Initiation and planning questions

Project Initiation and Planning Fundamentals Processes
Exam Questions
Zuhair Al Saadi
UAE – Abu Dhabi
Mail: Zuhairalsaadi@gmail.com
Fundamental Initiation Planning Exam Hints

Questions on
Project Management Fundamental

Test Your Knowledge 1
Which of these is not one of the
constraints of a project?
A. Scope
B. Resources
C. Team
D. Budget
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Which of the following is not correct about
initial phase of a project?
A. The cost associated at the beginning of the
project is highest.
B. Stakeholders have maximum influence during
this phase
C. The highest uncertainty is at this stage of the
project.
D. All the above statements are correct.
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At which stage, does a typical project has
maximum cost?
A. Initial stage
B. Middle stage
C. Final stage
D. Cost is same at all stages.
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At which stage, in a typical project do
stakeholders have maximum influence?
A. Initial stage
B. Middle stage
C. Final stage
D. Shareholders have similar influence at all
stages.
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You are the Project managers of XYZ consultants. The
Project team members are from Finance and HR
departments. The team members report to Finance
and HR managers respectively, and you have limited
control over them. What type of organizational
hierarchy does XYZ consultants follow?
A. Matrix organization
B. Projectized organization
C. Functional organization
D. None of these.
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The Project managers have maximum
authority in which type of organization?
A. Weak Matrix organization
B. Balanced Matrix organization
C. Strong Matrix
D. Project managers have same authority in
the three types of organizations.
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Which organization is closest to Functional
organization?
A. Weak Matrix organization
B. Balanced Matrix organization
C. Strong Matrix
D. Projectized organization
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Which of the following is not a project?
A. Running an election campaign for a
political candidate.
B. Building a bridge over a river.
C. Pilot aircraft for a United flight.
D. Writing a book on Project Management.
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There are two processes in the initiating
process group. These are part of which
knowledge area?
A. Project Cost Management
B. Project Scope Management
C. Project Time Management
D. Project Integration Management
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Which of the following is a project?
A. Sending a weekly status report
B. Improving the roads of Rio de Janeiro for
2016 Olympics
C. Getting ready for office every day
D. Selling toys in a toy store
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Which process formally authorizes the
project?
A. Receive Project Approval
B. Identify Project Manager
C. Develop Preliminary Project Statement
D. Develop Project Charter
E. Develop Project Management Plan
Mobile: 00971507812357 1327/08/2018

Develop project charter is part of which
process group?
A. Initiation
B. Planning
C. Executing
D. Monitoring and Control
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Which of the following is not a process in
the Project Integration management
process group?
A. Develop Project Charter
B. Close Project Or Phase
C. Identify Project Manager
D. Monitor And Control Project Work
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Which of the following is not true about project
charter?
A. Project charter is written by the Project manager.
B. Project charter defines the purpose of the project
C. Identify and authorizes the Project manager
D. Project charter is authorized by Executive
Management
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Chris is performing Earned Value technique on the
project that she is managing.
PV=200
EV=175
AC=150
What is the cost variance?
A. 25
B. -25
C. 50
D. -50
Mobile: 00971507812357 1727/08/2018

• Chris is performing Earned Value technique on
the project that she is managing.
PV=200
EV=175
AC=150
What is the schedule variance?
A. 25
B. -25
C. 50
D. -50
18Mobile: 00971507812357 27/08/2018

• Chris is performing Earned Value technique on
the project that she is managing.
PV=200
EV=175
AC=150
What is CPI?
A. 1.33
B. 0.75
C. 1.14
D. 1.16
19Mobile: 00971507812357 27/08/2018

• Consider the following cumulative measures:
• BAC = 200 | AC = 120 | EV = 80 | CPI = 0.666
• Predicting that all future work will be
accomplished at the budgeted rate, the
estimate at completion (EAC) is:
A. 120.
B. 160.
C. 200.
D. 240.
20Mobile: 00971507812357 27/08/2018

• Salma is a project manager in a company that
regularly builds teams to create products for
clients. When the product is delivered, the
team is dissolved & assigned to other projects.
What kind of organization is that?
A. Weak matrix
B. Projectized
C. Functional
D. Strong matrix
21Mobile: 00971507812357 27/08/2018

• Which of the following is NOT part of the
enterprise environmental factors?:
A. Lessons learned from previous projects
B. Knowledge of which departments in your
company typically work on projects
C. The work authorization system
D. Government and industry standards that affect
your project
22Mobile: 00971507812357 27/08/2018

Questions on
Initiation Process Group

• A management point in a work breakdown
structure (WBS) used to consolidate and
process work package data and forward the
results to the project manager is called
A. Control account.
B. Chart of accounts.
C. Control limit.
D. Account limit.
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• You have recently been named as the manager of
a new project under contract. The sponsor of the
project gave you the contract signed by the
customer and a statement of work. He asked you
to go on with initiation. Which document should
you develop next?
A. Project management plan
B. Milestone schedule
C. Project charter
D. Scope statement
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• Who should always issue the project charter?
A. A person internal to the project organization
B. A project initiator or sponsor
C. A low-level manager of the performing
organization
D. A high-level manager of the performing
organization
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• ...........is normally not a method of ROI (return
on investment) analysis.
A. Net Present Value Projection
B. Sunk Cost Analysis
C. Simple Payback Calculation
D. Internal Rate Of Return
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• You are identifying key stakeholders for
your project. Which of the following is
not included in any case?
A. Project Manager And Project Team
B. Customer And Users
C. Sponsor
D. Media Representatives
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• When identifying the basis of the
business need for a project all of the
following can be considered except
A. Regular plant maintenance
B. Market demands
C. Technological advances
D. Legal requirements
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• Projects may be initiated by all of the
following except
A. The project team
B. A sponsor
C. A PMO
D. A portfolio review board
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• You are just leaving a meeting during which you
have been assigned as the manager of a project
to build a sub-station that is part of a major
electric power distribution system. The decision
to run the project has been made before your
assignment and without your involvement. Some
basic decisions on deliverables, staffing,
budgeting and on the completion date have
already been made as well. What should you do
first?
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A. Obtain a project charter which links the project to the
strategy and ongoing work of the organization and
documents the initial decisions.
B. Create a project schedule for your project which shows
all major milestones and deadlines linked with them.
Then try to obtain approval for the schedule.
C. Start developing a detailed risk register which includes
identified risks with their qualitative and quantitative
assessments and a response plan.
D. Start the quality assurance process by developing test
procedures for the final deliverable and defining metrics
against which the tests will be performed.
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• Some colleagues told you that they are planning,
executing, monitoring and controlling a project by use
of milestones only with durations between 1 and 4
weeks. What do you think?
A. The approach is erroneous. A milestone is a significant
point with zero duration thigh light achievements.
B. It is a good approach as long as the milestones reflect
fixed or imposed dates during the project lifecycle only.
C. It is a good approach if the milestones are used for
reviews between consecutive project phases only.
D. It is a good approach because it saves from progress
measurement on activities and work packages.
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• You are going to take over a new project as
the project manager in an enterprise unknown
to you. What should you investigate during
the chartering process?
A. Enterprise environmental factors.
B. Project management plan.
C. Project risk register.
D. Team performance reports.
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• A project charter is a document that…
A. …describes both the project scope and the product
scope at detail level.
B. …authorizes the project and the use of
organizational resources to meet project
requirements.
C. …breaks down the project scope over several steps
to describe the project on work package level.
D. …describes all activities which are necessary to
create the project deliverables.
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• Following the cultural approach of the
corporation for which you are starting to
manage a project, you are guiding your
project team through the first life-cycle phase
of conceptualization. Your next step is to call
for a team meeting to let ideas emerge in an
unrestricted creative process. What exactly
should that look like?
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A. You write down the ideas of team members and structure them
into categories of strengths, weaknesses, opportunities and
threats during the session.
B. You creatively gather thoughts and ideas without any discussion or
frowning. These ideas are only filtered and structured after the
end of the brainstorming session.
C. Your team members wear hats with different colors, each of which
stands for a way of thinking. Each member discusses topics from
the viewpoint of their thinking.
D. You try to eradicate deviating ideas and concepts of team
members during the meeting, so that the entire project team
follows your principles.
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• Your management is applying the 10 percent
solution: It has requested that you reduce the
budget for the project which you are currently
initiating by 10%. What will this probably
mean for your project?
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A. If the budget is cut by 10%, then the project will
have an accompanying degradation of quality by
10%.
B. If the project budget is an honest one, then a
reduction in budget must be accompanied by a
trade-off in either time or performance.
C. A 10% reduction in budget will be accompanied by
a loss of performance much less than the target
reduction in cost.
D. Most projects have "padded" estimates, and the
budgetary reduction will force out the padding
from the project.
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• Projects frequently do not meet customer
expectations for which of the following reasons?
A. Poor risk management by the contractor running
the project.
B. Poor technical ability of the contractor running the
project for the customer.
C. Technical inability and poor risk management by
the contractor.
D. Unclear scope definition by the customer for whom
the project is performed.
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• You have just taken over as manager of a
project that will create many benefits for the
performing organization, but you sense a high
level of resistance in various stakeholders right
from the start. What is the most appropriate
action to resolve the problem?
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A. Develop a responsibility assignment matrix (RAM) which clearly
shows the responsibility of each stakeholder for the various
project activities and who needs to be consulted and informed.
B. Develop an organization diagram, which places each of the
stakeholders at an appropriate position inside the project and
allows for certain lines of communication while disallowing others.
C. Schedule a meeting with these stakeholders to present the project,
discuss and establish ground rules, ensure their involvement and
identify initial personal and organizational issues.
D. Do not talk to these stakeholders too much at this time, instead
create fiats accomplish, which will later force the stakeholders to
support the project due to lack of alternatives for them.
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• Which statement describes best handling of
assumptions during the initiating processes?
A. It is the responsibility of the sales person in charge
to identify all risks related to a customer project.
B. Managing and organizing assumptions means
avoiding risks right from the start of the project.
C. Organizational, environmental and external
assumptions should be addressed by the project
charter.
D. Risks are a sign of uncertainty. Avoiding all
uncertainties means that a project should have no
risks at all.
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• As the project manager in a software project
which is currently initiated, you want to assess
high-level risks. What should you do?
A. Develop the project charter and a risk management
plan to start identifying risks based on those and
other documents.
B. Identify and analyze risk events using qualitative
and quantitative techniques.
C. Develop contingency plans and fallback plans in
case the original plan proves wrong.
D. Discuss the risks documented in your Risk register
with the project key stakeholders.
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• What is not a reason for companies to organize
lessons learned?
A. Lessons learned databases are an essential element
of the organizational process assets.
B. Lessons learned should focus on identifying those
accountable for errors and failures.
C. Lessons learned sessions should bring about
recommendations to improve future performance
on projects.
D. Phase-end lessons learned sessions provide a good
team building exercise for project staff members.
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• "Your organization is considering to run a
project which will entail an investment of
$1,000,000. The product from the project is
forecasted to create revenues of $250,000 in
the first year after the end of the project and
of $420,000 in each of the two following
years. What is true for the net present value
of the project over the three years cycle at a
discount rate of 10%?“
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A. The net present value is positive, which makes
the project attractive.
B. The net present value is positive, which makes
the project unattractive.
C. The net present value is negative, which makes
the project attractive.
D. The net present value is negative, which makes
the project unattractive.
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• What is the purpose of a project charter?
A. To formally authorize a project or a phase and
document initial requirements which satisfy the
stakeholders needs and expectations.
B. To document how the project will be planned,
executed, monitored/controlled, and closed.
C. To link the project, which is going to be planned,
executed, and monitored/controlled to the ongoing
work of the organization.
D. To describe the process of performing the work
defined in the project management plan in order to
achieve the project’s objectives.
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Questions on
Planning Process Group

• When should the project schedule be developed?
A. As early into the project as possible. A committed
schedule should be there before any initiating or
planning processes are applied for the project.
B. During initiating. The definite project schedule should
be developed concurrently with the project contract (if
applicable) and the project charter.
C. Scheduling should be avoided. Agile approaches with a
backlog and a weekly to 4-weekly meeting cycle are
sufficient for modern project management.
D. When most planning processes from time, scope, and
procurement management have been finished. These
will then be iterated when necessary.
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• Which of the following is not a forecasting
method?
A. Scenario Building
B. Simulation
C. Time Series Method
D. Variance Analysis
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• Which technique has been applied to develop
the following diagram?
A. Decision Tree
B. P/I Matrix
C. Strategic Scoring
D. Risk Breakdown Structure
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• Which is typically not specified in a document
referred to as activity attributes?
A. The person executing the work in a schedule
activity
B. Schedule activity identifiers, codes and
descriptions
C. Schedule activity predecessors and successors
D. The cost baseline assigned to the schedule
activity
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• The use of scarce resources must be decided
upon with functional managers before it
causes delays in your project. Which is
probably your most important skill right now?
A. Planning
B. Negotiating
C. Facilitating
D. Documenting
Mobile: 00971507812357 5427/08/2018

• You are defining evaluation criteria for your
project. The procurement item is readily
available from a number of acceptable sellers.
Which criterion can you focus on in such a
situation?
A. Seller’s Management Approach
B. Price Offered By The Seller
C. Seller’s Financial Capacity
D. Understanding Of Your Need
Mobile: 00971507812357 5527/08/2018

• You are using a phase gate approach for your
project. What do you need to consider?
A. The order of phases must be strictly consecutive
without overlapping in order tallow for gates.
B. Gates are often called kill points, when they are
used to eliminate weak team members.
C. Phase gates are often used to verify entry criteria of
a previous phase and exit criteria of the next one.
D. Approaching phase gates early is a common signal
that project planning has been poor.
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• While planning a project, you are defining
activities. Which of the following is not a
result of that process?
A. Activity list
B. Work Breakdown Structure
C. Activity attributes
D. Milestone list
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• What is the purpose of the following diagram?
A. Describing the influence of extreme weather conditions
on progress and on the achievement of project
objectives.
B. Comparing the relative importance of variables that
have a high degree of uncertainty with those that are
more stable.
C. Evaluating team performance and identifying team
members with low productivity and work effectiveness.
D. Evaluating the degree to which project work and
deliverables conform to the expectations of key
stakeholders.
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• What is not true for project deliverables?
A. Project deliverables should be identified, described
and agreed upon as early in the project as possible.
B. Project deliverables may be products, capabilities
for services or other kinds of results.
C. Once project deliverables have been identified,
their description should not be changed any more.
D. The acceptance process for deliverables and how
rejection will be addressed should be described in
the contract.
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• You took over a customer project for your company. From
the inputs available, including contract, statement of work
and project charter, you have developed a project
management plan.
• You already presented that plan in a meeting with key
stakeholders including your project sponsor and some
representatives from the customer organization. During the
meeting you sensed a high level of dissatisfaction by the
customer executives, who signaled that the project might
not produce the results that their company had expected.
In your understanding, all necessary actions have been
planned to meet the customer’s requirements.
• What should you do next?
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A. Request a written statement from the customer detailing the
requirements which they believe are not addressed by your
plan. Use this statement to update the project plan.
B. Arrange meetings with the customer to identify their needs,
wants and expectations for the project. Then create a
narrative Scope statement from this information to
document the agreed upon project scope.
C. Request a formal meeting on top executive level to get the
misunderstandings sorted out, then arrange a change
request, re-plan your project where necessary and go ahead
with the project work.
D. Do not over-react. Performed according to your plan, the
project will produce a convincing product for the customer.
As soon as the executives will see it, they will probably
change their opinion and accept it.
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• ............. are not necessarily used to establish
the cost baseline of a project.
A. Schedule activity or work package cost
estimates
B. The work breakdown structure and WBS
dictionary
C. The project schedule and resource calendars
D. The risk breakdown structure and the risk
register
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• An organization is considering various contract types in
order to motivate sellers and to ensure preferential
treatment. What should they consider before deciding
to use an award fee contract?
A. Payment of an award fee would be linked to the
achievement of objective performance criteria.
B. Any unresolved dispute over the payment of an award
fee would be subject to remedy in court.
C. Payment of an award fee would be agreed upon by both
the customer and the contractor.
D. Payment of an award fee is decided upon by the
customer based on the degree of satisfaction.
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• During project planning, you are presented with the
following diagram that depicts a cumulative likelihood
distribution for the duration of a project: What kind of
conclusion can you draw from the information
depicted in it?
A. The likeliness that the project will finish exactly at the
date marked with “Deadline” is 80%.
B. The likeliness that the project team will exceed the date
marked with “Deadline” is at 80%.
C. If the project team will meet the deadline, project costs
will be 80% of the budgeted costs.
D. The likeliness that the project team will meet the
deadline or will finish earlier is at 80%.
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• Which is not a point used for three-point
estimation?
A. Optimistic Estimate
B. Most Likely Estimate
C. Budget Estimate
D. Pessimistic Estimate
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• During risk identification sessions, you and
your team identified more than 150 risks for
your project. You are afraid that evaluating
each of these risks quantitatively will cost you
an enormous amount of time, while not all of
them are really relevant and important
enough to justify such a measure. What
should you do next?
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A. Identify risk triggers where possible. Analyze only
those risks quantitatively for which no trigger could
be found.
B. Use qualitative risk analysis in order to prioritize
risks for further action, such as quantitative risk
analysis.
C. Assess the probability of each risk qualitatively and
further analyze only those risks with high
probability.
D. Assess the potential impact of each risk
qualitatively and further analyze only those risks
with high impact.
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• Crashing describes a technique to speed up a
project by…
A. …reallocating existing resources or assigning
additional resources the project.
B. …overlapping activities which were originally
planned to be done in sequence.
C. …reducing the number of features of the
product in order to reduce development work.
D. …reducing the duration estimates for activities
to increase the pressure applied to the staff.
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• A project manager’s PDM network schedule gets
audited by a scheduling expert. The expert tells the
project manager to focus more on nodes with “path
convergence”, also known as “sinks”. What is he
referring to?
A. Nodes in a WBS, where several branches are brought
back together.
B. Nodes in a conditional network diagram, at which it
becomes deterministic.
C. Nodes in a decision tree, showing various branches with
the same chance.
D. Nodes in a network logic diagram which have multiple
predecessors.
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• You recently assigned staff members to activities,
estimated work and scheduled your project. You
then created the following resource histogram for
your staff:
A. The project can probably not be finished as
scheduled.
B. You may be able to finish the project early by
reassigning work.
C. You should avoid network logic diagramming for
scheduling.
D. You may run into problems with dual reporting
relationships.
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• In general, processes of configuration
management do not include…
A. …identification and documentation of system or
item characteristics.
B. …controlling changes to these characteristics in
an integrative fashion.
C. …documenting and auditing changes and the
implementation status.
D. …assigning responsibilities for change control
and documentation.
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• The cost baseline is developed during which
process?
A. Perform Integrated Change Control
B. Estimate Costs
C. Develop Schedule
D. Determine Budget
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• Product acceptance criteria should be
laid down in which document?
A. Project Scope Statement
B. Work Breakdown Structure
C. Resource Assignments
D. Project Scope Management Plan
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• You scheduled a kick-off meeting in order to announce
the start of your project, present the plan and develop
consensus on it. Another topic will be explanation of
each team member’s role. In addition, you planned
some time for discussions.
• You published the agenda of the kick-off meeting some
weeks ago tall invited attendees.
• Now, short term before the event, you receive various
cancellations by team members, why say that they
cannot join the meeting. But they will be with you
when project work will start.
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A. The kick-off meeting is secondary, you are
happy if the team members will do their jobs.
B. You should insist on the presence of the team
members to the appointed date.
C. If you force team members’ presence, they
would anyway be distracted by their current
problems.
D. It is probably a good idea to reschedule the
meeting ta day, when all team members can
attend.
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• You recently took over the assignment for a
project. The project charter has been
developed. What is an appropriate next step
for you?
A. Develop The Risk Register.
B. Develop The Project Milestone Schedule.
C. Develop Management Plans.
D. Get Approval For The Project Management
Plan.
Mobile: 00971507812357 7627/08/2018

• What is typical for critical chain project
management?
A. Management of buffers
B. Management of total floats and free
floats
C. Management of leads and lags
D. Management of resource over-allocations
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• You are in the process of planning a project and found that
stakeholders often have varying objectives and
requirements. This makes it hard to come up with a plan
with which all objectives will be met. What is probably
most helpful to ensure common understanding?
A. Ask the project stakeholders to build focus groups in
order to discuss and remedy conflicting interests.
B. Create an exhaustive document describing your point of
view and ask stakeholders to review it.
C. Let each stakeholder write a statement of work, merge
the documents ta project scope statement.
D. Use your authorization as the project manager to clearly
prioritize the different objectives.
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• A WBS dictionary is a document which…
A. … Describes technical terms used for scope
management.
B. … Describes the details for each component in
the WBS.
C. … Translates essential WBS terms for global
project teams.
D. … Helps translate functional into technical
requirements.
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• A facilitator should…
A. …be in full control of the discussion
and its outcomes.
B. …always take notes by herself.
C. …avoid a flip chart parking lot.
D. …give guidance as required without
interfering.
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• Which document is developed along the risk
management processes from identify risks
through perform qualitative risk analysis to
control risks?
A. List Of Risk Triggers
B. Risk Register
C. Risk Mitigation
D. Decision Tree
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• How should change management be planned for?
A. Changes are generally not predictable, therefore
planning for change management cannot be reasonable.
B. Planning for change management should be done while
the various change control processes are being applied.
C. Change management can be planned in a set of
management plans or a specific change management
plan.
D. Changes are a sign of bad planning. One should avoid
changes during a project, thus eliminating the need to
manage them.
Mobile: 00971507812357 8227/08/2018

• Which of the following is generally not
regarded as an element of active
listening?
A. Making eye contact
B. Paraphrasing
C. Interpreting the information
D. Interrupting when appropriate
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• The communications management plan
is a document which includes
descriptions of
A. Project level performance reports
B. Activity level status reports
C. Stakeholder communication requirements
D. Responsibility assignments
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• All of the following are true about the project
scope statement EXCEPT:
A. It is an output of scope validation.
B. It describes, in detail, the project’s deliverables
and the work required to create those
deliverables.
C. It provides a common understanding of the
project scope among all project stakeholders
D. It describes the project’s major objectives.
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• Which of the following is not true of the
project scope management plan?
A. It provides guidance on how project scope will
be defined and documented.
B. It provides guidance on how project scope will
be verified.
C. It provides guidance on how project scope will
be managed and controlled.
D. It is separate from the project plan
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• Which of the following statements is true about the
WBS?
A. The WBS is a deliverable-oriented hierarchical
decomposition of the work to be executed by
the project team, to accomplish the project
objectives and create the required deliverables.
B. The WBS is an unstructured list of activities in
chart form.
C. The WBS is the same as the organizational
breakdown structure.
D. The WBS refers to the bill of materials.
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• The following is an example of a
constraint:
A. A predefined budget.
B. The threat of a strike by a subcontractor.
C. Relationship with the seller.
D. The method used to measure project
performance
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• The main difference between the two types (Arrow
Diagramming Method and Precedence Diagramming
Method) of the critical path method of scheduling is:
A. Depiction of the activity on the logic diagram.
B. Arrow Diagramming Method is a deterministic method,
whereas the Precedence Diagramming Method is a
probabilistic method.
C. Precedence Diagramming Method is a deterministic
method, whereas the Arrow Diagramming Method is a
probabilistic method.
D. Arrow Diagramming Method is a more accurate
method.
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• The duration of the schedule activity is affected by all
of the following EXCEPT:
A. The estimated activity resource requirements.
B. The resources assigned to the schedule activity.
C. The availability of the resources to the schedule
activity.
D. Using the Arrow Diagramming Method instead of the
Precedence Diagramming Method of scheduling.
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• The “fast-tracking” method of schedule compression
involves:
A. The use of industrial engineering techniques to improve
productivity, thereby finishing the project earlier than
originally planned.
B. Performing activities in parallel, thereby increasing risk.
C. Going on a ‘mandatory overtime schedule” in order to
complete the project earlier.
D. Assigning “dedicated teams” to the critical path
activities.
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• Bar charts are useful in determining:
A. The level of effort of an activity.
B. Activity start and end dates, as well as
expected durations.
C. Availability of resources assigned to
perform an activity.
D. Relative priority of activities.
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• The critical path is established by calculating
the following dates:
A. Start-to-start, start-to-finish, finish-to-finish,
finish-to-start.
B. Early start, early finish, late start, late finish.
C. Predecessor-to-successor, predecessor-to-
predecessor, successor-to-successor.
D. Primary-to-secondary, primary-to-finish,
secondary-to-secondary, finish-to-finish
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• Which type of cost is team training?
A. Direct
B. NPV
C. Indirect
D. Fixed
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• Project setup costs are an example of:
A. Variable costs
B. Fixed costs
C. Overhead costs
D. Opportunity costs
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• Value analysis is performed to get:
A. More value from the cost analysis
B. Management to buy into the project
C. The team to buy into the project
D. A less costly way of doing the same work
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• Your cost forecast shows that you will have a
cost overrun at the end of the project. Which
of the following should you do?
A. Eliminate risks in estimates and re-estimate.
B. Meet with the sponsor to find out what work
can be done sooner
C. Cut quality
D. Decrease scope
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• From the project perspective, quality
attributes:
A. Determine how effectively the performing
organization supports the project.
B. Provide the basis for judging the project’s
success or failure
C. Are specific characteristics for which a product
is designed and tested
D. Are objective criteria that must be met
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• What does a resource histogram show that a
responsibility assignment matrix does not?
A. Time
B. Activity
C. Interrelationship
D. The person in charge of each activity
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• During every project team meeting, the project
manager asks each team member to describe the work
he or she is doing, and the project manager assigns
new activities to team members. The length of these
meetings has increased because there are many
different activities to assign. This could be happening
for all the following reasons EXCEPT:
A. Lack of a WBS
B. Lack of a responsibility assignment matrix
C. Lack of resource leveling
D. Lack of team involvement in project planning
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• A project is in the middle of the executing processes
when a stakeholder suggests a major new change. This
change will cause the third major overhaul of the
project. At the same time, the project manager
discovers that a major work package was not
completed because a team member’s boss moved him
to another project that had a higher priority. Which of
the following is the best person for the project
manager to address these issues with?
A. Team
B. Senior Management
C. Customer
D. Sponsor
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• Attributes of a communications management
plan can include all of the following EXCEPT:
A. The information that will be distributed to
stakeholders.
B. How often information will be distributed.
C. The layout of the information and the method
of transmission.
D. All memos, correspondence, reports, and
documents related to the project from all
personnel.
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• As part of the communications process, the
sender is responsible for:
A. Ensuring the receiver agrees with the message.
B. Confirming that the information is properly
understood.
C. Presenting the information in the most
favorable manner.
D. Interpreting the message correctly
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• All of the following are factors in the
assessment of project risk EXCEPT:
A. Risk Event
B. Risk Probability
C. Amount At Stake
D. Insurance Premiums
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• If a project has a 60% chance of a U.S.
$100,000 profit and a 40% chance of a U.S.
$100,000 loss, the expected monetary value
for the project is:
A. $ 100,000 Profit
B. $ 60,000 Loss
C. $ 20,000 Profit
D. $ 40,000 Loss
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• What should be done with risks on the watch
list?
A. Document them for historical use on other
projects
B. Document them and revisit during project
executing
C. Document them and set them aside because
they are already covered in your contingency
plans
D. Document them and give them to the customer
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• A project manager has just finished the risk
response plan for a U.S. $387,000 engineering
project. Which of the following should be
probably done NEXT?
A. Determine the overall risk rating of the project
B. Begin to analyze the risks that show up in the
project drawings
C. Add work packages to the project work breakdown
structure
D. Hold a project risk reassessment
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• A project manager is quantifying risk for her
project. Several of her experts are offsite, but
wish to be included. How can this be done?
A. Use Monte Carlo analysis using the Internet as
a tool.
B. Apply the critical path method.
C. Determine options for recommended corrective
action.
D. Apply the Delphi Technique
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• All of the following MUST be present to have a
contract EXCEPT:
A. Contract Statement Of Work
B. Acceptance
C. Address Of The Seller
D. Buyers’ Signatures
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The sponsor is worried about the seller deriving
extra profit on the cost plus fixed fee (CPFF)
contract.
Each month he requires the project manager to
submit CPI calculations and an analysis of the
cost to complete.
The project manager explains to the sponsor
that extra profits should not be a worry on
this project because:
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A. The team is making sure the seller does not cut
scope
B. All costs invoiced are being audited
C. There can only be a maximum 10 percent
increase if there is an unexpected cost over run.
D. The fee is only received by the seller when the
project is completed
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• Projects are a means of achieving objectives
within an organization's strategic plan. Which of
the following statements is NOT true about
projects?
A. Every project creates a unique product, service or
result
B. Repetitive elements may be present in some
project deliverables and activities
C. A project can involve a single individual
D. The duration of the project is short
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• You are in the planning process of a $1b project. You
realize that your schedule requires more resources in
certain months of the project than that are available to
you. Your senior management has clearly instructed
that you will not be able to obtain any additional
resources for the project. So, you instruct your planner
to adjust the schedule to accommodate these
constraints. What are you instructing the planner to
do?
A. Crashing
B. Resource Leveling
C. Program Evaluation and Review Technique
D. Fast Tracking
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PMP Exam Hints - How to
Effectively Read Questions

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