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Pmp project management professional free sample


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Pmp project management professional free sample

  1. 1. Project Management Professional (PMP)Exam PreparationFree Sample(Based on Guide to PMBOK 5th Edition)(Based on Guide to PMBOK 5th Edition)ByByReady to PresentReady to Present
  2. 2. 06/02/13 10:23 2This is just a sampleBuy the full version from
  3. 3. Chapter 1Introduction to Project Management06/02/13 10:23 3
  4. 4. What is Project Management?• The application of knowledge, skills, tools and technique toThe application of knowledge, skills, tools and technique toproject activities to meet project requirementsproject activities to meet project requirements• Project Management is accomplished through the application andintegration of the processes such as– InitiatingInitiating– PlanningPlanning– ExecutingExecuting– Monitoring and ControllingMonitoring and Controlling– ClosingClosing06/02/13 10:23 4
  5. 5. The Triple Constraint of Project ManagementCostScopeTime06/02/13 10:23 5It is the project manager’s duty to balance and achieveIt is the project manager’s duty to balance and achievethese three often-competing goals.these three often-competing goals.
  6. 6. Constraint of Project ManagementScopeScopeTimeTimeCostCostCustomerCustomerSatisfactionSatisfactionRiskRiskProjectProjectQualityQuality06/02/13 10:23 6
  7. 7. 06/02/13 10:23 7Project, Program, PortfolioProject EProject E
  8. 8. Project, Program, Portfolio06/02/13 10:23 8
  9. 9. Project-Based OrganizationsProject-based organizations (PBOs) refer to variousorganizational forms that create temporary systems forcarrying out their work. (as in telecommunications, oil andgas, construction, consultancy, and professional Services)06/02/13 10:23 9
  10. 10. Chapter 2Project Life Cycle and Organization06/02/13 10:23 10
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  12. 12. Project Life Cycle (Technical Work)• Project Life Cycle is a collection of generally sequential andsometimes overlapping project phases.(not black box).(not black box)• Project Phases are marked by the completion of a deliverabledeliverable(Tangible, verifiable work product).– Review of deliverables and approval/denial-phase endreview- are “phase exits, stage gates, or kill points???”• All projects are divided into phases, and all projects, largeor small, have a similar life cycle structure.06/02/13 10:23 12
  13. 13. Initiation ConclusionHandoff Handoff HandoffGatesGatesGatesDeliverables Deliverables Deliverables06/02/13 10:23 13Project Life CycleProject phases differ from project to anotherConstruction: Feasibility-> Planning -> Design -> Production -> Turnover -> StartupIT Project: Requirement -> Design -> Program -> Test -> Implement
  14. 14. Fast Tracking• There are times when phases are overlappedto shorten or compress the project schedule.This is called Fast Tracking.• Fast tracking means that a later phase isstarted prior to completing and approving thephase, or phases, that come before it.• This technique is used to shorten the overallduration of the project.06/02/13 10:23 14
  15. 15. Project Stakeholders06/02/13 10:23 15• An important part of a project manager’s responsibility is to managestakeholder expectations, which can be difficult becausestakeholders often have very different or conflicting objectives.• Part of the project manager’s responsibility is to balance theseinterests and ensure that the project team interacts withstakeholders in a professional and cooperative manner.
  16. 16. CostandstaffinglevelTimeInitial Phase Intermediate Phase(s) Final Phasecost of changesinfluence of stakeholdersStakeholders Influence Over Time06/02/13 10:23 16
  17. 17. Project SuccessThe success of the project should be measured in terms ofcompleting the project within the constraints of scope, time,cost, quality, resources, and risk as approved between theproject managers and senior management.06/02/13 10:23 17
  18. 18. Organizational Structure- FunctionalOrganization• The organization is grouped by areas of specialization within differentfunctional areas.• Projects generally occur within a single department.• Information required from other department will be routed throughdepartmental heads.• Team members complete project work in addition to normal departmentwork.06/02/13 10:23 18
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  20. 20. Organizational Structure- BalancedMatrix Organization• Two Bosses• Team members reports toProject Manager and FunctionalManager• Team members do project workin addition to normaldepartmental work• Power is shared between thefunctional and project manager06/02/13 10:23 20
  21. 21. Iterative and Incremental Life CyclesOnes in which project phases (also called iterations)intentionally repeat one or more project activities as theproject team’s understanding of the product increases,while increments successively add to the functionality ofthe product.06/02/13 10:23 21
  22. 22. Chapter 4Project Integration Management06/02/13 10:23 22
  23. 23. Project Integration ManagementProject Integration Management includes the processesand activities to identify, define, combine, unify, andcoordinate the various processes and project managementactivities within the Project Management Process Groups.06/02/13 10:23 23
  24. 24. Develop Project Charter• Project CharterProject Charter is the process of developing adocument that formally authorizes the existence of aproject and provides the project manager with theauthority to apply organizational resources to projectactivities.• The Project ManagerThe Project Manager should always be assigned priorto the start of planning, and preferably while the projectcharter is being developed.• The Project Charter is Issued by a sponsor, not theproject manager, but preferred to be participated indeveloping it.06/02/13 10:23 24
  25. 25. Project Selection MethodsProject selectionProject selection is generally the responsibility of Portfolio Managers,Steering Committees. In smaller companies, Presidents and Vice- Presidents.These methods generally fall into one of two broad categories:•Benefit measurement methods (comparative approach) that are comparativeapproaches:murder board, peer review, scoring models, benefit contribution,or Economic models.•Constrained optimization methods (Mathematical approach) that useprograms; linear, nonlinear, dynamic, integer, or multi-objective programmingalgorithms06/02/13 10:23 25
  26. 26. 1.1. Present valuePresent valuePresent value :PV = FV/(1 + r)n•FV = amount of money t years from now•r = interest rate (also called “discount rate”)•n = time periodAssume a 10% interest (or discount) ratePV (Year 1) = FV / (1 + r)t =$35,000/(1 + 0.1)1= $31,819Economic ModelYear FV PV0 $50,000 $50,0001 $35,000 $31,8192 $15,000 $12,39706/02/13 10:23 26
  27. 27. 2. Net present value:2. Net present value: This Means the total benefits (income or revenue) lessthe cost. To calculate NPV you need to calculate the present value of eachof the income and revenue figures then add up the present values.TimePeriodIncome orrevenuePresent Valueat 10% interestrateCosts Present Valueat Costs 10%interest rate0 0 0 200 2001 50 45 100 912 100 83 0 03 300 225 0 0Total 353 291NPV=353-291=6206/02/13 10:23 27Economic Model
  28. 28. Requirements Traceability Matrix• A grid that links product requirements from their origin to the deliverables that satisfythem.It provides a mean to track requirements throughout the project life cycle.• Matrix helps to ensure that requirements approved in requirements documentationare delivered at the end of the project.• Attributes associated with each requirement can be recorded in the requirementstraceability matrix.Collect Requirements – Outputs06/02/13 10:23 28
  29. 29. Create WBS• The WBS is a deliverables-orientateddecomposition of the work to be executed byproject team to accomplish the projectobjectives and create the requireddeliverables.• The planned work is contained within thelowest level WBS components (workpackages) which can be scheduled, costestimated, monitored and controlled.• The top most level of each WBS is the totalproject itself06/02/13 10:23 29
  30. 30. QuestionYoure the project manager for an advertising campaign. The stakeholders,including the client, approved your completed WBS. Later, after some of theartwork has been printed, the client wants to add a registered trademarksymbol, which will cost a considerable amount of money. The client says thatyour companys salesperson, prior to signoff on the WBS, promised thisfeature would be included. Who should pay for the change?A. Your company managing the projectB. Both the client and your company should pay part of the costC. The change should not be implementedD. The client06/02/13 10:23 30
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  32. 32. Create WBS – Outputs• A WBS structure may be created through various approaches. Some of thepopular methods include the top down approach, the use of organization-specific guidelines, and the use of WBS templates. A bottom-up approachcan be used during the integration of subcomponents• The WBS is a hierarchical decomposition of the total scope of work to becarried out by the project team to accomplish the project objectives andcreate the required deliverables.06/02/13 10:23 32
  33. 33. Validate ScopeValidate Scope is the process of formalizing acceptance of the completedproject.•The Validate Scope process differs from the Control Quality process in thatthe former is primarily concerned with acceptance of the deliverables, whilequality control is primarily concerned with correctness of the deliverablesand meeting the quality requirements specified for the deliverables.•Control Quality is generally performed before Validate Scope, although thetwo processes may be performed in parallel.06/02/13 10:23 33
  34. 34. Three Point Estimates (PERT)06/02/13 10:23 34
  35. 35. PERT Calculations• If all activities are on critical, then total estimated project duration = sum ofPERT values for each activities.• Standard Deviation shall not be added. Add variance of each activities andtake square root of sum to get standard deviation for total project.• In the example above, range will be 170.167 +/-10.060Estimate Activity Durations : Tools &TechniquesActivity O M P PERT SD Variance RangeA 14 27 47B 41 60 89C 39 44 48D 29 37 4206/02/13 10:23 35
  36. 36. PERT Calculations• If all activities are on critical, then total estimated project duration = sum ofPERT values for each activities.• Standard Deviation shall not be added. Add variance of each activities andtake square root of sum to get standard deviation for total project.• In the example above, range will be 170.167 +/-10.060Estimate Activity Durations : Tools &TechniquesActivity O M P PERT SD Variance RangeA 14 27 47 28,167 5.5 30,25 28.167+/-5.5B 41 60 89 61,667 8 64 61.667+/-8C 39 44 48 43,833 1.5 2.25 43.833+/-1.5D 29 37 42 36,500 2.167 4.694 336,5+/-2.16706/02/13 10:23 36
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  38. 38. Group Decision-Making Techniques• Team-based approaches, such as brainstorming, the Delphi or nominalgroup techniques, are useful for engaging team members to improveestimate accuracy and commitment to the emerging estimates. By involvinga structured group of people who are close to the technical execution ofwork in the estimation process, additional information is gained and moreaccurate estimates obtained.Estimate Activity Durations : Tools &Techniques06/02/13 10:23 38
  39. 39. Reserve Analysis• Contingency Reserve time —also called buffer or time reserves• Reserve is added to account for schedule risk.• You might choose to add a percentage of time or a set number of workperiods to the activity or the overall schedule.• If not done properly can lead to padding• Contingency reserve shall be clearly identified and documented for futureanalysisEstimate Activity Durations : Tools &Techniques06/02/13 10:23 39
  40. 40. Develop Schedule-Tools & TechniquesSchedule Network Analysis• Schedule network analysis is a technique that generates the projectschedule.• It employs a schedule model and various analytical techniques, such ascritical path method, critical chain method, what-if analysis, and resourcelevelling to calculate the early and late start and finish dates for theuncompleted portions of project activities.Critical Path Method• A method used to estimate the minimum project duration and determine theamount of scheduling flexibility on the logical network paths within theschedule model06/02/13 10:23 40
  41. 41. Example of Critical Path Method06/02/13 10:23 41
  42. 42. Network Diagram Nodes• ES = Earliest date an activity can be started• EF = Earliest date an activity can be completed• LS = Latest date an activity can start• LF = Latest date an activity can be completedESLS LFEFDurationForward passBackward pass06/02/13 10:23 42
  43. 43. Critical Chain Method• Critical Chain is a schedule method that allows the project team toplace buffers on any project schedule path to account for limitedresources and project uncertainties.• The resource-constrained critical path is known as the critical path.06/02/13 10:23 43
  44. 44. Develop Schedule: Tools and TechniquesResource Optimization Techniques1. Resourceleveling. Atechnique in whichstart and finishdates are adjustedbased on resourceconstraints with thegoal of balancingdemand forresources with theavailable supply.06/02/13 10:23 44
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  46. 46. Develop Schedule: Tools and TechniquesModeling Techniques1. What-If Scenario Analysis. is the process of evaluating scenariosin order to predict their effect, positively or negatively, on projectobjectives.2. Simulation. involves calculating multiple project durations withdifferent sets of activity assumptions, usually using probabilitydistributions constructed from the three-point estimates06/02/13 10:23 46
  47. 47. Develop Schedule: Tools and TechniquesSchedule Compression• Fast Tracking Performing critical path tasks in parallel andriskier than crashing Eg,.Design is half finished and start coding• Crashing Analyze cost and schedule trade-offs Determine most compression for least cost Crash the tasks that cost the least first,focusing on minimizing project cost06/02/13 10:23 47
  48. 48. Milestone Chart06/02/13 10:23 48
  49. 49. Project Calendars• project calendar identifies working days and shifts that are availablefor scheduled activities. It distinguishes time periods in days or partsof days that are available to complete scheduled activities from timeperiods that are not available. A schedule model may require morethan one project calendar to allow for different work periods forsome activities to calculate the project schedule. The projectcalendars may be updated.06/02/13 10:23 49
  50. 50. 06/02/13 10:2350Sample PMPSample PMPCertificationCertificationQuestionsQuestions
  51. 51. ExerciseQ1. The estimate for a task is O = 3 days, P = 7 days, M = 4 days. What is the standarddeviation of the task?– A. 5/6 of a day -B. 2/3 of a day -C. 1 ½ days -D. 5 2/3 daysSolution: SD = (P-O)/6 = (7-3)/6 = 2/3Q2. You are the project manager for a new project and have figured out the followingdependencies:• Task 1 can start immediately and has an estimated duration of 3 weeks• Task 2 can start after Task1 is completed and has an estimated duration of 3 weeks• Task 3 can start after Task 1 is completed and has an estimated duration of 6 weeks• Task 4 can start after Task 2 is completed and has an estimated duration of 8 weeks• Task 5 can start after task 4 is completed and after Task 3 is completed . This tasktakes 4 weeks.• What is the duration of the critical path?– A. 18.5 weeks -B. 19 weeks -C. 20 weeks -D. 18 weeks06/02/13 10:23 51
  52. 52. • You are the project manager fora project with the followingnetwork diagram. Studying thediagram, which path is thecritical path?A. ABCDB. EBCDC. EFHD. EGH06/02/13 10:23 52Exercise
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  54. 54. Chapter 7Project Cost Management06/02/13 10:23 54
  55. 55. Forecasting• Using the earned value analysis, team can now forecast the projectperformance.• Estimate at completion (EAC) may differ from Budget at Completion (BAC)• Estimate to complete (ETC) is the estimate of remaining work. NowEstimate at completion = AC + ETC.Control Costs- Tools and Techniques06/02/13 10:23 55
  56. 56. Plan Human Resource Management:OutputsHuman Resource Management Plan - which includes: Roles and Responsibilities• Role. The function assumed by or assigned to a person in the project.• Authority. The right to apply project resources, make decisions, signapprovals, accept deliverables, and influence others to carry out the work ofthe project.• Responsibility. The assigned duties and work that a project team member isexpected to perform in order to complete the project’s activities.• Competency. The skill and capacity required to complete assigned activitieswithin the project constraints.06/02/13 10:23 56
  57. 57. Acquire Project TeamThe process of confirming human resource availability and obtaining the teamnecessary to complete project activities.06/02/13 10:23 57
  58. 58. • Multi-Criteria Decision AnalysisMulti-Criteria Decision Analysis Knowledge. Consider if the team member has relevant knowledge of the customer,similar implemented projects, and nuances of the project environment. Skills. Determine whether the member has the relevant skills to use a project tool,implementation, or training. Attitude. Determine whether the member has the ability to work with others as acohesive team. International factors. Consider team member location, time zone andcommunication capabilities.06/02/13 10:23 58Acquire Project Team: Tools &Techniques
  59. 59. Develop Project Team• Develop Project Team is the process of improving competencies,team member interaction, and overall team environment to enhanceproject performance.06/02/13 10:23 59
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  61. 61. Motivation Theory: McGregor’s X & Y TheoryTheory XTheory X• People tends to be negative, passive e.g. Avoid responsibility,People tends to be negative, passive e.g. Avoid responsibility,need to be watchedneed to be watched• Extrinsic MotivationExtrinsic MotivationTheory YTheory Y• People tends to be positive e.g. Want to achieve, willing toPeople tends to be positive e.g. Want to achieve, willing towork without supervision, can direct their own effortwork without supervision, can direct their own effort• Intrinsic MotivationIntrinsic Motivation06/02/13 10:23 61
  62. 62. Herzberg’s Theory• Job Satisfaction due to lack of hygiene factors• Job satisfaction due to motivation factorsHygiene FactorsWorking conditionSalaryPersonal lifeRelationship at workSecuritystatusMotivations FactorsResponsibilitySelf actualizationProfessional growthrecognitionPersonal lifeRelationship at workSecuritystatus06/02/13 10:23 62
  63. 63. Develop Project Team: Tools &Techniques06/02/13 10:23 63
  64. 64. Develop Project Team: Tools andTechniquesTeam Building ActivitiesOne theory states that there are 5 stages of development that the teams maygo through. Usually these stages occur in an order .1. Forming : this phase is where the team meets and learns about the projectand what their formal roles and responsibilities are . Team members tend tobe independent and not as open in this phase2. Storming : During this phase , the team begins to address the project work,technical decisions , and the project management approach . If teammembers are not collaborative and open to differing ideas and perspectivesthe environment can become destructive..06/02/13 10:23 64
  65. 65. Plan Communications Management: Tools andTechniques• Communication Requirements AnalysisThe total number of potentialcommunication channels is n(n – 1)/2,where n represents the number ofstakeholders06/02/13 10:23 652)1( −NN
  66. 66. Communication Methods:Communication Methods:• Interactive communication - Between two or more parties inmultidirectional (Phone calls, meetings, interviews).(Phone calls, meetings, interviews). Most effective way.• Push communication - Sent a specific information to specific recipients.Examples are letters, memos, e-mails, faxes etc.Examples are letters, memos, e-mails, faxes etc. This ensures thatmessage is sent but will but will not certify that it is actually received orunderstood. (Push the message to recipient)• Pull communication – Used for large volume of information and largeaudiences. Examples are internet sites, company data bases, e-learningExamples are internet sites, company data bases, e-learningetc.etc. Recipients has to access the communication content (Pull outinformation) at their own discretion.Plan Communication : Tools & Techniques06/02/13 10:23 66
  67. 67. Chapter 11Project Risk Management06/02/13 10:23 67
  68. 68. • Modelling and Simulation: Project simulations allow the project team toplay “what-if” games without affecting any areas of production. The MonteCarlo technique is the most common simulation.• Monte Carlo, typically completed through a computer software program,completely simulates a project with values for all possible variables topredict the most likely model.Perform Quantitative Risk Analysis – Tools &Techniques06/02/13 10:23 68
  69. 69. Control RisksControl Risks is the process of implementing risk response plans, trackingidentified risks, monitoring residual risks, identifying new risks, and evaluatingrisk process effectiveness throughout the project.Control Risks – Tools & TechniquesReserve Analysis: it compared the amount of the contingency reservesremaining to the amount of risk remaining at any time in the project06/02/13 10:23 69
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  71. 71. Chapter 12Project Procurement Management06/02/13 10:23 71
  72. 72. Project Procurement Management• Plan Procurement Management is the process of documenting projectprocurement decisions, specifying the approach, and identifying potentialsellers.• PM must be involved in the creation of the contracts06/02/13 10:23 72
  73. 73. Project Procurement Management– Tools &TechniquesMake-or-Buy AnalysisIt is a general management technique used to determine whether particularwork can best be accomplished by the project team or must be purchasedfrom outside sources.•You are trying to decide whether to lease or buy an item for your project. Thedaily lease cost is Dhs. 120. To purchase the item investment cost is Dhs.1000 and the daily cost is Dhs. 20. How long will it take for the lease cost to bethe same as the purchase cost?•Let D equal the number of days when the purchase and lease costs areequal.•QR 120 D = QR 1000 + QR 20 DQR 120 D = QR 1000 + QR 20 D•QR 120 D - QR 20 D = QR 1000QR 120 D - QR 20 D = QR 1000•QR 100 D = QR 1000QR 100 D = QR 1000•D = QR 1000 / QR 100D = QR 1000 / QR 100•D = 10D = 10The least cost will be the same as the purchase cost after ten days.06/02/13 10:23 73
  74. 74. Contract Types:Contract is a mutually binding legal agreement thatobligates the seller to provide the specified products,services or results, and obligates the buyer tocompensate the seller.• The contract may includes the following: An offer,Acceptance, Pricing, roles and responsibilities,penalties, warranty,1. Purchase Order: Contract to purchase 30 linearmeters of wood at Dhs. 40 per meterLegal Contractual Relationships06/02/13 10:23 74
  75. 75. Chapter 13Project Stakeholder ManagementProject Stakeholder Management06/02/13 10:23 75
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  77. 77. Identify Stakeholders• Identify Stakeholders is the process of identifying the people,groups, or organizations that could impact or be impacted by adecision, activity, or outcome of the project, analyzing anddocumenting relevant information regarding their interests,involvement, interdependencies, influence, and potential impact onproject success.• It is critical for project success to identify the stakeholders early inthe project or phase and to analyze their levels of interest, theirindividual expectations, as well as their importance and influence.06/02/13 10:23 77
  78. 78. Identify Stakeholders: Tools and Techniques• Stakeholder Analysis: is a technique of systematicallygathering and analyzing quantitative and qualitativeinformation to determine whose interests should betaken into account throughout the project.06/02/13 10:23 78
  79. 79. Identify Stakeholders : Tools &Techniques• Step 1:Identify all potential project stakeholders andrelevant information such as their roles, departments,interest, knowledge levels, expectations and influencelevels .• Step 2 :Identify the potential impact or support eachstakeholder could generate and classify them so as todefine an approach strategy.• Step 3 : Access how key stakeholders are likely to reactin various situations and plan how to influence them fortheir support and mitigate potential negative impact06/02/13 10:23 79
  80. 80. Plan Stakeholder Management: Toolsand Techniques• Analytical Techniques:The engagement level of the stakeholders can be classified as follows: Unaware. Unaware of project and potential impacts. Resistant. Aware of project and potential impacts and resistant tochange. Neutral. Aware of project yet neither supportive nor resistant. Supportive. Aware of project and potential impacts and supportiveto change. Leading. Aware of project and potential impacts and activelyengaged in ensuring the project is a success.06/02/13 10:23 80
  81. 81. Chapter 13Professional Responsibility06/02/13 10:23 81
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  83. 83. Professional Responsibility• About 18 questions on the exam cover this part.• The PMP must adhere to a high set of principles, rules, and policies.• On the PMP exam, always choose the answer which best supports the PMPprofession and the higher set of principles the PMP is expected to adhere to.• Did you realize that it is unethical to manage a project if you have not beentrained in project management? Did you know that it is unethical to provide aproject schedule that you do not believe to be accurate?06/02/13 10:23 83
  84. 84. Responsibility- ownership of decisionsand actions• Make decisions based on the best interests of the company and the team,as well as society, rather than your own interest.• Inform the sponsor of your real qualifications if its not matching the projectbefore accepting the assignment• Do what you say you will do• Acknowledge your own errors• Respect confidentiality requirements• Uphold laws• Report unethical behaviour to the management• Report violations of PMI’s code of ethics and professional conduct06/02/13 10:23 84
  85. 85. Respect- the appropriate treatment ofpeople and resources• Maintain an attitude of mutual cooperation• Respect cultural differences• Dont gossip or saying things that could damage another persons reputation• Engage in good faith negotiations• Respect others• Be direct in dealing with conflict• Do not use your power or position to influence others for your own [personalbenefit06/02/13 10:23 85
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  87. 87. Q4You are the project manager of the LKH Project. This project must becompleted within six months, but after two months the schedule has begun toslip. As of now, the project is one week behind schedule. Based on yourfindings, you believe you can make some corrective actions and recover thelost time over the next month to get the project back on schedule for itscompletion date. Management, however, requires weekly status reports oncost and schedule. Which of the following should you do?A. Report that the project is one week behind schedule, but will finish onschedule based on cited corrective actions.B. Report that the project is on schedule and will finish on schedule.C. Report that the project is off schedule by a few days, but will finish onschedule.D. Report that the project is running late.06/02/13 10:23 87
  88. 88. Q5You are a project manager within an organization that completes technicalprojects for other entities. You have plans to leave your company within thenext month to launch your own consulting business—which will compete withyour current employer. Your company is currently working on a large proposalfor a government contract that your new company could also benefit from.What should you do?A. Resign from your current job and bid against your employer to get thecontract.B. Decline to participate due to a conflict of interest.C. Help your employer prepare the proposal.D. Inform your employer that you will be leaving their company within a monthand it would be inappropriate for you to work on the current proposal.06/02/13 10:23 88
  89. 89. Q6Your company does not allow project managers to accept gifts from vendors ofany kind. A friend that you have known for years now works for a vendor thatyour company may be doing business with. Your friend from the vendor asksyou to lunch to discuss an upcoming project and you accept. When the checkarrives at the lunch table, your friend insists on paying. You should:A. Allow the friend to buy because you’ve been friends for years.B. Allow the friend to buy because lunch isn’t really a gift.C. Don’t allow the friend to buy because your company does not allow anygifts from vendors.D. Insist that you purchase your friend’s lunch and your friend buys yours.06/02/13 10:23 89
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  91. 91. Q7You are the project manager of the AAA Project. Due to the nature of theproject, much of the work will require overtime between Christmas and NewYear’s Day. ManyDay. Many of the project team members, however, have requestedvacation during that week. What is the best way to continue?A. Refuse all vacationRefuse all vacation requests and require all team members to work.B. Only allow vacation requests for those team members who are not neededduring that week.C. Divide tasks equally among the team members so each works the sameamount of time.D. Allow team members to volunteer for the overtime work.06/02/13 10:23 91
  92. 92. Tricks for the PMP Exam• Bring the authorization letter from PMI to the test siteBring the authorization letter from PMI to the test site• Bring snacks, you can not eat in the test room, but you can out ofBring snacks, you can not eat in the test room, but you can out ofthe room.the room.• The exam will not be adapted according to you, 200 Q’s will beThe exam will not be adapted according to you, 200 Q’s will beselected in the beginning and it will not be changedselected in the beginning and it will not be changed• You can mark questions in order to return to it backYou can mark questions in order to return to it back• Most of the questions are situationalMost of the questions are situational• You can re-take the exam for 2 times only.You can re-take the exam for 2 times only.06/02/13 10:23 92
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