Chapters 13 & 14 Chapter 13 Q1. You are the project manager of the GUY Project for your organization. This project has recently been chartered and you’re starting the process of stakeholder identification. In this process, you’re working with your project team, some of the known stakeholders, and your project sponsor. Which one of the following inputs will you NOT need for the stakeholder identification process? B. The communications management plan is not an input to the stakeholder identification process. Q2. Beth is the project manager for a large health care project. She is working with the project sponsor to define the steps she’ll use to perform stakeholder analysis. Which of the following correctly defines the steps for stakeholder analysis? C. Of all the choices presented, C is the best answer. Stakeholder identification starts with the project manager identifying and documenting the stakeholders’ contact information, knowledge, expectations of the project, and their level of influence over project decisions. Then, the project manager must prioritize and classify stakeholders based on their power, influence, expectations, and concerns for the project. Finally, Beth should plan for managing the stakeholders based on possible negative or positive scenarios in the project that may affect the stakeholders. Q3. You are the project manager for your organization. Management has asked you to create a stakeholder classification model to show the amount of authority stakeholders have over project decisions in relation to how much their political capital and position in the company could affect the project. What type of stakeholder classification model should you create? A. Management is asking you to create a power/influence grid. Evaluating the amount of power and influence a stakeholder has over the project will determine where the stakeholder is placed on the grid. Stakeholders with high power and high influence are top priority. Stakeholders with little power and influence are still considered, but they have less priority than other stakeholders in the project. Q4. Henry has been tasked to create a salience model for his project. This model defines three characteristics for project stakeholders. Which one of the following is NOT one of the three characteristics of the stakeholders mapped in the salience model? D. A salience model plots out a person’s power, urgency, and legitimacy in the project. It does not include their influence. Q5. You are the project manager of a large technology project for your company. This project will span the United States and parts of Europe. There are key stakeholders in all countries represented. As part of your stakeholder analysis you’d like to create a document that captures all of the stakeholders’ contact information, assessment information, and classification in the project. What type of document are you creating? C. You are creating a stakeholder register. The stakeholder register is the on ...

1. Chapters 13 & 14
Chapter 13
Q1. You are the project manager of the GUY Project for your
organization. This project has recently been chartered and
you’re starting the process of stakeholder identification. In this
process, you’re working with your project team, some of the
known stakeholders, and your project sponsor. Which one of the
following inputs will you NOT need for the stakeholder
identification process?
B. The communications management plan is not an input to the
stakeholder identification process.
Q2. Beth is the project manager for a large health care project.
She is working with the project sponsor to define the steps
she’ll use to perform stakeholder analysis. Which of the
following correctly defines the steps for stakeholder analysis?
C. Of all the choices presented, C is the best answer.
Stakeholder identification starts with the project manager
identifying and documenting the stakeholders’ contact
information, knowledge, expectations of the project, and their
level of influence over project decisions. Then, the project
manager must prioritize and classify stakeholders based on their
power, influence, expectations, and concerns for the project.
Finally, Beth should plan for managing the stakeholders based
on possible negative or positive scenarios in the project that
may affect the stakeholders.
Q3. You are the project manager for your organization.
Management has asked you to create a stakeholder classification
model to show the amount of authority stakeholders have over
project decisions in relation to how much their political capital
and position in the company could affect the project. What type
of stakeholder classification model should you create?
A. Management is asking you to create a power/influence grid.
Evaluating the amount of power and influence a stakeholder has

2. over the project will determine where the stakeholder is placed
on the grid. Stakeholders with high power and high influence
are top priority. Stakeholders with little power and influence are
still considered, but they have less priority than other
stakeholders in the project.
Q4. Henry has been tasked to create a salience model for his
project. This model defines three characteristics for project
stakeholders. Which one of the following is NOT one of the
three characteristics of the stakeholders mapped in the salience
model?
D. A salience model plots out a person’s power, urgency, and
legitimacy in the project. It does not include their influence.
Q5. You are the project manager of a large technology project
for your company. This project will span the United States and
parts of Europe. There are key stakeholders in all countries
represented. As part of your stakeholder analysis you’d like to
create a document that captures all of the stakeholders’ contact
information, assessment information, and classification in the
project. What type of document are you creating?
C. You are creating a stakeholder register. The stakeholder
register is the only output of stakeholder identification. It’s a
log of all the stakeholder information you’ve gathered in the
project. It will help you communicate with project stakeholders,
ensure that you understand the stakeholders needs, wants, and
expectations, and helps you classify stakeholder objectives and
priorities.
Q6. Terry is the project manager of the ARB project for his
company. Terry approaches Scott for his insight about the
schedule for releasing the product the project will create. Scott
doesn’t know anything about the project Terry is working on
and is surprised to learn about the product. What type of
stakeholder is Scott?
A. Scott is an unaware stakeholder. Scott doesn’t know about
the project and the effect the project may have on him.
Q7. You are a project management consultant for your company
and you’re meeting the stakeholders for the first time. Mary, a

3. stakeholder, tells you that she hates the project and she hopes
that it fails miserably. What type of stakeholder is Mary?
A. Mary is a resistant stakeholder. Mary, the stakeholder, knows
about the project and doesn’t want the change the project will
bring.
Q8.You are the project manager of the HQL Project for your
company. Henry, a stakeholder, is in favor of your project and
he’s working with you to express the importance of the project.
Henry has offered to help with the project, communicate with
other stakeholders, and host status meetings. What type of
stakeholder is Henry?
D. Henry is considered to be a leading stakeholder. Henry, the
stakeholder, knows about the project, is supportive of the
change the project may bring about, and is working to make the
project successful.
Q9. Sammy is the project manager of the KHG Project. Some
of the stakeholder in this project are opposed to the project,
some are in favor of the project, and some stakeholders are
neutral. Management has asked Sammy to create a chart that
shows the current status of engagement for each stakeholder and
the desired level of engagement for each stakeholder. What type
of chart is management asking for?
D. Management is asking Sammy to create a stakeholder
engagement assessment matrix to see where stakeholder
engagement is now and where it should be in the future.
Q10. You are the project manager of the GUY Project for your
company and you’re working with your project team on some
stakeholder issues. You want to examine the interrelationships
among the project stakeholders for better communications. What
project management plan will you refer to? B. The stakeholder
management plan defines several things to the project manager
about the stakeholders, including information about the
interrelationships among the project stakeholders.
Q11. Holly is a new project manager and she’s confused about
the need for the change log and how it relates to the stakeholder
engagement. Why is the change log an input to the management

4. stakeholder engagement process?
C. The change log will help Holly manage stakeholder
engagement because she will need to relay information about
changes to the appropriate parties. Change can be a sensitive
issue in some instances, so always examine the change and
think through all of the possible scenarios and reactions the
stakeholders may have to the change.
Q12. Part of stakeholder management is the reliance on
interpersonal skills. Which one of the following is an
interpersonal skill?
C. Conflict resolution is an interpersonal skill a project manager
will need to engage and manage stakeholders’ interests in the
project.
Q13. Just as you need interpersonal skills, you’ll also need
management skills to effectively engage the stakeholders in the
project. Which one is a management skill?
C. Influence is considered a management skill because you’ll
need to persuade people to buy in and support the project.
Q14. As a PMP and CAPM candidate, you should be familiar
with the inputs, tools and techniques, and outputs of the project
management process. The management of stakeholder
engagement creates five outputs. Which one of the following is
not an output of the process?
D. The schedule for stakeholder communications is more likely
a part of the project communications management plan.
Q15. You are coaching several new project managers on
effective control of stakeholder engagement. The project
managers are confused as to why the change requests come from
this project. What is the most likely type of change that will
come from controlling stakeholder engagements?
D. Defects are changes that have already happened because the
defect is different than what was planned in the project. A
defect to be solved requires a change through a corrective
action to get the results back in alignment with the project
scope.
Q16. Ned is the project manager of the NHQ Project and he’s

5. meeting with a few key stakeholders to determine their roles,
interests, concerns, influence, and attitude about the project.
What type of meeting is Ned hosting?
C. This is an example of a profile analysis meeting. Ned is
learning and documenting as much as he can about the
stakeholders to better engage them in the project.
Q17. What type of communication is happening in a meeting
with several stakeholders exchanging ideas?
A. This is an example of interactive communications. This type
of communication means that information is happening among
stakeholders, like in a forum or meeting.
Q18. You are the project manager of a large construction
project. You have created a website that allows the different
functional manager to log in to a secured area, run queries, and
generate reports on the time, cost, scope, changes, risks, and
human resource aspects of your project. What type of
communication is this?
A. This is an example of pull communication because the
functional managers are retrieving information from your web
server.
Q19.Which one of the following examples best describes a push
communication?
C. Push communication means that one person is sending out
the information to other people. Of all the choices, the
newsletter from the project manager to the project stakeholders
is the best example of a push communication.
Q20. Your project has 45 stakeholders as of today. You’ve just
learned that next week 29 new stakeholders will be joining the
project. How many more communication channels will you have
next week?
C. To solve this problem, you’ll have to use the communications
channel formula of N(N–1)/2, where N represents the number of
stakeholders. You’ll first have to find the current number of
communication channels, which is990. Then, you’ll find the
channels with added stakeholders, which is 2701.Finally, you’ll
find the difference of 2701 and 990, which is 1711 more

6. communication channels.
Chapter 14
Q1. You are the project manager of the JKN Project. The
project customer has requested that you inflate your cost
estimates by 25 percent. He reports that his management always
reduces the cost of the estimates, so this is the only method to
get the monies needed to complete the project. Which of the
following is the best response to this situation?
D. It would be inappropriate to bloat the project costs by 25
percent. A risk assessment describing how the project may fail
if the budget is not accurate is most appropriate.
Q2. You are the project manager for the BNH Project. This
project takes place in a different country than where you are
from. The project leader from this country presents a team of
workers that are only from his family. What should you do?
C. You should first confirm what the local practices and
customs call for in regard to hiring family members before
others.
Q3. You are about to begin negotiations on a new project that is
to take place in another country. Which of the following should
be your guide on what business practices are allowed and
discouraged?
C. The company policies and procedures should guide the
project manager and the decision he makes in the foreign
country.
Q4. One of your project team members reports that he sold
pieces of equipment because he needed to pay for his daughter’s
school tuition. He says that he has paid back the money by
working overtime without reporting the hours worked so that his
theft remains private. What should you do?
B. This situation calls for the project team member to be
reported to his manager for disciplinary action.
Q5. You are the project manager of the SUN Project. Your
organization is afunctional environment, and you do not get
along well with the functional manager leading the project. You

7. disagree with the manager on how the project should proceed,
the timings of the activities, the suggested schedule, and the
expected quality of the work. The manager has requested that
you get to work on several of the activities on the critical path
even though you and she have not solved the issues concerning
the project. What should you do?
B. The project manager must respect the delegation of the
functional manager.
Q6. The PMI has contacted you regarding an ethics violation of
a PMP candidate. The question is in regard to a friend who said
he worked as a project manager under your guidance. You know
this is not true, but to save a friendship, you avoid talking with
the PMI. This is a violation of what?
A. By avoiding the conversation with PMI in regard to your
friend’s ethics violation, you are, yourself, violating the Code
of Ethics and Professional Conduct to cooperate with the PMI.
Q7. You are the project manager for the Log Cabin Project. One
of your vendors is completing a large portion of the project.
You have heard a rumor that the vendor is losing many of its
workers due to labor issues. In light of this information, what
should you do?
B. The project manager should confront the problem by talking
with the vendor about the rumor.
Q8. You are the project manager for the PMH Project. Three
vendors have submitted cost estimates for the project. One of
the estimates is significantly higher than similar project work in
the past. In this scenario, you should do what?
D. Most likely, the vendor did not understand the project work
to be procured, so the estimate is skewed. A clear statement of
work is needed for the vendors to provide accurate estimates.
Q9. You are the project manager of the LKH Project. This
project must be completed within six months. The project is two
months into the schedule and is starting to slip. As of now, the
project is one week behind schedule. Based on your findings,
you believe that you can make some corrective actions and
recover the lost time over the next month to get the project back

8. on schedule. Management, however, requires weekly status
reports on cost and schedule. What should you do?
A. The project manager should report an honest assessment of
the project, with actions on how he plans to correct the problem.
Q10. As a contracted project manager, you have been assigned a
project with a budget of $1.5 million. The project is scheduled
to last seven months, but your most recent earned value
management (EVM) report shows that the project will finish
ahead of schedule by nearly six weeks. If this happens, you will
lose $175,000 in billable time. What should you do?
C. An honest and accurate assessment of the project work is
always required.
Q11. You are the project manager of the PMH Project. You
have been contracted to design the placement of several pieces
of manufacturing equipment. You have completed the project
scope and are ready to pass the work over to the installer. The
installer begins to schedule you to help with the installation of
the manufacturing equipment. You should do what?
C. When the project scope is completed, the contract is fulfilled
and the project is done. Any new work items should not be sent
through. In this instance, the contract change control system
should be invoked, or a new contract should be created.
Q12. You are the project manager of the 12BA Project. You
have completed the project according to the design documents
and have met the project scope. The customer agrees that the
design document requirements have been met; however, the
customer is not pleased with the project deliverables and is
demanding additional adjustments be made to complete the
project. What is the best way to continue?
C. When the project scope has been completed, the project is
completed. Any additional work, without a contract change or
new contract, would be dishonest and would betray the customer
or the project manager’s company. This is a good example of a
question where none of the choices are good, but you must
choose the best answer available. Of course, in a real project,
you’d have many other choices and options to achieve customer

9. satisfaction.
Q13. You are the project manager of the AAA Project. Due to
the nature of the project, much of the work will require
overtime between Christmas and New Year’s Day. Many of the
project team members, however, have requested vacation during
that week. What is the best way to continue?
D. This is the best choice for this scenario, because it allows the
project team to be self-led and is sensitive to the needs of the
project team.
Q14. You are a project manager for your organization. Your
project is to install several devices for one of your company’s
clients. The client has requested that you complete a few small
tasks that are not in the project scope. To maintain the
relationship with the client, you oblige her request and complete
the work without informing your company. This is an example
of what?
B. When the project manager completes activities outside of the
contract and does not inform the performing organization, it is
essentially the same as stealing. The PMP must be held
accountable for all the time invested in a project.
Q15. You are completing a project for a customer in another
country. One of the customs in this country is to honor the
project manager of a successful project with a gift. Your
company, however, does not allow project managers to accept
gifts worth more than $50 from any entity. At the completion of
the project, the customer presents you with a new car in a public
ceremony. What should you do?
B. This is the best answer. Although this solution may seem
extreme, to accept the car in public would give the impression
that the project manager has defied company policy. In addition,
accepting the car would appear to be a conflict of interest for
the project manager.
Q16. You have a project team member who is sabotaging your
project because he does not agree with it. What should you do?
C. The problem should be presented to management, with a
solution to remove the project team member from the project.

10. Remember, whenever the project manager must present a
problem to management, she should also present a solution to
the problem.
Q17.You are the project manager of a project in Asia. You
discover that the project leader has hired family members for
several lucrative contracts on the project. What should you
consider?
A. The project manager should first determine what the
country’s customs and culture call for when hiring relatives. It
may be a preferred practice in the country to work with
qualified relatives first before hiring other individuals to
complete the project work.
Q18. Of the following, which one achieves customer
satisfaction?
A. The largest factor when it comes to customer satisfaction is
the ability to complete the project requirements.
Q19. A PMP has been assigned to manage a project in a foreign
country. The disorientation the PMP will likely experience as he
gets acclimated to the country is known as what?
D. Culture shock is the typical disorientation a person feels
when visiting a foreign country.
Q20. You are the project manager for an information technology
project. It has come to your attention that a technical problem
has stopped the project work. How should you proceed?
C. When problems arise that stop project tasks, the project
manager should work with the team to uncover viable
alternative solutions.