective(s):
Procurement
Change Requests
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 - Measuring and Controlling Performance Page: 337

Project Management Professional (PMP)


Question ID : xxPMI_PMP-618

________________________________________________________________________________________________________________
The PMBOK approach to quality is consistent with what other philosophy or approach?
1. National Bureau of Standards (NBS)
2. American Standards Institute
3. International Institute of Engineering (IIE)
4. International Organization for Standardization (ISO) <Correct>
Explanation :
The correct answer is "International Organization for Standardization (ISO)."
"American Standards Institute (ASA)" is an incorrect response.
"National Bureau of Standards (NBS)" is an incorrect response.
"International Institute of Engineering (IIE)" is an incorrect response.
Objective:
Execute
Sub Objective(s):
Quality
Project Quality Management
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 180

Project Management Professional (PMP)


Question ID : xxPMI_PMP-217

________________________________________________________________________________________________________________
Which statement or statements about earned value (EV) are correct?
A - It measures project performance to date.
B - It integrates schedule, scope and resources.
C - It is useful only on large government projects.
1. A and B

<Correct>

2. A only
3. C only
4. B only
Explanation :
EV integrates scope, cost and schedule measures to help assess project performance.
EV is not only useful on large government projects. EV is useful on many projects.
Objective:
Execute
Sub Objective(s):
Communications
Earned Value Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 123

Project Management Professional (PMP)


Question ID : xxPMI_PMP-189

________________________________________________________________________________________________________________
Team building activities are characterized by:
1. formal activities or programs designed by the Project Manager, HR, or an outside resource.
2. structured and planned activities outside of the normal day-to-day routine.
3. activities executed in various places and times.

<Correct>

4. high cost, but it is repaid by increased productivity and the creation of input to
performance review.
Explanation :
Team building activities are characterized by activities executed in various places and times.
Team building activities can take place during status meetings, discussions around the coffee
machine, or in formal and structured settings.
Team building exercises can be formal or informal.
Structured and planned activities outside of the normal day-to-day routine describes only one
type of team building activity.
Some team building activities have no direct cost, other than the time involved. This time can be
minimal.
Objective:
Execute
Sub Objective(s):
Human Resources
Tools and Techniques for Team Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resource Management Page: 115

Project Management Professional (PMP)


Question ID : xxPMI_PMP-627

________________________________________________________________________________________________________________
Which of the following can best help a project manager during project execution?
1. project charter
2. project management information system

<Correct>

3. stakeholder analysis
4. scope verification
Explanation :
A project management information system is a tool and technique for the project plan execution.
Stakeholder analysis, project charter, and scope verification are not parts or outputs of the
project plan execution.
Objective:
Execute
Sub Objective(s):
Integrate
Tools and Techniques for Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-059

________________________________________________________________________________________________________________
A project team is surprised to learn that many of the stakeholders have a poor perception of the
team and their current products. The project plan and deliverables were approved and understood
by all groups.
In terms of Human Resource management, which statement is most accurate?
1. The team did not communicate issues, successes, and status.
2. The project manager and team did not follow the jointly approved project plan.
3. The team did not periodically measure itself against outside expectations.

<Correct>

4. The project manager did not manage a common awareness of deliverables and/or quality.
Explanation :
The team did not periodically measure itself against outside expectations. This recommended
practice helps avoid misunderstandings and negative perceptions. The project manager is
responsible for performing a survey, inquiry, or other tool that confirms that the stakeholders
have an ongoing positive perception of the team.
Not following the jointly approved project plan may contribute to a negative perception, but it
is not a Human Resource issue.
Not communicating issues, successes, and status may be contributing factor, but it is a
communication issue rather than a Human Resources issue.
Not managing a common awareness of deliverables and/or quality may be a cause of poor perception,
but the better solution is periodic measurement, which will identify awareness issues as well as
other problems.
Objective:
Execute
Sub Objective(s):
Human Resources
Inputs to Team Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9: Human Resource Management Pages: 115 - 115

Project Management Professional (PMP)


Question ID : xxPMI_PMP-612

________________________________________________________________________________________________________________
In terms of quality assurance, what are operational definitions?
1. functional processes that occur during execution of the quality assurance plan
2. planning techniques to develop a quality assurance plan
3. detailed descriptions of measurement techniques
4. descriptions of what is being measured and how to measure it

<Correct>

Explanation :
Operational definitions are descriptions of what is being measured and how to measure it.
Operational definitions are not just detailed descriptions of measurement techniques. While
operational definitions will describe the measurement techniques, they also describe what is
being measured.
Objective:
Execute
Sub Objective(s):
Quality
Inputs to Quality Assurance
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 340

Project Management Professional (PMP)


Question ID : xxPMI_PMP-377

________________________________________________________________________________________________________________
Typically, a force majeure clause excuses a seller from failure to perform due to ____________.
1. unanticipated work loads
2. unusually severe weather

<Correct>

3. delays caused by the negligence or fault of subcontractors


4. bankruptcy
Explanation :
A force majeure clause refers to situations that are out of the control of the seller. These
include acts of nature such as severe storms, earthquakes, natural disasters, and civil unrest.
However, good contracts can specify disaster recovery activities that mitigate or reduce the
effects of force majeure situations. For the exam, remember that force majeure includes
conditions not under the control of the seller, and that the force majeure clause protects either
party from events out of their control.
Unanticipated work loads can be mitigated by planning.
Bankruptcy is controllable by planning and research.
Delays caused by the negligence or fault of subcontractors can be avoided by proper planning.
Objective:
Execute
Sub Objective(s):
Procurement
Inputs to risk identification - risk categories
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 131 - 132

Project Management Professional (PMP)


Question ID : xxPMI_PMP-007

________________________________________________________________________________________________________________
Which of the following statements concerning acceptance sampling is true?
1. All of the statements regarding acceptance sampling are true.

<Correct>

2. Used when it is deemed too expensive and time-consuming to test the product 100%.
3. Used when the number of allowable defects before the lot is rejected is predetermined.
4. Used when testing is deemed destructive.
Explanation :
All of the statements regarding acceptance sampling are true. Acceptance sampling is an important
field of statistical quality control that was originally applied by the U.S. military to the
testing of ammunition during World War II. If every bullet was tested in advance, no ammunition
would be left to ship. If, on the other hand, none was tested, malfunctions might occur in the
field of battle, with potentially disastrous results. The main purpose of acceptance sampling is
to decide whether or not the lot is likely to be acceptable, not to estimate the quality of the
lot.
Objective:
Execute
Sub Objective(s):
Quality
Tools and Techniques for Quality Control -statistical sampling
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 103

Project Management Professional (PMP)


Question ID : xxPMI_PMP-402

________________________________________________________________________________________________________________
Which statement about a procurement audit is false?
1. It is a review of work primarily during the contract administration process.

<Correct>

2. It is performed during project closeout, and not during contract administration.


3. It is a structured review.
4. It is a review of work that includes procurement planning.
Explanation :
A procurement audit is not a review of work primarily during the contract administration process.
The procurement audit covers both the procurement planning and contract administration phases.
The other statements are true.
Objective:
Execute
Sub Objective(s):
Procurement
Contract Negotiation
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 - Measuring and Controlling Performance Page: 333

Project Management Professional (PMP)


Question ID : xxPMI_PMP-634

________________________________________________________________________________________________________________
The product or service of the project, i.e. the end result of the project is one of the outputs
from the Project Plan Execution.
Which one?
1. Product Plan Updates
2. Lessons Learned
3. Change Requests
4. Deliverables <Correct>
Explanation :
The correct answer is "Deliverables."
"Change Requests" is an incorrect choice because they do not directly produce the end product of
the project.
"Product Plan Updates" and "Lessons Learned" are incorrect choices because they are not the
outputs from the Project Plan Execution.
Objective:
Execute
Sub Objective(s):
Integrate
Scope Definition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 57

Project Management Professional (PMP)


Question ID : xxPMI_PMP-163

________________________________________________________________________________________________________________
Quality and grade:
1. are terms that are not synonymous. <Correct>
2. help an organization attain formal certification of its quality management program.
3. are interchangeable terms.
4. are different because low quality is never a problem, but low grade is.
Explanation :
These terms mean different things and are not synonymous. Quality is a measure of how well a need
is met or satisfied by a product or service. Grade, on the other hand, is a rank or category
given to a product or service that has different technical characteristics than other grades for
the same product. For example, sandpaper that never loses its grit may be of high quality, but
number 10 grit is a different grade (coarser) than number 20 grit (finer).
Objective:
Execute
Sub Objective(s):
Quality
Project Quality Management
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 96

Project Management Professional (PMP)


Question ID : xxPMI_PMP-038

________________________________________________________________________________________________________________
Your team has been dealing with internal disputes and conflicts that are affecting the progress
of the project. As project manager, you have requested funding to cover the cost of a one-day
outing for your team. Planned activities at a local resort include 18 holes of miniature golf,
rock climbing at the indoor facility, and horseback riding.
You should explain to upper management that the main purpose of this outing is to:
1. solve the team's political problems.
2. reward the team for the work accomplished.
3. improve individual morale and reduce the conflicts.
4. improve team performance. <Correct>
Explanation :
Performance improvement is the way to justify the costs of team-building exercises.
Rewarding the team for the work accomplished so far is a nice gesture, but an incorrect response.
There are less expensive ways to reward past performance.
Improving individual morale and reducing conflict is incorrect because there are less expensive
ways to improve morale or reduce conflicts.
Solving the team's political problems is incorrect because team-building exercises do not resolve
internal disputes.
Objective:
Execute
Sub Objective(s):
Quality
Tools and Techniques for Team Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9: Human Resource Management Pages: 115 - 115

Project Management Professional (PMP)


Question ID : xxPMI_PMP-597

________________________________________________________________________________________________________________
Your manager is reviewing the cost performance index for your project, but he has no experience
with performance indexes. He asks for a simple rule to guide him.
What should you tell him?
1. If the performance is 1, performance is as expected. If the performance index is greater or
less than 1, performance is less than expected.
2. If the performance index is 1, performance is as expected. If the performance index is less
than or more than 1, the variance must be analyzed to determine if performance is better or worse
than expected.
3. If the performance index is less than 1, performance is less than expected. If the
performance index is 1, performance is as expected. If the performance is greater than 1,
performance is better than expected. <Correct>
4. If the performance index is less than 1, performance is better than expected. If the
performance index is 1, performance is as expected. If the performance is greater than 1,
performance is less than expected.
Explanation :
If the performance index is less than 1, performance is less than expected. If the performance
index is 1, performance is as expected. If the performance is greater than 1, performance is
better than expected.
Objective:
Execute
Sub Objective(s):
Communications
Performance Indexes
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 347

Project Management Professional (PMP)


Question ID : xxPMI_PMP-395

________________________________________________________________________________________________________________
Contract negotiation is a process that deals with all of the following variables EXCEPT:
1. quantity
2. evaluation criteria

<Correct>

3. price
4. time
Explanation :
Contract negotiation does not deal with evaluation criteria. Evaluation criteria are an output
of the solicitation planning process and are used to rate or score proposals.
Price, time, and quantity are often valid topics in contract negotiations.
Objective:
Execute
Sub Objective(s):
Procurement
Tools and Techniques for Source Selection
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 155 - 156

Project Management Professional (PMP)


Question ID : xxPMI_PMP-600

________________________________________________________________________________________________________________
Planned value (PV) is defined as:
1. planned cost of work for a specified time period

<Correct>

2. planned cost of work completed for a time period


3. planned cost of work for the entire project
4. planned cost of work for the phase under review
Explanation :
PV is defined as the planned cost of work for a specified time period.
PV is not defined as planned cost of work for the phase under review. PV is the planned cost of
work for a specified time period. While the time period may conform to a phase, it can be
computed for any time period.
Objective:
Execute
Sub Objective(s):
Communications
Earned Value Analysis
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Pages: 344 - 345

Project Management Professional (PMP)


Question ID : xxPMI_PMP-092

________________________________________________________________________________________________________________
Quality and grade:
1. help an organization attain formal certification of its quality management program.
2. are terms that are not synonymous. <Correct>
3. are interchangeable terms.
4. can be thought of in this manner: Low quality is never a problem, but low grade is always a
problem.
Explanation :
Quality and grade mean different things; they are not synonymous. Quality is a measure of how
well a need is met/satisfied by a product or service. Grade on the other hand is a rank or
category given to a product or service that has different technical characteristics than other
grades for the same product. For example, sandpaper that never loses its grit may be of high
quality, but number 10 grit has a different grade (coarser) than number 20 grit (more fine).
The other answer choices are incorrect. Quality and grade are not interchangeable terms; quality
and grade do not help attaining formal certifications.
The choice "Low quality is never a problem, but low grade is always a problem" might be correct
if the subjects were reversed in the sentence: "Low grade is never a problem, but low quality is
always a problem."
Objective:
Execute
Sub Objective(s):
Quality
Contract Administration Cycle
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 21 Pages: 827 - 827

Project Management Professional (PMP)


Question ID : xxPMI_PMP-068

________________________________________________________________________________________________________________
What statement about leadership is NOT true?
1. For any individual, leadership is shown at the start of the project and continues at the same
high level.
<Correct>
2. The project manager is expected to show leadership as well as management skills.
3. Leadership is concerned with setting direction for projects.
4. Leadership can be shown by anyone.
Explanation :
Leadership can be exhibited by anyone on the project team, and different people may show
leadership at different times during the project. Leadership rises and falls at any given stage
in the project.
"Leadership is concerned with setting direction for projects" is an incorrect response. This is a
true statement.
"The project manager is expected to show leadership as well as management skills" is an incorrect
response. This is a true statement. Project managers are expected by management and the
stakeholders to show both leadership and management skills.
"Leadership can be shown by anyone" is an incorrect response. It is a true statement. Team
members as well as managers should show leadership when the situation calls for leadership. Some
team members show leadership in the technical aspects, while others show leadership in working
with the stakeholders.
Objective:
Execute
Sub Objective(s):
Human Resources
Leading
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 - The Project Management Context Pages: 24 - 24

Project Management Professional (PMP)


Question ID : xxPMI_PMP-013

________________________________________________________________________________________________________________
The cost of quality is measured by the cost of conformance and the cost of non-conformance. Which
of the following is a category of the appraisal cost of quality?
1. process evaluations and improvements
2. design reviews

<Correct>

3. employee and customer training


4. maintenance costs
Explanation :
Appraisal costs are associated with evaluating whether the programs or processes meet
requirements. Design reviews are a form of appraisal.
Training is a cost of conformance.
Process activities are a cost of conformance.
Maintenance costs are a part of non-conformance.
Objective:
Execute
Sub Objective(s):
Quality
Tools and Techniques for Quality Planning-cost of quality
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 99

Project Management Professional (PMP)


Question ID : xxPMI_PMP-035

________________________________________________________________________________________________________________
You are mentoring several new project managers regarding the need for project performance
appraisals and their use in managing a project team.
Which of the following is most true?
1. The project manager determines the need for a performance appraisal.
2. Performance appraisals are optional, but highly recommended.
3. The length of the project is a factor in determining the need for performance
appraisals.
<Correct>
4. Only complex, risky, or high impact projects require a performance appraisal.
Explanation :
The correct answer is "The length of the project is a factor in determining the need for
performance appraisals." The length of a project, complexity, and organizational requirements are
all factors in determining the need for performance appraisals.
"Only complex, risky, or high impact projects require a performance appraisal." is an incorrect
response. Even a simple, low risk project may require a performance appraisal if organizational
policy dictates.
"The project manager determines the need for a performance appraisal." is an incorrect response.
The project manager may be required to provide performance appraisals for some or all of the
project team.
"Performance appraisals are optional, but highly recommended." is an incorrect response.
Performance appraisals may be required by management.
Objective:
Execute
Sub Objective(s):
Human Resources
Culture Shock
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 12 - Professional Responsibility Pages: 445 - 446

Project Management Professional (PMP)


Question ID : xxPMI_PMP-089

________________________________________________________________________________________________________________
The most appropriate way to resolve conflicts when the stakes are high and the time is of utmost
importance would most probably be:
1. Compromising.
2. Withdrawing.
3. Smoothing.
4. Forcing.

<Correct>

Explanation :
The correct answer is "Forcing." When the stakes are high and time is critical, the most
appropriate method is forcing. This may antagonize team members, but it does solve an immediate
problem.
"Compromising" is an incorrect response. Compromising takes time.
"Withdrawing" is an incorrect response. It is not an option because the problem must be resolved.
"Smoothing" is an incorrect response. Smoothing takes time.
Objective:
Execute
Sub Objective(s):
Communications
Outputs from Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-408

________________________________________________________________________________________________________________
You are responsible for monitoring the work results of a public sector contract. The contract
involves 45 vendor staff and a budget of $7 million.
Which statement about monitoring the work results in this type of contract is false?
1. You measure completion of activities against the plan.
2. Quality of the deliverables is not important, since work results are a measure of
deliverables completed and how they compare to the contract. <Correct>
3. The statement of work (SOW) is a key document in your analysis.
4. Cost of deliverables is a major factor in work results.
Explanation :
Quality is an important part of work results.
The statement of work (SOW) is a key document in your analysis. The SOW is usually part of the
contract, and the contract is a key element in monitoring work results.
The other statements are true.
Objective:
Execute
Sub Objective(s):
Procurement
Cost Plus Fixed Fee
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 6 - Establishing Project Planning Controls Page: 225

Project Management Professional (PMP)


Question ID : xxPMI_PMP-010

________________________________________________________________________________________________________________
Evaluation criteria are documents that rate or score potential vendors. These evaluation criteria
are developed during the _____________ process and are required as inputs for the ____________
process.
1. source selection, contract admin
2. source selection, solicitation planning
3. procurement planning, source selection
4. plan contracting, select sellers

<Correct>

Explanation :
The correct answer is "plan contracting, select sellers." Plan contracting creates the evaluation
criteria, and the evaluation criteria are used during the select sellers process.
"Source selection, solicitation planning" is an incorrect response. Evaluation criteria are
needed for the source selection process.
"Procurement planning, source selection" is an incorrect response. Procurement planning may
determine if evaluation criteria are needed (and usually will be needed); however, evaluation
criteria are developed during solicitation planning.
"Source selection, contract admin" is an incorrect response. Evaluation criteria are needed
before the source is selected. Contract administration occurs after the contract has been awarded.
Objective:
Execute
Sub Objective(s):
Quality
Dealing with Issues and Problems
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 12 - Professional Responsibility Page: 442

Project Management Professional (PMP)


Question ID : xxPMI_PMP-400

________________________________________________________________________________________________________________
A project manager sets up a separate change control system to manage the projected 17 vendors on
her large project. She is using an in-house change control system to manage the internal changes.
Is this a good idea?
1. No, because there should be only one change control system for a project. <Correct>
2. Yes, because changes for 17 external vendors would confuse an existing system for internal
change requests
3. No, because maintaining two systems is unnecessary work.
4. Yes, because changes relating to vendors tend to have different stakeholders and different
requirements.
Explanation :
This is not a good idea because there should be only one change control system for a project. You
should have an integrated change control system that includes both external and internal changes.
Changes for vendors may, in some cases, have different stakeholders. However, you should have an
integrated change control system that includes both external and internal changes.
The number of potential entities involved is not a factor, but the number of changes is. However,
you should have an integrated change control system that includes both external and internal
changes.
Maintaining two systems may be unnecessary work, but the extra work is only one of the reasons
for this recommendation.
Objective:
Execute
Sub Objective(s):
Procurement
Tools and Techniques for Contract Administration - Contract change control system
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 158 - 158

Project Management Professional (PMP)


Question ID : xxPMI_PMP-082

________________________________________________________________________________________________________________
You just assumed the project manager role in a large construction company. The project you are
now managing is scheduled to last four years, and you are now in its third year. The project is
far behind schedule. You found out that the whole project documentation is located in
unsystematic file folders. After consulting the communication management plan, you discovered
that this kind of documentation repository was suggested by your predecessor.
What would be the most appropriate action concerning the virtually unusable project documentation?
1. Outsource the document filing in the future.
2. Leave the filing system as is, since the fast retrieval of information is of no importance on
long lasting construction projects.
3. Submit a change request for implementing an adequate information retrieval system.<Correct>
4. Tell your secretary to go through the file folders and to generate a new where-to-find list.
Explanation :
You should submit a change request for implementing an adequate information retrieval system. A
new system is an immediate need because a project cannot function effectively if the
documentation is not readily accessible (which is even more true with a project in trouble). But
the project manager needs a change request to implement the new system because the previous
project manager correctly followed the existing communication plan. In general, if the team
followed a management plan, and those actions created a problem, the management plan must be
updated through a change request.
You should not tell your secretary to go through the file folders and to generate a new
where-to-find list. The problem is more serious than this simple solution and will only get
worse, since the project is behind and still active. Also, having a resource create and maintain
a cross reference list is a task not in the plan.
You should not outsource the document filing in the future. This will not help the current project.
You should not leave the filing system as is, since the fast retrieval of information is of no
importance on long lasting construction projects. Fast retrieval of information is important on
all types of projects.
Objective:
Execute
Sub Objective(s):
Communications
T and T for Information Distribution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 121 - 121

Project Management Professional (PMP)


Question ID : xxPMI_PMP-625

________________________________________________________________________________________________________________
Which of the following processes are connected so they serve as inputs to each other?
1. planning and executing
2. planning and controlling
3. executing and controlling

<Correct>

4. executing and initiation


Explanation :
The executing process group and controlling process group serve as inputs to each other. You have
to memorize this fact for the PMP exam.
Objective:
Execute
Sub Objective(s):
Integrate
Process Groups
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 3 - Project Management Processes Pages: 31 - 31

Project Management Professional (PMP)


Question ID : xxPMI_PMP-278

________________________________________________________________________________________________________________
One technique used to measure the progress of the project plan execution is:
1. Earned Value (EV)
2. Level of Effort (LOE)
3. Earned Value Management (EVM) <Correct>
4. Percent Complete (PC)
Explanation :
EVM is a technique used for integrating scope, schedule and resources as well as for measuring
project performance execution against the plan.
The EV technique is a tool used to measure performance not against the project execution but
against the project plan. The other answers do not measure project plan execution performance.
Objective:
Execute
Sub Objective(s):
Integrate
Introduction
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 41 - 41

Project Management Professional (PMP)


Question ID : xxPMI_PMP-621

________________________________________________________________________________________________________________
The methods the project manager and the project team can take to bring the project back into
alignment with the project plan are called:
1. status review meetings
2. preventive action
3. corrective actions

<Correct>

4. risk events avoidance


Explanation :
Corrective actions are taken to get the anticipated future project outcomes to align with the
project plan.
Objective:
Execute
Sub Objective(s):
Integrate
Inputs to Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-195

________________________________________________________________________________________________________________
You observe a fellow project manager who views each of his three project teams as unproductive,
occasionally lazy, and untrustworthy. In terms of motivation theory, this manager seems to follow
which theory?
1. Theory Y
2. Maslow's basic physical needs over self- actualization.
3. Theory X

<Correct>

4. Hertzberg's Motivators
Explanation :
In the Theory X approach, people are assumed to be lazy and need constant supervision.
Theory Y assumes people are motivated, hardworking, and want to succeed.
Hertzberg's Motivators deals with environmental factors such as salary and working conditions.
Maslow's approach does not describe this situation.
Objective:
Execute
Sub Objective(s):
Human Resources
Getting to Leadership vs. Management
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Pages: 304 - 305

Project Management Professional (PMP)


Question ID : xxPMI_PMP-632

________________________________________________________________________________________________________________
You are a project manager in a large IT company. You notice that one project team member is
developing a software routine not intended to be used on the current project.
What are you most probably lacking?
1. concept and implementation
2. implementation and closeout
3. planning and implementation
4. work authorization system

<Correct>

Explanation :
You are probably lacking a work authorization system because a project team member is doing
things that are unnecessary for the project, most probably advised by the functional manager, and
you didn't authorize it.
Objective:
Execute
Sub Objective(s):
Integrate
Tools and Techniques for Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-047

________________________________________________________________________________________________________________
George is the functional manager of several key resources who may be assigned to your project on
a part-time basis.
Which question is George initially most likely to ask about project-related work?
1. Who will do the task?

<Correct>

2. When will the task be done?


3. What money will be spent?
4. Why will the task be done?
Explanation :
George is most likely to ask who will do the task because in matrix management, the functional
manager wants to know if his employee will be performing that task. If not, he is available for
other tasks selected by the functional manager.
George is not most likely to ask what money will be spent because the functional manager is not
concerned with project cost.
George is not most likely to ask why the task will be done because the functional manager does
not have project responsibility.
George is not most likely to ask when the task will be done, but if the functional manager's
resource is doing the task, he will later ask that question.
Objective:
Execute
Sub Objective(s):
Quality
Organizational Structure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2: The Project Management Context Pages: 19 - 21

Project Management Professional (PMP)


Question ID : xxPMI_PMP-225

________________________________________________________________________________________________________________
In communications theory, the "medium" is defined as:
1. the method and process in communication.
2. the physical environment that determines the interference level in communication.
3. the method for communication.

<Correct>

4. the level of noise, attenuation, and/or processes involved in communication.


Explanation :
The correct answer is "the method for communication.." The medium is the method, which is the way
the information is conveyed.
"The method and process in communication" is not a correct response. While "method" is correct,
the term "processes" does not apply to the definition of medium.
"The level of noise, attenuation, and/or processes involved in communication" is not a correct
answer. The method is the means for communication.
"The physical environment that determines the interference level in communication" is not a
correct response. While this statement describes some of the characteristics of a medium, it is
not the best answer.
Objective:
Execute
Sub Objective(s):
Communications
Outputs from Quality Assurance - Quality Improvement
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 102

Project Management Professional (PMP)


Question ID : xxPMI_PMP-411

________________________________________________________________________________________________________________
In a fixed price contract, who accepts most of the risk and how is the risk included in the cost?
1. The seller holds most of the risk, and the risk is included in the fixed price.

<Correct>

2. Both the buyer and seller share the risk, and the risk is included in the fixed price.
3. The buyer holds most of the risk, and the risk is included in the fixed price.
4. None of the answers is correct.
Explanation :
The seller holds most of the risk, and the risk is included in the fixed price. If the work
extends beyond what the seller expected, the seller is still obligated to complete the work and
may lose money on the contract. To mitigate this risk, the seller often includes a contingency
factor in his bid to cover this possibility.
The buyer does not hold most of the risk, but the risk is included in the fixed price. While the
risk is included in the fixed price, the seller holds most of the risk.
Both the buyer and seller do not share the risk. While the risk is included in the fixed price,
the seller holds most of the risk.

Objective:
Execute
Sub Objective(s):
Procurement
Fixed Price or Lump Sum Contracts
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 6 - Establishing Project Planning Controls Page: 224

Project Management Professional (PMP)


Question ID : xxPMI_PMP-637

________________________________________________________________________________________________________________
You are a project manager for a large IT company. A scope change has been requested for the
project you are currently conducting. You know that change is concerned with all of the following
EXCEPT:
1. influencing causes of change
2. determining that a change occurred
3. managing change
4. verifying change

<Correct>

Explanation :
Integrated change control, scope change control, schedule control, and cost control are all
concerned with three key elements: influencing the things that cause change, determining that
change is needed or has happened, and managing the change.
Objective:
Execute
Sub Objective(s):
Integrate
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-623

________________________________________________________________________________________________________________
The biggest part of the budget will be spent during which project process?
1. the controlling process
2. the planning process
3. the execution process

<Correct>

4. the closing process


Explanation :
The biggest part of the budget will be spent during the execution process. You have to memorize
this fact for the PMP exam.
Objective:
Execute
Sub Objective(s):
Integrate
Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-630

________________________________________________________________________________________________________________
You are a project manager for a large IT company that offers its services regionally and is
expanding its operations worldwide. The company is in the process of purchasing and leasing
server systems to get operations under way. The subproject manager in charge of network
operations has reported some human resources problems (staffing) to you. You are also having some
other problems coordinating and integrating other elements of the project.
Which statement is true?
1. You are currently in the project plan execution process.

<Correct>

2. You are currently in the project planning process.


3. The subproject manager in charge of network operations is incompetent and should be fired.
4. Your project team could benefit from some team-building exercises.
Explanation :
You are currently in the project plan execution process. The most difficult aspect of the project
plan execution process is coordinating and integrating all the project elements together.
You can tell that you are not currently in the project planning process due to the clue about
coordinating and integrating other elements of the project.
The statements that your project team could benefit from some team-building exercises and that
the subproject manager in charge of network operations is incompetent and should be fired are
incorrect because they are not necessarily true for this situation.
Objective:
Execute
Sub Objective(s):
Integrate
Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-169

________________________________________________________________________________________________________________
Your project is behind target for time and budget. Deliverables are passed on as required, but
they often come back with problems. This rework is becoming a big problem. What should you do?
1. Estimate the costs of the rework and a revised project completion date. Get the stakeholders
to sign off on the new timeline and revised budget.
2. Try to determine who is failing you and the team.
3. Initiate a quality audit.

<Correct>

4. Revise the quality management plan.


Explanation :
You should initiate a quality audit. A quality audit is the best approach for determining how
and where your quality management plan is failing and provides lessons learned that can be acted
on to improve project performance.
Unless you want to look really bad, do not try to revise the timeline and budget.
You should not first try to determine who is failing you and the team. If you look for others to
blame, you should first look in the mirror.
Objective:
Execute
Sub Objective(s):
Quality
8 Developing the Project Team
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Motivational Theory Page: 302

Project Management Professional (PMP)


Question ID : xxPMI_PMP-049

________________________________________________________________________________________________________________
As a project manager working in a matrix organization, you realize that you will require
additional team members to complete the project on time. Your staffing plans have been approved
by management, and the budget and schedule are both tight.
From whom would you negotiate these resources?
1. Functional managers

<Correct>

2. Project sponsor
3. Program manager or Project Office manager
4. Key project stakeholders
Explanation :
You would negotiate these resources from functional managers. In a matrix environment, the
resources work for a functional manager, not the project manager.
You would not negotiate these resources from a program manager or project office manager because
they do not have management control or responsibility for resources, although they can be helpful
allies.
You would not negotiate these resources from key project stakeholders because they do not manage
the resources.
You would not negotiate these resources from the project sponsor because project sponsors do not
manage the resources. However, the project sponsor should be informed of major staffing issues.
Objective:
Execute
Sub Objective(s):
Quality
Defining Team Development Outputs
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Pages: 306 - 307

Project Management Professional (PMP)


Question ID : xxPMI_PMP-592

________________________________________________________________________________________________________________
Is forecasting part of performance reporting?
1. No, it part of quality control.
2. Yes, it is part of performance reporting if the communication plan requires it.
3. Yes, it is a part of performance reporting.

<Correct>

4. No, it is performed during phase completions.


Explanation :
Forecasting is a part of performance reporting.
Forecasting is not performed only during phase completions. Performance reporting includes
forecasting, but it can be done at any time.
Forecasting is not just part of performance reporting if the communication plan requires it. Even
if the communications plan does not require forecasting, the project manager can still decide to
produce a forecast.
Objective:
Execute
Sub Objective(s):
Communications
Performance Reporting
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 Project Communications Management Page: 122

Project Management Professional (PMP)


Question ID : xxPMI_PMP-220

________________________________________________________________________________________________________________
Why are status meetings held?
1. to confirm the accuracy of the costs submitted by the team
2. to exchange information about the project

<Correct>

3. to issue work authorizations


4. to have team members report on what they are doing
Explanation :
Effective status meetings present information needed to keep the other team members informed
about the project and make decisions on project direction. As a general rule, information that
pertains to individual assignments or individual activities should be handled between the project
manager and the team member, and not during a status meeting.
The project manager should know from other methods what the team members are doing. The purpose
of a status meeting is to exchange information about the project.
Work authorizations should be issued at other times, not during status meetings. Work
authorizations can be confirmed during a status meeting to prevent misunderstanding, but that is
not the primary purpose of status meetings.
Confirming the accuracy of the costs submitted by the team should be done at other times, and
probably on an individual basis.
Objective:
Execute
Sub Objective(s):
Communications
Status Review Meetings
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Page: 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-024

________________________________________________________________________________________________________________
Six steps are required in the process to make your company's widgets. Step A precedes step B.
Step B precedes step C. Step D precedes step E. Step F is preceded by steps C and E. Steps B, C,
and F are having quality problems.
A good way to represent this to help determine the defect causes is by using:
1. a precedence diagram.
2. an analysis table.
3. an Ishikawa diagram.

<Correct>

4. a cost of quality benefit/cost spectrum.


Explanation :
You can use an Ishikawa diagram. This is also known as a fishbone diagram, or as a
cause-and-effect diagram. You should know all three terms for the exam. This tool helps pinpoint
where problems occur in a process.
You should not use an analysis table. This is a different concept and does not relate to tracing
the cause of problems.
You should not use a cost of quality benefit/cost spectrum. This is not related to tracing the
cause of problems.
You should not use a precedence diagram. A precedence diagram does show the sequence of events,
but does not help in tracing the source of problems.
Objective:
Execute
Sub Objective(s):
Quality
Quality Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 98

Project Management Professional (PMP)


Question ID : xxPMI_PMP-398

________________________________________________________________________________________________________________
In dealing with contractors and suppliers, where do you find the specific requirements for
invoicing?
1. contract

<Correct>

2. financial addendum to procurement plan


3. procurement plan
4. in the internal procedures of the buying organization
Explanation :
The contract should contain the detailed requirements and procedures for invoicing.
You cannot find the requirements for invoicing in the procurement plan. The invoicing details are
in the contract.
You cannot find the requirements for invoicing in the financial addendum to the procurement plan.
The invoicing details are in the contract.
You cannot find the requirements for invoicing in the internal procedures of the buying
organization. The invoicing details are in the contract.
Objective:
Execute
Sub Objective(s):
Procurement
Inputs to Contract Administration - Sellers invoices
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 157 - 157

Project Management Professional (PMP)


Question ID : xxPMI_PMP-639

________________________________________________________________________________________________________________
You are the project manager in a large IT company. You would like to use a tool that can help you
plan, schedule, monitor, and report your findings on your project.
What tool do you need?
1. status review meetings
2. project management information system

<Correct>

3. earned value management (EVM)


4. change requests tracking tool
Explanation :
A project management information system helps the project manager plan, schedule, monitor, and
report findings.
EVM, status review meetings, and change requests tracking tool cover only part of the desired
support spectrum.
Objective:
Execute
Sub Objective(s):
Integrate
Tools and Techniques for Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-383

________________________________________________________________________________________________________________
A seller agrees to perform a service or furnish supplies for a lump sum fee. What is the
advantage of this type of contract to you as the project manager?
1. Risk is shared by all parties.
2. There is little risk.
3. Cost risk is lower.

<Correct>

4. Cost risk is higher.


Explanation :
The cost risk is lower primarily when the project work is well defined. If the scope is not
defined well, the buyer has the risk that the scope will not be completed for the fixed amount.
Lump sum is described as a fixed price contract. Fixed price contracts have less risk for the
buyer (the project manager), and more risk for the seller (the service provider).
In fixed price contracts, the project manager has a lower cost risk.
The seller has more of the cost risk. If the estimates are incorrect, he is still obligated to
complete the agreed-on scope.
While both parties have some risk, the seller has more cost risk.
Objective:
Execute
Sub Objective(s):
Procurement
Tools and Techniques for Procurement Planning - Contract Type Selection
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 150 - 151

Project Management Professional (PMP)


Question ID : xxPMI_PMP-387

________________________________________________________________________________________________________________
A quick and objective method for evaluating proposals is the __________________.
1. team-based system
2. Delphi method
3. weighting system

<Correct>

4. screening system
Explanation :
The weighting system is a quick and objective method for evaluating proposals. The question asks
for an objective method. The weighting system is an objective method of ranking the qualitative
data and reducing the effects of personal opinion. It can be performed quickly once the
measurements are selected.
Although the screening system is also quick, it is not as objective as a ranking approach using a
weighting system.
Team based evaluations are a good idea, but not as an answer to this question.
The Delphi Method is a tool to reach group consensus using expert opinion. It is not objective.
It is sometimes used in crisis situations when there is not enough time for objective source
selection measures.
Objective:
Execute
Sub Objective(s):
Procurement
Tools and Techniques for Source Selection
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 155 - 156

Project Management Professional (PMP)


Question ID : xxPMI_PMP-610

________________________________________________________________________________________________________________
Which statement is most true about quality assurance?
1. The primary purpose is to validate completed scope against planned scope.
2. It is concerned with scope, time, and cost.

<Correct>

3. Stakeholders are not directly responsibility for quality.


4. It is generally performed as an input to the quality planning process.
Explanation :
Quality assurance is concerned with scope, time, and cost. Quality assurance measures all three
factors in a project.
Quality assurance is not generally performed as an input to the quality planning process. Quality
planning occurs before quality assurance.
Stakeholders, team members, and the project manager are all directly responsible for quality.
The primary purpose of quality assurance is not to validate completed scope against planned
scope. Validating completed scope against planned scope is scope verification, not quality
assurance. However, some aspects of the quality plan will certainly reflect conformance to
planned scope.
Objective:
Execute
Sub Objective(s):
Quality
Laying Out Quality Assurance Procedures
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 339

Project Management Professional (PMP)


Question ID : xxPMI_PMP-072

________________________________________________________________________________________________________________
The project sponsor has requested a monthly tabular report on project milestones as well as an
S-curve. Where would the project manager document this requirement?
1. risk management plan
2. communication management plan

<Correct>

3. project charter
4. scope statement
Explanation :
The communications management plan includes an outline of the format and content of information
to be distributed. Reports are listed and defined in the communication management plan.
The project charter does not contain details of the various reports issued by the project manager
and project team.
The scope statement does not contain details of the various reports issued by the project manager
and project team.
The risk management plan does not contain details of the various reports issued by the project
manager and project team.
Objective:
Execute
Sub Objective(s):
Communications
Outputs from Communication Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 120 - 120

Project Management Professional (PMP)


Question ID : xxPMI_PMP-616

________________________________________________________________________________________________________________
You have just completed a quality audit of a complex project. Your manager asks you to justify
the time spent performing the quality audit function. You tell him that a quality audit leads to
actions that:
1. reduce the errors and omissions and increase accuracy.
2. increase levels of accuracy.
3. reduce the perceived and actual rates of errors.
4. increase effectiveness and efficiency.

<Correct>

Explanation :
A quality audit leads to actions that increase effectiveness and efficiency. The PMBOK also
states that quality audits will provide added benefits to the project stakeholders.
A quality audit does not lead to actions that reduce perceived and actual rates of errors. While
this may be true in some cases, it is not the best answer.
A quality audit does not lead to actions that reduce errors and omissions and increase accuracy.
While this may be true in some cases, it is not the best answer.
A quality audit does not lead to actions that increase levels of accuracy. While this may be
true in some cases, it is not the best answer.
Objective:
Execute
Sub Objective(s):
Quality
Outputs from Quality Assurance - Quality Improvement
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 102

Project Management Professional (PMP)


Question ID : xxPMI_PMP-414

________________________________________________________________________________________________________________
What statement is true about a statement of work (SOW)?
1. Only the seller creates the SOW.
2. Either the buyer or seller can create the SOW.

<Correct>

3. Only the buyer creates the SOW.


4. From the seller's perspective, the SOW is a replacement for the WBS.
Explanation :
Either the buyer or seller can create the SOW. The buyer often creates a version of the SOW, and
the seller may rewrite or expand it. Careful review and updates of the SOW are critical to a
successful contract execution.
Either the buyer or the seller can create the SOW.
The SOW is not a replacement for the WBS. The WBS should be included in the SOW as a reference
document, and that portion of the WBS related to the SOW should be clearly identified. If the WBS
is complete and detailed, it can comprise a significant portion of the SOW.
Objective:
Execute
Sub Objective(s):
Procurement
Statement of Work
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 6 - Establishing Project Planning Controls Page: 227

Project Management Professional (PMP)


Question ID : xxPMI_PMP-595

________________________________________________________________________________________________________________
You are preparing performance reports for a small, low priority project. There is a requested
change to the quality control procedures.
In terms of performance reporting, this requested change is considered a(n) _____________.
1. tool or technique
2. input
3. Requested changes are not part of performance reporting.
4. output

<Correct>

Explanation :
The correct answer is "an output."
"Input" and "tool and technique" are both incorrect responses because requested changes are an
output of performance reporting.
"Requested changes are not part of performance reporting." is an incorrect response. Requested
changes are an output of performance reporting.
Objective:
Execute
Sub Objective(s):
Communications
Outputs from Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 81

Project Management Professional (PMP)


Question ID : xxPMI_PMP-172

________________________________________________________________________________________________________________
While looking at the last several months of rework statistics, you observe the following: Step A
had an average of 5.5% rework; step B, which follows step A, had 34%; and step C, which follows
step B, had 70%.
What is the best conclusion you can make from these statistics?
1. Step B's roughly 1/3 rework rate is average for the industry.
2. Rework costs are much higher for step C than for step A.
3. The step C process needs to be examined for defects.
4. Quality issues are not fully addressed in step A.

<Correct>

Explanation :
Quality issues are not fully addressed in step A. Because the rework percentage is six times
greater in step B, which follows step A, and step C's rework is twice that of its predecessor, a
compounding effect of errors missed in step A is evident.
It is true that rework costs are higher in C than in A. Also, it is probably correct to examine
step C for defects. However, if attention is directed to step A first, the errors missed in this
first step will not propagate to successor steps and cause problems there. It is important to
take a system view when addressing quality problems because otherwise resources may be wasted on
the effects and not on the causes.
Objective:
Execute
Sub Objective(s):
Quality
Quality Assurance
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Pages: 101 - 104

Project Management Professional (PMP)


Question ID : xxPMI_PMP-406

________________________________________________________________________________________________________________
You are finalizing a contract with a vendor, and their representative presents you with a "fait
accompli'. This is a situation where:
1. the vendor tries to convince you that an issue is already settled and not subject to
negotiation.
<Correct>
2. the vendor presents you with an unexpected bonus, in the hopes of immediately securing the
contract.
3. the vendor suddenly agrees to most (if not all) of your requests.
4. the price is fixed and no longer subject to negotiation or even discussion.
Explanation :
A fait accompli is a negotiation technique that is often used to distract one party and prevent
further discussion on the topic.
A fait accompli does not mean that the price is fixed and no longer subject to negotiation or
even discussion. A fait accompli may be related to issues other than price.
A fait accompli is not an unexpected bonus in the hopes of immediately securing the contract. A
fait accompli is when the vendor tries to convince you that an issue is already settled and not
subject to negotiation.
A fait accompli is not a vendor suddenly agreeing to most (if not all) of your requests. A fait
accompli is when the vendor tries to convince you that an issue is already settled and not
subject to negotiation.
Objective:
Execute
Sub Objective(s):
Procurement
Cost Reimbursable Contracts
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 6 - Establishing Project Planning Controls Page: 225

Project Management Professional (PMP)


Question ID : xxPMI_PMP-619

________________________________________________________________________________________________________________
The risk management plan is a major component of the _______________.
1. procurement plan
2. contingency plan
3. project plan <Correct>
4. management contingency plan
Explanation :
The risk management plan is a major component of the project plan. You have to memorize all parts
of the project plan for the exam.
Objective:
Execute
Sub Objective(s):
Integrate
Outputs from Project Plan Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 45 - 45

Project Management Professional (PMP)


Question ID : xxPMI_PMP-628

________________________________________________________________________________________________________________
You are a project manager in a large IT company. You are advised by the senior manager that
orders for goods or services that exceed $10,000 need his approval.
What is this an example of?
1. project charter
2. constraints
3. assumptions
4. organizational policy <Correct>
Explanation :
This is an example of organizational policy because it describes the way your organization
handles the ordering.
Constraints, assumptions, and the project charter do not clearly relate to the ordering process.
Objective:
Execute
Sub Objective(s):
Integrate
Inputs to Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-063

________________________________________________________________________________________________________________
Which of the following is most true about team development?
1. Recruitment practices impact team development.
2. The staffing pool description (SPD) provides the basis for identifying critical team
development issues.
3. The staffing management plan describes the actions needed in team development.
4. Performance appraisals created by the project manager can impact team development.

<Correct>

Explanation :
If used properly, performance appraisals will help the team members see areas for improvement and
reward them for performance in other areas. Performance appraisals can be a teaching and
motivational tool.
Recruitment practices do not impact team development. Recruiting happens before the team is built.
The staffing management plan does not describe the actions needed in team development. The
staffing management plan describes how team members will be brought in and removed from the
project team after completing their assignments. It does not address training.
The staffing pool description does not provide the basis for identifying critical team
development issues. This document provides a description of the requirements for the staff, but
not a description of the actual team.
Objective:
Execute
Sub Objective(s):
Human Resources
Motivating the Team
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Pages: 302 - 302

Project Management Professional (PMP)


Question ID : xxPMI_PMP-613

________________________________________________________________________________________________________________
When are quality audits conducted?
1. randomly
2. on the schedule set by the quality plan
3. All of the answers are correct.

<Correct>

4. periodically
Explanation :
Quality audits can be performed on a random basis, on a schedule (daily, weekly, monthly, after
"x" units of output, etc.), or on the schedule defined in the quality plan. In addition, there
are different types of quality audits, which may be performed on different schedules.
Objective:
Execute
Sub Objective(s):
Quality
Quality Tools and Quality Audits
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 341

Project Management Professional (PMP)


Question ID : xxPMI_PMP-378

________________________________________________________________________________________________________________
Which statement best describes advertising in the solicitation process?
1. It is an effective method of expanding the list of potential bidders.

<Correct>

2. It is sometimes required on private projects.


3. It can cause public pressure resulting in bid disputes.
4. It is sometimes required on public and private projects.
Explanation :
Advertising is an effective method of expanding the list of potential bidders. When performed
correctly, advertising will usually expand the number of companies bidding for the contract.
Advertising may be required on both public and private projects.
Advertising is sometimes required on public and private projects. While this is a true statement,
it is not the best answer.
Advertising usually reduces public pressure.
Objective:
Execute
Sub Objective(s):
Procurement
Solicitation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 154

Project Management Professional (PMP)


Question ID : xxPMI_PMP-008

________________________________________________________________________________________________________________
Quality assurance is a phase in your project. As the project manager you know you will be working
with the quality professionals during this phase.
What activity would most likely be performed between yourself and the quality professionals
during this phase?
1. Analyzing whether the work meets the quality standards
2. Determining if the right quality standards are being used

<Correct>

3. Quality control
4. Determining what quality standards should be used
Explanation :
The most likely activity is determining if the right quality standards are being used. Since the
project manager is working with quality professionals, they are performing a quality audit. The
purpose of a quality audit is to determining if the best possible quality standards are being
used. A quality audit is a structured review of other quality management activities with the
objective of identifying lessons learned and confirming that the right quality standards are in
place.
Quality control is performing the quality checks and analyzing the results.
You will not determine what quality standards should be used. At this point, the quality
standards will have been determined. Quality standards are determined by quality planning, which
precedes quality assurance. Quality planning comes before quality assurance.
You will not analyze whether the work meets the quality standards. This activity is performed
during quality control.
Objective:
Execute
Sub Objective(s):
Quality
Tools and Techniques for Quality Assurance
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 101

Project Management Professional (PMP)


Question ID : xxPMI_PMP-381

________________________________________________________________________________________________________________
You are scheduling the logistics for a meeting with potential vendors to allow them to ask
questions and obtain clarification about the bidding requirements for the project in which you
are involved. This activity is part of the procurement process called __________________________.
1. contract administration
2. procurement planning
3. solicitation planning
4. solicitation <Correct>
Explanation :
Bidder conferences are a tool and technique in the solicitation process to ensure that all
prospective sellers have a common understanding of the procurement. During the meetings, sellers
are allowed to ask questions and obtain clarification about the bidding requirements. It is
important to conduct fair meetings, with each vendor given the same information and opportunities.
Performing the activity as described in the question is solicitation, not solicitation planning.
Contract administration involves the overall activity of managing the contract once it has begun.
Solicitation is not part of procurement planning. Solicitation is an activity. It is planned, but
when it begins, it falls into the execution phase.

Objective:
Execute
Sub Objective(s):
Procurement
Solicitation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 153

Project Management Professional (PMP)


Question ID : xxPMI_PMP-080

________________________________________________________________________________________________________________
In a simple, interactive one-to-one communication process, there is a sender and a receiver of
information. The sender is the one who transmits the signals, while the receiver _____________
the signals.
1. rejects
2. accepts
3. decodes

<Correct>

4. mixes
Explanation :
The receiver decodes the signals. In transmitting the signal or message, the sender has encoded
or translated the ideas into a set of symbols (words, pictures, etc.) which must be interpreted
or decoded by the receiver.
The receiver may accept or reject the message. Before acceptance or rejection can take place, the
receiver must decode the message.

Objective:
Execute
Sub Objective(s):
Communications
Examining Communication Skills
PMP Project Management Professional Study Guide by Joseph Phillips
Chapter: Chapter 10 - Introducing Project Communication Management

Pages: 394 - 395

Project Management Professional (PMP)


Question ID : xxPMI_PMP-403

________________________________________________________________________________________________________________
What is a good policy about sending documents to prospective sellers?
1. Procurement documents may be sent to buyers who have passed the initial screening.
2. Procurement documents may be sent to some or all of the vendors. <Correct>
3. No procurement documents developed by the team should be sent to any prospective vendors.
4. Procurement documents may be sent to buyers, but not to sellers.
Explanation :
Procurement documents may be sent to some or all of the vendors. The term vendors is another word
for sellers. The sellers need the procurement documents to respond with a bid. The project
manager must review each document to verify that the information is appropriate for the sellers.
Procurement documents should not be sent to buyers who have passed the initial screening. The
buyers are the people preparing the procurement documents. They already have the documents.
Procurement documents developed by the team should be sent to any prospective vendors. Without
the procurement documents relating to their work effort, it would be impossible for them to
prepare a bid.
Procurement documents should not be sent to buyers, but to sellers. The buyers are the people
preparing the procurement documents.
Objective:
Execute
Sub Objective(s):
Procurement
Screening Systems
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 - Measuring and Controlling Performance Page: 334

Project Management Professional (PMP)


Question ID : xxPMI_PMP-635

________________________________________________________________________________________________________________
A management approach is best described by:
1. establishing a strategy office
2. creating a PMIS and document retrieval system
3. compiling the individual plans in the project plan

<Correct>

4. establishing a project office


Explanation :
The management approach is best described as a compilation of the individual plans in the project
plan.
Objective:
Execute
Sub Objective(s):
Integrate
Inputs to Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-164

________________________________________________________________________________________________________________
Which of the following is NOT a cost of nonconformance?
1. maintenance costs
2. evaluation of customer complaints
3. corrective action
4. inspections <Correct>
Explanation :
The question is asking for an item that is not a cost of nonconformance. In other words, it is
looking for an item that is a cost of conformance. Remember that the cost of quality is the sum
of the cost of conformance and the cost of nonconformance. If a quality cost isn't one of
nonconformance, then it is a conformance cost. Costs of nonconformance are incurred due to
failures in product and/or quality. That is, nonconformance can begin once the product reaches
the customer.
Evaluation of customer complaints, maintenance costs, and corrective actions are all events or
costs that occur once the customer has the product. Inspections, however, occur before the
product reaches the customer. Therefore, inspections are a cost of conformance.
Objective:
Execute
Sub Objective(s):
Quality
Quality Control Charts and the Seven Run Rule
Information Technology Project Management 3rd Edition by Kathy Schwalbe
Chapter: Chapter 8 Pages: 290 - 291

Project Management Professional (PMP)


Question ID : xxPMI_PMP-390

________________________________________________________________________________________________________________
In a fixed price contract, the fee or profit is:
1. composed of a target cost, target profit, target price, ceiling price, and share ratio.
2. unknown.

<Correct>

3. part of the negotiation involved in paying every invoice.


4. a negotiated percentage, determined with the other party at the end of the project.
Explanation :
On a fixed price contract, the buyer pays the seller a fixed amount (as defined by the contract)
regardless of the seller's costs. The profit to the seller is not known.
The fee or profit is not a negotiated percentage, determined with the other party at the end of
the project. In a fixed price contract, the seller's profit is unknown.
The fee or profit is not composed of a target cost, target profit, target price, ceiling price,
and share ratio. In a fixed price contract, the seller's profit is unknown.
The fee or profit is not part of the negotiation involved in paying every invoice. In a fixed
price contract, the seller's profit is unknown.
Objective:
Execute
Sub Objective(s):
Procurement
Tools and Techniques for Procurement Planning - Contract Type Selection
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 150 - 151

Project Management Professional (PMP)


Question ID : xxPMI_PMP-039

________________________________________________________________________________________________________________
Which statement is NOT true about the highest level in Maslow's hierarchy of needs?
1. Doing what one can do best
2. Often refusing promotion to management

<Correct>

3. Constant self development


4. Realizing what one can do best
Explanation :
Refusing promotion to management is not a sign of Maslow's highest level of needs (self
-actualization). In that level, the person reaches for new challenges and strives to fulfill his
potential. While it is possible for a person to reach the self-actualization level and refuse
promotions for other reasons, this answer is still correct because the other three are definite
signs of self-actualization.
Constant self development, doing what one can do best, and realizing what one can do best are all
signs of the highest level, self-actualization.
Objective:
Execute
Sub Objective(s):
Quality
Motivating the Team
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8: Developing the Project Team Pages: 302 - 302

Project Management Professional (PMP)


Question ID : xxPMI_PMP-598

________________________________________________________________________________________________________________
Your total project budget is $500,000. Your status report says that 10% of the budgeted work has
been completed. The earned value amount is:
1. 450000
2. 550000
3. not enough information to compute
4. 50000

<Correct>

Explanation :
Earned value is the amount of budgeted work that has been completed. Ten percent of $500,00 is
$50,000.
Objective:
Execute
Sub Objective(s):
Communications
Earned Value
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Pages: 345 - 346

Project Management Professional (PMP)


Question ID : xxPMI_PMP-396

________________________________________________________________________________________________________________
You are presenting a seminar on procurement management to project manager trainees. One of them
asks about the primary purpose of contract administration on projects that involve large public
funds and dozens of contractors. You explain that the primary purpose of contract administration
in that situation is to:
1. perform general administrative functions in a work to hire situation.
2. verify that the contractors are performing the work efficiently.
3. ensure that the contractor's performance meets the contractual requirements.

<Correct>

4. process all payments, change requests, and contractual documents.


Explanation :
The primary purpose of contract administration in that situation is to ensure that the
contractor's performance meets the contractual requirements. While the other responses are good
ideas and have some merit, the primary purpose of contract administration in all projects is to
ensure that the contractor fulfills the contract. The information about a large public project is
not important to answer this question.
Verifying the contractors are performing the work efficiently is not the primary purpose of
contract administration. The contractors have an obligation to meet the requirements of the
contract, and efficiency is not a factor unless it is specified in the contract.
Processing all payments, change requests, and contractual documents takes place during contract
administration, but this is not the primary purpose.
Performing general administrative functions in a work to hire situation takes place during
contract administration, but performing administrative functions is not the primary purpose.
Objective:
Execute
Sub Objective(s):
Procurement
Contract Administration
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 156 - 157

Project Management Professional (PMP)


Question ID : xxPMI_PMP-069

________________________________________________________________________________________________________________
What are the expected primary results of team development?
1. increased motivation, increased performance, and higher quality
2. performance improvement and input to performance appraisals

<Correct>

3. increased productivity and improved motivational levels


4. lower levels of conflict leading to better performance and higher quality
Explanation :
The expected primary results of team development are performance improvement and input to
performance appraisals. The financial and business justification for team development is an
improvement in performance. Another important result is feedback from the project manager than
can be used in performance appraisals. This feedback should also lead to performance improvement.
Lower levels of conflict leading to better performance and higher quality are not the expected
primary results of team development. While team development may reduce conflict and improve
quality, that is not the primary goal.
Increased motivation, increased performance, and higher quality are not the expected primary
results of team development. While team development activities may increase motivation, increased
motivational levels are not the primary goal.
Increased productivity and improved motivational levels are not the expected primary results of
team development. Increasing motivational levels is not a primary goal.
Objective:
Execute
Sub Objective(s):
Human Resources
Getting to Leadership vs. Management
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 8 - Developing the Project Team Pages: 306 - 306

Project Management Professional (PMP)


Question ID : xxPMI_PMP-409

________________________________________________________________________________________________________________
As project manager, you have a serious dispute with a vendor regarding an expensive change
request to the contract. You have acted in good faith, but the vendor refuses to acknowledge the
error and refuses to correct the situation or refund the cost of their mistake. Your negotiations
with the vendor representatives and vendor management have failed. You interpret the contract
language as confusing but favoring your interpretation.
What are the remaining options to resolve this dispute?
1. Use the court system only, since it is a contractual matter and negotiations have failed.
2. Use arbitration, since the contract language could be interpreted both ways.
3. Use the court system or arbitration. <Correct>
4. Create a contract change request to modify the language in the contract and perform
negotiations with the modified language.
Explanation :
You should use the court system or arbitration. When negotiations between the parties has been
tried and failed, the two options remaining are through the courts and arbitration.
You should not just use arbitration. The three ways of resolving disputes are negotiations
between the parties, arbitration, and through the courts. Even if the contract language is
confusing, the court system is still an option.
You should not just use the court system. Arbitration is another option.
You should not create a contract change request to modify the language in the contract and
perform negotiations with the modified language. This action will not resolve the problem and
could make it worse. Parties are bound by the contract in force at the time, and changing the
contract has no effect on actions performed under a legal contract at the time.
Objective:
Execute
Sub Objective(s):
Procurement
Tim and Materials (T&M) Contracts
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 6 - Establishing Project Planning Controls Page: 226

Project Management Professional (PMP)


Question ID : xxPMI_PMP-393

________________________________________________________________________________________________________________
Which of the following is a method for quantifying qualitative data to minimize the subjectivity
on source selection?
1. screening system
2. None of the answers is correct.
3. weighting system

<Correct>

4. selecting system
Explanation :
A weighting system evaluates the sellers based on the planned evaluation qualitative criteria,
such as technical ability and financial capability. It minimizes subjectivity and tends to be
objective.
A screening system is generally an automatic elimination (yes/no) of a seller that does not meet
minimum criteria. It also minimizes subjectivity, but it is not used with qualitative data.

Objective:
Execute
Sub Objective(s):
Procurement
Tools and Techniques for Source Selection
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 155 - 156

Project Management Professional (PMP)


Question ID : xxPMI_PMP-011

________________________________________________________________________________________________________________
A control chart shows that the last eight frames produced were all slightly more than the average
weight you have been monitoring for the last six months.
You know you need to act on this because the control chart violates the:
1. rule of seven

<Correct>

2. standard deviation rule


3. 3-sigma rule
4. consecutive rule
Explanation :
The control chart violates the rule of seven. Theoretically, measurement data will be
symmetrically distributed on either side of the average (center), displaying a bell curve.
However in reality, a run of measurement data can be skewed to the left or right of the average
(mean). If a run of points is skewed to one side of the mean, it may indicate a problem, even if
it is within the control limits. The rule of seven says that if seven or more observations in a
row occur on the same side of the mean, even though they may be within the control limit, they
should be investigated as if they are outside of the control limits.
Consecutive rule is not a term used in project management.
Standard deviation rule is not a term used in project management.
3-sigma rule is not a term used in project management.
Objective:
Execute
Sub Objective(s):
Quality
Quality Control Charts and the Seven Run Rule
Information Technology Project Management 3rd Edition by Kathy Schwalbe
Chapter: Chapter 8 - Project Quality Management Pages: 279 - 280

Project Management Professional (PMP)


Question ID : xxPMI_PMP-527

________________________________________________________________________________________________________________
The project schedule describes the baseline plan (timeline). As the schedule is updated to
correct errors, change the scope, or reflect actual duration, the baseline schedule:
1. is deleted as being unstable and unnecessary to manage the project.
2. becomes the current schedule with all changes.
3. is amended to adjust to the actual duration but maintained for post-project evaluations.
4. is maintained as the original baseline for post-project evaluations.

<Correct>

Explanation :
As the schedule is updated to correct errors, change the scope, or reflect actual duration, the
baseline schedule is maintained as the original baseline for post-project evaluations because it
provides the basis for measuring and reporting schedule performance.
The other answer choices do not preserve the basis for measuring a project's progress.
Objective:
Control
Sub Objective(s):
Time
Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 79 - 79

Project Management Professional (PMP)


Question ID : xxPMI_PMP-175

________________________________________________________________________________________________________________
Six Sigma follows a five-phase process in quality control called DMAIC.
The five phases in sequence are:
1. Delineate, Measure, Analyze, Improve, Control
2. Define, Measure, Analyze, Increase, Control
3. Define, Measure, Analyze, Improve, Control <Correct>
4. Describe, Minimize, Approach, Improve, Control
Explanation :
The five phases in sequence are: Define, Measure, Analyze, Improve, and Control.
First, define the requirements, problem and process. Second, define the measures needed, and then
collect and compile them. The third process step is to analyze your data and look for
opportunities for improvement. The Ishikawa diagram is useful in the Analyze step. Improve is the
fourth process step in which ideas are generated and actions are determined that will improve the
problem in the context of the customer's requirements. The control step will validate the
improvements made. Control charts are useful tools in this step.
The other choices use like sounding words or synonyms that are intended to deceive you. Watch out
for these on the exam.
Objective:
Control
Sub Objective(s):
Quality
Six Sigma
Information Technology Project Management 3rd Edition by Kathy Schwalbe
Chapter: Chapter 8 Pages: 273 - 274

Project Management Professional (PMP)


Question ID : xxPMI_PMP-213

________________________________________________________________________________________________________________
Performance reporting includes all EXCEPT which of the following?
1. Gantt charts
2. Change requests
3. Work breakdown structure (WBS)

<Correct>

4. Progress reports
Explanation :
The WBS is not used in performance reporting.
Progress reports, Gantt charts, and change requests are part of performance reporting.
Objective:
Control
Sub Objective(s):
Communications
Performance Reporting
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 122 - 124

Project Management Professional (PMP)


Question ID : xxPMI_PMP-286

________________________________________________________________________________________________________________
A large global software development project has hit a legal roadblock in Europe. It seems that
the European version needs additional security features. As the project manager, what should you do?
1. Ignore the new requirement because it is not scoped.
2. Create a change request for scope and cost control to ensure the baseline is managed.
3. Create a change request using the change control system to manage the change.

<Correct>

4. Create a new security patch because it is a legal need.


Explanation :
You should create a change request using the change control system to manage the change. This
answer integrates the change control system, which defines the rules on how to proceed with
change requests. It allows change requests to be examined according to the organization's
standards and to be eventually approved. The system ensures that approved changes and their
impact on the project baselines are properly documented.
It is incorrect to manage only the scope and cost. A project manager needs to ensure that all
components: scope, schedule, cost, quality, risk, and contract administration are assessed for
the change. Ignoring the change or just patching it is not a professional approach and is
therefore incorrect.
Objective:
Control
Sub Objective(s):
Integrate
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 49 - 49

Project Management Professional (PMP)


Question ID : xxPMI_PMP-206

________________________________________________________________________________________________________________
You are the team leader of a small product development project. Your project manager has asked
you to identify all the work your team has accomplished to date to compile in her reports.
What report is your project manager creating?
1. status report
2. variance report
3. progress report

<Correct>

4. forecast report
Explanation :
A progress report lists the accomplishments to date. For the exam, know the different types and
what each report does.
* Status - Where are we today? A status report describes where the project stands. It is a
snapshot of a moment in time.
* Progress - What has been achieved? What have we accomplished to date?
* Variance - A variance report displays the differences between planned and actual cost, budget,
accomplishments, or all three.
* Trends - Are things improving or deteriorating?
* Forecast - What does the future look like? A forecast report is a projection of future
progress, cost, or schedule.
Objective:
Control
Sub Objective(s):
Communications
Performance Reporting
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 122

Project Management Professional (PMP)


Question ID : xxPMI_PMP-003

________________________________________________________________________________________________________________
As project manager you need to assess the quality of your project. One of your team members
suggests you measure each door for both height and width to verify that they are all within spec.
You explain to the team member that this would not be a cost effective way to verify the quality
and suggest:
1. a sample.

<Correct>

2. a Pareto diagram.
3. benchmarking.
4. a control chart.
Explanation :
You should suggest taking a sample. Measuring 100% of every product is very expensive and time
consuming and is seldom practical. The sampling approach measures a representative sample of the
total population. The measurements of that sample are assumed to reflect the measurements of the
total population. In manufacturing, the term "batch" or "lot" is often used to represent a
population. If the sample from the batch is acceptable, you can assume that the entire batch is
acceptable. If the sample shows an unacceptable level of defects, you can assume that the entire
batch is defective. Sampling greatly reduces the cost of quality control and can still provide
accurate decisions. There is a great deal of information available on sampling theory.
Benchmarking pertains to improving quality before the product is created.
Control charts are used in quality control but require samples to supply the data.
Pareto diagrams are used to track the causes of quality problems. When you see Pareto diagram,
remember the 80/20 rule often linked to quality problems and Pareto diagrams: 80% of the quality
control (QC) problems come from 20% of the causes.
Objective:
Control
Sub Objective(s):
Quality
Tools and Techniques for Quality Control -statistical sampling
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 103

Project Management Professional (PMP)


Question ID : xxPMI_PMP-364

________________________________________________________________________________________________________________
Based on the exhibit, which task has a CPI of 1.11?
1. Task 4
2. Task 1
3. Task 2

<Correct>

4. Task 3
Explanation :
Task 2 has a cost performance index (CPI) as follows: CPI = EV/AC = $200/ $180 = 1.11.
Task 1 has a CPI of 0.75
Task 3 has a CPI of 1.05
Task 4 has a CPI of 1.50
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-292

________________________________________________________________________________________________________________
Your vendor has given you advance notice that material is on back order with no known delivery
date at this time. He can only commit to ship comparable material three weeks after the original
shipment date.
Recognizing that you will need to make some changes to the project since this will also delay the
installation work, what should you do first?
1. Update the change in the product description document.
2. Coordinate the change across all impacted areas.

<Correct>

3. Reference the penalty clause in the vendor contract.


4. Change the schedule baseline.
Explanation :
You should coordinate the change across all impacted areas. Integrated change control is
concerned with determining that a change has occurred and managing the changes across all the
knowledge areas. In general, changes are handled with an essential four-step approach:
* Recognize the need for change.
* Analyze impacts of the change.
* Compute alternative scenarios.
* Present to stakeholders as needed.
The question indicates clearly that the need for change has been identified, so the first thing
to do is impact analysis.
Other answers that suggest making changes to the schedule or product description jump too quickly
to performing updates or actions that are not properly coordinated.
Referencing the penalty cause is not the first thing to do. As a project manager, you have to
demonstrate a proactive attitude at handling changes as they occur. That means you have to
analyze impacts and coordinate changes as required. The penalty clause may enter into
consideration later when estimating the budget change.
Objective:
Control
Sub Objective(s):
Integrate
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-367

________________________________________________________________________________________________________________
Based on the exhibit, which task has a CPI of 1.22?
1. Task 1
2. Task 2

<Correct>

3. Task 4
4. Task 3
Explanation :
Task 2 has a cost performance index (CPI) as follows: CPI = EV/AC = $275/ $225 = 1.22.
Task 1 has a CPI of 1.44.
Task 3 has a CPI of 0.95.
Task 4 has a CPI of 1.20.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-006

________________________________________________________________________________________________________________
During quality control you are reviewing several statistical charts. One chart clearly shows that
a single point of the process is out of statistical control.
What is the LEAST correct statement about this control chart?
1. The likelihood of having a single data point out of control by chance is only about 1 in 1,000.
2. Having a point outside the control limits is the most easily detectable out-of-control
condition.
3. It is very likely that a source of special cause variation is present.
4. This chart exhibits only common cause variation.

<Correct>

Explanation :
The correct answer is "This chart exhibits only common cause variation." This statement is
definitely false. Because the chart shows one data point outside the control limits, there is
another reason in addition to the common cause variation. All the data points within the control
limits show common cause variation, but the single data point shows something else.
"It is very likely that a source of special cause variation is present" is an incorrect response.
This is a true statement. The single data point shows that a special cause variation is present.
"Having a point outside the control limits is the most easily detectable out-of-control
condition" is an incorrect response. This is a true statement. Looking for data points outside
the control limit is one of the easiest ways to identify an out of control condition.
"The likelihood of having a single data point out of control by chance is only about 1 in 1,000 "
is an incorrect response. The information in the question does not show the probabilities. While
this is possibly a true statement, the correct answer is more correct.
Objective:
Control
Sub Objective(s):
Quality
Tools and Techniques for Quality Control - Figure 8-4
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition

Project Management Professional (PMP)


Question ID : xxPMI_PMP-370

________________________________________________________________________________________________________________
Based on the exhibit, what can be said about the quality of the cost estimate for Task 1?
1. This is an example of a sales estimate.
2. This is an example of a poor estimate.

<Correct>

3. This is an example of a good estimate.


4. This is an example of a business estimate.
Explanation :
Task 1 is an example of a poor estimate because there is a 44% discrepancy between planned and
actual cost. Always beware of very high cost or schedule indices because they are a sign of a
poor estimation.
Sales estimate and business estimate are not defined project management terms.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-353

________________________________________________________________________________________________________________
The management process of monitoring cost performance to identify and trend variances from the
plan occurs during cost ______________.
1. control

<Correct>

2. budgeting
3. performance measurement
4. estimating
Explanation :
Monitoring cost performance to identify and trend variances from the plan is a fundamental task
of the cost control.
Performance measurement is a tool and technique for cost control and not a management process.
Estimating and budgeting are not concerned with the monitoring of the cost performance of the
project.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 91

Project Management Professional (PMP)


Question ID : xxPMI_PMP-228

________________________________________________________________________________________________________________
Which of the following is not a purpose of Value Engineering?
1. Expand market share
2. Define requirements in terms of value to the organization

<Correct>

3. Improve quality
4. Use resources more effectively
Explanation :
The correct answer is "define requirements in terms of value to the organization." This is not a
purpose or goal of Value Engineering (VE).
"Improve quality," "Use resources more effectively," and "Expand market share" are all incorrect
responses because they are all valid purposes of Value Engineering (VE).
Objective:
Control
Sub Objective(s):
Communications
5.2.2.1 Scope Definition - Tools and Techniquesand Glossary
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management - Project Communications Management

Page: 110

Project Management Professional (PMP)


Question ID : xxPMI_PMP-640

________________________________________________________________________________________________________________
You have on your desk in front of you the following four items; a Gantt chart showing your
project's progress, the project schedule, a stack of change requests, and the schedule management
plan.
What are you preparing to do?
1. Update the work breakdown structure.
2. Meet with your management team.
3. Update the project schedule.

<Correct>

4. Meet with your project clients.


Explanation :
You are most likely going to update the project schedule. The four items on your desk are inputs
into the schedule control process. You will need these items to update the project schedule.
Meeting with your project clients and meeting with your management team are possible, but these
are not the best answers to the question.
You are most likely not going to update the work breakdown structure. The listed items have no
direct relationship to the WBS.
Objective:
Control
Sub Objective(s):
Time
Inputs to Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 79 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-361

________________________________________________________________________________________________________________
Based on the exhibit, which task has a CPI of 0.91?
1. Task 4
2. Task 1
3. Task 3
4. Task 2

<Correct>

Explanation :
Task 2 has a cost performance index (CPI) as follows: CPI = EV/AC = $1000/ $1100 = 0.91.
Task 1 has a CPI of 0.80.
Task 3 has a CPI of 1.01.
Task 4 has a CPI of 1.08.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-073

________________________________________________________________________________________________________________
All of the following are outputs or T&T (Techniques & Tools) from performance reporting except
____________.
1. Lessons learned

<Correct>

2. S curves, histograms, bar charts, and tables


3. Trend analysis
4. Performance reports
Explanation :
The Lessons Learned document is created during Project Closure. For the exam, remember that
Lessons Learned is an output from the Closure Phase. In practice, good project managers often
keep a running list of Lessons Learned throughout the project, and finalize the document in the
Closure phase.
Trend analysis is an output from performance reporting.
S curves, histograms, bar charts, and tables are typical outputs from performance reporting.
Performance reports are a typical output from performance reporting.
Objective:
Control
Sub Objective(s):
Communications
References :
Performance Reporting
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 123 - 124
Outputs from Administrative closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 125 - 125

Project Management Professional (PMP)


Question ID : xxPMI_PMP-521

________________________________________________________________________________________________________________
Performance reports provide information on:
1. work performance of every project team member.
2. schedule performance, such as which planned dates have been met and which have not been
met.
<Correct>
3. quality of the work for every specific milestone.
4. strategic internal rate of investment for the project.
Explanation :
Performance reports provide information on schedule performance, such as which planned dates have
been met and which have not been met.
The other answer choices do not describe the time progress of the project.
Objective:
Control
Sub Objective(s):
Time
Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-265

________________________________________________________________________________________________________________
As your project proceeds into the execution phase, you will need to monitor and control risk as
an ongoing process. The risk management plan is ready. The risk response plan is also ready. You
are prepared to accept scope changes and realize that additional risk identification and analysis
may be necessary.
What else do you need to monitor and control risk?
1. Reports on project activity outcomes<Correct>
2. Reports on team organizational issues (such as Forming, Storming, Norming, and Performing)
3. Approval from the stakeholders to proceed
4. Regular team meetings to discuss risk identification issues
Explanation :
You need reports on project activity outcomes to monitor and control risk. Another term for this
is work results. Work results and related project communications are the remaining input into
risk monitoring and control.
The stakeholders have already approved. Stakeholder influence decreases as the project
progresses. The stakeholders here have little influence because the project's conception stage is
long passed.
Regular team meetings may produce project communications, but the better answer includes the more
generic project activity outcomes or work results.
Team organizational issues are more in the area of project human resource management, not in risk
monitoring and control.
Objective:
Control
Sub Objective(s):
Risk
Inputs to Risk Monitoring and Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 145 - 145

Project Management Professional (PMP)


Question ID : xxPMI_PMP-322

________________________________________________________________________________________________________________
You are speaking with a new team member and mention that the free float on the project is four
weeks. Free float is:
1. the amount of lead time for activities that are not on the critical path
2. the amount of time an activity can be delayed without delaying the early start of its
successor
<Correct>
3. calculated by subtracting early finish time from late finish time
4. the amount of time an activity can be delayed without delaying the finish date of the project
Explanation :
Free float is the amount of time an activity can be delayed without delaying the finish date of
the project. Do not get free float and total float confused. Think of total float as the project
and free float as the activity.
Free float is not the amount of time an activity can be delayed without delaying the early start
of its successor. Total float has impact on the finish date of the project and not on the activity.
Free float is not calculated by subtracting early finish time from late finish time, and it is
not the amount of lead time for activities that are not on the critical path. These are incorrect
choices because they say nothing about the time reserve you have for the activities outside the
critical path.

Objective:
Control
Sub Objective(s):
Time
Tools and Techniques for schedule development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 75 - 77

Project Management Professional (PMP)


Question ID : xxPMI_PMP-518

________________________________________________________________________________________________________________
Your project now has a two-week delay. Where do you expect to find guidelines how to manage the
schedule changes?
1. in the supporting detail description
2. in the schedule management plan

<Correct>

3. in the project schedule


4. in a knowledge database
Explanation :
The schedule management plan defines how changes to the schedule will be managed.
You typically do not describe the schedule change procedures in the schedule itself.
While a knowledge database and the supporting detail description might provide some information
on management of the schedule changes, these are not the best answer choices.
Objective:
Control
Sub Objective(s):
Time
Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 81

Project Management Professional (PMP)


Question ID : xxPMI_PMP-307

________________________________________________________________________________________________________________
A bird flu outbreak has stalled development of the module you outsourced to another company. You
don't know when the finished module will be delivered to you, but you do know that your project
will stop abruptly at the point where that module is needed for integration into the developing
application.
This is an example of:
1. an unknown risk that requires some decision-tree analysis.
2. a suspected risk that is accounted for in your Risk Response Plan.
3. a quantified risk that was mitigated in your Risk Response Plan.
4. an unidentified risk that needs a workaround.

<Correct>

Explanation :
This is an example of an unidentified risk that needs a workaround. This is a big one, a
potential project killer. The planned response to this risk has to be developed now. Some
analysis of the options will be required, but it distills down to three:
(1) Wait.
(2) Find another company to do the module.
(3) Develop the module in-house.
Whatever the response is, it will need to be documented and included in the project plan, the
risk response plan, and added as a lesson learned to the risk database.
This is not a suspected risk or a quantified risk. This risk was clearly unforeseen with no
planned response.
This is not just an unknown risk that requires some decision-tree analysis. This may be correct
as part of the to-be-developed response to this risk, but it is not correct in the context of
this question.
Objective:
Control
Sub Objective(s):
Risk
Outputs from Risk Monitoring and Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 147 - 147

Project Management Professional (PMP)


Question ID : xxPMI_PMP-645

________________________________________________________________________________________________________________
The earned value report has a schedule performance indicator (SPI) of 0.77. This might suggest
some necessary alterations in the ____________.
1. project plan
2. project schedule

<Correct>

3. scope definition
4. work breakdown structure
Explanation :
An SPI of 0.77 indicates a project that is far behind schedule. Alterations in the schedule to
help compensate may be an appropriate response.
The WBS does not have a direct relationship to the SPI, and neither does the scope definition
process, which created the WBS.
The project schedule is a component part of the project plan, but the project plan is too general
of an answer to be correct in this case.
Objective:
Control
Sub Objective(s):
Time
Tools and Techniques for Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-650

________________________________________________________________________________________________________________
Because the project is behind schedule, you have shifted some resources to certain critical-path
tasks. What is this an example of?
1. revisions
2. too little, too late
3. lessons learned
4. corrective action

<Correct>

Explanation :
Anything done to bring the schedule back into conformance with the project plan is corrective
action.
The corrective action may be too little, too late, but this is neither a helpful comment nor a
correct answer.
Lessons learned generally help to avoid corrective action.
Revisions are a form of schedule update.
Objective:
Control
Sub Objective(s):
Time
Outputs from Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 81

Project Management Professional (PMP)


Question ID : xxPMI_PMP-091

________________________________________________________________________________________________________________
You are the floor supervisor in a global manufacturing facility that produces black steel spokes
for residential fences that should be 120 centimeters (cm) in height. The upper control limit
(UCL) and lower control limit (LCL) have been set at 121.995 cm and 119.050 cm respectively. The
control measurements made at the end of the process reflect the following data (in centimeters):
119.020; 120.099; 119.000; 119.049; 120.099; 120.001; 121.045; 120.066; 120.145; 121.075 and
120.990.
What action, if any, should you take?
1. The process should be evaluated to determine the reasons for deviation from the
standard.
<Correct>
2. The control limits should be adjusted.
3. The cutting equipment should be recalibrated.
4. The process is under control and should not be adjusted.
Explanation :
There are 11 data points of which three are below the LCL. The rest are above the mean. The three
data points below the mean are enough to declare the process out of control. These points are
outside of the acceptable limits of process variation; therefore, the cause(s) must be researched.
Also, the eight points above the mean (which are still within the limits) violate the rule of
seven. In a perfect world, measurement data will be symmetrically distributed on either side of
the mean (center) and will display the well known bell curve.
However in reality, a run of measurement data can be skewed to the left or right of the average
(mean). If a run of points is skewed to one side of the mean, it may indicate a problem, even if
it is within the control limits. This phenomenon is called the "Rule of Seven," which states that
if seven or more observations in a row occur on the same side of the mean, and even though they
may be within the control limit, they should be investigated as if they are outside of the
control limits.
Objective:
Control
Sub Objective(s):
Quality
Contract Administration Cycle
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 21 Pages: 827 - 827

Project Management Professional (PMP)


Question ID : xxPMI_PMP-340

________________________________________________________________________________________________________________
What is Earned Value (EV)?
1. PV
2. AC
3. BCWP

<Correct>

4. ACWS
Explanation :
The correct answer is "BCWP" because BCWP (budgeted cost of work performed) is the old term for
Earned Value (EV).
All other choices are wrong.
Objective:
Control
Sub Objective(s):
Cost
Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-524

________________________________________________________________________________________________________________
With what should the schedule change control system be integrated?
1. scope change control system
2. cost change control system
3. integrated change control system

<Correct>

4. change control board (CCB)


Explanation :
The schedule change control system should be integrated with the integrated change control
system. The integrated change control system bundles all of the project change systems into one.
The cost change control system, scope change control system, and change control board (CCB) are
component parts of the integrated change control system, just as is the schedule control system.
Objective:
Control
Sub Objective(s):
Time
Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-462

________________________________________________________________________________________________________________
The process concerned with obtaining formal stakeholder acceptance of project scope is:
1. Project plan execution.
2. Quality assurance.
3. Project scope management.
4. Scope verification. <Correct>
Explanation :
The correct answer is "Scope verification." Scope verification is a controlling process of
obtaining formal acceptance of the project scope by the stakeholders.
"Project plan execution" is an incorrect choice because project plan execution involves carrying
out the plan based on the activities defined in the project plan.
"Project scope management" is an incorrect choice because project scope management ensures that
the project includes only the work that is required to complete the project. It defines and
controls what is in the scope of the project. The sub-processes are Initiation, Planning,
Definition, Verification and Change Control.
"Quality assurance" is an incorrect choice because quality assurance is concerned with the
ongoing evaluation to ensure that the applicable standards will be met.
Objective:
Control
Sub Objective(s):
Scope
Introduction
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 41 - 41

Project Management Professional (PMP)


Question ID : xxPMI_PMP-345

________________________________________________________________________________________________________________
You are updating your budget due to a recently approved scope change. To what project management
process does this activity belong?
1. Cost budgeting
2. Cost control <Correct>
3. Cost estimating
4. Integrated change control
Explanation :
Budget updates are changes to an approved cost baseline and are outputs of cost control.
Integrated change control, cost estimating, and cost budgeting are not concerned with budget
updates.
Objective:
Control
Sub Objective(s):
Cost
Outputs from Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-001

________________________________________________________________________________________________________________
Quality management is:
1. ensuring that zero defects occur in the process or product.
2. everyone's responsibility.
3. primarily management's responsibility.

<Correct>

4. getting the right things accomplished.


Explanation :
Quality management is primarily management's responsibility. The PMBOK states that quality is
primarily a management responsibility because 85% of problems can be corrected by changing the
system and therefore is management's responsibility. This approach is often called "systems
centered project management" and focuses management's attention on improving on the systems,
rather than on individuals.
While quality is everyone's responsibility, management has the most influence and responsibility
over quality management. Management determines the environment, and the overall environment is a
major factor in quality.
Ensuring zero defects is a near-impossible task.
Getting the right things accomplished is more a matter of scope planning and definition than
quality management.
Objective:
Control
Sub Objective(s):
Quality
Tools and Techniques for Quality Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition

Project Management Professional (PMP)


Question ID : xxPMI_PMP-349

________________________________________________________________________________________________________________
You are looking at the latest earned value data results. Both the cost variance and the schedule
variance are the same. What can you determine?
1. Since the cost and the schedule variance are the same, your project performance is tracking OK.
2. The cost variance is due to the schedule variance.

<Correct>

3. You will be able to correct the schedule variance.


4. The recent union negotiations have increased the labor rates from what was stated in the
original project.
Explanation :
You can determine that the cost variance is due to the schedule variance because if the project
was on schedule, the cost would have been as estimated.
You should not determine that the recent union negotiations have increased the labor rates from
what was stated in the original project. The change in the labor rates would most probably have
no impact on schedule performance.
You should not determine that you will be able to correct the schedule variance. You cannot make
such a statement without knowing further details of the project.
You should not determine that since the cost and the schedule variance are the same, your project
performance is tracking OK. Your project is behind schedule, and this is definitely an undesired
condition.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-359

________________________________________________________________________________________________________________
You have analyzed the performance reports from all the team leads and are now calculating the
EAC. What cost management process are you in?
1. cost estimating
2. cost budgeting
3. resource planning
4. cost control <Correct>
Explanation :
EAC is an output of the cost control.
Resource planning, cost estimating, and cost budgeting are not concerned with earned value
management (EVM).
Objective:
Control
Sub Objective(s):
Cost
Outputs from Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-027

________________________________________________________________________________________________________________
There were 105 customer complaints last week:
* 75 complaints on system performance
* 20 complaints about form design
* 10 miscellaneous complaints
You can only hire a forms consultant, contract a developer to fix the odds and ends, or initiate
the lease for a faster database server.
You lease the database server.
You explain the decision by stating that:
1. Functional forms are imperative, so they must be fixed.
2. Pareto's 80-20 law didn't apply to this situation because the percentages are not 80-20.
3. You must focus on system performance.

<Correct>

4. The forms consultant can also help with the miscellaneous complaints.
Explanation :
The correct answer is: "You must focus on system performance."
If the majority of the problems can be attributed to a few causes, then working on those few
causes is the best approach. The forms and miscellaneous problems are important, but they only
account for 28% of the customer complaints. By initiating the lease for a faster database server,
you are addressing the larger problem, and therefore 72% of the complaints.
The answer stating that "Pareto's 80-20 law didn't apply to this situation because the
percentages are not 80-20" is incorrect. Pareto's 80-20 concept is more of a guideline than a
rule; it should not be interpreted too strictly.
If the answer "forms consultant can also help with the miscellaneous complaints" is chosen as
your justification, you are still not addressing the much larger performance problem.
The answer "Functional forms are imperative, so they must be fixed" may be a correct
justification if that problem is escalated to a level where you have no choice. Your manager
tells you to fix the forms. However, it is more likely that the customer will want to see the
most progress in the least amount of time, which points to the choice of a faster server.
Objective:
Control
Sub Objective(s):
Quality
Project Management Knowledge
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 12 - Professional Responsibility Pages: 436 - 437

Project Management Professional (PMP)


Question ID : xxPMI_PMP-233

________________________________________________________________________________________________________________
Your project had 10 members. You find it difficult to maintain effective communications with such
a large team, and give up three team members. The vice president asks you to quantify the savings
in terms of communications.
How many lines of communications have been eliminated by moving from 10 members to 7?
1. 24

<Correct>

2. 23
3. 21
4. 12
Explanation :
The formula for lines of communication is {n * (n-1)} / 2. First, compute the number of lines of
communication for a team of ten, which is (10*(10-1))/2 = 90/2 = 45. Second, compute the number
of lines of communication for a team of seven (7*(7-1) / 2 =42 / 2 = 21. Third, subtract: 45 - 21
= 24.
Objective:
Control
Sub Objective(s):
Communications
Lines of Communication
PMP: Project Management Professional Study Guide by Kim Heldman, PMP

Project Management Professional (PMP)


Question ID : xxPMI_PMP-466

________________________________________________________________________________________________________________
What process is concerned with obtaining formal stakeholder acceptance of project scope?
1. Project plan execution
2. Scope verification

<Correct>

3. Scope management
4. Quality assurance
Explanation :
Scope verification is a controlling process of obtaining formal acceptance of the project scope
by the stakeholders.
Project plan execution involves carrying out the plan based on the activities defined in the
project plan.
Scope management ensures that the project includes all the work required and only the work
required to complete the project. It defines and controls what is in the scope of the project.
The sub-processes are: initiation, planning, definition, verification, and change control.
Quality assurance is concerned with the ongoing evaluation to ensure that the applicable
standards will be met.
Objective:
Control
Sub Objective(s):
Scope
Scope verification
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 61

Project Management Professional (PMP)


Question ID : xxPMI_PMP-468

________________________________________________________________________________________________________________
A project is ending the development phase. What should be done before moving on to the next phase?
1. Kick-off meeting
2. Management meeting
3. Quality assurance
4. Scope verification

<Correct>

Explanation :
Scope verification, which is a controlling process, should be conducted at the end of each
project life cycle phase. It results in obtaining formal acceptance from the stakeholders of the
project deliverables.
The kick-off meeting, the management meeting, and quality assurance are generally not conducted
at the end of a phase.
Objective:
Control
Sub Objective(s):
Scope
Scope verification
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 61

Project Management Professional (PMP)


Question ID : xxPMI_PMP-343

________________________________________________________________________________________________________________
You are teaching a class of junior project leaders the benefits of calculating and understanding
schedule variance (SV). Your class is using the following values to determine the health of a
project. PV = $220,000, EV = $200,000, and AC = $280,000.
According to your analysis, what is the SV of the project and what is the status of your project?
1. The SV is $60,000. The project is behind schedule.
2. The SV is -$20,000. The project is behind schedule. <Correct>
3. The SV is -$80,000. The project is behind schedule.
4. The SV is $20,000. The project is ahead of schedule.
Explanation :
The SV is -$20,000. The project is behind schedule. SV = EV - PV = $200,000 - $220,000 =
-$20,000, and the negative value of SV means that the project is behind schedule.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-648

________________________________________________________________________________________________________________
Variance analysis of the last several tasks completed has revealed that a lead time may be needed
in the module prep tasks.
What are the new lead times best for?
1. the new change control procedures
2. the revised scope definition
3. the newly formed change control board
4. the revised project schedule <Correct>
Explanation :
The new lead times are best for the revised project schedule. If variance analysis has somehow
determined that lead times will help the project schedule, revising the schedule is probably a
good idea. Such a change will, of course, have to go through integrated change control to ensure
that all areas of the project are aware of and ready for the schedule change.
Change control procedures, new or otherwise, will need to be followed if the schedule is revised,
but this is not a correct answer to this question.
Objective:
Control
Sub Objective(s):
Time
Tools and Techniques for Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-263

________________________________________________________________________________________________________________
Your project's latest CPI is 0.78 and the SPI is 0.85. The project appears to be in trouble. What
should you do?
1. Inform the project sponsor that the project is well over budget and significantly behind
schedule, and request additional resources and budget.
2. Conduct a risk review to determine a plan of action.
3. Conduct additional risk identification and analysis before determining a plan of
action. <Correct>
4. Use funds in the contingency budget and hire more staff to accelerate the schedule.
Explanation :
You should conduct additional risk identification and analysis before determining a plan of
action. Earned value analysis indicates a significant variance to your project plan. What is the
reason for the cost and schedule variances revealed by earned value analysis? You need to
determine the cause(s) by updating your identified risks and performing additional risk analysis.
Something unforeseen is happening and you need to find out what it is.
You should not inform the project sponsor that the project is well over budget and significantly
behind schedule, and request additional resources and budget. If possible and appropriate, you
should know why the problems are happening before you tell the sponsor. You should show the
sponsor you are managing the problem instead of letting the problem manage you.
Using funds in the contingency budget and hiring more staff to accelerate the schedule and
conducting a risk review to determine a plan of action may need to be a part of your plan of
action, but these actions are premature and incorrect. First, you need to know the reasons before
acting on the problems.
Objective:
Control
Sub Objective(s):
Risk
Tools and Techniques of Risk Monitoring and Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 145 - 145

Project Management Professional (PMP)


Question ID : xxPMI_PMP-224

________________________________________________________________________________________________________________
In earned value analysis, the term actual cost is a replacement for what previous term?
1. actual cost of work performed (ACWP)

<Correct>

2. actual cost of work completed (ACWC)


3. actual cost work budgeted (ACWB)
4. actual cost of work completed (ACWC) for the period
Explanation :
The term actual cost is a replacement for actual cost of work performed (ACWP). Actual cost is
the cost of work incurred for that amount of work.
Actual cost work budgeted (ACWB), actual cost of work completed (ACWC), and actual cost of work
completed (ACWC) for the period are not project management terms that are used.
Objective:
Control
Sub Objective(s):
Communications
Tools and Techniques for Performance Reporting - Earned Value Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition

Project Management Professional (PMP)


Question ID : xxPMI_PMP-295

________________________________________________________________________________________________________________
A change control system should be created __________________.
1. as a formal documented procedure <Correct>
2. only if the project is complex
3. by the team
4. by management
Explanation :
The change control system is a collection of formal documented procedures to define changes to
the plan. It describes who is to approve and how to track the system. It often includes a change
control board (CCB), configuration management, and a process for communicating changes. Remember
this: We have change control down PAT. (PAT = Paperwork, Approval and Tracking)
A change control system should not be created by management or by the team. The project manager
is in the front line for managing project changes.
A change control system should not be created only if the project is complex. Any project should
have a change control system even if it is less formal, as is often the case with smaller projects.
Objective:
Control
Sub Objective(s):
Integrate
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 49

Project Management Professional (PMP)


Question ID : xxPMI_PMP-261

________________________________________________________________________________________________________________
During project execution, your risk concerns involve:
1. completing your project assumptions testing.
2. conducting your risk response audits to ensure plan compliance.

<Correct>

3. listing potential responses to project risks.


4. diagramming risks and associated triggers.
Explanation :
During project execution, your risk concerns involve conducting your risk response audits to
ensure plan compliance. Risk response audits are conducted as part of the risk monitoring and
control process, which is a facilitating control process of project execution.
Completing your project assumptions testing is done during quantitative risk analysis, which is a
planning process.
When diagramming risks and associated triggers is done, you are in the risk identification
process, which is a planning process.
Listing potential responses to project risks is within the risk identification process as part of
planning, and is used as an input into risk response planning.
Objective:
Control
Sub Objective(s):
Risk
Tools and Techniques of Risk Monitoring and Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 145 - 145

Project Management Professional (PMP)


Question ID : xxPMI_PMP-643

________________________________________________________________________________________________________________
Several change requests (some by phone, others by e-mail) have come to you for your current
project. Time is short, so after reviewing some performance reports and the current schedule, you
very quickly update the project schedule to accommodate each request.
You also should have reviewed the:
1. trend analysis for the project.
2. schedule management plan. <Correct>
3. performance measurement plan.
4. configuration management plan.
Explanation :
It is wise to consult or review the schedule management plan before making significant updates to
the project schedule.
Trend analysis and the configuration management plan are unrelated to the question.
Although performance measurement is an essential aspect of project management, a plan for
performance management is not defined in the project management context.
Objective:
Control
Sub Objective(s):
Time
Inputs to Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 79 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-351

________________________________________________________________________________________________________________
A project manager is finalizing a project that has had repeated problems with cost performance.
He is concerned about what management will say. Which of the following types of information would
be best for the project manager to use to evaluate performance?
1. the current Gantt chart
2. the list of scope changes
3. the CPI

<Correct>

4. the project budget


Explanation :
The Cost Performance Index (CPI) will identify how much is being achieved for every dollar spent
on the project.
The list of scope changes, the current Gantt chart, and the project budget provide no information
whatsoever on actual project costs.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-168

________________________________________________________________________________________________________________
The Program Office is instituting a new quality control policy that will have an effect on your
project. You will need to select a sample of widgets and validate their suitability before your
project incorporates them into the project's final product.
Which sampling approach of the 468 widgets received is best to ensure a good sample?
1. Select every 10th widget, but do not select more than 10 widgets.
2. Select every ninth widget, but do not select more than 50 widgets.

<Correct>

3. Because the number is less than 1,000, all of the widgets can be in the sample.
4. Select the first 50 widgets for the sample.
Explanation :
Selecting every ninth widget, up to a total of 52 widgets, spans the entire lot of 468 widgets.
This approach isn't truly random, but it does ensure an even approach to your sampling.
You should not select the first 50 widgets for the sample. The first 50 widgets in the lot may be
different than the rest of the lot.
You should not sample all of the widgets. If you select all of the widgets for your sample, then
that is not a sample. This approach, depending on the cost and criticality of the final product,
is usually too costly and is unwise.
If you select every 10th widget up to a total of 10 widgets, then only the first 100 widgets of
the 468 are part of your sampling technique. This is no better than taking the first 50 widgets.
Objective:
Control
Sub Objective(s):
Quality
8 Developing the Project Team
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Effective Team Characteristics Page: 299

Project Management Professional (PMP)


Question ID : xxPMI_PMP-313

________________________________________________________________________________________________________________
You are analyzing the schedule risk for your project using the Monte Carlo simulation. What is
NOT true about the Monte Carlo simulation?
1. It will tell you the probability of completing the project on any specific day.
2. It will tell you the probability of any task actually being on the critical path.
3. It uses the PERT formula.

<Correct>

4. It will tell you the probability of completing the project for any specific amount of cost.
Explanation :
The Monte Carlo simulation does not use the PERT formula. The Monte Carlo simulation, which
randomly generates values for uncertain variables over and over to simulate a model, does not use
the formula - (P +4ML +O) / 6.
All other answers are applicable to the Monte Carlo simulation.
Objective:
Control
Sub Objective(s):
Time
Tools and Techniques for schedule development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 75 - 77

Project Management Professional (PMP)


Question ID : xxPMI_PMP-025

________________________________________________________________________________________________________________
You notice in a control chart with several weeks of daily averages that every fifth day is at or
near the top of the upper control limit. What should you do?
1. Investigate and try to determine a reason.

<Correct>

2. Expand out both the LCL and the UCL to allow for greater variability.
3. Nothing, all of the points are within limits.
4. Adjust the UCL upwards to move the fifth day readings closer to the mean.
Explanation :
You should investigate and try to determine a reason. On first examination, this situation does
not violate the rule of 7, and the variances are within the control limits. However, a pattern is
evident. If the variances were truly random, there would be no pattern. One cause, for example,
might be a worker on that day that needs training, or is using an incorrect procedure. In any
event, the pattern should be investigated. A pattern may progress to a violation of the rule of
7, and eventually to an out-of-control process.
You should not do nothing because all of the points are within limits. The data points are within
control limits, but the pattern indicates a potential problem.
You should not adjust the UCL upwards to move the fifth day readings closer to the mean. The
upper control limit (UCL) should only be changed through careful analysis. The pattern indicates
a problem, and the solution is not to change the control parameters.
You should not expand out both the LCL and the UCL to allow for greater variability. Control
limits (lower control limit and upper control limit) should only be changed based on careful
analysis, and not because of changing data points.
Objective:
Control
Sub Objective(s):
Quality
Quality Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 102

Project Management Professional (PMP)


Question ID : xxPMI_PMP-473

________________________________________________________________________________________________________________
What is a key attribute of scope verification?
1. Customer acceptance of project efforts

<Correct>

2. Improved cost estimates


3. The WB
4. Improved schedule estimates
Explanation :
A key attribute of scope verification is customer acceptance of project efforts. Scope
verification is the process of formal acceptance of scope by the project stakeholders. It
involves customer feedback on a detailed basis.
The WBS is an input to the scope verification process and used for formal acceptance. It is not
an attribute of scope verification.
Improved cost estimates and improved schedule estimates are incorrect because scope verification
does not involve improved costs or schedule estimates.
Objective:
Control
Sub Objective(s):
Scope
Scope Verification
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 61

Project Management Professional (PMP)


Question ID : xxPMI_PMP-231

________________________________________________________________________________________________________________
Your team is having conflicts between the engineers and the analysts. The engineers claim that
the analysts are allowing the clients to ask for impossible requirements. Which conflict response
is best?
1. Smoothing
2. Compromising
3. Confrontation

<Correct>

4. Forcing
Explanation :
Confrontation is the best conflict response in this case. This is a critical issue that must be
resolved. If the requirements are needed but impossible, the project team needs to examine the
nature of the requirements and the ability of the team to deliver the objectives. However,
confrontation is always paired with a documented analysis of the problem. Without facts, the
confrontation will simply lead to conflict and will not solve the problem.
Forcing is not the best response because the situation is ambiguous. Perhaps the requirements are
not truly impossible, or possibly the analysts have encouraged complex requirements that are not
important. The project manager cannot force a solution unless he knows the best solution.
Compromising is not the best response. It is difficult to compromise in an either/or situation.
Smoothing is not the best response. Smoothing is not a permanent solution and is used for
conflicts in which personalities tend be a major issue. This situation appears to be a
fundamental project issue.
Objective:
Control
Sub Objective(s):
Communications
Resolving Conflicts
PMP: Project Management Professional Study Guide by Kim Heldman, PMP

Project Management Professional (PMP)


Question ID : xxPMI_PMP-030

________________________________________________________________________________________________________________
Outputs of Quality Control do not include:
1. recommended preventative actions.
2. scatter diagrams.

<Correct>

3. baseline updates.
4. completed checklists.
Explanation :
The correct answer is "scatter diagrams." Scatter diagrams are Quality Control Process tools. The
other answer choices are valid outputs of Quality Control.
Objective:
Control
Sub Objective(s):
Quality
Company Data
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 12 - Professional Responsibility Page: 440

Project Management Professional (PMP)


Question ID : xxPMI_PMP-256

________________________________________________________________________________________________________________
What are warning signs or risk triggers?
1. The root cause of the risk event
2. A symptom of a risk <Correct>
3. A planned risk response to action in the event an identified risk occurs
4. An input of the risk identification process
Explanation :
Warning signs or risk triggers are a symptom of a risk. If a symptom of a risk is evident, then
that risk event has occurred. Therefore, if a planned response has been defined, that plan can be
triggered into action.
A trigger initiates a planned risk response; it is not a warning sign or trigger.
Warning signs or triggers do not help in identifying risks; they only signify a risk event has
occurred.
A risk trigger is not the root cause of the risk event. It is the effect.
Objective:
Control
Sub Objective(s):
Risk
Tools and Techniques of Risk Response Planning
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 141 - 143

Project Management Professional (PMP)


Question ID : xxPMI_PMP-528

________________________________________________________________________________________________________________
You have just inherited a project that is in progress. Your sponsor is very concerned about the
budget since there have been repeated problems mostly related to the budget. Which of the
following types of information would be BEST for the project manager to use to evaluate performance?
1. CPI <Correct>
2. a list of complaints from senior management
3. the last Gantt chart
4. the project budget
Explanation :
The project manager should use the cost performance index (CPI) to evaluate performance. The CPI
is the cost efficiency ratio of the value of work accomplished (earned value) compared to the
actual costs (AC). This index can be used to forecast the cost overrun.
The other options will not provide you with an accurate view of the project performance.
Objective:
Control
Sub Objective(s):
Integrate
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Page: 49

Project Management Professional (PMP)


Question ID : xxPMI_PMP-290

________________________________________________________________________________________________________________
Change control is necessary to _________________________.
1. create a change request
2. create a document of lessons learned

<Correct>

3. create a new baseline


4. rebaseline
Explanation :
Change control is necessary to create a document of lessons learned. The lessons learned document
is an output of the integrated change control process. This process creates the following
outputs: updates to the project plan and corrective actions. Lessons learned are a major
component of the control process. The project manager or the team may contribute to create them.
For example, lessons learned can be derived from how change requests have been handled.
Creating a change request is a management task performed after a need for a change has been
identified. A need for change generally appears during the project plan execution. Therefore, a
change request takes place as an input to the integrated change control process, not an output.
Change requests will be handled through the change control system and may result in corrective
actions.
Creating a new baseline is an output of the scope change control process. The baseline is
adjusted as needed when a change in scope is performed. Scope change control is a subsidiary
change control process.
Rebaselining is not an action that would be taken within the integrated change control process.
Rebaselining occurs as an output of schedule control or cost control when dramatic variances have
occurred. Both schedule change control and cost change control are subsidiary change control
processes.
Objective:
Control
Sub Objective(s):
Integrate
References :
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Scope Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition

Project Management Professional (PMP)


Question ID : xxPMI_PMP-357

________________________________________________________________________________________________________________
In earned value terms, what does CAP represent?
1. Control Account Plan

<Correct>

2. Criteria Analysis Plan


3. Command Account Plan
4. Cost Account Plan
Explanation :
In Earned Value, the point at which performance will be monitored and measured is the Control
Account Plan (CAP). The project manager places CAPs at selected points in the WBS. The CAP is
what management will manage to in the performance of the project.
Cost Account Plan, Command Account Plan, and Criteria Analysis Plan are not project management
terms.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-495

________________________________________________________________________________________________________________
What does the accounting term BCR 1.5 mean?
1. The costs are higher than the benefits.
2. The payback is 1.5 times the costs. <Correct>
3. The cost is 1.5 times the profit.
4. The profit is 1.5 times the costs.
Explanation :
Benefit cost ratio (BCR) compares the benefits to the costs of the project, where the benefits
are the same as revenue or often referred to as the payback period. The project with the higher
BCR typically is selected over the projects with lower BCR. Greater than 1 is good because that
means that the benefits exceed the costs.
A BCR less than 1 naturally means that the benefits are lower than the costs. A BCR value equal
to 1 reflects that the costs and the benefits are the same.
Objective:
Control
Sub Objective(s):
Cost
Benefit Cost Ratio (BCT)
PMP Exam Prep, 4th Edition By Rita Mulcahy
Chapter: Chapter 6 - Cost Management Page: 147

Project Management Professional (PMP)


Question ID : xxPMI_PMP-179

________________________________________________________________________________________________________________
Which of the following documents is the least useful for integrated change control management?
1. work breakdown structure
2. scope baseline
3. corporate annual report

<Correct>

4. risk management plan


Explanation :
The corporate annual report is the correct answer because it is the least useful document for
reference material to the integrated change control management.
All other answers refer to documents contained in the project management plan and valuable to
reference during the integrated change control process. More specifically, the approved detailed
scope statement and the work breakdown structure (and its dictionary) are important components of
the project plan and also define the project's scope baseline. Finally, please note that this
process takes in input from not only the project management plan, but also the work performance
information and deliverables.
Objective:
Control
Sub Objective(s):
Integrate
Laying Out Quality Assurance procedures
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 339

Project Management Professional (PMP)


Question ID : xxPMI_PMP-004

________________________________________________________________________________________________________________
For one month you track the delivery times of your product shipped by VIA rail. The daily results
fluctuate between 10 minutes late or early while two of the delivery days were late by over an
hour each due to snow conditions.
The delivery days that fluctuate between 10 minutes late or early would be considered:
1. random causes and easy to isolate the reason for late delivery.
2. special causes and difficult to isolate the reason for late delivery.
3. random causes and difficult to isolate the reasons for late delivery. <Correct>
4. sporadic occurrences and difficult to determine the reason for late delivery.
Explanation :
The delivery days that fluctuate between 10 minutes late or early would be considered random
causes and difficult to isolate the reasons for late delivery. No process will produce the exact
same result every time, and therefore some variance is normal. When the variance (the difference
between the target measure and the actual measure) is within the control limits, you can
attribute the actual measure to random variations, and generally do not need to look for the
cause. If the variance is occurring equally above the target measure and below the target
measure, you can assume the pattern of variance is random.
The delivery days that fluctuate between 10 minutes late or early would not be considered random
causes and easy to isolate the reason for late delivery. Random variations are difficult to
explain, and may be impossible to explain. Further, there is no business justification for
spending the effort to investigate random variation, unless they show a pattern.
The delivery days that fluctuate between 10 minutes late or early would not be considered special
causes and difficult to isolate the reason for late delivery. Random variations do not have
special causes.
The delivery days that fluctuate between 10 minutes late or early would not be considered
sporadic occurrences and difficult to determine the reason for late delivery. In the question,
the 10 minutes plus or minus were assumed to be within normal acceptable values. Sporadic
variations are usually easier to investigate than random variations.
Objective:
Control
Sub Objective(s):
Quality
Quality Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 102

Project Management Professional (PMP)


Question ID : xxPMI_PMP-365

________________________________________________________________________________________________________________
Based on the exhibit, which task has an SPI of 1.06?
1. Task 2
2. Task 3
3. Task 1
4. Task 4

<Correct>

Explanation :
Task 4 has a schedule performance index (SPI) as follows: SPI = EV/PV = $450/ $425 = 1.06.
Task 1 has an SPI of 1.0.
Task 2 has an SPI of 0.95.
Task 3 has an SPI of 0.95.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-293

________________________________________________________________________________________________________________
A project manager has completed a change to the project schedule. What is the next action to take?
1. Request change control board involvement.
2. Evaluate the impact to the project.
3. Update the project plan and distribute the update according to the communication plan
guidelines.
<Correct>
4. Hold a meeting with the core team to communicate the change.
Explanation :
You should update the project plan and distribute it according to the communication plan
guidelines. You can assume that the WBS has been changed according to the integrated change
control process and you can now output the update into the project plan. Project plans must be
kept up to date and communicated to the team on a regular basis. They also should be constantly
re-evaluated, especially at each phase in order to adjust to the changes from the previous stage.
Evaluating the Impact and requesting change control board involvement are incorrect answers
because these actions should have already been completed as needed by the project manager.
Holding a meeting with the team may have already occurred, so it wouldn't be the best answer to
this question.
Objective:
Control
Sub Objective(s):
Integrate
References :
Project Plan Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 45 - 45
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-368

________________________________________________________________________________________________________________
Based on the exhibit, which task has a SPI of 0.85?
1. Task 3
2. Task 1
3. Task 2

<Correct>

4. Task 4
Explanation :
Task 2 has a schedule performance index (SPI) as follows: SPI = EV/PV = $275/ $325 = 0.85.
Task 1 has an SPI of 1.08.
Task 3 has an SPI of 0.75.
Task 4 has an SPI of 1.09.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-222

________________________________________________________________________________________________________________
Variance analysis, trend analysis and earned value analysis are tools and techniques used for
____________.
1. administrative closure
2. quality assurance
3. performance reporting

<Correct>

4. information distribution
Explanation :
Variance analysis, trend analysis, and earned value analysis are all tools and techniques used in
performance reporting. There are five tools used in performance reporting: performance reviews,
variance analysis, trend analysis, earned value analysis, and information distribution tools and
techniques.
Information distribution is also a tool used in performance reporting.
Objective:
Control
Sub Objective(s):
Communications
Tools and Techniques for Performance Reporting
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 123

Project Management Professional (PMP)


Question ID : xxPMI_PMP-354

________________________________________________________________________________________________________________
The components of Project Cost Management include which of the following?
1. Cost Baseline and Cost Control
2. Estimating, Budgeting, and Cost Control

<Correct>

3. Earned Value, Cost Baseline, and Cost Control


4. Earned Value, Estimating, and Budgeting
Explanation :
Estimating, Budgeting, and Cost Control are components of Project Cost Management.
Earned Value is a discipline within project management and is not a component of Project Cost
Management.
Cost Baseline is an output of the Cost Budgeting process.
Objective:
Control
Sub Objective(s):
Cost
Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 90

Project Management Professional (PMP)


Question ID : xxPMI_PMP-160

________________________________________________________________________________________________________________
Which formula would be the most appropriate to use to calculate the estimate at completion if the
project team is inexperienced, has a constant poor cost performance, and is likely to need a
considerable amount of rework?
1. EAC=AC+ETC
2. EAC=(AC+BAC-EV)/CPI
3. EAC=AC/CPI
4. EAC=AC+(BAC-EV)/CPI

<Correct>

Explanation :
In the ideal world, the estimate at completion should be calculated as the sum of the sunk costs
(AC) and the costs needed to complete the work (BAC - EV), that is, EAC=AC + (BAC-EV). Since your
project is showing a trend of constantly overrunning the budget, (for every $ earned, you spend
(1/CPI) $), you will need (BAC-EV)/CPI $ for completing your project. Adding these two components
yields the correct formula: EAC=AC+(BAC-EV)/CPI.
The formula EAC=AC+ETC does not take the cost performance index into account.
The formula EAC=(AC+BAC-EV)/CPI is incorrect because the sunk costs (AC) are also divided by CPI,
which is false.
The formula EAC=AC/CPI is incorrect because the rework is probable and the sunk costs are not
described related to the earned value (EV).
Objective:
Control
Sub Objective(s):
Communications
Calculating Estimate at Completion
PMP Project Management Professional Study Guide by Joseph Phillips
Chapter: Chapter 7 - Introducing Project Cost Management Pages: 300 - 302

Project Management Professional (PMP)


Question ID : xxPMI_PMP-229

________________________________________________________________________________________________________________
The vice president and the board of directors have asked you to predict the final cost of a
large, complex, and multi-year project. The project is just over 50% complete, and is falling
behind. What index is best to predict final costs?
1. Planned Value budgeted at project completion
2. Cumulative Cost Performance Index <Correct>
3. Budgeted Cost of Work Performed
4. Schedule Variance Ratios
Explanation :
The best index to use is the Cumulative Cost Performance Index. This is the sum of all Earned
Value amounts (by period or phase) divided by the sum of all Actual Costs (by period or phase).
The cumulative CPI is a common tool used to predict final costs. The Schedule Performance Index
(SPI) is often used in combination with the Cumulative CPI. The Cumulative CPI predicts cost, and
the Schedule Performance Index predicts schedule.
Objective:
Control
Sub Objective(s):
Communications
Tools and Techniques for Performance Reporting - Earned Value Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition

Project Management Professional (PMP)


Question ID : xxPMI_PMP-641

________________________________________________________________________________________________________________
Which report is not normally used in the schedule control process?
1. TPS report <Correct>
2. Gantt chart
3. S-curve report
4. Histogram report
Explanation :
A TPS report is not normally used in the schedule control process. A TPS report is a generic term
for a report that will show transactions or items entered into a transaction processing system.
The other reports are recognized report types that come out of the performance reporting process
and are used in the schedule control process.
Objective:
Control
Sub Objective(s):
Time
Inputs to Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 79 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-362

________________________________________________________________________________________________________________
Based on the exhibit, which task has a SPI of 0.9?
1. Task 4

<Correct>

2. Task 1
3. Task 3
4. Task 2
Explanation :
Task 4 has a schedule performance index (SPI) as follows: SPI = EV/PV = $1350/ $1500 = 0.90.
Task 1 has an SPI of 0.80.
Task 2 has an SPI of 1.43.
Task 3 has an SPI of 1.2.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-284

________________________________________________________________________________________________________________
Which of the following documents is the LEAST useful for integrated change control management?
1. work breakdown structure
2. corporate annual report

<Correct>

3. scope baseline
4. risk management plan
Explanation :
The corporate annual report is the correct answer because it is the least useful document for
integrated change control management.
All other answers refer to documents that are contained in the project plan and are valuable to
reference during the integrated change control process. More specifically, the work breakdown
structure is an important component of the project plan and defines also the project's scope
baseline. This process takes not only the project plan, but also the performance reports and
change requests as inputs.
Objective:
Control
Sub Objective(s):
Integrate
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 45 - 48

Project Management Professional (PMP)


Question ID : xxPMI_PMP-074

________________________________________________________________________________________________________________
In conflict resolution, there are five approaches. Which one is a "win-lose" technique in which
the project manager exerts his or her power?
1. Smoothing
2. Forcing

<Correct>

3. Problem-Solving
4. Compromising
Explanation :
Forcing is a win for the project manager, but a lose for the other party. Forcing is defined as
exerting one's viewpoint at the expense of others. This approach fosters antagonism, so it should
be used as last resort. However, it is a rapid and decisive method to conflict resolution. Use
this type of conflict resolution when:
- You are right and the stakes are high.
- A "do or die" situation exists.
- Important principles are at stake.
- The relationship is unimportant.
- You need to gain status or demonstrate power.
Problem solving, smoothing, and compromise can be a "win-win" for both sides.
Objective:
Control
Sub Objective(s):
Communications
Dealing with Team Disagreements
PMP Project Management Professional Study Guide by Joseph Phillips
Chapter: Chapter 9 - Introducing Project Human Resource Management

Pages: 369 - 371

Project Management Professional (PMP)


Question ID : xxPMI_PMP-522

________________________________________________________________________________________________________________
What is any method applied to bring the project schedule back into alignment with the original
dates and goals for the project end date called?
1. corrective action

<Correct>

2. alignment action
3. schedule action
4. tentative action
Explanation :
Any method applied to bring the project schedule back into alignment with the original dates and
goals for the project end date is called corrective action.
The other answer choices are not recognized project management terms.
Objective:
Control
Sub Objective(s):
Time
Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 81

Project Management Professional (PMP)


Question ID : xxPMI_PMP-519

________________________________________________________________________________________________________________
Inputs to schedule control include all of the following, except:
1. Project Schedules.
2. Performance Reports.

<Correct>

3. Schedule Management Plans.


4. Change Requests.
Explanation :
The correct answer is "Performance Reports" because performance measurement is a Tool and
Technique for schedule control, not an input into schedule control.
"Project Schedules," "Change Requests" and "Schedule Management Plans" are incorrect choices
because they are inputs to schedule control.
Objective:
Control
Sub Objective(s):
Time
Tools and Techniques for Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-051

________________________________________________________________________________________________________________
There were 105 customer complaints last week: 75 complaints on system performance, 20 complaints
about form design, and 10 miscellaneous complaints. You can only hire a forms consultant or
contract for a developer to fix the odds and ends, or you can initiate the lease for a faster
database server. You hire the forms consultant.
How can you best explain your decision?
1. State that Pareto's 80-20 law didn't apply to this situation because the percentages are not
80-20.
2. The forms consultant can also help with the miscellaneous complaints.
3. Admit your error in not focusing on performance.

<Correct>

4. Functional forms are imperative, so they must be fixed.


Explanation :
You should admit your error in not focusing on system performance. If the majority of the
problems can be attributed to a few causes, working on those few causes is the best approach. The
forms and miscellaneous problems are important, but they only account for 28% of the customer
complaints. By initiating the lease for a faster database server, you are addressing the larger
problem, and therefore 72% of the complaints.
You should not state that Pareto's 80-20 law didn't apply to this situation because the
percentages are not 80-20. Pareto's 80-20 concept is more of a guideline than a rule - it should
not be interpreted too strictly.
You should not say that the forms consultant can also help with the miscellaneous complaints. If
you do, you are still not addressing the much larger performance problem.
You should not say that functional forms are imperative, so they must be fixed. This may be a
correct justification if that problem is escalated to a level where you have no choice. However,
it is more likely that the customer will want to see the most progress in the least amount of
time, which points to the choice of a faster server.
Objective:
Control
Sub Objective(s):
Quality
Tools and Techniques for Quality Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 Page: 103

Project Management Professional (PMP)


Question ID : xxPMI_PMP-374

________________________________________________________________________________________________________________
Based on the exhibit, what can be said about the quality of the cost estimate for Task 2?
1. This is an example of a poor estimate.

<Correct>

2. This is an example of a good estimate.


3. This is an example of a sales estimate.
4. This is an example of a business estimate.
Explanation :
The cost estimate for task 2 is an example of a poor estimate because there is a 57% discrepancy
between planned and actual cost. Always beware of very high cost or schedule indices because they
are a sign of a poor estimation.
Sales estimate and business estimate are not defined project management terms.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-239

________________________________________________________________________________________________________________
Your project is about 75% complete, but your manager wants to make a change in the communications
plan. Where do you find the procedure for updating the communications plan?
1. change control plan
2. project plan
3. communications plan

<Correct>

4. management plan
Explanation :
The communications plan should contain the method and procedure for updating the communications
plan.
The change control plan deals primarily with changes to scope, cost, and schedule.
The communications plan is part of the project plan, but the project plan is not the best answer.
The term management plan refers to a broad category of plans, and one is the communications plan.
Objective:
Control
Sub Objective(s):
Communications
Lines of Communication
PMP: Project Management Professional Study Guide by Kim Heldman, PMP

Project Management Professional (PMP)


Question ID : xxPMI_PMP-646

________________________________________________________________________________________________________________
Based on the first few software modules developed in your software project, it is evident that
the duration estimates for the remaining modules to be developed will be too low. These modules
will need to be re-estimated and the schedule reworked.
What is this an example of?
1. admitting you were wrong
2. additional schedule planning<Correct>
3. hindsight
4. foresight
Explanation :
This is an example of additional schedule planning. Planning is rarely perfect, and the good
project manager needs to be ready to do additional planning to account for new information.
All of us have the benefit of hindsight, but this is not the best answer.
Admitting that you were wrong is usually a good policy to follow, but this is not the best answer.

Objective:
Control
Sub Objective(s):
Time
Tools and Techniques for Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-651

________________________________________________________________________________________________________________
You are managing project C, which is a successor to projects A and B. You are planning your
project now. As you read some notes from the manager of project B, you discover that the
infrastructure setup tasks in project B took twice as long as what was estimated. You decide to
use this information for your similar task duration estimates.
What is this an example of?
1. corrective action
2. lessons learned

<Correct>

3. foresight
4. hindsight
Explanation :
This is an example of lessons learned. Although you are planning your project now, a lesson
learned while controlling project B was that these particular tasks were underestimated. Because
your tasks are very similar, the lesson learned from B can benefit your project C.
Hindsight occurs when you look back at your own work and wish you knew then what you know now.
Foresight is also an incorrect answer. All of us wish our foresight was as acute as our hindsight.
The manager of project B may have initiated corrective action to deal with the underestimates,
but you will not have to do that because you have the benefit the lessons learned from that
preceding project.
Objective:
Control
Sub Objective(s):
Time
Outputs from Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 81

Project Management Professional (PMP)


Question ID : xxPMI_PMP-341

________________________________________________________________________________________________________________
Which of the following is NOT a tool or technique for cost control?
1. Additional planning
2. Computerized tools
3. Cost of Quality

<Correct>

4. Performance measurement
Explanation :
Cost of quality is a tool and technique for quality planning. Computerized tools, additional
planning, and performance measurement are tools and techniques for cost control.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 91

Project Management Professional (PMP)


Question ID : xxPMI_PMP-525

________________________________________________________________________________________________________________
Your project now has a two-week delay. What is the LEAST appropriate action you can start?
1. Consult lessons learned on previous actions.
2. Apply root-cause analysis of schedule variances.
3. Implement measures to recover from schedule delays.
4. Re-baseline the project.

<Correct>

Explanation :
You should not re-baseline the project. Re-baselining is a worst-case scenario and should only
used be when adjusting for drastic, long delays. When re-baselining does happen, all of the
historical information up to the point of the re-baseline is obsolete and should be eliminated.
Schedule revision is the preferred and most common approach to changing the project end date.
The other answer choices are appropriate actions for such a project delay.
Objective:
Control
Sub Objective(s):
Time
Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-463

________________________________________________________________________________________________________________
A scope change control system is a procedure by which project scope may be changed. What does a
scope change control system include?
1. Electronic databases, stakeholder sign-off, and archiving
2. Paperwork, tracking systems, and approval levels

<Correct>

3. Adjusted baseline, lessons learned, and customer approval


4. Paperwork, tracking systems, and activity breakdowns
Explanation :
A scope change control system includes paperwork, tracking systems, and approval levels. Scope
change control defines the procedures by which the project scope may be changed. For all the
change control systems (scope, schedule, and cost) you have change control down PAT (Paperwork,
Approval and Tracking systems).
Objective:
Control
Sub Objective(s):
Scope
Scope Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 63

Project Management Professional (PMP)


Question ID : xxPMI_PMP-347

________________________________________________________________________________________________________________
Based on the exhibit, which task has the most favorable schedule variance?
1. Task 4

<Correct>

2. Task 2
3. Task 3
4. Task 1
Explanation :
The correct answer is Task 4 since it has the most favorable schedule variance: SV = EV - PV =
$600 - $550 = $50.
Task 1 has SV = $325 - $300 = $25.
Task 2 has SV = $275 - $325 = -$50.
Task 3 has SV = $900 - $1200 = -$300.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-002

________________________________________________________________________________________________________________
You are an Operations manager working for an electronic circuit manufacturer. Your company
produces high quality electric circuit boards. The manufacturing process you use is capable of
producing the product at six sigma level of quality. Your major challenge is to keep the
manufacturing process "in control" to produce the product at the desired level of quality.
Why should you consider using control charts?
1. to monitor variations
2. to identify random variations and unusual variations and adjust the process when out of
control <Correct>
3. to identify and eliminate random variations
4. to identify process variations and adjust when variations are present
Explanation :
You should consider using control charts to identify random variations and unusual variations and
adjust the process when out of control. Quality is controlled with control charts that report
variations in acceptability. Random (acceptable) measures fall between the upper control limit
(UCL) and the lower control limit (LCL). An unusual variation is a measure outside of those
limits, which must be investigated. Usually, this investigation leads to an adjustment of the
process.
You should not consider using control charts to identify process variations and adjust when
variations are present. Control charts identify both normal measures (within control limits) and
abnormal measures (outside of control limits). It is important to recognize that not all
variations in a control chart require action.
You should not consider using control charts to identify and eliminate random variations. Control
charts do show random variations, but random variations cannot be eliminated.
You should not consider using control charts to monitor variations. Simply monitoring variations
will not improve quality -- action is needed when the measure is outside of the control limits.
Objective:
Control
Sub Objective(s):
Quality
Tools and Techniques for Quality Control -control charts
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 103

Project Management Professional (PMP)


Question ID : xxPMI_PMP-350

________________________________________________________________________________________________________________
Based on the exhibit, which task has a favorable cost variance of $150?
1. Task 3
2. Task 1
3. Task 4

<Correct>

4. Task 2
Explanation :
Task 4 has the most favorable cost variance: CV = EV - AC = $450 - $300 = $150.
Task 1 has CV = EV - AC = $150 - $200 = -$50.
Task 2 has CV = EV - AC = $200 - $180 = $20.
Task 3 has CV = EV - AC = $500 - $475 = $25.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-337

________________________________________________________________________________________________________________
Which of the following is not a tool or technique for cost control?
1. Variance Management
2. PM Software
3. Cost of Quality

<Correct>

4. Performance Measurement Analysis


Explanation :
The correct answer is "cost of quality" because "cost of quality" is one of the Techniques and
Tools for quality planning.
"PM Software," "Variance Management," and "Performance Measurement Analysis" are incorrect
choices because they are Techniques and Tools for Cost Control.
Objective:
Control
Sub Objective(s):
Cost
Inputs to Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 46 - 46

Project Management Professional (PMP)


Question ID : xxPMI_PMP-360

________________________________________________________________________________________________________________
What is an effective method to control your project expenditures?
1. financial forecasting
2. work authorizations <Correct>
3. parametric estimating
4. bottom-up estimating
Explanation :
You can control your project expenditures using work authorizations. Work authorization is a
formal procedure to ensure that work is done correctly at the right time and in the proper
sequence.
Financial forecasting is a bogus term.
Parametric estimating is a technique that uses a statistical relationship between historical data
and other variables to calculate an estimate.
Bottom-up estimating is defined as an estimating technique where the estimate of cost and
duration for each work package is developed to determine the cost and duration of an entire
project.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Project Plan Execution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-276

________________________________________________________________________________________________________________
Why is it a good idea to perform earned value analysis (EVA) in the risk monitoring and control
process?
1. EVA reveals variances that require management attention.
2. EVA variances may indicate an unforeseen risk event has occurred. <Correct>
3. EVA variances show problems when there are none.
4. EVA validates the accuracy of the cost base line.
Explanation :
EVA variances may indicate an unforeseen risk event has occurred. If the EVA variances are
significant, risk planning and analysis should be performed again. It is possible that conditions
have changed such that a previously rated minor risk has become major, or a new risk event
(overlooked before) has occurred.
EVA does validate the accuracy of the cost base line, but it is not a reason why you should
perform EVA in the risk monitoring and control process.
EVA does reveal variances that require management attention, but it is not a reason why you
should perform EVA in the risk monitoring and control process.
EVA variances do sometimes show problems when there are none, but it is not a reason why you
should perform EVA in the risk monitoring and control process. Plans and reality rarely match
100%. There will be variances. The challenge is to know which are due to random chance and which
indicate a problem or an oversight.
Objective:
Control
Sub Objective(s):
Risk
Tools and Techniques for Risk Monitoring and Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 145 - 145

Project Management Professional (PMP)


Question ID : xxPMI_PMP-234

________________________________________________________________________________________________________________
In communication theory, what is encoding?
1. putting information into encoded segments of approximately equal degrees of effort for
comprehension
2. putting information into packets transmitted verbally
3. putting information into a format that the receiver can understand

<Correct>

4. None of the answers is correct.


Explanation :
Encoding is putting information into a format that the receiver can understand. Encoding is a
formatting process that prepares the information for transmission to the receiver, who then
decodes the message.
Encoding is not just putting information into packets transmitted verbally. Encoding can be done
verbally, but this is not the best answer.
Encoding is not putting information into encoded segments of approximately equal degrees of
effort for comprehension. Encoded segments can be of different lengths.

Objective:
Control
Sub Objective(s):
Communications
Methods of Information Exchange
PMP: Project Management Professional Study Guide by Kim Heldman, PMP

Project Management Professional (PMP)


Question ID : xxPMI_PMP-227

________________________________________________________________________________________________________________
The Earned Value of your project is $100,000. The Actual Cost is $150,000. The budgeted cost for
the active phase is $125,000. What is the Cost Variance?
1. negative $25,000
2. positive $50,000
3. negative $50,000

<Correct>

4. cannot be calculated from data


Explanation :
The Cost Variance is negative $50,000. The formula is Cost Variance (CV) = Earned Value (EV) Actual Cost (AC). A positive Cost Variance shows you are spending less than planned for that
amount of work. A negative Cost Variance shows you are spending more than planned for that amount
of work.
Because the actual cost is greater than the earned value, the answer must be negative.
The information that the budgeted cost for the active phase is $125,000 is not a factor in the
calculation. Unless otherwise specified, Earned Value and Actual Costs refer to the project to
date, not just to the active phase.
Objective:
Control
Sub Objective(s):
Communications
Tools and Techniques for Performance Reporting - Earned Value Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition

Project Management Professional (PMP)


Question ID : xxPMI_PMP-467

________________________________________________________________________________________________________________
What is scope verification concerned with?
1. The correctness of the work.
2. Improving cost and schedule accuracy.
3. The acceptance of the work results. <Correct>
4. Ensuring that all the elements necessary are included in the WBS.
Explanation :
Scope verification is primarily concerned with the acceptance of the work results.
Correctness of the work is part of the quality control process.
Ensuring that all the elements necessary are included in the WBS and improving cost and schedule
accuracy are not parts of the scope verification process.
Objective:
Control
Sub Objective(s):
Scope
Scope verification
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 61

Project Management Professional (PMP)


Question ID : xxPMI_PMP-469

________________________________________________________________________________________________________________
Lessons learned is information gained by completing the project. What should lessons learned NOT
be used to do?
1. Change the previously-defined scope of the project. <Correct>
2. See what mistakes have been made previously.
3. See how problems have been solved previously.
4. Predict trends, highlight problems, and identify alternatives.
Explanation :
Lessons learned cannot be used to change the project scope.
Lessons learned should be used to see what mistakes have been made previously, see how problems
have been solved previously, and predict trends, highlight problems, and identify alternatives.
Objective:
Control
Sub Objective(s):
Scope
Scope Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 64

Project Management Professional (PMP)


Question ID : xxPMI_PMP-344

________________________________________________________________________________________________________________
What is earned value?
1. ACWS
2. PV
3. BCWP

<Correct>

4. AC
Explanation :
Budgeted cost of work performed (BCWP) is the old term for earned value (EV).
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-185

________________________________________________________________________________________________________________
Change control results in:
1. rejected change requests.

<Correct>

2. recommended corrective actions.


3. recommended preventive actions.
4. requested changes.
Explanation :
The correct answer is rejected change request because it is an output of the integrated change
control. All other answers are inputs of the same process.
Objective:
Control
Sub Objective(s):
Integrate
Inputs to Quality Assurance
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 340

Project Management Professional (PMP)


Question ID : xxPMI_PMP-649

________________________________________________________________________________________________________________
You have entered the latest task's completion dates into the project management software. What
should you do next?
1. Notify your team that some new resources will be coming on the project.
2. Notify the project management office of the new project phase.
3. Notify the project sponsor that the project is running late.
4. Notify your team, management, and the customer of the new schedule updates.

<Correct>

Explanation :
The appropriate project stakeholders must be notified of schedule updates; therefore, the correct
answer is to notify your team, management, and the customer of the new schedule updates.
The other answers are incorrect because they assume facts that are not specified in the question.
Objective:
Control
Sub Objective(s):
Time
Outputs from Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 81

Project Management Professional (PMP)


Question ID : xxPMI_PMP-264

________________________________________________________________________________________________________________
Your tester is trying out the new data entry form just released for user acceptance. The WBS
includes the functional requirement that all date entry fields must include a drop-down calendar.
The tester discovers that no calendar drop-down is available for any of the date entry fields on
the form.
What have you just performed?
1. technical performance measurement<Correct>
2. functional performance analysis
3. performance testing
4. unit testing
Explanation :
You are performing technical performance measurement, which is a tool and technique of risk
monitoring and control. It is possible through technical performance measurement to reveal risks
that may jeopardize the defined scope of the project. In this case, a required function is
absent. Technical performance measurement has discovered a deficiency. Schedules, costs, and
ultimately the success of the project are at risk.
The time for unit testing has long passed because the form is released for user acceptance. Unit
testing should have caught the error, but it did not.
The purpose of performance testing is to measure the project's product performance against
established standards or requirements. This is a variant of technical performance measurement,
but it is not the best answer because the tester's intent is functional testing, not performance
testing.
Functional performance analysis is incorrect because this is not an analytical task.
Objective:
Control
Sub Objective(s):
Risk
Tools and Techniques of Risk Monitoring and Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 145 - 145

Project Management Professional (PMP)


Question ID : xxPMI_PMP-306

________________________________________________________________________________________________________________
The project's execution phase is almost complete. The team has encountered some expected and
unexpected risks while executing their tasks.
The team's experiences with the surprise risks should:
1. serve as lessons learned for the next project.
2. be used to refine the project plan.
3. serve as a warning to other project managers.
4. be cataloged in the risk database.

<Correct>

Explanation :
A risk database is a knowledge repository of lessons learned in previous projects. The old adage
about those who forget the past are condemned to repeat it is appropriate here. If past mistakes
can be avoided by storing and disseminating lessons learned from past projects, then the
organization will benefit.
Although the project plan is a dynamic document and is always being updated with new information,
in this context the lessons learned will benefit succeeding projects more than the current one.
Serving as a warning to other project managers is only partially correct. Lessons learned do help
project managers, but this choice is incorrect because it is not comprehensive enough. Almost
everyone can benefit from lessons learned, not just project managers.
Serving as lessons learned for the next project is only partially correct. The next project may
benefit, but all future projects may benefit too.
Objective:
Control
Sub Objective(s):
Risk
Outputs from Risk Monitoring and Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 146 - 146

Project Management Professional (PMP)


Question ID : xxPMI_PMP-084

________________________________________________________________________________________________________________
A communication management plan describes that if a SPI drops under 0.85, the project manager has
to inform the CEO of the company of the schedule problems. What is this also known as?
1. formal request
2. scheduled communication
3. trigger

<Correct>

4. escalator
Explanation :
This would be known as a trigger. An event that causes another event to occur is called a trigger.
Objective:
Control
Sub Objective(s):
Communications
EV and Communication
PMP Project Management Professional Study Guide by Joseph Phillips
Chapter: Chapter 10 - Project Communications Management Pages: 403 - 404

Project Management Professional (PMP)


Question ID : xxPMI_PMP-296

________________________________________________________________________________________________________________
When a change is approved, what document should be updated as quickly as possible?
1. quality assurance plan
2. project charter
3. change management plan
4. project plan <Correct>
Explanation :
You should update the project plan. It is very important to ensure that the project plan is
continuously updated and all changes are communicated to the team as quickly as possible.
The project charter, change management plan, and quality assurance plan are part of the project
plan. Updating the project plan is a better answer than updating one of its components.
Objective:
Control
Sub Objective(s):
Integrate
References :
Project Plan Development
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Page: 45
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Page: 47

Project Management Professional (PMP)


Question ID : xxPMI_PMP-644

________________________________________________________________________________________________________________
Your administrative assistant was telling one of your project team members to fill out a tracking
form and an approval form. What were these forms for?
1. They were for an education approval request.
2. They were for a schedule change request.

<Correct>

3. The team member was submitting a vacation request.


4. The Human Resources department requires these of new team members.
Explanation :
They were for a schedule change request.
An education approval request, an HR requirement, or a vacation request may all require a form or
two. However, only a schedule change request is appropriate in the context of project management
for this question.
Objective:
Control
Sub Objective(s):
Time
Tools and Techniques for Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-352

________________________________________________________________________________________________________________
As of the third month on the Beacon Project, the cumulative planned budget is $95,000. The
accounting system reflects charges to date of $105,000. How are you going to report the Beacon
Project on the monthly executive status reports?
1. Trouble is brewing due to a small cost overrun.
2. You are unable to make an assessment with the information supplied.

<Correct>

3. The budget is slightly ahead of schedule.


4. Project completion will be within the original budget.
Explanation :
You are unable to make an assessment with the information supplied. The missing piece of
information here to assess correctly is the value of the work that has been accomplished to date,
or in earned value terms: EV (BCWP).
You cannot make any of the other statements because they try to describe project status without
having all the necessary information.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-282

________________________________________________________________________________________________________________
Your project has just started implementation when a stakeholder asks you about making a
modification to the deliverable of three tasks for which he is the prime stakeholder. The
stakeholder inquires about how to go about submitting a change for review.
As the project manager, where would you direct the stakeholder?
1. Quality plan
2. Change control board
3. Communication plan
4. Change control document

<Correct>

Explanation :
You should direct the stakeholder to the change control document. It is part of the change
control system that includes documentation for all stakeholders on the process to request changes
to official project documentation.
A Change Control Board (CCB) only approves or rejects the change request based on the process
defined in the change control document. A CCB may or may not be required to approve the change
requests.
A communication plan details how communication will be gathered and distributed, not how change
requests will be handled.
The quality plan describes how the team will implement the quality policy.
Objective:
Control
Sub Objective(s):
Integrate
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 48 - 49

Project Management Professional (PMP)


Question ID : xxPMI_PMP-174

________________________________________________________________________________________________________________
Using a money management program to balance your checkbook is like:
1. using an audit to evaluate team members.
2. using a walkthrough to check computer code.

<Correct>

3. using a spreadsheet program to report on company sales.


4. using a hammer to pound a nail.
Explanation :
Just as a money management program is a tool or technique that can help balance your checkbook, a
walkthrough is also a tool/technique that can help find errors or problems in computer code. Both
of these will help locate problems that might otherwise go undiscovered. It is true that a
spreadsheet can be used to tabulate company sales, but this isn't a case of a tool being used to
reveal a problem. Also, while an audit is a tool and technique for quality control, it is not
used as an evaluative tool for team members.
Objective:
Control
Sub Objective(s):
Quality
Tools and Techniques for Quality Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Page: 103

Project Management Professional (PMP)


Question ID : xxPMI_PMP-026

________________________________________________________________________________________________________________
You have learned that two developers on your intranet project have been updating production
directly. These actions raise several issues of concern, but quality is your biggest concern. You
found numerous bugs and errors. In particular:
1. A product review probably would have helped.
2. Quality assurance audits need to be more frequent.
3. Code walkthroughs often allow you to catch errors before they're in production.

<Correct>

4. Inspection of the infrastructure architecture often prevents this kind of problem.


Explanation :
The correct and best answer from the options is "Code walkthroughs often allow you to catch
errors before they're in production." There are many issues in the scenario, but of the possible
answers, code walkthroughs may have allowed you to catch the error. Walkthroughs (or inspections)
are quality control tools.
"A product review probably would have helped" is an incorrect response. A product review would
not have caught this type of error.
"Quality assurance audits need to be more frequent" is an incorrect response. Audits would not
have caught this type of error.
"Inspection of the infrastructure architecture often prevents this kind of problem" is an
incorrect response. This type of action would not have caught this type of error.
Objective:
Control
Sub Objective(s):
Quality
Stakeholder Influence
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 12 - Professional Responsibility Pages: 433 - 434

Project Management Professional (PMP)


Question ID : xxPMI_PMP-304

________________________________________________________________________________________________________________
Examples of inputs to performance reporting are __________.
1. Project Plan, lessons learned, and status reports
2. Project Plan, Earned Value Analysis, and Trend Analysis
3. Project plan, work results, and other project records <Correct>
4. Work Breakdown Structure, communication plan, and contract
Explanation :
The project plan, work results, and other project records are inputs to performance reporting.
Other project records may include correspondence, memos, and documents describing the project.
Lessons learned is not an input to performance reporting and is completed only at the end of the
project.
The WBS and communication plan are part of the Project Plan, so they can be considered in
Performance Reporting, but the contract is not.
Earned Value Analysis and Trend Analysis are not inputs to performance reporting, but are
considered tools used in performance reporting.
Objective:
Control
Sub Objective(s):
Communications
Inputs to Performance Reporting
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 Project Communications Management Pages: 122 - 123

Project Management Professional (PMP)


Question ID : xxPMI_PMP-339

________________________________________________________________________________________________________________
You are the project manager in a well-known aerospace company and are responsible for delivering
the package for Federal Aviation Administration (FAA) certification. Since your deliverables are
of an abstract nature without objective acceptance criteria, you expect several iterations of
each package document before formal approval by the customer for delivery to the FAA.
Which type of network diagram is best used to portray and report on your progress through these
iterations?
1. Precedence Diagramming Method (PDM)
2. Gantt Chart
3. Arrow Diagramming Method (ADM)
4. Graphical Evaluation and Review Technique (GERT)

<Correct>

Explanation :
GERT allows for conditional advancement, which can describe your project's progress through these
iterations (loops) correctly.
PDM and ADM do not allow for conditional (or iterative) execution and would not correctly
describe your efforts during package development.
A Gantt chart is a possibility, but the question specifically mentions iterations, which a Gantt
chart cannot portray.
Objective:
Control
Sub Objective(s):
Time
Tools and Techniques for Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-232

________________________________________________________________________________________________________________
You have a project team with 10 members. How many lines of communication exist on your team?
1. 90
2. 10
3. 45

<Correct>

4. 100
Explanation :
The formula for computing lines of communication is {n * (n-1)} / 2, which equals 45 in this
case. The arithmetic in this case is (10 * 9) = 90 / 2 = 45.
Objective:
Control
Sub Objective(s):
Communications
Lines of Communication
PMP: Project Management Professional Study Guide by Kim Heldman, PMP

Project Management Professional (PMP)


Question ID : xxPMI_PMP-257

________________________________________________________________________________________________________________
All of the statements about workarounds are correct EXCEPT which of the following?
1. They are not part of the contingency plan.
2. They are a response to a negative risk event.
3. They may result in a project change request.
4. They are responses to change requests.

<Correct>

Explanation :
Workarounds are not responses to change requests.
The other choices are correct statements about workarounds. Workarounds are a possible response
to a negative risk event, and they are unplanned. They are not part of contingency plan.
Workarounds may result in a project change request; they are not an outcome of a change request.
Objective:
Control
Sub Objective(s):
Risk
Outputs from Risk Monitoring and Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 146 - 146

Project Management Professional (PMP)


Question ID : xxPMI_PMP-529

________________________________________________________________________________________________________________
What is generally NOT an input to integrated change control?
1. the project plan
2. change requests
3. performance reports
4. preventative action <Correct>
Explanation :
Preventative action is not an input to integrated change control. Integrated change control is
the ongoing coordination of changes. There are only three inputs: change requests, project plan,
and performance reports.
The project plan, performance reports, and change requests are inputs to integrated change control.
Objective:
Control
Sub Objective(s):
Integrate
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Page: 48

Project Management Professional (PMP)


Question ID : xxPMI_PMP-215

________________________________________________________________________________________________________________
What is the difference between an activity's scheduled completion and actual completion called?
1. Schedule performance index (SPI)
2. Budget variance
3. Schedule variance <Correct>
4. Earned value
Explanation :
Schedule variance is defined as the difference between an activity's scheduled completion and
actual completion.
Schedule Variance is also a term associated with earned value, but the correct answer has the
primary definition.
SPI measures what portion of the planned schedule was actually accomplished.
Budget variance is the difference between the planned budget to date and the actual budget to date.
Objective:
Control
Sub Objective(s):
Communications
Glossary
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Page: 208

Project Management Professional (PMP)


Question ID : xxPMI_PMP-291

________________________________________________________________________________________________________________
Configuration management does NOT:
1. control changes to functional and physical characteristics of an item or a system.
2. audit items and systems to ensure conformance to requirements.
3. allow automatic approval of changes.

<Correct>

4. record and report changes to any functional and physical characteristics of an item or a
system.
Explanation :
The correct answer is that configuration management does not allow automatic approval of changes.
Such automatic approval may be issued by the change control system of an organization, not by
configuration management.
The other answers provide a broad idea of what configuration management consists of. It may vary
from one company to another, but generally it will consist of any documented procedures used to
apply technical and administrative direction and surveillance to four basic steps and three basic
objectives.
Basic steps:
1. Identify functional and physical characteristics of the item or system.
2. Control any changes to such characteristics.
3. Record and report the change and its implementation status.
4. Audit the items and system to verify conformance.
Basic objectives:
1. Screen user requests.
2. Keep track of accepted changes.
3. Update the development process.
Objective:
Control
Sub Objective(s):
Integrate
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 49 - 49

Project Management Professional (PMP)


Question ID : xxPMI_PMP-218

________________________________________________________________________________________________________________
The basis for performance reporting is:
1. individual expectations based on the team members understanding of the deliverables.
2. variance measures.
3. baseline.

<Correct>

4. earned value analysis.


Explanation :
The correct and best answer is "baseline." The cost and schedule baselines are the foundation for
performance reporting.
"Individual expectations based on the team members understanding of the deliverables" is an
incorrect response. The baselines are the foundation for performance reporting.
"Earned value analysis" and "variance measures" are both incorrect responses. These measures are
created during performance reporting.
Objective:
Control
Sub Objective(s):
Communications
Tools and Techniques for Quality Assurance
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 8 - Project Quality Management Pages: 101 - 102

Project Management Professional (PMP)


Question ID : xxPMI_PMP-180

________________________________________________________________________________________________________________
Which of the following is an output from the integrated change control process?
1. enterprise environmental factors
2. requested changes
3. organizational process assets
4. project management plan (updates) <Correct>
Explanation :
Project management plan (updates) is the correct answer.
Other answers are incorrect as they are inputs of other processes.
Change requests are inputs to the integrated change control process. Please note that the
integrated change control outputs also include approved and rejected change requests.
Objective:
Control
Sub Objective(s):
Integrate
Laying Out Quality Assurance Procedures
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 339

Project Management Professional (PMP)


Question ID : xxPMI_PMP-005

________________________________________________________________________________________________________________
If your process follows a normal distribution, what would NOT be considered an out of control
condition?
1. The process exhibits only common cause variation. <Correct>
2. Long runs (eight or more consecutive points) are either above or below the centerline.
3. A point is either above the UCL or below the UCL.
4. Fourteen or more consecutive points oscillate back and forth.
Explanation :
A process that exhibits only common cause variation is not considered an out of control
condition. If all the data points fall within the upper control limit (UCL) and lower control
limit (LCL), the process is said to be in control. The variation of the data points is normal,
and the cause is "common cause variations." These causes are random and usually not explainable.
If the data points fall within the control limits, they are normal. It doesn't matter how many
data points fall within the control limits. The answer also includes the phrase "oscillating back
and forth," which is a sign of random variation.
Having long runs (8 or more consecutive points) that are either above or below the centerline
does not follow a normal distribution.
Any point outside the UCL is not within a normal distribution.
Objective:
Control
Sub Objective(s):
Quality
Tools and Techniques for Quality Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition

Project Management Professional (PMP)


Question ID : xxPMI_PMP-366

________________________________________________________________________________________________________________
Based on the exhibit, what can be said about the quality of the cost estimate for task 4?
1. This is an example of a good estimate.
2. This is an example of a business estimate.
3. This is an example of a poor estimate.

<Correct>

4. This is an example of a sales estimate.


Explanation :
This is an example of a poor estimate because there is a 50% discrepancy between planned and
actual cost. Always beware of very high cost or schedule indices because they are a sign of a
poor estimation.
Sales estimate and business estimate are not defined project management terms.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-294

________________________________________________________________________________________________________________
Your team leader has just given you the bad news that the critical path has slipped by two and a
half weeks. As the project manager of this project, what should you do next?
1. Inform the sponsor of the delay and ask for direction to bring the plan back in line.
2. Do nothing until the slippage occurs.
3. Investigate what department was at fault and advise the sponsor along with news about the
slippage.
4. Meet with the core team to evaluate alternatives and perform an impact analysis to present to
the sponsor.
<Correct>
Explanation :
You should meet with the core team to evaluate alternatives and perform an impact analysis to
present to the sponsor. A project manager should always evaluate the problems first and discuss
alternatives and impacts. Only after doing so would you communicate the change according to the
communication standards and procedures (change control system).
You should not inform the sponsor of the delay and ask for direction to bring the plan back in
line. It is the responsibility of the project manager to find realistic alternative scenarios and
be proactive in the process of handling changes as they occur.
A project manager that would do nothing until the slippage occurs would demonstrate very poor
project management skills.
Investigating which departments were at fault may be part of the lessons learned and would be a
task to handle later. It could help the team and even the organization to learn from this
experience.
Objective:
Control
Sub Objective(s):
Integrate
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 47 - 49

Project Management Professional (PMP)


Question ID : xxPMI_PMP-212

________________________________________________________________________________________________________________
Performance reviews are meetings held to assess project status and/or progress. They are
typically used in conjunction with which performance-reporting techniques?
1. cost baseline and earned value analysis
2. variance analysis and trend analysis
3. Cost Performance Index (CPI) and Schedule Performance Index (SPI)
4. variance analysis, trend analysis and earned value analysis <Correct>
Explanation :
Variance, trend, and earned value analysis are all tools and techniques in performance reporting.
While both variance analysis and trend analysis are used in performance reporting, the correct
answer lists three tools used in performance reporting, and is a better answer.
Cost baseline may be used in performance reporting, and earned value analysis is definitely a
tool used in performance reporting. However, the correct answer lists three tools.
While CPI and SPI are used in performance reporting, the correct answer lists three tools.
Objective:
Control
Sub Objective(s):
Communications
Tools and Techniques for Performance Reporting
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 123

Project Management Professional (PMP)


Question ID : xxPMI_PMP-369

________________________________________________________________________________________________________________
Based on the exhibit, which task has the worst combined performance (schedule and cost)?
1. Task 3

<Correct>

2. Task 1
3. Task 2
4. Task 4
Explanation :
Task 3 has a cost performance index (CPI) of 0.95 and a schedule performance index (SPI) of 75.
Task 1, Task 2, and Task 4 are incorrect choices because they have at least one performance index
above 1.00.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-223

________________________________________________________________________________________________________________
In earned value analysis, the term planned value is a replacement for what previous term?
1. budgeted cost of work scheduled (BCWS)

<Correct>

2. planned cost of work performed PCWP)


3. budgeted cost variance (BCV)
4. budgeted cost of work performed (BCWP)
Explanation :
The term planned value is a replacement for budgeted cost of work scheduled (BCWS). The planned
value is the cost amount planned to be spent during that period of time.
BCWP (now called Earned Value) is the budgeted cost of the work actually performed. Notice that
in terms of work performed, there are two values: the actual effort spent to accomplish that
work, and the planned (budgeted) effort for that work.
Planned cost of work performed (PCWP) is not a project management term.
Budgeted cost variance (BCV) is not a project management term.
Objective:
Control
Sub Objective(s):
Communications
Tools and Techniques for Performance Reporting - Earned Value Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition

Project Management Professional (PMP)


Question ID : xxPMI_PMP-248

________________________________________________________________________________________________________________
Risk monitoring and control involves all of the following tasks EXCEPT ___________.
1. identifying new risks
2. ensuring the execution of risk plans
3. evaluating the effectiveness of risk plans
4. contingency planning

<Correct>

Explanation :
Risk monitoring and control involves all of the following tasks except contingency planning.
Contingency planning is not involved in risk monitoring and control. Risk monitoring and control
occurs during the execution of the project plan, whereas contingency planning occurs before
execution, in the risk response planning process.
The other answer choices are tasks within risk monitoring and control.
Objective:
Control
Sub Objective(s):
Risk
Risk Monitoring and Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 11 - Project Risk Management Pages: 144 - 144

Project Management Professional (PMP)


Question ID : xxPMI_PMP-372

________________________________________________________________________________________________________________
Based on the exhibit, which task has a CPI of 0.77?
1. Task 2
2. Task 4
3. Task 1
4. Task 3

<Correct>

Explanation :
Task 3 has a cost performance index (CPI) as follows: CPI = EV/AC = $1000/ $1300 = 0.77.
Task 1 has a CPI of 0.73.
Task 2 has a CPI of 1.57.
Task 4 has a CPI of 1.14.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-355

________________________________________________________________________________________________________________
Earned Value can best be defined as ________________________________.
1. BCWP times ACWP
2. SPI/CPI
3. a method of tracking project costs
4. a method of ensuring project performance

<Correct>

Explanation :
Earned Value is a method of ensuring project performance. It tracks both the project costs and
the project schedule.
EVM tracks both the project costs and the project schedule.
BCWP times ACWP and SPI/CPI are incorrect choices because they are only mathematical formulas and
they do not describe the goal of the method.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-230

________________________________________________________________________________________________________________
Your project shows many variances from plan. What is a true statement about variances?
1. Variance in scope, quality, and risk are always less important than cost.
2. Any variance from plan should be treated equally by both the project manager and project team.
3. Variances in scope, quality, and risk can be more important than cost or schedule.

<Correct>

4. Variance refers only to cost, schedule, or both.


Explanation :
Variances in scope, quality, and risk can be more important than cost or schedule. A variation in
scope, for example, can render the project useless, even if it meets cost and schedule goals.
Variance in scope, quality, and risk are not always less important than cost. A variance in
quality can lead to significant problems, despite meeting cost objectives.
Variance does not only refer only to cost, schedule, or both. Variances in cost and schedule are
most often reported, but variances in other areas can be more important.
Any variance from plan should not be treated equally by both the project manager and project
team. The project manager should evaluate the nature and effect of the variance before
determining the response.
Objective:
Control
Sub Objective(s):
Communications
Tools and Techniques for Performance Reporting - Variance Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition

Project Management Professional (PMP)


Question ID : xxPMI_PMP-642

________________________________________________________________________________________________________________
Change requests are:
1. used in schedule management.

<Correct>

2. used while performing scope verification.


3. annoying and inevitable.
4. used in performance reporting.
Explanation :
Change requests are an input into the schedule control process and are therefore used in schedule
management.
Change requests have nothing to do with the scope verification process.
Performance reporting may create change requests as an output of the process, but they are not
used as an input or tool/technique within the process.
Few would disagree with the notion that change requests are annoying, but they do not have to be
inevitable in a project.
Objective:
Control
Sub Objective(s):
Time
Inputs to Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 79 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-363

________________________________________________________________________________________________________________
Based on the exhibit, which task has the best combined performance (schedule and cost)?
1. Task 1
2. Task 3

<Correct>

3. Task 2
4. Task 4
Explanation :
Task 3 has a cost performance index (CPI) of 1.01 and a schedule performance index (SPI) of 1.2.
The other tasks have at least one performance index below 1.00.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-285

________________________________________________________________________________________________________________
Which of the following is an output of integrated project change control?
1. workarounds
2. change requests
3. work results
4. project plan updates <Correct>
Explanation :
Project plan updates are an output of integrated project change control. Please note that
integrated change control outputs also include corrective action and lessons learned.
Other answers are incorrect because they are outputs or inputs of other processes. Work results
are outputs of project plan execution. Workarounds are a response to a negative risk event that
was not planned in advance. They are an output of the risk monitoring and control process. Change
requests are inputs to the integrated change control process.
Objective:
Control
Sub Objective(s):
Integrate
Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Pages: 49 - 49

Project Management Professional (PMP)


Question ID : xxPMI_PMP-523

________________________________________________________________________________________________________________
Corrective actions include all of the following, EXCEPT:
1. Implementing measures to recover from schedule delays.
2. Root-cause analysis of schedule variances.
3. Extraordinary measures to ensure work packages complete as scheduled or with as little delay
as possible.
4. Writing the lessons learned. <Correct>
Explanation :
Lessons learned are an output of schedule control, not a part of corrective actions.
The other answer choices are different forms of corrective action.
Objective:
Control
Sub Objective(s):
Time
Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 81

Project Management Professional (PMP)


Question ID : xxPMI_PMP-302

________________________________________________________________________________________________________________
Rebaselining is a procedure that can severely impact available data for the project schedule.
What specific data will be lost?
1. historical data

<Correct>

2. commercially available data


3. knowledge database
4. information database
Explanation :
Care must be taken before rebaselining, as historical data will be lost for the project schedule.
Commercially available data is not related to this issue. It is an input to cost estimating
provided by estimating publications.
Objective:
Control
Sub Objective(s):
Time
References :
Outputs from Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 81
Inputs to Cost Estimating
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Pages: 87 - 87

Project Management Professional (PMP)


Question ID : xxPMI_PMP-520

________________________________________________________________________________________________________________
Variance analysis, a tool and technique for schedule control, is concerned with:
1. setting the variance parameter in the project management software.
2. determining the variance of the probability distribution for the applicable schedule.
3. providing the standard variance for 6 sigma companies.
4. comparing target dates with the actual/forecast start and finish dates.

<Correct>

Explanation :
Variance analysis is the active monitoring of the differences between an activity's scheduled
dates and actual dates.
The other answer choices describe usage of variance in a statistical context.
Objective:
Control
Sub Objective(s):
Time
Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-472

________________________________________________________________________________________________________________
As the project manager, what will you require as the basis for the budget, schedule, and resource
allocation?
1. Product description
2. Work breakdown structure (WBS)

<Correct>

3. Network diagrams
4. Project charter
Explanation :
The WBS, which is an output of the scope definition process, will be used as the basis for the
budget, schedule, and resource allocation. In fact, it is the scope baseline.
Network diagrams, the project charter, and product description do not provide sufficient
information to define the budget, schedule, and resource allocations.
Objective:
Control
Sub Objective(s):
Scope
Scope Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 63

Project Management Professional (PMP)


Question ID : xxPMI_PMP-237

________________________________________________________________________________________________________________
Stakeholders can have different expectations with a project. When there are conflicts and
disagreements, what should the project manager do?
1. Encourage the various stakeholder factions to resolve their differences themselves.
2. Focus on cost and schedule factors, retaining the approved scope.
3. Assign levels of stakeholders and satisfy the needs identified by the project sponsor.
4. Generally satisfy the desires of the customers.

<Correct>

Explanation :
The project manager should generally satisfy the desires of the customers. When expectations
differ, the project manager should attempt to satisfy the needs of the customer.
The project manager should not focus on cost and schedule factors, retaining the approved scope.
At the start of a project when stakeholder expectations often differ, cost and schedule are not
yet defined.
The project manager should not encourage the various stakeholder factions to resolve their
differences themselves. The project manager is responsible for the resolution although
stakeholders will obviously be part of the process.
The project manager should not assign levels of stakeholders and satisfy the needs identified by
the project sponsor. The project sponsor is important but is not necessarily the determining
factor in resolving differing expectations.
Objective:
Control
Sub Objective(s):
Communications
Resolving Conflicts
PMP: Project Management Professional Study Guide by Kim Heldman, PMP

Project Management Professional (PMP)


Question ID : xxPMI_PMP-375

________________________________________________________________________________________________________________
Based on the exhibit, Task 3 is ____________ budget by ____________ percent.
1. under, 23%
2. over, 17%
3. over, 23%

<Correct>

4. under, 17%
Explanation :
Task 3 has a cost performance index (CPI) of 0.77, which means that you are spending $1.00 for
every $0.77 of work done.
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-240

________________________________________________________________________________________________________________
You are holding a status meeting, and one of the team members gets off the topic. What should you
do?
1. Do not interrupt, ignore the off-topic remark, and bring the discussion back to the main
subject.
2. Interrupt and call on a different team member.
3. Interrupt and suggest the topic be addressed at a later time. <Correct>
4. Do not interrupt, allow the team member to finish, and suggest the topic be addressed at a
later time.
Explanation :
You should interrupt and suggest the topic be addressed at a later time. This action serves three
purposes:
* It prevents further time spent on unrelated matters by the entire team.
* It helps the speaker and the rest of the team learn that off-topic discussions will be
discouraged.
* It satisfies the speaker that his topic will be addressed at another time.
You should not interrupt and call on a different team member. This does not explain to the
speaker why his remarks were terminated.
You should not refrain from interrupting, ignore the off-topic remark, and bring the discussion
back to the main subject. This does not explain to the speaker why his remarks were terminated.
It also wastes time during the meeting.
You should not refrain from interrupting, allow the team member to finish, and suggest the topic
be addressed at a later time. This wastes time during the meeting.
Objective:
Control
Sub Objective(s):
Communications
Methods of Information Exchange
PMP: Project Management Professional Study Guide by Kim Heldman, PMP

Project Management Professional (PMP)


Question ID : xxPMI_PMP-647

________________________________________________________________________________________________________________
You just received an e-mail that lists several task completion dates. With this information, you
enter each of these completion dates into the form displayed on your computer and then click the
Recalculate button at the bottom of the screen.
A revised project completion date that is several days later than your target completion date is
displayed.
With this new date, you can:
1. estimate when the milestone tasks will be completed.
2. divert resources from non-critical tasks to critical tasks to help move the new date
in.
<Correct>
3. estimate how many additional resources you may need for the project.
4. divert resources from critical to non-critical tasks to help move the new date out.
Explanation :
This is an example of using project management software as a tool in schedule control. The newly
calculated date tells you that the project is several days behind. An appropriate response would
be to divert resources from non-critical tasks to critical tasks to help shorten the duration and
move the new date in.
If the project is behind, it makes no sense to divert resources from critical to non-critical
tasks.
The newly calculated project completion date will not help you with estimates for resources or
milestones, so these answer choices are incorrect.
Objective:
Control
Sub Objective(s):
Time
Tools and Techniques for Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-342

________________________________________________________________________________________________________________
Which of the following is NOT a function of cost control?
1. Monitoring cost performance to detect variances from the cost baseline.
2. Ensuring that all appropriate changes are recorded accurately in the cost baseline.
3. Allocating the overall estimates to individual work packages to establish a cost
baseline.
<Correct>
4. Informing the appropriate project stakeholders of authorized changes in the cost baseline.
Explanation :
Allocating the overall estimates to individual work packages to establish a cost baseline is a
function of cost budgeting.
Objective:
Control
Sub Objective(s):
Cost
Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 90

Project Management Professional (PMP)


Question ID : xxPMI_PMP-526

________________________________________________________________________________________________________________
What are the changes to the schedule start and finish dates in the approved project schedule (a
special category of schedule updates) also known as?
1. start/end assurances
2. schedule reviews
3. schedule audits
4. revisions

<Correct>

Explanation :
The changes to the schedule start and finish dates in the approved project schedule (a special
category of schedule updates) are also known as revisions.
The other answer choices are not accepted project management terms.
Objective:
Control
Sub Objective(s):
Time
Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-203

________________________________________________________________________________________________________________
All of the following are output from performance reporting except ____________.
1. performance reports
2. trend analysis
3. S curves, histograms, bar charts, and tables
4. lessons learned

<Correct>

Explanation :
Lessons learned is an output from administrative closure.
Trend analysis is an output of performance reporting.
S curves, histograms, bar charts, and tables are part of performance reporting.
Performance reports are part of performance management.
Objective:
Control
Sub Objective(s):
Communications
Performance Reporting
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 122 - 124

Project Management Professional (PMP)


Question ID : xxPMI_PMP-090

________________________________________________________________________________________________________________
For one month you track the delivery times of your product shipped by rail. The daily results
fluctuate between 10 minutes late and 10 minutes early; however, two of the delivery days were
late by over an hour. Each of these late deliveries was due to snow conditions.
The two delivery days that were more than an hour late would be contributed to:
1. special causes.

<Correct>

2. common causes.
3. a flaw in the overall delivery process.
4. random causes.
Explanation :
Special causes are unusual events (e.g. snow storms) that are not inherent in the process itself.
Random causes may include maintenance problems, which are normal process variations.
Common causes relate more to risk management, where several risks might be rooted to one cause.
A "flaw in the overall delivery process" is an overstatement that may or may not be correct. Be
wary of using this type of answer on the exam.
Objective:
Control
Sub Objective(s):
Quality
Outputs from Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-465

________________________________________________________________________________________________________________
An example of scope verification is:
1. Reviewing the performance of an installed software module. <Correct>
2. Decomposing the WBS to a work package level.
3. Performing a benefit/cost analysis to determine if you should proceed with the project.
4. Managing changes to the project schedule.
Explanation :
Scope verification involves reviewing deliverables and work results to obtain acceptance of the
work results.
Managing changes to the project schedule is part of the schedule control process.
Decomposing the WBS to a work package level is part of the scope definition process.
Performing a benefit/cost analysis to determine if you should proceed with the project is part of
the scope planning process.
Objective:
Control
Sub Objective(s):
Scope
Scope verification
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 62

Project Management Professional (PMP)


Question ID : xxPMI_PMP-348

________________________________________________________________________________________________________________
Based on the exhibit, which activity has the largest negative variance?
1. Activity 4
2. Activity 1

<Correct>

3. Activity 2
4. Activity 3
Explanation :
The correct answer is Activity 1 since it has CV = -$400 with SV of -$250.
Activity 2 has CV = $400 with SV = $100.
Activity 3 has CV = -$300 with SV = -$200.
Activity 4 has CV = $150 with SV = $250
Objective:
Control
Sub Objective(s):
Cost
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 - Project Cost Management Page: 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-582

________________________________________________________________________________________________________________
Which items belong in the final contract file?
1. staff rosters, delivery schedules, and invoices
2. staff rosters, tax payment ledgers, and profit/loss analysis
3. payment ledgers, staff rosters, and profit/loss analysis
4. invoices, delivery schedules, and change orders

<Correct>

Explanation :
Invoices, delivery schedules, and change orders pertain to a vendor's effort - invoices for work
accomplished, delivery schedules for work to be accomplished, and change orders for agreed upon
contract changes.
Staff rosters and tax payment ledgers are important items, but there should be better places to
store them than in a vendor's final contract file.
Objective:
Closeout
Sub Objective(s):
Procurement
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-546

________________________________________________________________________________________________________________
Your project is complete. Because you have just completed the lessons learned, the project
sponsor asks if a post project audit is necessary.
How should you respond?
1. The post completion audit is a good idea.

<Correct>

2. The post completion audit is not needed.


3. The post completion audit is still a good idea and is included in the PMBOK.
4. The post completion audit is not needed, since the lessons learned has very similar
information.
Explanation :
The post completion audit is a good idea. Although it is not a formal output from the PMBOK, the
post completion audit is a widely recommended practice and usually takes place about six months
after the project completion. The purpose is to compare the actual benefits to the planned
benefits.
Although the post completion audit is a good idea, it is not formally suggested by the PMBOK as
an output of a process.
The post completion audit and lessons learned may overlap slightly, but they contain different
sets of information and have different purposes.
The post completion audit is needed. It is good practice to perform a post completion audit.
Objective:
Closeout
Sub Objective(s):
Communications
Lessons Learned
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 11 - Closing Out the Project Page: 413

Project Management Professional (PMP)


Question ID : xxPMI_PMP-536

________________________________________________________________________________________________________________
In what phase or process are the project archives created?
1. phase closeout
2. administrative closeout

<Correct>

3. contract closeout
4. termination procedures
Explanation :
Project archives are created during administrative closeout. The three outputs from
administrative closeout are project archives, project closure, and lessons learned.
Project archives are not created during termination procedures. The project archives are created
from administrative closeout.
Project archives are not created during contract closeout. The project archives are created from
administrative closeout.
Project archives are not created during contract closeout. The project archives are created from
administrative closeout.
Objective:
Closeout
Sub Objective(s):
Communications
Outputs from Administrative Closure - Project Archives
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 125

Project Management Professional (PMP)


Question ID : xxPMI_PMP-533

________________________________________________________________________________________________________________
You are closing a project, and a team member asks if performance measurement documents will be
used in the administrative closeout process. They are concerned that problems noted by
performance measurements will be used in their personnel evaluations.
What should you tell them?
1. Performance measurements are reviewed during administrative closeout.

<Correct>

2. Performance measurements are not generally used or even included in administrative closeout.
3. Performance measurements are always confidential and not reviewed in administrative closeout.
4. Performance measurements may be included in administrative closeout.
Explanation :
Generally, performance measurements are reviewed during administrative closeout. Project
performance records are seldom confidential and are reviewed during administrative closeout.
Objective:
Closeout
Sub Objective(s):
Communications
Administrative Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 125

Project Management Professional (PMP)


Question ID : xxPMI_PMP-376

________________________________________________________________________________________________________________
Which of the following is an input to contract closeout?
1. contract documentation

<Correct>

2. the contract file


3. work results
4. the procurement audit
Explanation :
Contract documentation is a wide and inclusive category and includes the contract, amendments,
payment records, issue logs, schedules, and performance reports. Anything that relates to the
contract can be included in contract documentation.
The contract file is an output of contract closeout.
Procurement audit is a tool and technique used in contract closeout.
Work results are an input to contract administration.
Objective:
Closeout
Sub Objective(s):
Procurement
Inputs to Contract Closeout - Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-221

________________________________________________________________________________________________________________
The intent of project closure is to ensure that ________________.
1. project archives and lessons learned are complete
2. all deliverables outlined in the communication management plan are complete
3. schedule and budget reports are complete
4. customer requirements for the product are complete and formally accepted <Correct>
Explanation :
The intent of project closure is to ensure that customer requirements for the product are
complete and formally accepted. Project closure is primarily concerned with confirming that the
customer requirements have been met. For the exam, know that administrative closure has three
outputs: project archives, project closure, and lessons learned.
The intent of project closure is not to ensure that schedule and budget reports are complete.
These would be stored in the project archives.
The intent of project closure is not to ensure that project archives and lessons learned are
complete. These are the outputs from administrative closure.
The intent of project closure is not to ensure that all deliverables outlined in the
communication management plan are complete.
Objective:
Closeout
Sub Objective(s):
Communications
Outputs from Administrative Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 125 - 126

Project Management Professional (PMP)


Question ID : xxPMI_PMP-530

________________________________________________________________________________________________________________
Administrative closure is performed:
1. when the administrative phase has been completed.
2. when the project has been closed and accepted by the stakeholders.
3. when the project is completed, and scope has been verified.
4. when a project phase or the entire project has been completed.

<Correct>

Explanation :
Administrative closure occurs after every life cycle phase and when the project is completed.
The other options are incorrect because administrative closure does occur after the project is
complete, but it also occurs after the completion of every phase.
Objective:
Closeout
Sub Objective(s):
Communications
Administrative Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 125

Project Management Professional (PMP)


Question ID : xxPMI_PMP-078

________________________________________________________________________________________________________________
Last Monday, you reviewed the top five lessons learned with the project sponsor as part of the
project closeout activities. Today, you receive an e-mail from the sponsor expressing concern
that the level of client knowledge for the call center reps did not improve and, therefore, the
project cannot be closed out.
Formal acceptance has been received from the client. After careful review of all the project
records, you are unable to locate any mention of this improvement as an objective.
As the project manager what should you do?
1. Solicit the project stakeholders' participation to help resolve this issue.
2. Call a core team meeting to discuss and seek a resolution to this issue.
3. Continue with the project closure process.

<Correct>

4. Start to create a plan to include this new objective in the project.


Explanation :
As the project manager you should continue with the project closure process. Closing the project
is the correct action because (a) you have already obtained formal acceptance from the client and
(b) you have confirmed that the level of call center knowledge was not identified as an
objective. However, you would still address the e-mail concern directly with the sponsor
individually, and not with the core team. This situation may be a communication or perception
issue between the sponsor and yourself.
You should not start to create a plan to include this new objective in the project. The project
has been formally accepted. This objective should comprise a new request, and possibly a new
project.
You should not solicit the project stakeholders' participation to help resolve this issue. The
project stakeholders are not involved, and this factor was not an objective. The issue is between
the project manager and the project sponsor.
You should not call a core team meeting to discuss and seek a resolution to this issue. The core
team is not involved, and if the documented objectives of the project have been met, they are no
longer involved. The issue is between the project manager and the project sponsor.
Objective:
Closeout
Sub Objective(s):
Communications
Outputs from Administrative Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 126 - 126

Project Management Professional (PMP)


Question ID : xxPMI_PMP-588

________________________________________________________________________________________________________________
Which of the following is NOT a legitimate reason for the customer to terminate a contract?
1. Budgetary changes
2. Technological advances
3. Elimination of a requirement
4. At-will provision

<Correct>

Explanation :
An at-will provision is not a legitimate reason for the customer to terminate a contract with a
vendor.
The other answer choices are considered to be legitimate contract termination reasons. The
customer will be required to compensate the vendor for completed work, assuming the contract
termination was not due the vendor's under-performance to the contract terms.
Objective:
Closeout
Sub Objective(s):
Procurement
Contract Administration Cycle
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 21 Pages: 828 - 828

Project Management Professional (PMP)


Question ID : xxPMI_PMP-659

________________________________________________________________________________________________________________
Your manager has called you into her office with some bad news. A procurement audit report has
revealed that two of the three vendors selected to work on your infrastructure project did not do
well.
What section of the audit report is most likely to have the appropriate lessons learned?
1. Executive summary
2. Index
3. Vendor selection criteria

<Correct>

4. Initial infrastructure conditions


Explanation :
The correct answer is "vendor selection criteria." If the majority of the vendors did not
perform well on the project, then attention should be paid to how the vendors were selected for
the project. If the selection criteria can be improved upon, then future projects will benefit
from this lesson learned.
The "executive summary" is never detailed enough to show how vendors were selected, so this
answer choice is incorrect.
A report "index" is not the best answer. It is a helpful section to have, but it may not directly
reference any "lessons learned."
"Initial infrastructure conditions" would not be of great concern in a procurement audit report,
and is therefore an incorrect answer choice.
Objective:
Closeout
Sub Objective(s):
Procurement
4.4.3 Direct and Manage Project Execution: Outputs
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Page: 93

Project Management Professional (PMP)


Question ID : xxPMI_PMP-571

________________________________________________________________________________________________________________
There are a few items on your desk in front of you. They are a vendor-supplied instruction
booklet, copies of paid invoices, acceptance test results, and a chart showing vendor due dates
and actual dates.
What are you getting ready to do?
1. Document the project for lessons learned.
2. Turn the project over to another project manager.
3. Initiate contract closeout.

<Correct>

4. Initiate procurement solicitation.


Explanation :
You are getting ready to initiate contract closeout. The items on your desk are part of contract
documentation, which is the essential input into the contract closeout process.
You are not getting ready to turn the project over to another project manager. Although you may
want to, the project is almost over.
If you initiate procurement solicitation, the contract has not even begun yet, so you cannot
close it out yet.
There may be lessons learned contained within the contract documentation, but this is not the
best answer to the question asked.
Objective:
Closeout
Sub Objective(s):
Procurement
Inputs to Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-585

________________________________________________________________________________________________________________
The vendor's account manager has been very persistent. She has sent several voicemails and
e-mails saying that she wants the project manager to sign off on the project today.
What is the most likely explanation?
1. The sign-off was overdue.
2. The sign-off was on her to-do list for that day.
3. Her bonus was contingent on the completed contract.

<Correct>

4. Her manager asked her about it that day.


Explanation :
The best answer is that her bonus was contingent on the completed contract. Each of the other
possible answer choices could be true as well. However, because of her apparent impatience
(demonstrated by several voicemails and e-mails), and an implied deadline (today), it is more
likely that money is motivating her drive to get the contract sign-off today.
Objective:
Closeout
Sub Objective(s):
Procurement
Outputs from Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-201

________________________________________________________________________________________________________________
Formal acceptance by the client or sponsor of the project is prepared and distributed during the
________________ process.
1. performance reporting
2. contract administration
3. administrative closeout

<Correct>

4. organizational planning
Explanation :
Formal acceptance by the client or sponsor of the project is prepared and distributed during the
administrative closeout process. Administrative closure includes formal acceptance, lessons
learned, and a complete set of indexed project archives.
There is no formal project acceptance in organizational planning.
There is no formal project acceptance in performance reporting.
There is no formal project acceptance in contract administration. Contract closeout is, however,
performed during contract administration.
Objective:
Closeout
Sub Objective(s):
Communications
Administrative Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 125 - 125

Project Management Professional (PMP)


Question ID : xxPMI_PMP-543

________________________________________________________________________________________________________________
Your project involved several large contracts, both for equipment and human resources. You are
now closing the project, and you need to file the financial records.
Where should you place the financial records?
1. in the project plan for reuse in future contracts
2. in the purchasing department
3. in the project archives

<Correct>

4. in the project sponsor files, since the project sponsor is responsible for funding
Explanation :
You should place the financial records in the project archives. Financial records can be
duplicated for other areas, but the project archives should contain a complete picture of the
financial activity.
You should not place the financial records in the project plan for reuse in future contracts.
Financial records are stored in the project archives as a separate item.
You should not place the financial records in the purchasing department. Financial records are
stored in the project archives. However, the purchasing or procurement department may retain
copies.
You should not place the financial records in the project sponsor files, since the project
sponsor is responsible for funding. Financial records are stored in the project archives.
Objective:
Closeout
Sub Objective(s):
Communications
Outputs from Administrative Closure - Project archives.
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 125

Project Management Professional (PMP)


Question ID : xxPMI_PMP-574

________________________________________________________________________________________________________________
The contract was for a lengthy and complicated project, and several changes were necessary over
the life of the project. Joe in the legal department never sent to you the signed contract change
orders.
How does this affect you or the vendor now that the project is almost over?
1. Your evaluation of Joe's work on the project may need to be more critical.
2. Your evaluation of the contract change orders will be delayed.
3. The vendor may not get its final payment on time.

<Correct>

4. The vendor will not sign another contract with your company.
Explanation :
The signed contract change orders are essential to having a complete set of contract
documentation. Contract documentation is the necessary input into contract closeout, so if it is
incomplete, the closeout and final payment may be delayed.
Your evaluation of Joe may very well need to be more critical, but this is not the best answer.
If payment is delayed significantly, the vendor may think twice before signing another contract
with your company; however, this was a big contract and it is unlikely that the vendor will not
sign.
Your evaluation of the contract change orders is irrelevant in the context of the project being
almost over.
Objective:
Closeout
Sub Objective(s):
Procurement
Inputs to Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-662

________________________________________________________________________________________________________________
Jim, the client manager for your just finished project, was angry. Although Jim knew his business
very well, he did not know of much else. The project had many problems from assignment errors to
vendor disputes. He demanded a tax audit. He really intended to say:
1. accounting audit.
2. prepared audit.
3. vendor audit.
4. procurement audit. <Correct>
Explanation :
Jim intended to say "procurement audit." Although a procurement audit may not reveal or explain
all of the projects problems, it would at least address the vendor problems.
An "accounting audit" may also be needed if there were budget and expenditure issues; however
these were not specifically mentioned, so this answer choice is incorrect.
A "vendor audit" is not an actual term used in project management and is therefore an incorrect
choice.
Because "prepared audit" is a made-up term, the choice of "prepared audit" is incorrect.
Objective:
Closeout
Sub Objective(s):
Procurement
Contract Closure: Tools and Techniques
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 296

Project Management Professional (PMP)


Question ID : xxPMI_PMP-578

________________________________________________________________________________________________________________
Jim, the client manager for your recently completed project, is angry. Although Jim knows his
business very well, he does not know much about project management. The project had many problems
from assignment errors to vendor disputes. He demands a tax audit.
What does he really mean?
1. vendor audit
2. procurement audit

<Correct>

3. preparement audit
4. accounting audit
Explanation :
Jim intended to say procurement audit. Although a procurement audit may not reveal or explain all
of the project's problems, it would at least address the vendor problems.
An accounting audit may also be needed if there were budget and expenditure issues, but these
were not specifically mentioned.
A vendor audit is not an actual term used in project management.
A preparement audit is not an actual term used in project management.
Objective:
Closeout
Sub Objective(s):
Procurement
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-664

________________________________________________________________________________________________________________
The next project has just been assigned to you. You have formally accepted the last vendors work
on your current project, thereby officially closing that contract.
Before you begin that next project, what else should you do on the current project?
1. Index the contract documentation for inclusion into the project documentation.

<Correct>

2. Index the contract documentation for the next project.


3. Inform the current sponsor that the project has been completed.
4. Inform the next sponsor that you are ready to start the project.
Explanation :
The correct answer is "index the contract documentation for inclusion into the project
documentation."
Now that the last contract has been closed, you need to include the related documents in the
project archive. This action is an essential output to the contract closeout process.
You may "inform" your current or next sponsor about project status as a courtesy, however this is
not the best answer.
You cannot "index the contract documentation for the project" because it does not exist yet.
Objective:
Closeout
Sub Objective(s):
Procurement
Contract Closure: Outputs
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 297

Project Management Professional (PMP)


Question ID : xxPMI_PMP-580

________________________________________________________________________________________________________________
The next project has just been assigned to you. You have formally accepted the last vendor's
work on your current project, thereby officially closing that contract.
Before you begin that next project, what else should you do on the current project?
1. Inform the next sponsor that you are ready to start the project.
2. Index the contract documentation for the next project.
3. Index the contract documentation for inclusion into the project documentation.

<Correct>

4. Inform the current sponsor that the project has been completed.
Explanation :
You should index the contract documentation for inclusion into the project documentation. Now
that the last contract has been closed, you need to include the related documents in the project
archive. This action is an essential output to the contract closeout process.
You may inform your current or next sponsor about project status as a courtesy; however, this is
not the best answer.
You cannot index the contract documentation for the project because it does not exist yet.
Objective:
Closeout
Sub Objective(s):
Procurement
Outputs from Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-569

________________________________________________________________________________________________________________
Contract documentation is essential to the:
1. contract renewal process.
2. contract closeout process.

<Correct>

3. review of vendor performance for contract renewal.


4. review for procurement planning.
Explanation :
Contract documentation is essential to the contract closeout process. These documents serve as
the input into the contract closeout process.
Contract documentation may be reviewed during a contract renewal task, but it is not essential.
Contract documentation is not used in the review for procurement planning.
Objective:
Closeout
Sub Objective(s):
Procurement
Inputs to Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-657

________________________________________________________________________________________________________________
The contract stipulates that a maximum of three missed vendor delivery dates are allowed, after
which the buyer can:
1. initiate early termination of the contract.

<Correct>

2. renegotiate the contract with an alternate vendor.


3. initiate the penalty phase of the project.
4. renegotiate the appropriate terms of the contract.
Explanation :
The best answer is "initiate early termination of the contract." Certain contract performance
expectations are evident in the question asked if the vendor does not perform. Some recourse must
be available to the buyer. In this context, "early termination" is that recourse.
"Renegotiate the appropriate terms of the contract" is incorrect. Why would the buyer be
motivated to renegotiate the contract when it is the vendor who is not performing? It is likely
he would not.
There is no "penalty phase of the project."
Also, "renegotiate the contract with an alternate vendor" is incorrect because you would not
renegotiate a contract that does not yet exist.
Objective:
Closeout
Sub Objective(s):
Procurement
Project Stakeholders
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 - Project Management Context Page: 16

Project Management Professional (PMP)


Question ID : xxPMI_PMP-576

________________________________________________________________________________________________________________
Your successful project is almost over. One of your best decisions on the project was made early
on when you selected the A & H Company as your prime vendor.
What can you do to help future projects with your most recent project experience?
1. Tell your project manager colleagues.
2. Request a project procurement audit.

<Correct>

3. Request an update to the lessons learned database.


4. Tell your manager, but be careful not to boast too much.
Explanation :
You should request a project procurement audit .The procurement audit is a structured method to
identify the successes and failures in procurement for your project and then transfer these as
lessons learned to benefit your organization.
You can tell your project manager colleague and your manager, but the best way to benefit your
colleagues (and your career) is with a structured procurement audit.
If there is a lessons learned database in your company, you may want to update it, but this is
not the best answer.
Objective:
Closeout
Sub Objective(s):
Procurement
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-382

________________________________________________________________________________________________________________
There are two closeout processes for all projects when procurement is involved. What is the key
difference between contract closeout and administrative closeout?
1. Contract closeout requires more documentation, uses the term procurement audit and occurs
only once.
2. Contract closeout is completed only once at the end of the contract, while administrative
closeout occurs at the end of the project.
3. Contract closeout is completed only once at the end of the project, while administrative
closeout occurs more than once.
<Correct>
4. Contract closeout occurs first and uses the term lessons learned.
Explanation :
Contract closeout is completed only once at the end of the project, while administrative closeout
occurs more than once. A contract is closed only once, but administrative closeout occurs at the
end of each phase and at the close of the project.
Contract closeout does not use the term lessons learned. Lessons learned is the term used in
administrative closure.
Contract closeout does not require more documentation, but it uses the term procurement audit and
occurs only once. Contract closeout does not always require more documentation than
administrative closeout. In practice, contract closeout requires enough documentation to provide
a legal foundation for defending the project decisions.
Contract closeout is completed only once at the end of the contract, but administrative closeout
does not just occur at the end of the project. Administrative closeout also occurs at the end of
each phase.
Objective:
Closeout
Sub Objective(s):
Procurement
Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Pages: 158 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-386

________________________________________________________________________________________________________________
You are attending the bidder conference to ask questions of the buyers and to listen to questions
some of the other bidders will ask. Bidder conferences are:
1. an output of the solicitation process.
2. a tool and technique of the source selection process.
3. a tool and technique of the solicitation process.

<Correct>

4. an output of the source selection process.


Explanation :
Bidder conferences are a tool and technique of the solicitation process. Solicitation occurs when
proposals are submitted by all vendors and obtained by the organization. The bidder conference is
a tool used in solicitation.
Bidder conferences are a part of solicitation and happen before source selection.
Bidder conferences are a tool used during solicitation and are not an output of the solicitation
process.
Bidder conferences are not a tool and technique of the source selection process. Bidder
conferences occur during solicitation, which happens before source selection.
Objective:
Closeout
Sub Objective(s):
Procurement
Tools and Techniques for Solicitation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 154

Project Management Professional (PMP)


Question ID : xxPMI_PMP-541

________________________________________________________________________________________________________________
Under what process is the employee database updated to reflect changes in skill levels?
1. performance reviews
2. performance measurement closure
3. administrative closure

<Correct>

4. contract closeout
Explanation :
The employee database is updated during administrative closure.
The employee database is not updated during performance reviews. Performance reviews do not occur
as part of project management.
The employee database is not updated during contract closeout. Only contract-related material is
processed during this phase.
The employee database is not updated during performance measurement. Performance measurement
refers to the project, rather than individuals.
Objective:
Closeout
Sub Objective(s):
Communications
Administrative Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 125

Project Management Professional (PMP)


Question ID : xxPMI_PMP-076

________________________________________________________________________________________________________________
Managing stakeholders includes all the following EXCEPT:
1. approved change requests.
2. a formal written notice to the subcontractor of project completion.

<Correct>

3. resolved issues.
4. approved corrective actions.
Explanation :
The correct answer is "a formal written notice to the subcontractor of project completion." When
the contract is formally accepted and closed, notification to the subcontractor is an output of
Contract Administration.
"Resolved issues" is an incorrect response. This is an output of Managing Stakeholders.
"Approved change requests" is an incorrect response. This is an output of Managing Stakeholders.
"Approved corrective actions" is an incorrect response. This is an output of Managing Stakeholders.
Objective:
Closeout
Sub Objective(s):
Communications
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-539

________________________________________________________________________________________________________________
When should administrative closure NOT take place?
1. at the end of each project phase
2. at the end of the project
3. None of the answers is correct.
4. at each phase when there is a variance between the plan and actual results <Correct>
Explanation :
Administrative closure should not take place at each phase when there is a variance between the
plan and actual results. Administrative closure should take place at the end of each phase and at
the completion of the project.

Objective:
Closeout
Sub Objective(s):
Communications
Administrative Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 125

Project Management Professional (PMP)


Question ID : xxPMI_PMP-214

________________________________________________________________________________________________________________
Which of the following is considered a tool or technique used to monitor and control project work?
1. Earned value

<Correct>

2. Project management plan


3. Rejected change requests
4. Work performance information
Explanation :
The correct answer is "earned value." The earned value technique is used throughout the project,
from Initiation to Closure.
"Project management plan," "Rejected change requests," and "Work performance information" are all
incorrect responses. They are all considered inputs to monitor and control work.
Objective:
Closeout
Sub Objective(s):
Communications
Quality Tools and Quality Audits
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 341

Project Management Professional (PMP)


Question ID : xxPMI_PMP-583

________________________________________________________________________________________________________________
The contract has two conditions for completion:
(1) Satisfactory acceptance test results
(2) Formal notice of completion to the vendor.
The vendor has claimed that these conditions have been met, but the company says they have not.
Which claim has the most validity?
1. The vendor, because formal notice has been given. <Correct>
2. The company, because the contract does not provide a definition of satisfactory.
3. The vendor, because a handshake confirmed the satisfactory test results.
4. The company, because the vendor gave verbal assurances of post contract support.
Explanation :
The vendor's claim has the most validity because formal notice has been given. Formal notice
should not have been given to the vendor without confirming the test results. The root of the
problem is in the contract itself because "satisfactory" is a word that is subject to
interpretation. A contract needs to be as specific as possible to avoid future disputes.
The company's claim is not valid because the contract does not provide a definition of
"satisfactory." The company gave formal acceptance of the test results. The company cannot take
it back.
The company's claim is not valid because the vendor gave verbal assurances of post-contract
support. Verbal assurances are not binding. A company should know better.
Objective:
Closeout
Sub Objective(s):
Procurement
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-086

________________________________________________________________________________________________________________
You are a project manager with an international company. You delivered all deliverables on
schedule and you are now waiting for formal acceptance letters from your customer.
In which process group are you now?
1. Administrative Closure
2. Closing

<Correct>

3. Contract Closeout
4. Controlling
Explanation :
You are in the Closing process group. The question asks which process group, not the knowledge
area. For the exam, know both the process group names and the knowledge areas. There are five
major project management process groups: Initiation, Planning, Execution, Control, and Closeout.
For the exam, you need to understand the concepts of process groups (5), processes (39) and
knowledge areas (9).
Administrative Closure is a process, not a process group.
Contract Closeout is a process, not a process group.
Controlling is a process group, but this document is not part of the controlling process.
Objective:
Closeout
Sub Objective(s):
Communications
Customizing Process Interactions
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 3 - Project Management Processes Pages: 39 - 39

Project Management Professional (PMP)


Question ID : xxPMI_PMP-207

________________________________________________________________________________________________________________
The team is very happy now that the prototype has been completed and the initial client feedback
has been received and is very positive. Before you proceed to the next phase of your project, you
should ensure that:
1. the resources are available for the next phase.
2. the project's progress is comparable to its baselines.
3. the phase has reached its objectives and the client formally accepts its deliverables. <Correct>
4. the project funding is still available.
Explanation :
You should ensure that the phase has reached its objectives and the client formally accepts its
deliverables. Before a new phase is started, the project manager must verify that the phase has
completed its objectives and the clients have accepted the deliverables.
While the project manager should always be aware of funding during the project and at phase
completions, this is not the best answer.
While the project manager should always be aware of progress, this is not the best answer.
While the project manager should always be aware of resource needs and availability, this is not
the best answer.
Objective:
Closeout
Sub Objective(s):
Communications
Administrative Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 125

Project Management Professional (PMP)


Question ID : xxPMI_PMP-547

________________________________________________________________________________________________________________
What is the purpose of lessons learned?
1. for personnel reviews, skill enhancement, and future cost benefit analyses
2. to provide a base for follow-up projects in the same general business area
3. to document knowledge gained on this project for the benefit of future projects

<Correct>

4. to create a repository of suggestions, enhancements, and ideas for future projects


Explanation :
The purpose of lessons learned is to document knowledge gained on this project for the benefit of
future projects.
The purpose of lessons learned is not to create a repository of suggestions, enhancements, and
ideas for future projects. Lessons learned is concerned with the project results, and not with
the application area of the project.
The purpose of lessons learned is not to provide a base for follow-up projects in the same
general business area. Lessons learned is concerned with the project results, and not with the
business area.
The purpose of lessons learned is not for personnel reviews, skill enhancement, and future cost
benefit analyses.
Objective:
Closeout
Sub Objective(s):
Communications
Lessons Learned
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 11 - Closing Out the Project Page: 413

Project Management Professional (PMP)


Question ID : xxPMI_PMP-537

________________________________________________________________________________________________________________
As project manager, you submit a document to the customer stating that the project is complete
and asking for their written agreement. What process is occurring?
1. final scope verification
2. project termination
3. administrative closeout

<Correct>

4. phase closeout
Explanation :
During administrative closeout, the customer agrees that the product is acceptable and the
project is complete.
The customer does not agree that the project is complete during phase closeout. The project is
not complete until administrative closeout for the entire project.
The customer does not agree that the project is complete during project termination.
The customer does not agree that the project is complete during final scope verification.
Objective:
Closeout
Sub Objective(s):
Communications
Outputs from Administrative Closure - Project Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 126

Project Management Professional (PMP)


Question ID : xxPMI_PMP-534

________________________________________________________________________________________________________________
What is the most commonly reviewed area in variance reporting?
1. scope
2. quality
3. cost <Correct>
4. risk
Explanation :
Cost and schedule are the two most common areas analyzed or reported in variance analysis.
Objective:
Closeout
Sub Objective(s):
Communications
Tools and Techniques for Performance Reporting - Variance Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 123

Project Management Professional (PMP)


Question ID : xxPMI_PMP-531

________________________________________________________________________________________________________________
What is the status of the project plan during administrative closure?
1. It is referenced, but not used.
2. It is not used.
3. It is used in performance measurement.

<Correct>

4. It is used if the project plan requires analysis after project completion.


Explanation :
The project plan is used in performance measurement during administrative closure. Performance
measurement is a critical part of administrative closure, and the project plan provides the
baseline for comparing planned results against actual results.
Objective:
Closeout
Sub Objective(s):
Communications
Administrative Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 125

Project Management Professional (PMP)


Question ID : xxPMI_PMP-380

________________________________________________________________________________________________________________
The contract administrator should provide ___________ at formal closure of the contract.
1. formal notice of project completion to the contractor
2. formal notice of project completion to the senior management
3. formal notice of acceptance to the contractor<Correct>
4. letters of commendation to all project staff
Explanation :
For the exam, remember that the two outputs of contract closure are the project file and formal
notice to the contractor that the contract has been completed. The format of this notice should
have been specified in the contract.
Contract closure pertains to closure of the contract and not the project. A project may have
multiple contracts.
The contract administrator should not provide formal notice of project completion to the senior
management. The contract may have been completed but the project may still continue. Also, the
project manager communicates with senior management about the project.
The contract administrator does not deal directly with letters of recommendation.
Objective:
Closeout
Sub Objective(s):
Procurement
Outputs From Contract Closeouts - formal acceptance and closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-079

________________________________________________________________________________________________________________
At the close-out of each project phase, a review of the key deliverables and project performance
should be conducted. What is this review called?
1. kill point
2. phase exit
3. All of the answers are correct.

<Correct>

4. go/no go decisions
Explanation :
Phase exits, kill points, and go/no go decisions are all terms for the review at the end of a
project life cycle phase.
Objective:
Closeout
Sub Objective(s):
Communications
Characteristics of the Project Phases
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 - The Project Management Context Pages: 11 - 11

Project Management Professional (PMP)


Question ID : xxPMI_PMP-589

________________________________________________________________________________________________________________
Which of the following is NOT a reason for contract termination due to vendor actions (or inaction)?
1. The vendor submitted travel expenses for reimbursement.

<Correct>

2. The actions of the vendor are outside of contract terms.


3. Vendor progress is insufficient to meet the contract terms.
4. The actual product delivery date is beyond the scheduled date.
Explanation :
The vendor submitting travel expenses for reimbursement is normally not a legitimate reason for a
customer to terminate a contract with a vendor.
Valid reasons for early contract termination are the following:
* The product delivery date is missed.
* Vendor progress is insufficient.
* There are actions outside of the contract terms.
Objective:
Closeout
Sub Objective(s):
Procurement
Contract Administration Cycle
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 21 Pages: 828 - 828

Project Management Professional (PMP)


Question ID : xxPMI_PMP-660

________________________________________________________________________________________________________________
Your successful project is almost over. One of your best decisions on the project was made early
on when you selected the A & H Company as your prime vendor.
What can you do to help future projects with your most recent project experience?
1. Request an update to the Lessons Learned database.
2. Request a project procurement audit.

<Correct>

3. Tell your manager, but be careful not to boast too much.


4. Tell your project manager colleagues.
Explanation :
The best answer is to "request a project procurement audit."
The procurement audit is a structured method to identify the successes and failures in
procurement for your project and then transfer these as lessons learned to benefit your
organization.
You can "tell your project manager colleagues" and "your manager," but the best way to benefit
your colleagues (and your career) is with a structured procurement audit.
If there is a "Lessons Learned database" in your company, you may want to update it; however,
this is not the best answer.
Objective:
Closeout
Sub Objective(s):
Procurement
9.1.3.1 Roles and Responsibilities
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 9 - Project Human Resources Management Page: 207

Project Management Professional (PMP)


Question ID : xxPMI_PMP-572

________________________________________________________________________________________________________________
The vendor's representative has worked on the acceptance testing results report all day. After
finally receiving a draft of the report, you immediately notice inconsistencies. A few
requirements, considered critical to your company, are shown as being satisfied, but you know
that the testing did not go that well. You challenge the vendor's report.
What might the vendor be trying to accomplish by exaggerating the acceptance test results?
1. Finish the report so he can finally fly home.
2. Continue a pattern of contract fraud.
3. Finish the report to complete the contract documentation.

<Correct>

4. Continue the process of contract administration.


Explanation :
The vendor's representation is trying to finish the report to complete the contract
documentation. The underlying motive may be to complete the requirements of the contract to close
it out and get final payment.
He may also want to finish the report so he can fly home, but this is not the best answer.
The process of contract administration is within the larger execution process, and is normally
before or concurrent with acceptance testing.
The question does imply contract fraud, but this is not the best answer.
Objective:
Closeout
Sub Objective(s):
Procurement
Inputs to Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-586

________________________________________________________________________________________________________________
A young company just secured a contract with the manufacturer down the street to modernize an
aging manufacturing facility. The vendor drafted the contract, and with little modification, the
contract is signed by both parties. The vendor completes the contract work and submits the final
invoice which is rejected because the manufacturer says that not all of the work is completed.
If the contracted scope of work was ambiguous, which party is generally favored in the dispute?
1. Arbitrators and the courts generally compel the parties to settle the dispute on their own.
2. The vendor. Arbitrators and the courts generally favor the author of the contract.
3. The manufacturer. Arbitrators and the courts generally rule against the author of the
contract - in this case, the vendor.
<Correct>
4. Both parties - vendor and buyer - share joint responsibility.
Explanation :
The manufacturer would be favored in the courts. Arbitrators and the courts generally rule
against the author of the contract - in this case, the vendor. This is often the case; however,
there is an offsetting principle called patent ambiguity that might support the vendor's position.
The parties do not share joint responsibility although it is possible that an out-of-court
agreement can be made between the two that would essentially share the responsibility.
The vendor would not be favored in the courts. Unless the author of the contract can make a
convincing claim of patent ambiguity, the vendor (or author) of the contract is held responsible.
Arbitrators and the courts may suggest self-settlements, but they cannot compel this solution.
Objective:
Closeout
Sub Objective(s):
Procurement
Contract Administration Cycle
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 21 Pages: 827 - 827

Project Management Professional (PMP)


Question ID : xxPMI_PMP-202

________________________________________________________________________________________________________________
Which activity is NOT a part of administrative closure?
1. procurement audits <Correct>
2. gathering information
3. generating information
4. disseminating information
Explanation :
Procurement audits are not part of administrative closure. Procurement audits are performed as
part of procurement management.
Generating information, gathering information, and disseminating information are part of
administrative closure.
Objective:
Closeout
Sub Objective(s):
Communications
Administrative Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 125 - 126

Project Management Professional (PMP)


Question ID : xxPMI_PMP-392

________________________________________________________________________________________________________________
Which of the following is an output from the procurement management close-out process?
1. payment requests
2. a contract
3. procurement audit
4. formal acceptance <Correct>
Explanation :
Formal acceptance is an output of the procurement management closeout process. Formal acceptance
and the contract file are the only two outputs in contract close-out.
The contract is an output of source selection.
Procurement audit is a tool and technique of contract close-out.
Objective:
Closeout
Sub Objective(s):
Procurement
Outputs From Contract Closeouts - Formal acceptance and closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-544

________________________________________________________________________________________________________________
Your team has ten members, including you as the project manager.
How many communication channels exist?
1. 50
2. 45

<Correct>

3. 100
4. 10
Explanation :
The correct answer is "45." The formula for communication paths is n(n-1)/2 or 10 * 9 = 90,
divided by 2 = 45.

Objective:
Closeout
Sub Objective(s):
Communications
Tools and Techniques for Schedule Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 6 - Project Time Management Pages: 80 - 80

Project Management Professional (PMP)


Question ID : xxPMI_PMP-656

________________________________________________________________________________________________________________
The vendors representative had worked on the acceptance testing results report all day. After
finally receiving a draft of the report, you immediately notice inconsistencies. A few
requirements, considered critical to your company, are shown as being satisfied, but you know
that the testing did not go that well. You challenge the vendors report.
What might the vendor be trying to accomplish by "exaggerating" the acceptance test results?
1. Finish the report to complete the contract documentation.

<Correct>

2. Continue the process of contract administration.


3. Continue a pattern of contract fraud.
4. Finish the report so that he can finally fly home.
Explanation :
The vendors representation is trying to "finish the report to complete the contract
documentation." The underlying motive may be to complete the requirements of the contract to
close it out and get final payment.
He may also want to "finish the report so that he can fly home," but this is not the best answer.
The "process of contract administration" is within the larger execution process, and is normally
before or concurrent with "acceptance" testing. This answer is therefore incorrect.
The question does imply "contract fraud," but this is not the best answer.
Objective:
Closeout
Sub Objective(s):
Procurement
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-575

________________________________________________________________________________________________________________
Your manager has called you into her office. A procurement audit report has revealed that two of
the three vendors selected to work on your infrastructure project did not do well.
What section of the audit report is most likely to have the appropriate lessons learned?
1. the executive summary
2. the index
3. the initial infrastructure conditions
4. the vendor selection criteria <Correct>
Explanation :
The vendor selection criteria section is most likely to have the appropriate lessons learned. If
the majority of the vendors did not perform well on the project, attention should be paid to how
the vendors were selected for the project. If the selection criteria can be improved upon, future
projects will benefit from this lesson learned.
The executive summary is never detailed enough to show how vendors were selected, so this answer
choice is incorrect.
A report index is not the best answer. It is a helpful section to have, but it may not directly
reference any lessons learned.
The initial infrastructure conditions would not be of great concern in a procurement audit
report, and is therefore an incorrect answer choice.
Objective:
Closeout
Sub Objective(s):
Procurement
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-663

________________________________________________________________________________________________________________
Project "B" is your project. It is the successor to project "A," which was led by a project
manager (PM) colleague and completed last month.
You are getting ready to solicit proposals from vendors, but notice that in the qualified seller
list, a well known vendors name has been crossed out. Curious, you ask your PM colleague why.
She tells you:
1. project A's procurement planning determined it was better to make than buy.
2. project A's source selection process used independent estimates instead of the seller list.
3. project A's procurement audit revealed significant performance issues with the vendor.

<Correct>

4. project A's solicitation planning used the wrong standard forms to update the seller list.
Explanation :
The correct answer is "project As procurement audit revealed significant performance issues with
the vendor."
The procurement audit is used to identify successes and failures in a projects procurement
process. Evidently, this particular vendor was determined to be a failure in project A, leading
to the "crossed out" vendor's name in the qualified sellers list.
"Procurement planning" may determine whether it is better to make or buy, but is not relevant in
this context and is not a correct choice.
It is possible an error was made in "updat(ing) the seller list," but this is not the best answer.
The "source selection process" does not involve a qualified seller list and is also an incorrect
choice.
Objective:
Closeout
Sub Objective(s):
Procurement
Contract Closure: Tools and Techniques
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 296

Project Management Professional (PMP)


Question ID : xxPMI_PMP-385

________________________________________________________________________________________________________________
You are in the development phase of your project and are analyzing and documenting the success
and effectiveness of a contract. Which management process are you performing?
1. contract closeout

<Correct>

2. administrative closeout
3. source selection
4. contract administration
Explanation :
Procurement audits, conducted as part of the contract closeout process, are a review of the
contract and all activities associated with the contract. Procurement audits can happen
throughout the project, as each contract ends. This often provides useful information for the
lessons learned activity in administrative closeout when the project ends.
Analyzing the effectiveness of a contract is part of contract closeout, not administrative
closeout.
This is not contract administration. You cannot review the effectiveness of a contract until it
is completed.
This is not source selection. Contracts are reviewed and evaluated during contract closeout.
Objective:
Closeout
Sub Objective(s):
Procurement
Tools and Techniques for Contract Closeouts - Procurement audits
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-205

________________________________________________________________________________________________________________
Project termination responsibilities include all of the following, except:
1. Modify project quality standards to reflect those actually implemented.

<Correct>

2. Redistribute personnel, materials, equipment, and other resources.


3. Record and archive all legal project documents.
4. Oversee preparation of final invoices for the client.
Explanation :
The correct answer is "Modify project quality standards to reflect those actually implemented."
This is not part of the project termination activities. Also, quality standards should be changed
based on a detailed analysis of quality needs.
"Oversee preparation of final invoices for the client" is an incorrect response. This is part of
the project termination activities.
"Redistribute personnel, materials, equipment, and other resources" is an incorrect response.
This is part of the project termination activities.
"Record and archive all legal project documents" is an incorrect response. This is part of the
project termination activities.
Objective:
Closeout
Sub Objective(s):
Communications
Quality Tools and Quality Audits
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 341

Project Management Professional (PMP)


Question ID : xxPMI_PMP-579

________________________________________________________________________________________________________________
Project B is your project. It is the successor to project A, which was led by a project manager
(PM) colleague and completed last month.
You are getting ready to solicit proposals from vendors, but you notice that in the qualified
seller list, a well known vendor's name has been crossed out. Curious, you ask your PM colleague
why.
What would be the most legitimate reason for this?
1. Project A's source selection process used independent estimates instead of the seller list.
2. Project A's procurement planning determined that it was better to make than buy.
3. Project A's procurement audit revealed significant performance issues with the vendor.
4. Project A's solicitation planning used the wrong standard forms to update the seller list.
Explanation :
The best explanation is that project A's procurement audit revealed significant performance
issues with the vendor. The procurement audit is used to identify successes and failures in a
project's procurement process. Evidently, this particular vendor was determined to be a failure
in project A, leading to the crossed out vendor's name in the qualified sellers list.
Procurement planning may determine whether it is better to make or buy, but is not relevant in
this context.
It is possible that an error was made in updating the seller list, but this is not the best answer.
The source selection process does not involve a qualified seller list.
Objective:
Closeout
Sub Objective(s):
Procurement
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

<Correct>

Project Management Professional (PMP)


Question ID : xxPMI_PMP-665

________________________________________________________________________________________________________________
A projects contract file should be:
1. indexed before the contract file is closed.
2. closed to new material even as subsequent contracts with that vendor are opened. <Correct>
3. opened to new material as subsequent contracts with that vendor are opened.
4. indexed periodically after the project has closed to ensure easy reference.
Explanation :
The correct answer is "closed to new material even as subsequent contracts with the vendor are
opened."
Note that the question specifically says "project." Once a project is closed, the contents within
the project file should not be "opened to new material" from other projects.
After a project file is indexed and closed, there is no need for it to be "indexed periodically."
A contract file may be "indexed before" it is closed, but this is not the best answer.
Objective:
Closeout
Sub Objective(s):
Procurement
Contract Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 297

Project Management Professional (PMP)


Question ID : xxPMI_PMP-200

________________________________________________________________________________________________________________
Project termination responsibilities include all EXCEPT which of the following?
1. Ensure the fulfillment of product support requirements.
2. Oversee the closing of project accounting.
3. Provide project personnel with favorable performance appraisals to ensure their future
cooperation.
<Correct>
4. Archive appropriate project documentation.
Explanation :
Providing project personnel with favorable performance appraisals to ensure their future
cooperation is not a part of the project termination activities, and is not an acceptable project
management practice.
Archiving appropriate project documentation is a part of the project termination activities.
Ensuring the fulfillment of product support requirements is a part of the project termination
activities.
Overseeing the closing of project accounting is a part of the project termination activities.
Objective:
Closeout
Sub Objective(s):
Communications
Outputs from Administrative Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 125 - 126

Project Management Professional (PMP)


Question ID : xxPMI_PMP-581

________________________________________________________________________________________________________________
A project's contract file should be:
1. indexed periodically after the project has closed to ensure easy reference.
2. closed to new material even as subsequent contracts with that vendor are opened. <Correct>
3. opened to new material as subsequent contracts with that vendor are opened.
4. indexed before the contract file is closed.
Explanation :
A project's contract file should be closed to new material even as subsequent contracts with the
vendor are opened.
Once a project is closed, the contents within the project file should not be opened to new
material from other projects.
After a project file is indexed and closed, there is no need for it to be indexed periodically.
A contract file may be indexed before it is closed, but this is not the best answer.
Objective:
Closeout
Sub Objective(s):
Procurement
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-570

________________________________________________________________________________________________________________
Your supply chain support person has just called you to say that the invoices for your Web
project have not been received yet from the vendor.
Why is this a problem for you?
1. Vendor contract bids cannot be completed.
2. The actual cost numbers for earned value analysis will be wrong.
3. Vendor contract closeout cannot be completed.

<Correct>

4. Earned value analysis will show a variance.


Explanation :
This is a problem because you cannot complete vendor contract closeout. Vendor invoices are part
of your contract documentation. Vendor contract closeout cannot be completed if you have not
received the vendor's invoices to pay.
It is true that actual costs will be understated, but this is a temporary condition until the
invoices are received and subsequently paid.
Completing vendor contract bids really has nothing to do with tardy invoices and is therefore
incorrect.
It is true that earned value analysis will show a variance, but this is only because all of the
costs have not been accounted for yet.
Objective:
Closeout
Sub Objective(s):
Procurement
Inputs to Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-658

________________________________________________________________________________________________________________
The contract was for a lengthy and complicated project, and several changes were necessary over
the life of the project. Joe in the legal department never sent you the signed contract change
orders.
How does this affect you or the vendor now that the project is almost over?
1. Your evaluation of the contract change orders will be delayed.
2. The vendor may not get its final payment on time.

<Correct>

3. Your evaluation of Joe's work on the project may need to be more critical.
4. The vendor will not sign another contract with your company.
Explanation :
"The vendor may not get its final payment of time" is the correct answer. The signed contract
change orders are essential to having a complete set of contract documentation. Contract
documentation is the necessary input into contract closeout. So if it is incomplete, the closeout
and final payment may be delayed.
"Your evaluation of Joe" may very well need to be more critical, but this is not the best answer.
If payment is delayed significantly, the vendor may think twice before signing another contract
with your company; however this was a big contract, and it is unlikely the vendor "will not sign."
"Your evaluation of the contract change orders" is irrelevant in the context of the project being
almost over, and is therefore an incorrect choice.
Objective:
Closeout
Sub Objective(s):
Procurement
Scope Definition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 - Project Scope Management Page: 57

Project Management Professional (PMP)


Question ID : xxPMI_PMP-577

________________________________________________________________________________________________________________
The procurement audit (PA) team was assigned to a Web project to provide its services as directed
by the project manager (PM). The PM called the PA team lead and told him to start as soon as the
vendor has been selected.
What should the PA team lead say in response?
1. I think you should talk to your manager first.
2. I think you should talk to my manager first.
3. OK, who did we pick?
4. OK, but we normally conduct our audits at the end of the project.

<Correct>

Explanation :
The PA team leader should say, "OK, but we normally conduct our audits at the end of the
project." Procurement audits are normally conducted during contract closeout, not when the vendor
is first selected.
The PA team lead may be curious when she says "OK, who did we pick," but the lead should know
that the timing is not right and should say so. If the PA team lead says "talk to my manager" or
"talk to your manager," she is escalating a timing issue when it may be premature to do so. She
should first tell the PM that the timing for the audit is wrong, but if the PM still insists,
then the lead should suggest talking to management.
Objective:
Closeout
Sub Objective(s):
Procurement
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-542

________________________________________________________________________________________________________________
Is project documentation available for review during administrative closure?
1. Yes, because project documentation is normally available during administrative
closeout.
<Correct>
2. No, because project documentation is reviewed during lessons learned.
3. No, because project documentation is reviewed during performance reporting.
4. Yes, because project documentation is one of the tools or techniques used in administrative
closeout.
Explanation :
Project documentation is available for review during administrative closure because project
documentation is normally available during administrative closeout.
Project documentation is not reviewed during performance reporting. Project documentation is
reviewed during administrative closeout.
Project documentation is an input to administrative closeout, not one of the tools or techniques.
Project documentation is not reviewed during lessons learned. Project documentation is an input
to administrative closeout, and lessons learned is an output.
Objective:
Closeout
Sub Objective(s):
Communications
Administrative Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 125

Project Management Professional (PMP)


Question ID : xxPMI_PMP-077

________________________________________________________________________________________________________________
Outputs of Managing Stakeholders include all of the following EXCEPT:
1. resolved issues.
2. approved change requests.
3. performance reports.

<Correct>

4. approved corrective actions.


Explanation :
The correct answer is "performance reports." This is an output from Performance Reporting, not
Managing Stakeholders.
"Resolved issues" is an incorrect response. This is an output of Managing Stakeholders.
"Approved change requests" is an incorrect response. This is an output of Managing Stakeholders.
"Approved corrective actions" is an incorrect response. This is an output of Managing Stakeholders.
Objective:
Closeout
Sub Objective(s):
Communications
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-540

________________________________________________________________________________________________________________
Which statement is NOT true about administrative closure?
1. The staffing pool data base should be updated with skill level changes.
2. It is performed at the end of each phase.
3. None of the answers is correct.

<Correct>

4. Lessons Learned is created.


Explanation :
None of the statements about administrative closure is true.
Objective:
Closeout
Sub Objective(s):
Communications
Administrative Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 125

Project Management Professional (PMP)


Question ID : xxPMI_PMP-584

________________________________________________________________________________________________________________
The three vendors on the project completed their work at approximately the same time. To save
some time, the project manager (PM) sent a group fax to the three vendors accepting their work
and officially completing their contracts.
The PM's action was:
1. an efficient way of completing the task.
2. an improper way of completing the task.

<Correct>

3. necessary.
4. unnecessary because the contracts were already completed.
Explanation :
The PM's action was an improper way of completing the task. Ending a legal contract is a serious
task, and it should not be done with a common fax notice sent to three vendors. Each contract
should be completed with its own formal notice, and not solely with a fax copy, but with a letter
and original signature too.
Faxing the letter may have been an efficient way of completing the task, but it is not appropriate.
The PM's action was necessary, but this not the most complete answer.
The PM's actions were not unnecessary because the contracts were already completed. Giving notice
of formal contract completion is always necessary.
Objective:
Closeout
Sub Objective(s):
Procurement
Outputs from Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-198

________________________________________________________________________________________________________________
Project termination responsibilities include all EXCEPT which of the following?
1. Oversee preparation of final invoices for the client.
2. Redistribute personnel, materials, equipment, and other resources.
3. Record and archive all legal project documents.
4. Modify project quality standards to reflect those actually implemented.

<Correct>

Explanation :
Modifying project quality standards to reflect those actually implemented is not part of the
project termination activities. Also, quality standards should be changed based on a detailed
analysis of quality needs.
Overseeing preparation of final invoices for the client is part of the project termination
activities.
Redistributing personnel, materials, equipment, and other resources is part of the project
termination activities.
Recording and archiving all legal project documents is part of the project termination activities.
Objective:
Closeout
Sub Objective(s):
Communications
Outputs from Administrative Closure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 125 - 126

Project Management Professional (PMP)


Question ID : xxPMI_PMP-087

________________________________________________________________________________________________________________
You are a Project Manager (PM) in ABC Company. You delivered all deliverables on schedule and you
are now waiting for formal acceptance letters from your customer.
In which process group are you now?
1. Contract Closeout
2. Administrative Closure
3. Closing

<Correct>

4. Controlling
Explanation :
The correct answer is "Closing." The question asks which process group, not which knowledge area.
For the exam, know both the process group names and the knowledge areas. There are five major
project management process groups: Initiation, Planning, Execution, Control, and Closeout. For
the exam, understand the concepts of process groups, processes, and knowledge areas.
"Administrative Closure" is an incorrect response. It is a process, not a process group.
"Contract Closeout" is an incorrect response. It is a process, not a process group.
"Controlling" is an incorrect response. It is a process group, but this document is not part of
the controlling process.
Objective:
Closeout
Sub Objective(s):
Communications
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-538

________________________________________________________________________________________________________________
You are assigned as project manager for Part II of a customer information system. You know that
the first project had a number of deviations from plan. In the project archives, where would you
look to find the causes of the variances?
1. None of the answers is correct.
2. lessons learned

<Correct>

3. performance reports
4. variance reports
Explanation :
You would look at the lessons learned to see the reasons for the variances. While variance
reports will show the data, the lessons learned document contains the explanation for the
variances.
You would not look at the variance report. The variance report will document the variance, but
the lessons learned will show the causes for the variances.
You would not look at the performance reports. Lessons Learned will show the causes for the
variances.
Objective:
Closeout
Sub Objective(s):
Communications
Outputs from Integrated Change Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 4 - Project Integration Management Page: 49

Project Management Professional (PMP)


Question ID : xxPMI_PMP-535

________________________________________________________________________________________________________________
What is the purpose of trend analysis?
1. Determine if performance is improving or deteriorating.

<Correct>

2. Determine if risk factors are being addressed over time, and if there are any risk trends
evident.
3. None of the answers is correct.
4. Determine if scope is being included as planned.
Explanation :
The purpose of trend analysis is to determine if performance is improving or deteriorating.
The purpose of trend analysis is not to determine if scope is being included as planned. Scope is
not part of trend analysis.
The purpose of trend analysis is not to determine if risk factors are being addressed over time,
and if there are any risk trends evident. Risk is not normally part of trend analysis.
Objective:
Closeout
Sub Objective(s):
Communications
Tools and Techniques for Performance Reporting - Trend Analysis
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 123

Project Management Professional (PMP)


Question ID : xxPMI_PMP-532

________________________________________________________________________________________________________________
What material is NOT used during administrative closeout?
1. contract closure documents <Correct>
2. correspondence between project manager and project sponsor
3. project descriptions not in the project plan
4. memos
Explanation :
Contract closure documents are considered part of contract closeout, not administrative closeout.
Memos pertaining to project business are used in administrative closeout. Correspondence between
the project manager and project sponsor is also used in administrative closeout. Project
descriptions not in the project plan are also used in administrative closeout.
Objective:
Closeout
Sub Objective(s):
Communications
Outputs from Information Distribution
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Page: 122

Project Management Professional (PMP)


Question ID : xxPMI_PMP-590

________________________________________________________________________________________________________________
When a contract with a vendor is terminated due to the vendor's default (action contrary to the
contract terms), the customer can:
1. seek repayment of advances or progress payments applicable to the contract.

<Correct>

2. seek injunctive relief from the courts to stop contract work.


3. renegotiate a new contract with the vendor.
4. renegotiate a contract with the vendor's closest competitor.
Explanation :
If the vendor defaulted in some way on the contract, and the contract was terminated as a result,
the customer may seek repayment of advances or progress payments applicable to the contract.
Although it is possible, it is unlikely that the customer will renegotiate a new contract with
the vendor.
Also, the customer may revisit negotiations with the vendor's closest competitor, but this is not
the best answer.
Because the contract has been terminated, it is unnecessary for the customer to seek injunctive
relief from the courts to stop contract work.
Objective:
Closeout
Sub Objective(s):
Procurement
Contract Administration Cycle
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 21 Pages: 828 - 828

Project Management Professional (PMP)


Question ID : xxPMI_PMP-661

________________________________________________________________________________________________________________
The Procurement Audit (PA) team was assigned to a Web project to provide its services as directed
by the project manager (PM). The PM called the PA team lead and told him to start "as soon as the
vendor has been selected."
What should the PA team lead say in response?
1. Okay, but we normally conduct our audits at the end of the project. <Correct>
2. I think you should talk to your manager first.
3. I think you should talk to my manager first.
4. Okay, who did we pick?
Explanation :
The best answer is "okay, but we normally conduct our audits at the end of the project."
Procurement audits are normally conducted during contract closeout, not when the vendor is first
selected.
The PA team lead may be curious when she says "okay, who did we pick," but the lead should know
the timing is not right and should say so.
If the PA team lead says "talk to my manager" or "talk to your manager," she is escalating a
timing issue when it may be premature to do so. First, tell the PM the timing for the audit is
wrong. If the PM still insists, then the lead should suggest talking to management.
Objective:
Closeout
Sub Objective(s):
Procurement
Contract Closure: Tools and Techniques
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Project Procurement Management Page: 296

Project Management Professional (PMP)


Question ID : xxPMI_PMP-568

________________________________________________________________________________________________________________
When is a procurement audit done?
1. during the contract administration process or the source selection process
2. during the contract administration process and the contract closeout process
3. during the contract administration process
4. during the contract closeout process <Correct>
Explanation :
A procurement audit is done during the contract closeout process. The procurement audit is a
review of the procurement process from planning through contract administration.
The other answer choices include processes within the procurement audit scope of interest, so the
audit would be conducted prematurely. A satisfactory audit requires these procurement processes
be already completed.
Objective:
Closeout
Sub Objective(s):
Procurement
Tools and Techniques for Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-573

________________________________________________________________________________________________________________
The contract stipulates that a maximum of three missed vendor delivery dates are allowed, after
which the buyer can:
1. initiate the penalty phase of the project.
2. renegotiate the appropriate terms of the contract.
3. initiate early termination of the contract.

<Correct>

4. renegotiate the contract with an alternate vendor.


Explanation :
The buyer would most likely initiate early termination of the contract. Certain contract
performance expectations are evident in the question asked. If the vendor does not perform, some
recourse must be available to the buyer. In this context, early termination is that recourse.
The buyer would not renegotiate the appropriate terms of the contract. Why would the buyer be
motivated to renegotiate the contract when it is the vendor who is not performing? It is likely
he would not.
There is no penalty phase of the project.
The buyer would not renegotiate the contract with an alternate vendor because you would not
RE-negotiate a contract that does not yet exist.
Objective:
Closeout
Sub Objective(s):
Procurement
Inputs to Contract Closeout
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 12 - Professional Responsibility Pages: 159 - 159

Project Management Professional (PMP)


Question ID : xxPMI_PMP-587

________________________________________________________________________________________________________________
Acme Incorporated submitted the final bill for its contract work to EveryMart Corporation. The
project manager (PM) at EveryMart rejected the final bill stating that not all of the required
work had been completed.
The PM at EveryMart and the account manager (AM) at Acme cannot agree on what the contract says.
The PM says, "You drafted this, so you are responsible for making this right for us."
What can the AM at Acme say to counter the PM's claim?
1. Acme will claim patent ambiguity in court.

<Correct>

2. EveryMart does this all the time to young companies.


3. EveryMart's claim is patently false.
4. Acme will say in court that both parties signed, and therefore agreed to the contract.
Explanation :
Generally, the court will rule against the company that drafted the contract (Acme in this case),
but there is an offsetting principle called patent ambiguity. Under patent ambiguity, the court
or arbitrator may consider what EveryMart should have known when it signed the contract.
The other answer choices may have some degree of truth, but they are not the best answers. Both
Acme and EveryMart may resort to some posturing to establish their positions in the dispute, but
unless they can settle the dispute themselves, certain legal principles will be applied by others
to resolve it.
Objective:
Closeout
Sub Objective(s):
Procurement
Contract Administration Cycle
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 21 Pages: 827 - 827

Project Management Professional (PMP)


Question ID : xxPMI_PMP-545

________________________________________________________________________________________________________________
The project closure is complete. What is a possible next event?
1. The remaining project team is released.
2. The post project audit begins.
3. The project manager and sponsor complete the lessons learned.
4. The warranty period begins. <Correct>
Explanation :
The next event would be that the warranty period begins. Some projects include a warranty or
support period that begins immediately after project closure.
The project manager and sponsor would not complete the lessons learned at this point. Since the
project is closed, lessons learned has already been created.
The post project audit would not begin at this point. Post project audits generally occur four to
six months after project closure, which allows time to gather information on the actual benefits.
The remaining project team would not be released at this point. Since the project is closed, the
project team has already been released.
Objective:
Closeout
Sub Objective(s):
Communications
Project Closure and Formal Acceptance
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 11 - Closing Out the Project Page: 412

Project Management Professional (PMP)


Question ID : xxPMI_PMP-135

________________________________________________________________________________________________________________
The flow of information between the controlling and executing group processes is most likely to
be represented with:
1. a left arrow
2. no arrow
3. a right arrow
4. a two-way arrow

<Correct>

Explanation :
The correct answer is a two-way arrow. Connections between group processes can be represented by
arrows that represent the direction of the flow of information. Outputs of the controlling
process group provide inputs to the executing process group and vice versa. The linkage is
bi-directional, so the arrow that will represent the connection is most likely to be a two-way
arrow.
Other answers are not correct because they present only one-way flow of information (right arrow
or left arrow) or even no flow of information (no arrow).
Objective:
Framework
Sub Objective(s):
Framework
Figure 3-1
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 3 - Project Management Processes Pages: 31 - 31

Project Management Professional (PMP)


Question ID : xxPMI_PMP-113

________________________________________________________________________________________________________________
Your project's execution phase is in the third week of a 10-week schedule. Both the Schedule
Performance Index (SPI) and Cost Performance Index (CPI) are well above 1.0.
What does this tell you about the project's planning processes?
1. The very favorable indices look good on paper, but do not take into account the project's
change requests.
2. The very favorable indices point to a possible problem with Activity Duration Estimating
overstating the effort required. <Correct>
3. Given the unfavorable indices, Activity Duration Estimating understated the effort required.
4. Given the favorable indices, planning for the project was very good.
Explanation :
The very favorable indices point to a possible problem with Activity Duration Estimating
overstating the effort required. If duration estimates are too high, the finished budgeted tasks
are completed faster than planned, inflating the project's EV. An inflated EV also inflates the
indices that use EV.
A general rule, indices > 1 are good, but the project manager should investigate suspect
variances wherever they occur. All of the other answers are suspect, and therefore are incorrect.
Objective:
Framework
Sub Objective(s):
Framework
Tools and Techniques for Cost Control
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 7 Pages: 91 - 92

Project Management Professional (PMP)


Question ID : xxPMI_PMP-094

________________________________________________________________________________________________________________
Which of the following are examples of project-based organizations?
1. a company that sets its strategic goals then develops projects to fulfill those goals
2. architectural firms, engineering firms, and consultants
3. construction contractors and government contractors
4. All of the answers are correct.

<Correct>

Explanation :
There are two main types of organizations - project based and non-project based. Project based
organizations are ones that derive their revenue from doing projects. All of the organization
types listed earn their revenue from executing projects.
Non-project based organizations are ones whose management system is designed to maintain ongoing
operations such as manufacturing or banking.
Objective:
Framework
Sub Objective(s):
Framework
Organizational Systems
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 Page: 18

Project Management Professional (PMP)


Question ID : xxPMI_PMP-126

________________________________________________________________________________________________________________
When a project phase is completed, key deliverables and project performance are reviewed to:
1. See how well the team is doing
2. Measure project performance and deliverables against historical benchmarks
3. Find and correct errors before their cost magnifies and determine if the project should
continue
<Correct>
4. Perform a quality audit to ensure quality standards are being followed
Explanation :
The correct answer is "Find and correct errors before their cost magnifies and determine if the
project should continue" Should the project continue or stop before more is spent? If the project
is to continue, what can be changed or corrected to help ensure that the project's objectives are
met?
The other answers are partially correct. Each answers the question of "what," but the correct
answer the questions of "what" and "why."
Objective:
Framework
Sub Objective(s):
Framework
Performance Indexes
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 347

Project Management Professional (PMP)


Question ID : xxPMI_PMP-131

________________________________________________________________________________________________________________
All of the following are correct statements about project managers EXCEPT:
1. They are responsible for developing the charter.

<Correct>

2. They should be assigned during the initiation phase.


3. Excellent communication skills are important to a project manager.
4. They are held accountable for project success or failure.
Explanation :
The project manager is not responsible for developing the charter. The project charter should be
issued by a manager external to the project, and at a level appropriate to the needs of the
project.
All of the other choices are correct statements about a project manager.
Objective:
Framework
Sub Objective(s):
Framework
Outputs from Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 Page: 54

Project Management Professional (PMP)


Question ID : xxPMI_PMP-100

________________________________________________________________________________________________________________
What are the five project management processes?
1. initiate, plan, execute, control, and finish
2. initiate, plan, implementation, control, and close-out
3. conceptualize plan, execute, control, and close-out
4. initiate, plan, execute, control, and close-out <Correct>
Explanation :
Knowing these five project management processes is essential! Initiate, Plan, Execute, Control
and Close-out are the five project management processes. You initiate the project, you plan the
project, you execute the project, you control the project as you execute it, and you close out
the project.
The other answers are only partially correct. Conceptualize plan isn't a recognized term. You
close out a project; you do not finish it. Finally, a project plan created during the planning
process is executed, not implemented.
Objective:
Framework
Sub Objective(s):
Framework
Process Groups
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 3 Pages: 30 - 32

Project Management Professional (PMP)


Question ID : xxPMI_PMP-097

________________________________________________________________________________________________________________
There are four widely recognized content theories of motivation. Which of the following
recognizes the motivational theory X?
1. Herzberg
2. McClellend
3. McGregor

<Correct>

4. Juran
Explanation :
McGregor's Theory X & Y describes how managers deal with their subordinates. X describes people
as self-centered, lazy, lacking ambition, having an inherent dislike for work and avoiding it
whenever possible. Theory Y, also known as Human Relations theory, assumes that the average
worker seeks opportunity for personal improvement and self-respect.
McClelland developed the Acquired-Needs theory based primarily in the categories of achievement,
affiliation, and power.
Herzberg's Motivation-Hygiene theory distinguishes between Hygiene factors (rate of pay, work
hours) that cause dissatisfaction if deficient, and Motivation factors (achievement, recognition)
that increase performance.
Juran's contribution was in the area of quality management in which his Juran Trilogy emphasizes
quality improvement, quality planning, and quality control.
Objective:
Framework
Sub Objective(s):
Framework
Project Human Resource Management
Information Technology Project Management 3rd Edition by Kathy Schwalbe
Chapter: Chapter 9 Pages: 312 - 316

Project Management Professional (PMP)


Question ID : xxPMI_PMP-103

________________________________________________________________________________________________________________
Which list below describes only projects?
1. Tear down a building. Enhance resource module. Develop the database. Enhance the order entry
system.<Correct>
2. Build a building. Process a resource request. Maintain the database. Modify the order entry
system.
3. Tear down a building. Maintain resource module. Develop the database. Maintain the order
entry system.
4. Build a building. Enhance resource module. Filter the database. Enhance the order entry system.
Explanation :
The correct list is: Tear down a building. Enhance resource module. Develop the database. Enhance
the order entry system. Each item in the list is a unique and temporary effort that creates a
unique product, which is by definition, a project.
Other answers each have at least one item that is operationally or functionally related.
Filtering the database may be a little ambiguous, but it implies a maintenance or support task.
The correct answer has terms that are unambiguous - "tear down," "enhance," and "develop."
Objective:
Framework
Sub Objective(s):
Framework
What is a Project?
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 1 Page: 4

Project Management Professional (PMP)


Question ID : xxPMI_PMP-106

________________________________________________________________________________________________________________
When a project phase is completed, key deliverables and project performance are reviewed to:
1. measure project performance and deliverables against historical benchmarks.
2. perform a quality audit to ensure quality standards are being followed.
3. see how well the team is doing.
4. find and correct errors before their cost magnifies in later phases and determine if the
project should continue.<Correct>
Explanation :
When a project phase is completed, key deliverables and project performance are reviewed to find
and correct errors before their cost magnifies in later phases and determine if the project
should continue. Should the project continue or stop before more is spent? If it is to continue,
what can be changed or corrected to help ensure that the project's objectives are met?
The other answers are correct only to a point. Each answer says "what," but the correct answer
says "what" and "why."
Objective:
Framework
Sub Objective(s):
Framework
Characteristics of Project Phases
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 Pages: 11 - 12

Project Management Professional (PMP)


Question ID : xxPMI_PMP-123

________________________________________________________________________________________________________________
Progressive elaboration is:
1. a quality assurance concept that measures performance against quality policy.
2. a term that means that the project manager is verbose.
3. a step-wise procedure planned in detail

<Correct>

4. a testing phase in the project.


Explanation :
"A step-wise procedure" is correct. Progressive elaboration is a characteristic of all projects.
"A testing phase in the project" may be a step in a project's progressive elaboration, but it is
not the best answer.
The "a quality assurance concept that measures performance against quality policy" answer is
entirely incorrect.
While a good project manager should "be verbose," this has nothing to do with progressive
elaboration.
Objective:
Framework
Sub Objective(s):
Framework
Inputs to Performance Reporting - Work Results
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 Project Communications Management Page: 123

Project Management Professional (PMP)


Question ID : xxPMI_PMP-111

________________________________________________________________________________________________________________
Which of the following is NOT an advantage of a projectized organization?
1. Team loyalty to the project is higher.
2. There is unity of command.
3. Project managers have greater independence.
4. There are multiple points of accountability. <Correct>
Explanation :
Having multiple points of accountability is not an advantage of a projectized organization.
Accountability falls upon the shoulders of the project manager and then upon the managers above
the project manager in the hierarchy.
Team loyalty, greater independence, and unity of command are all advantages of the projectized
organization structure.
Objective:
Framework
Sub Objective(s):
Framework
Organizational Structure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 Pages: 19 - 20

Project Management Professional (PMP)


Question ID : xxPMI_PMP-109

________________________________________________________________________________________________________________
The project you're sponsoring is ready to be chartered, but your company does not have any
experienced project managers available.
However, you do have some candidates from which to choose.
Which one should you pick?
1. The construction foreman
2. The accounts payable supervisor

<Correct>

3. The college intern


4. The accounts payable assistant
Explanation :
The correct answer is "the accounts payable supervisor." General management knowledge and skills
are foundational to project management. The question states that there are no experienced project
managers available. The sponsor needs to search for someone with foundational skills, that is,
someone with general management or knowledge skills. The "supervisor" is the best answer given
the context.
The "construction foreman" is not correct, although someone in this position is likely to be a
strong leader; however, it is unlikely that the foreman has general management skills.
The "assistant" and "intern" would not have the required foundational skills.
Objective:
Framework
Sub Objective(s):
Framework
Contract Administration Cycle
Project Management: A Systems Approach to Planning, Scheduling and Controlling, 8th Edition By
Harold Kerzner
Chapter: Chapter 21 Pages: 828 - 828

Project Management Professional (PMP)


Question ID : xxPMI_PMP-129

________________________________________________________________________________________________________________
You have been hired to set up an initial PMO in a large financial institution. Part of your
implementation project plan will be to shift the organization from the current weak matrix
structure to a strong matrix organization.
This will result in the authority shifting from the:
1. project manager to functional manager.
2. functional manager to project manager.

<Correct>

3. expeditor to coordinator.
4. coordinator to expeditor.
Explanation :
This will result in the authority shifting from the functional manager to the project manager.
Picture an organization authority spectrum. The far left has the functional organization, where
the project manager (PM) has little or no authority. The far right has the projectized
organization, where the PM's authority is almost total. Changing from a weak to a strong matrix
organization shifts you to the right on the spectrum, where the PM has greater authority.
Other choices represent shifts to the left on the authority spectrum, or no shift at all.
Objective:
Framework
Sub Objective(s):
Framework
Organizational Systems
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 Pages: 18 - 19

Project Management Professional (PMP)


Question ID : xxPMI_PMP-119

________________________________________________________________________________________________________________
Project management is the art and science of converting the abstract into concrete or vision into
reality. The realization can be most effective through formal understanding of project management
processes.
What are the five project management process groups?
1. Conceptualize plan, execute, control, and close-out
2. Initiate, plan, execute, control, and close-out.

<Correct>

3. Initiate, plan, implementation, control, and close-out


4. Initiate, plan, execute, control, and finish
Explanation :
Knowing these five project management (PM) process groups is essential. Initiate, plan, execute,
control and close-out are logical labels to a project. You initiate the project, you plan the
project, you execute the project, you control the project as you execute it, and you close out
the project.
The other answers are only partially correct. "Conceptualize plan" isn't a recognized term. You
"close out" a project; you don't "finish" it. Finally, a project plan created during the planning
process is executed, not implemented.
Objective:
Framework
Sub Objective(s):
Framework
Performance Reporting
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 Project Communications Management Page: 122

Project Management Professional (PMP)


Question ID : xxPMI_PMP-116

________________________________________________________________________________________________________________
In an uncommon circumstance, you have been assigned a project that has no target completion date,
and your manager has told you, to take all the time you need to plan.
How should you proceed?
1. Wait until you have a target completion date is known, and then proceed as you normally would.
2. Meet with the stakeholders and get a target date before you proceed any further.
3. Proceed with careful planning, and because you have the time, plan in greater detail.
4. Proceed with careful planning to the extent that is reasonable for the known scope of the
project. <Correct>
Explanation :
You should proceed with careful planning to the extent that is reasonable for the known scope of
the project. In other words, you should start planning with what you have.
You should not proceed with careful planning, and because you have the time, plan in greater
detail. You should not over-plan.
You should not wait until you are given a target completion date. An assigned project that is
temporarily without a target completion date is a gift that should not be wasted. You should use
the time while you have it.
Meeting with stakeholders to get a date goes well beyond your responsibilities as a project
manager.
Objective:
Framework
Sub Objective(s):
Framework
Planning Processes
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 3 Pages: 32 - 32

Project Management Professional (PMP)


Question ID : xxPMI_PMP-121

________________________________________________________________________________________________________________
Systems management is part of a systems approach to complex problem solving. The systems approach
is important to project management because it integrates ___________________.
1. business, organization, and technology

<Correct>

2. customers, team, and technology


3. infrastructure, business, and organization
4. customers, requirements, and solutions
Explanation :
The systems approach is important to project management because it integrates business,
organization, and technology. Think of these overlapping domains of problems and opportunities.
The successful project manager thrives in the area where all three intersect.
Each of the other answers has a term that is too specific to systems management. Customers,
requirements, solutions, infrastructure, and team are all a part of business, organization, and
technology.
Objective:
Framework
Sub Objective(s):
Framework
A Systems View of Project Management
Information Technology Project Management 3rd Edition by Kathy Schwalbe
Chapter: Chapter 2 Pages: 32 - 33

Project Management Professional (PMP)


Question ID : xxPMI_PMP-136

________________________________________________________________________________________________________________
These are the facts regarding your project: activity duration estimating has been completed;
resource planning has been completed; you need 10 people, 5 of them are available from within the
organization. To complete your cost estimating, you will first need to complete:
1. Organizational Planning and Procurement Planning
2. Staff Acquisition and Human Resource Planning

<Correct>

3. Quality Planning and Risk Identification


4. Staff Acquisition and Risk Response Planning
Explanation :
Complete "Staff acquisition and Human Resource Planning" before cost estimating. You need rates
for cost estimating. Staff acquisition from Human Resource Planning will provide rates for
in-house staff as well as rates for externally acquired resources.
"Quality Planning" isn't necessary while cost estimating.
"Organizational Planning" is important, but it isn't certain to provide the staff labor rates you
need for cost estimating.
"Risk response Planning" doesn't provide any information required for cost estimating.
Objective:
Framework
Sub Objective(s):
Framework
Earned value Analysis
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 346

Project Management Professional (PMP)


Question ID : xxPMI_PMP-114

________________________________________________________________________________________________________________
You have been assigned a small project with a team of four: a developer, an analyst, a tester,
and you. All of the team members work in close proximity to each other. Which is the best
allocation of 100 planning units to these management plans, in order (scope, schedule, staffing,
communications, and risk)?
1. 30, 30, 5, 5, 30

<Correct>

2. 40, 20, 15, 15, 10


3. 25, 25, 20, 20, 10
4. 10, 30, 30, 25, 5
Explanation :
The allocation 30, 30, 5, 5, 30 is correct. Key allocations to look at are for staffing and
communications. Because the team is small, the communications plan is likely to be informal. The
staffing plan is largely complete already. Given the small team, the marginal return from more
formalized staffing and communications plans is small, if not negative.
Other answers allocate too much time, communications, and staffing. Over-allocating resources in
one area takes away needed resources from other areas.
Objective:
Framework
Sub Objective(s):
Framework
Customizing Process Interactions
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 3 Page: 37

Project Management Professional (PMP)


Question ID : xxPMI_PMP-127

________________________________________________________________________________________________________________
Which combination of project factors is correct:
1. Certainty of stakeholders is LOW and Cost of Changes is HIGH
2. Influence of stakeholders is LOW and Cost of Changes is HIGH

<Correct>

3. Influence of stakeholders is HIGH and Cost of Changes is HIGH


4. Cost of Changes is LOW and Certainty of stakeholders is HIGH
Explanation :
"Influence of stakeholders is LOW and Cost of Changes is HIGH" is the correct answer.
When these factors are combined, that is, low stakeholder influence and high cost of changes, a
project is nearing the end of its lifecycle. A situation where stakeholder influence is high and
the cost of change is high is not realistic in a typical project environment; therefore, that
answer choice is incorrect.
The answer choices that use the term "certainty" are incorrect because this term does not apply
to the question's context.
Objective:
Framework
Sub Objective(s):
Framework
Earned Value
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Pages: 345 - 346

Project Management Professional (PMP)


Question ID : xxPMI_PMP-132

________________________________________________________________________________________________________________
The project triple constraint provides a framework to manage project process interactions. What
can project managers use it to manage?
1. core processes
2. performance tradeoffs among project processes

<Correct>

3. facilitating processes
4. project constraints
Explanation :
Triple constraints help to balance project processes and manage project process interactions.
Other answers are not a way to balance project processes and do not deal with tradeoffs. A
project constraint is an applicable restriction that will affect the overall performance of the
project. Facilitating and core processes are component processes of the group planning process.
Objective:
Framework
Sub Objective(s):
Framework
Introduction - 3.1 - Project Processes
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 3 - Project Management Processes Pages: 29 - 30

Project Management Professional (PMP)


Question ID : xxPMI_PMP-101

________________________________________________________________________________________________________________
You are in the planning process of your project and have asked the Quality Assurance department
to assist in developing the initial quality plan.
Under the standards and regulations section of the quality plan, what would NOT be included as a
standard?
1. size of computer diskettes
2. audio-visual equipment
3. vehicle air bags

<Correct>

4. fiber optic cables


Explanation :
Adopting a standard is optional, but compliance to a regulation is mandatory. A vehicle air bag
is a regulatory requirement; it is not an optional standard.
Cabling, diskettes, equipment, etc. can be "standard" items in a project context, but they are
not something that would be required by regulations.
Objective:
Framework
Sub Objective(s):
Framework
Standards and Regulations
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 Page: 26

Project Management Professional (PMP)


Question ID : xxPMI_PMP-098

________________________________________________________________________________________________________________
You are in the process of creating the stakeholder analysis template for your project.
Which list of stakeholders would best represent the key stakeholders for most projects?
1. project manager, project team, senior managers, and customer
2. project manager, functional managers, senior managers, and customer
3. senior managers, customer, sponsor, and functional managers
4. project manager, customer, performing organization, team members, and sponsor

<Correct>

Explanation :
Project stakeholders are people or organizations that are actively involved in the project, or
whose interests may be positively or negatively affected as result of the project. Senior
managers may think they are project stakeholders, but they are not. The project manager,
customer, performing organization (the organization whose employees are most involved in the
project), team members, and the sponsor are the key stakeholders in most projects.
Objective:
Framework
Sub Objective(s):
Framework
Project Stakeholders
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 Page: 16

Project Management Professional (PMP)


Question ID : xxPMI_PMP-104

________________________________________________________________________________________________________________
What is progressive elaboration?
1. a testing phase in the project
2. a quality assurance concept that measures performance against quality policy
3. a step-wise procedure planned in detail

<Correct>

4. a term that really means the project manager talks a lot


Explanation :
Progressive elaboration is a step-wise procedure planned in detail. Progressive elaboration is a
characteristic of all projects.
A testing phase in the project may be a step in a project's progressive elaboration, but it is
not the best answer.
While a good project manager should talk a lot, this has nothing to do with progressive
elaboration.
Objective:
Framework
Sub Objective(s):
Framework
Progressive Elaboration
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 1 Pages: 5 - 6

Project Management Professional (PMP)


Question ID : xxPMI_PMP-107

________________________________________________________________________________________________________________
In a weak matrix organization, how does the authority of the functional manager compare to the
authority of the project manager and why?
1. Equivalent. Both positions cooperate and share the resources available to them.
2. Less. The project manager's project sponsor granted the authority to the project manager.
3. Greater. The functional manager has most or all of the authority, and the project manager's
authority is very limited. <Correct>
4. Less. The Project Manager has the backing of senior management.
Explanation :
The functional manager has greater authority. The functional manager has most or all of the
authority, and the project manager's authority is limited. In a weak matrix organization, the
functional manager controls the resources, while the project manager, at best, coordinates
selected resources for project tasks.
Given the nature of the weak matrix, none of the other answers are entirely correct. A sponsor
might grant special authority to a project manager, but the answer that says "greater" is the
better answer.
Objective:
Framework
Sub Objective(s):
Framework
Organizational Systems
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 Pages: 19 - 20

Project Management Professional (PMP)


Question ID : xxPMI_PMP-124

________________________________________________________________________________________________________________
The essential process for project integration in the Planning Process Group is:
1. Develop Project System Plan
2. Project Integration Management
3. Project Integration Planning
4. Develop Project Management Plan <Correct>
Explanation :
The correct answer is "Develop Project Management Plan." Developing the project management plan
is the only integration process performed while in the planning stage. This is where all of the
plans related to the project are brought together into one cohesive document.
"Project Integration Management" is incorrect. This is a knowledge area within the project
management discipline, and is too general a term to be the best answer.
The other answer choices are fictitious terms and therefore incorrect.
Objective:
Framework
Sub Objective(s):
Framework
Develop Project Management Plan
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Project Integration Management Page: 88

Project Management Professional (PMP)


Question ID : xxPMI_PMP-112

________________________________________________________________________________________________________________
Jim and Louise are co-managers on a major project that is currently in the execution and control
phase. A major stakeholder is pressuring Jim to add some critical functionality to the project.
Louise met with the company controller and was informed that project budget cuts were on the way.
They also today received an e-mail from the Chairman of the company that urged them to finish the
project early because of stockholder expectations.
These two project managers are experiencing the:
1. Triple Constraint

<Correct>

2. Confluence of Interests
3. Confluence of Complaints
4. Triple Complaint
Explanation :
"Triple Constraint" is the correct answer. The triple constraint in project management refers to
the need to balance the competing factors of scope, time and cost.
The other answer choices are fictitious terms and are therefore incorrect for this question.
Objective:
Framework
Sub Objective(s):
Framework
Tools and Techniques for Information Distribution - Communications Skills
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 Project Communications Management Page: 121

Project Management Professional (PMP)


Question ID : xxPMI_PMP-110

________________________________________________________________________________________________________________
The processes involved in project management are comprised of groups of processes. What are the
five process groups?
1. Planning, Design, Execution, Evaluation, Closing
2. Initiating, Planning, Executing, Controlling, Closing <Correct>
3. Initiating, Design, Implementation, Controlling, Closing
4. Initiating, Planning, Implementation, Monitoring, Closing
Explanation :
The five process groups are Initiating, Planning, Executing, Controlling, and Closing. These are
the fundamental process groups.
The other answers have process group names that are not correct. Design, Evaluation,
Implementation, and Monitoring may all be tasks within a project, but they do not name the
overall process groups.
Objective:
Framework
Sub Objective(s):
Framework
Process Groups
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 3 Page: 30

Project Management Professional (PMP)


Question ID : xxPMI_PMP-130

________________________________________________________________________________________________________________
Market demands, corporate initiatives, or customer requests are all:
1. justifications for initiating a project. <Correct>
2. reasons to develop a strategic plan.
3. reasons to implement change management.
4. reasons for reengineering.
Explanation :
Market demands, corporate initiatives, or customer requests are all justifications for initiating
a project. Projects are the means for an organization to implement its strategy. A market demand,
a corporate initiative, customer request, or in general, a business need can all be elements of
an organization's strategy. Initiating a project is the way to act on these elements.
Change management is performed in a project, or as part of ongoing operations.
Reengineering and developing a strategic plan are projects themselves.
Objective:
Framework
Sub Objective(s):
Framework
Initiation
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 5 Page: 53

Project Management Professional (PMP)


Question ID : xxPMI_PMP-120

________________________________________________________________________________________________________________
You are in the planning process of your project and have asked the quality assurance department
to assist in developing the initial quality plan.
Under the standards and regulations section of the quality plan, what would not be included as a
standard?
1. Vehicle air bags

<Correct>

2. Size of computer diskettes


3. Audio-visual equipment
4. Fiber optic cable
Explanation :
Adopting a standard is optional while compliance to a regulation is mandatory. A vehicle air bag
is a regulatory requirement; it is not an (optional) standard. Cabling, floppy disks, equipment,
etc. can be "standard" items in a project context, but they are not something that would be
required by regulation.
Objective:
Framework
Sub Objective(s):
Framework
Inputs to Performance Reporting - Project Plan
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 Project Communications Management Page: 122

Project Management Professional (PMP)


Question ID : xxPMI_PMP-118

________________________________________________________________________________________________________________
You are managing competing priorities in your current project. There are scope changes, schedule
changes, and changing resource demands.
What is this common problem faced by a project manager known as?
1. the quadruple constraint, an input into risk response planning
2. the triple constraint, which involves measuring performance against the baselines for scope,
cost, and time
3. the quadruple constraint, which involves decisions between scope, quality, and time
4. the triple constraint, which balances trade-offs between scope, cost, and time

<Correct>

Explanation :
This is known as the triple constraint, which balances scope, cost, and time. Project success is
dependent on how well the triple constraint is managed.
The triple constraint does not involve the measuring of performance.
The quadruple constraint adds quality to the triple constraint's scope, time, and cost. Risk
response planning and the quadruple constraint have nothing in common.
Objective:
Framework
Sub Objective(s):
Framework
What is a Project?
Information Technology Project Management 3rd Edition by Kathy Schwalbe
Chapter: Chapter 1 Pages: 6 - 7

Project Management Professional (PMP)


Question ID : xxPMI_PMP-122

________________________________________________________________________________________________________________
A formal feasibility study is likely to contain:
1. the likelihood of the project to meet capital budgeting targets.
2. an estimate of the time for each of a number of project alternatives. <Correct>
3. an estimate of the time and cost for each activity in a project.
4. the risks.
Explanation :
A feasibility study typically contains several alternatives to consider as possible solutions
along with the associated estimate of effort. This usually occurs before a project is initiated.
The incorrect answers all refer to outputs produced during the project planning process, that is,
after project initiation and well after the time feasibility studies are normally conducted.
Objective:
Framework
Sub Objective(s):
Framework
Characteristics of the Project Life Cycle
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 Page: 12

Project Management Professional (PMP)


Question ID : xxPMI_PMP-115

________________________________________________________________________________________________________________
These are the facts regarding your project:
* Activity duration estimating has been completed.
* Resource planning has been completed.
* You need 10 people, and five of them are available from within the organization.
To complete your cost estimating, what will you first need to complete?
1. Quality planning and Risk identification
2. Staff acquisition and Procurement planning <Correct>
3. Organizational planning and Procurement planning
4. Staff acquisition and Risk response planning
Explanation :
You will first need to complete Staff acquisition and Procurement planning before cost
estimating. You need rates for cost estimating. Staff acquisition will provide rates for in-house
staff, and Procurement planning gives estimated rates for contractors.
Quality planning is not necessary when cost estimating.
Organizational planning is important, but it isn't certain to provide the staff labor rates you
need for cost estimating.
Risk response planning does not provide any information required for cost estimating.
Objective:
Framework
Sub Objective(s):
Framework
Planning Processes
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 3 Pages: 32 - 33

Project Management Professional (PMP)


Question ID : xxPMI_PMP-128

________________________________________________________________________________________________________________
Managing stakeholders' interests and expectations throughout the project is a continuous
challenge for the project manager. At what phase in the project life cycle do stakeholders have
the greatest influence on project's final product?
1. development
2. concept

<Correct>

3. implementation
4. close-out
Explanation :
In the concept stage, the project's scope has not been defined yet. Stakeholders therefore can
influence scope definition and the project's final product. This influence decreases over time as
scope is defined and the project progresses through its life cycle.
Implementation, development, and close-out all occur much later in the project's life cycle.
Therefore, stakeholders have less ability to change what has already been done.
Objective:
Framework
Sub Objective(s):
Framework
Characteristics of the Project Life Cycle
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 Page: 12

Project Management Professional (PMP)


Question ID : xxPMI_PMP-133

________________________________________________________________________________________________________________
To what can project managers refer to manage performance tradeoffs among interlinked project
processes?
1. controlling processes
2. risk monitoring
3. project triple constraint triangle

<Correct>

4. performance reviews
Explanation :
To manage the interactions between the interdependent project component processes, many project
managers use the concept of triple constraint triangle (scope-cost-time). For example, an
adjustment in the scope area will most likely affect the project cost and time.
Other answers are not as closely related to the issue of managing the interdependent project
processes. Controlling processes is a process group that aims at controlling the overall project
performance. Performance reviews allow for evaluating project status, and risk monitoring refers
to the project risk management process.
Objective:
Framework
Sub Objective(s):
Framework
References :
Project Management Processes
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 3 - Project Management Processes Pages: 31 - 31
Performance Reporting
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 10 - Project Communications Management Pages: 123 - 123

Project Management Professional (PMP)


Question ID : xxPMI_PMP-102

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During communication, what is the sender NOT responsible for?
1. clarity
2. correctness of understanding

<Correct>

3. completeness of message
4. unambiguousness
Explanation :
The sender is not responsible for the correctness of understanding. The receiver is responsible
for the correctness of understanding of the message along with receipt of the entire message.
Essentially, the sender is responsible for what is in the sender's control - clarity,
unambiguousness, and completeness.
The receiver has control over and is responsible for receiving the full message and understanding
the message.
Objective:
Framework
Sub Objective(s):
Framework
Communicating
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 Page: 24

Project Management Professional (PMP)


Question ID : xxPMI_PMP-099

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In general, which statement is NOT true about a project?
1. It involves the coordinated undertaking of interrelated activities.
2. It is repeatable.

<Correct>

3. It has a limited duration - a beginning and an end.


4. It is directed at achieving a specific result.
Explanation :
Although projects can be similar, they are by definition, unique undertakings. Therefore, a
project is not repeatable.
The other statements regarding projects - directed at achieving a specific result, having a
limited duration, and being a coordinated undertaking - are all true.
Objective:
Framework
Sub Objective(s):
Framework
What is a project?
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 1 Pages: 4 - 6

Project Management Professional (PMP)


Question ID : xxPMI_PMP-105

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The project management planning process is subdivided into:
1. progressive elaboration and project scope management.
2. time-related tasks and risk-related tasks.
3. essential tasks and progressive elaboration.
4. core processes and facilitating processes.

<Correct>

Explanation :
The project management planning process is subdivided into core processes and facilitating
processes. Core planning processes have a sequential nature. Facilitating processes are performed
as needed, which does not mean they are optional.
Time-related tasks and risk-related tasks are within the larger core and facilitating process
groups.
Progressive elaboration and project scope management relate to project management as a whole.
Essential tasks and progressive elaboration is incorrect as explained above.
Objective:
Framework
Sub Objective(s):
Framework
Process Interactions
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 3 Pages: 32 - 33

Project Management Professional (PMP)


Question ID : xxPMI_PMP-108

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In a strong matrix organization, the project manager's relative authority is ______ the
functional manager's authority.
1. equal to
2. None of the answers is correct.
3. sometimes greater than/sometimes less than

<Correct>

4. always less than


Explanation :
In a strong matrix organization, the project manager's relative authority is sometimes greater
than/sometimes less than the functional manager's authority. In a strong matrix organization, the
relative authority can shift between the two positions.
Objective:
Framework
Sub Objective(s):
Framework
Organizational Structure
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 Pages: 19 - 20

Project Management Professional (PMP)


Question ID : xxPMI_PMP-093

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Due to the upcoming merger of two large financial institutions, your recruiting firm has been
contracted to hire 12 project managers to start within three months. You need to search through
your database of candidates for available project managers to meet this new requirement.
Which skill will you use to narrow down the search to select the best project managers to start
the interviewing process?
1. general management and project management knowledge <Correct>
2. good project management knowledge
3. technical knowledge on projects involving mergers
4. good management knowledge
Explanation :
Candidates whose experience and education show an integration of general management and project
management should be at the top of your list. Project managers know a little bit about many
things. Communications skills are essential.
It is not enough to just have good project management knowledge, or just good management
knowledge. Technical knowledge on mergers may be important, but this knowledge alone does not
necessarily make for a good project manager.
Objective:
Framework
Sub Objective(s):
Framework
Key General Management Skills
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - 2004 Edition
Chapter: Chapter 2 Pages: 21 - 26

Project Management Professional (PMP)


Question ID : xxPMI_PMP-125

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An enterprise project management office (PMO) is likely to have all of the features below EXCEPT:
1. Project Management policy development
2. Project Manager mentoring
3. Project Manager development
4. Project Manager performance evaluation

<Correct>

Explanation :
The correct answer is "project manager performance evaluation." That is, a PMO does not normally
evaluate the performance of project managers in the organization. Performance evaluation is a
personnel issue and is not common for the organization's project management office.
The other answer choices are features often offered by a PMO.
Objective:
Framework
Sub Objective(s):
Framework
Performance Indexes
PMP: Project Management Professional Study Guide by Kim Heldman, PMP
Chapter: Chapter 9 Measuring and Controlling Project Performance Page: 347

Project Management Professional (PMP)


Question ID : xxPMI_PMP-447

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