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This document provides an overview and summary of the PMP® Project Management Professional Exam Study Guide, Ninth Edition. It discusses the contents, contributors, acknowledgments, and author. The study guide is intended to help readers study and prepare for the PMP® exam based on the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition. It has been updated to match changes to the PMBOK® Guide.

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PMP ® Project Management Professional Exam Study Guide Ninth Edition
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PMP ® Project Management Professional Exam Study Guide Ninth Edition Kim Heldman
Senior Acquisitions Editor: Kenyon Brown Development Editor: David Clark Technical Editors: Vanina Mangano and Ashley J. Hunt Senior Production Editor: Christine O’Connor Copy Editor: Elizabeth Welch Editorial Manager: Mary Beth Wakefield Production Manager: Kathleen Wisor Executive Editor: Jim Minatel Book Designers: Judy Fung and Bill Gibson Proofreader: Nancy Carrasco Indexer: John Sleeva Project Coordinator, Cover: Brent Savage Cover Designer: Wiley Cover Image: Getty Images Inc./Jeremy Woodhouse Copyright © 2018 by John Wiley & Sons, Inc., Indianapolis, Indiana Published simultaneously in Canada ISBN: 978-1-119-42090-3 ISBN: 978-1-119-42092-7 (ebk.) ISBN: 978-1-119-42091-0 (ebk.) Manufactured in the United States of America No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permit- ted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646- 8600. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: The publisher and the author make no representations or war- ranties with respect to the accuracy or completeness of the contents of this work and specifically disclaim all warranties, including without limitation warranties of fitness for a particular purpose. No warranty may be created or extended by sales or promotional materials. The advice and strategies contained herein may not be suitable for every situation. This work is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. If professional assistance is required, the services of a competent professional person should be sought. Neither the publisher nor the author shall be liable for damages arising herefrom. The fact that an organization or Web site is referred to in this work as a citation and/or a potential source of further information does not mean that the author or the publisher endorses the information the organization or Web site may provide or recommendations it may make. Further, readers should be aware that Internet Web sites listed in this work may have changed or disappeared between when this work was written and when it is read. For general information on our other products and services or to obtain technical support, please contact our Customer Care Department within the U.S. at (877) 762-2974, outside the U.S. at (317) 572-3993 or fax (317) 572-4002. Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley prod- ucts, visit www.wiley.com. Library of Congress Control Number: 2017963878 TRADEMARKS: Wiley, the Wiley logo, and the Sybex logo are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates, in the United States and other countries, and may not be used without written permission. PMP is a registered trademark of Project Management Institute, Inc. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc. is not associated with any product or vendor mentioned in this book. 10 9 8 7 6 5 4 3 2 1
To BB, my forever love.
Acknowledgments Thank you for buying PMP® : Project Management Professional Exam Study Guide, Ninth Edition, to help you study and prepare for the PMP® exam. Thousands of readers world- wide have used previous editions of this book to help them study for and pass the exam. Because of their success and their recommendations to friends and coworkers, we’ve been able to keep this study guide up-to-date to match the changes made in A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition (PMI® , 2017). I would also like to thank the countless instructors who use my book in their PMP® prep classes. Thank you for your continued interest in using it in your classes. A big thanks goes to all the PMI® chapters who use this book in their classes as well. A huge thank-you goes to Neil Edde, former vice president and publisher at Sybex, for taking a chance way back when on the first edition of this book. I can’t thank him enough for having the foresight at that time to believe in this little-known exam. Publishing this book clearly fits the definition of a project, and the team at Sybex is one of the best project teams you’ll ever find. I appreciate all the hard work and dedica- tion everyone on the team put into producing this book. A special thanks goes to Kenyon Brown, the acquisitions editor, for giving me the opportunity to update the book and for his ideas on making it stronger. Next, I’d like to thank David Clark, the development editor, for his diligent work in helping me make this edition the best it can be. A big thanks also goes to Christine O’Connor, the production editor, for all her help on the book. It was great to work with her. And thanks also to Liz Welch, the copyeditor, for all her help. There were many folks involved behind the scenes who also deserve my thanks, includ- ing Nancy Carrasco, the proofreader, and John Sleeva, the indexer. Next, I’d like to thank Vanina Mangano, technical editor, for her wealth of sugges- tions and ideas for new topics I should add to the text. It is always a pleasure to work with Vanina. She is a true professional. Vanina is an instructor and consultant in project man- agement. I highly recommend Vanina’s classes and videos if you’re looking for additional study materials for the exam. Last, but always the first on my list, is my best friend for a couple of decades and counting, BB. I love you, and I would never have accomplished what I have to date without your love and support. You’re the best! And I’d be remiss if I didn’t also thank Jason and Leah, Noelle, Amanda, and Joe, and of course the two best grand- daughters on the planet, Kate and Juliette, for their support and understanding.
About the Author Kim Heldman, MBA, PMP® ,   is the Senior Manager/CIO for the Regional Transportation District in Denver, Colorado. Kim directs IT resource planning, budgeting, project priori- tization, and strategic and tactical planning. She directs and oversees IT design and devel- opment, enterprise resource planning systems, IT infrastructure, application development, cybersecurity, the IT program management office, intelligent transportation systems, and datacenter operations. Kim oversees the IT portfolio of projects ranging from those that are small in scope and budget to multimillion-dollar, multiyear projects. She has over 25 years of experience in information technology project management. Kim has served in a senior leadership role for over 18 years and is regarded as a strategic visionary with an innate ability to collaborate with diverse groups and organizations, instill vision, improve morale, and lead her teams in achieving goals they never thought possible. Kim wrote the first edition of PMP® : Project Management Professional Study Guide, published by Sybex, in 2002. Since then, thousands of people worldwide have used the study guide in preparation for the PMP® exam. Kim is also the author of CompTIA Project+ Study Guide: Exam PK0-004, Second Edition, Project Management JumpStart, Third Edition, and Project Manager’s Spotlight on Risk Management. Kim has also published several articles and is currently working on a leadership book. Most of the Real-World Scenarios in this study guide are based on Kim’s real-life experi- ences. The names and circumstances have been changed to protect the innocent. Kim continues to write on project management best practices and leadership topics, and she speaks frequently at conferences and events. You can contact Kim at Kim.Heldman@gmail.com. She loves hearing from her readers and personally answers all her email.
Contents at a Glance Introduction xxiii Assessment Test xxxiv Chapter 1 What Is a Project? 1 Chapter 2 Creating the Project Charter 55 Chapter 3 Developing the Project Scope Statement 117 Chapter 4 Creating the Project Schedule 179 Chapter 5 Developing the Project Budget and Communicating the Plan 235 Chapter 6 Risk Planning 275 Chapter 7 Planning Project Resources 331 Chapter 8 Developing the Project Team 383 Chapter 9 Conducting Procurements and Sharing Information 433 Chapter 10 Measuring and Controlling Project Performance 477 Chapter 11 Controlling Work Results 519 Chapter 12 Closing the Project and Applying Professional Responsibility 569 Appendix A Answers to Review Questions 613 Appendix B Process Inputs and Outputs 633 Index 683
Contents Introduction xxiii Assessment Test xxxiv Chapter 1 What Is a Project? 1 Is It a Project? 2 Projects vs. Operations 3 Stakeholders 5 Project Characteristics 7 What Is Project Management? 8 Programs 9 Portfolios 9 Organizational Project Management 11 Project Management Offices 11 Skills Every Good Project Manager Needs 13 Technical Project Management Skills 14 Business Management and Strategic Skills 15 Communication Skills 15 Organizational and Planning Skills 15 Conflict Management Skills 16 Negotiation and Influencing Skills 16 Leadership Skills 17 Team-Building and Motivating Skills 17 Role of a Project Manager 18 Understanding Organizational Structures 18 Functional Organizations 20 Project-Oriented Organizations 23 Matrix Organizations 25 Other Organizational Structures 28 Project-Based Organizations 29 Understanding Project Life Cycles and Project Management Processes 29 Project Phases 29 Project Life Cycles 31 Project Management Process Groups 34 Agile Project Management 40 Project Life Cycles 41 Agile Roles and Responsibilities 42 Sprint Planning 43 Daily Standups or Scrum Meetings 44 Sprint Review and Retrospective 45 Other Methodologies 45
xiv Contents Understanding How This Applies to Your Next Project 46 Summary 46 Exam Essentials 47 Review Questions 49 Chapter 2 Creating the Project Charter 55 Exploring the Project Management Knowledge Areas 57 Project Integration Management 59 Project Scope Management 61 Project Schedule Management 62 Project Cost Management 63 Project Quality Management 64 Project Resource Management 65 Project Communications Management 66 Project Risk Management 67 Project Procurement Management 68 Project Stakeholder Management 68 Understanding How Projects Come About 69 Needs and Demands and Other Factors That Lead to Project Creation 70 Feasibility Studies 72 Performing Project Selection and Assessment 73 Using Project Selection Methods 75 Kicking Off the Project Charter 83 Business Documents 84 Agreements 87 Enterprise Environmental Factors 87 Organizational Process Assets 89 Tools and Techniques 91 Formalizing and Publishing the Project Charter 92 Pulling the Project Charter Together 93 Key Stakeholders 94 Project Charter Sign-Off 96 Assumptions Log 97 Identifying Stakeholders 97 Identify Stakeholders Inputs 97 Stakeholder Analysis 99 Stakeholder Register and Other Outputs 102 Introducing the Kitchen Heaven Project Case Study 103 Understanding How This Applies to Your Next Project 107 Summary 108 Exam Essentials 109 Review Questions 111
Contents xv Chapter 3 Developing the Project Scope Statement 117 Developing the Project Management Plan 119 Developing Project Management Plan Inputs 120 Documenting the Project Management Plan 123 Overview of the Project Scope Management Knowledge Area 126 Plan Scope Management 127 Understanding the Plan Scope Management Inputs 128 Using Plan Scope Management Tools and Techniques 129 Alternatives Analysis 130 Documenting the Scope Management Plan 131 Documenting the Requirements Management Plan 132 Collecting Requirements 132 Gathering Inputs for the Collect Requirements Process 134 Using the Tools and Techniques of the Collect Requirements Process 138 Documenting Requirements 143 Defining Scope 145 Product Analysis 147 Writing the Project Scope Statement 148 Understanding the Scope Statement Components 148 Approving and Publishing the Project Scope Statement 151 Updating the Project Documents 151 Creating the Work Breakdown Structure 153 Gathering the WBS Inputs 154 Decomposing the Deliverables 154 Constructing the WBS 155 Creating WBS Process Outputs 163 Understanding How This Applies to Your Next Project 168 Summary 169 Exam Essentials 170 Review Questions 172 Chapter 4 Creating the Project Schedule 179 Overview of the Project Schedule Management Knowledge Area 180 Creating the Schedule Management Plan 182 Defining Activities 183 Define Activities Process Inputs 184 Tools and Techniques for Defining Activities 184 Define Activities Outputs 184 Understanding the Sequence Activities Process 186 Sequence Activities Tools and Techniques 187 Project Management Information System (PMIS) 191 Sequence Activities Outputs 192
xvi Contents Estimating Activity Resources 192 Estimate Activity Resources Inputs 193 Estimate Activity Resources Tools and Techniques 194 Estimate Activity Resources Outputs 194 Estimating Activity Durations 195 Estimate Activity Durations Inputs 197 Estimate Activity Durations Tools and Techniques 197 Estimate Activity Durations Outputs 201 Developing the Project Schedule 202 Develop Schedule Inputs 203 Develop Schedule Tools and Techniques 204 Scheduling Process Outputs 217 Understanding How This Applies to Your Next Project 226 Summary 227 Exam Essentials 228 Review Questions 230 Chapter 5 Developing the Project Budget and Communicating the Plan 235 Overview of the Project Cost Management Knowledge Area 236 Creating the Cost Management Plan 238 Performing Plan Cost Management 238 Creating the Cost Management Plan 238 Estimating Costs 240 Estimate Costs Inputs 241 Tools and Techniques to Estimate Costs 243 Estimate Costs Process Outputs 244 Establishing the Cost Baseline 246 Determine Budget Inputs 247 Determine Budget Tools and Techniques 248 Determine Budget Process Outputs 249 Understanding Stakeholders 252 Analyzing Stakeholders 253 Stakeholder Engagement Plan 255 Overview of the Project Communication Management Knowledge Area 255 Communicating the Plan 256 Plan Communications Management Inputs 257 Tools and Techniques for Plan Communications Management 258 Plan Communications Management Outputs 263 Understanding How This Applies to Your Next Project 267 Summary 268 Exam Essentials 269 Review Questions 270
Contents xvii Chapter 6 Risk Planning 275 Planning for Risks 276 Overview of the Project Risk Management Knowledge Area 277 Planning Your Risk Management 278 Plan Risk Management Inputs 279 Tools and Techniques for Plan Risk Management 280 Creating the Risk Management Plan 281 Identifying Potential Risk 287 Identify Risks Inputs 288 Tools and Techniques for Identify Risks 289 Identify Risks Outputs 294 Analyzing Risks Using Qualitative Techniques 296 Perform Qualitative Risk Analysis Inputs 296 Tools and Techniques for Perform Qualitative Risk Analysis 297 Ranking Risks in the Risk Register 305 Quantifying Risk 305 Tools and Techniques for Perform Quantitative Risk Analysis 306 Perform Quantitative Risk Analysis Outputs 311 Developing a Risk Response Plan 312 Tools and Techniques for Plan Risk Responses 313 Plan Risk Responses Outputs 318 Understanding How This Applies to Your Next Project 323 Summary 324 Exam Essentials 325 Review Questions 326 Chapter 7 Planning Project Resources 331 Overview of the Project Procurement Management Knowledge Area 332 Procurement Planning 333 Plan Procurement Management Inputs 334 Tools and Techniques for Plan Procurement Management 339 Plan Procurement Management Outputs 341 Overview of the Project Resource Management Knowledge Area 348 Developing the Resource Management Plan 349 Plan Resource Management Inputs 349 Plan Resource Management Tools and Techniques 352 Plan Resource Management Outputs 354 Project Quality Management Knowledge Area Overview 357 Quality Planning 358 Plan Quality Management Inputs 358 Tools and Techniques for Plan Quality Management 360 Plan Quality Management Outputs 367
xviii Contents Bringing It All Together 370 Understanding How This Applies to Your Next Project 374 Summary 375 Exam Essentials 376 Review Questions 378 Chapter 8 Developing the Project Team 383 Directing and Managing Project Work 384 Direct and Manage Project Work Inputs 386 Tools and Techniques of Direct and Manage Project Work 387 Outputs of Direct and Manage Project Work 388 Acquiring the Project Team and Project Resources 392 Acquire Resources Inputs 393 Tools and Techniques of Acquire Resources 394 Outputs of Acquire Resources 395 Developing the Project Team 397 Tools and Techniques of Develop Team 398 Outputs of Develop Team 413 Managing Project Teams 416 Tools and Techniques for Managing Teams 417 Emotional Intelligence (Interpersonal and Team Skills) 420 PMIS 420 Managing Project Team Outputs 420 Implement Risk Responses 421 Understanding How This Applies to Your Next Project 424 Summary 425 Exam Essentials 426 Review Questions 427 Chapter 9 Conducting Procurements and Sharing Information 433 Conducting Procurements 435 Conduct Procurements Tools and Techniques 436 Conduct Procurements Outputs 442 Laying Out Quality Assurance Procedures 445 Inputs to Manage Quality 445 Manage Quality Tools and Techniques 446 Manage Quality Outputs 451 Manage Project Knowledge 452 Tools and Techniques to Manage Project Knowledge 453 Manage Project Knowledge Outputs 454 Managing Project Information 454 Tools and Techniques of Manage Communications 455 Outputs of Manage Communications 461
Contents xix Managing Stakeholder Engagement 463 Manage Stakeholder Engagement Inputs 463 Tools and Techniques for Manage Stakeholder Engagement 464 Manage Stakeholder Engagement Outputs 464 Understanding How This Applies to Your Next Project 468 Summary 469 Exam Essentials 470 Review Questions 472 Chapter 10 Measuring and Controlling Project Performance 477 Monitoring and Controlling Project Work 479 Monitor and Control Project Work Inputs 480 Monitor and Control Project Work Outputs 482 Controlling Procurements 484 Controlling Procurements Inputs 485 Control Procurements Tools and Techniques 487 Control Procurements Outputs 489 Monitoring Communications 492 Monitor Communications Inputs 493 Monitor Communications Tools and Techniques 494 Monitor Communications Outputs 496 Managing Perform Integrated Change Control 499 How Change Occurs 500 Change Control Concerns 500 Configuration Control 502 Change Control System 502 Perform Integrated Change Control Inputs, Tools and Techniques, and Outputs 506 Monitoring Stakeholder Engagement 508 Understanding How This Applies to Your Next Project 511 Summary 512 Exam Essentials 513 Review Questions 514 Chapter 11 Controlling Work Results 519 Monitoring and Controlling Risk 521 Monitor Risks Inputs 522 Monitor Risks Tools and Techniques 523 Monitor Risks Outputs 524 Controlling Cost Changes 526 Control Costs Inputs 526 Control Costs Tools and Techniques 527 Control Costs Outputs 537
xx Contents Monitoring and Controlling Schedule Changes 540 Control Schedule Inputs 541 Control Schedule Tools and Techniques 541 Control Schedule Outputs 543 Utilizing Control Quality Techniques 544 Control Quality Inputs 544 Control Quality Tools and Techniques 545 Control Quality Outputs 553 Validating Project Scope 554 Controlling Scope 555 Control Scope Inputs 555 Control Scope Tools and Techniques 556 Control Scope Outputs 556 Controlling Resources 557 Understanding How This Applies to Your Next Project 560 Summary 562 Exam Essentials 562 Review Questions 564 Chapter 12 Closing the Project and Applying Professional Responsibility 569 Formulating Project Closeout 571 Characteristics of Closing 572 Project Endings 572 Closing Out the Project 575 Administrative Closure Procedures 576 Close Project or Phase Inputs 577 Close Project or Phase Tools and Techniques 578 Close Project or Phase Outputs 578 Closing Out the Procurements 582 Celebrate! 582 Releasing Project Team Members 583 Balancing Stakeholders’ Interests at Project Close 583 Competing Needs 584 Dealing with Issues and Problems 584 Balancing Constraints 585 Professional Responsibility 587 Responsibility 587 Respect 590 Fairness 593 Honesty 596 Role Delineation Study 597
Contents xxi Applying Professional Knowledge 598 Project Management Knowledge 598 Education Providers 598 Industry Knowledge 599 Understanding How This Applies to Your Next Project 602 Summary 604 Exam Essentials 605 Review Questions 607 Appendix A Answers to Review Questions 613 Chapter 1: What is a Project? 614 Chapter 2: Creating the Project Charter 615 Chapter 3: Developing the Project Scope Statement 617 Chapter 4: Creating the Project Schedule 618 Chapter 5: Developing the Project Budget and Communicating the Plan 620 Chapter 6: Risk Planning 622 Chapter 7: Planning Project Resources 623 Chapter 8: Developing the Project Team 625 Chapter 9: Conducting Procurements and Sharing Information 626 Chapter 10: Measuring and Controlling Project Performance 628 Chapter 11: Controlling Work Results 629 Chapter 12: Closing the Project and Applying Professional Responsibility 631 Appendix B Process Inputs and Outputs 633 Initiating Processes 634 Planning Processes 636 Executing Processes 658 Monitoring and Controlling Processes 669 Closing Processes 681 Index 683
Introduction This book was designed for anyone thinking of taking the Project Management Professional (PMP® ) exam sponsored by the Project Management Institute (PMI® ). This certification is growing in popularity and demand in all areas of business. PMI® has experi- enced explosive growth in membership over the last few years, and more and more organi- zations are recognizing the importance of project management certification. Although this book is written primarily for those of you taking the PMP® exam, you can also use this book to study for the Certified Associate in Project Management (CAPM® ) exam. The exams are similar in style, and the information covered in this book will help you with either exam. This book has been updated to reflect the latest edition of A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition (PMI® , 2017). It assumes you have knowledge of general project management practices, although not necessarily specific to the PMBOK® Guide. It’s written so that you can skim through areas you are already familiar with, picking up the specific PMBOK® Guide terminol- ogy where needed to pass the exam. You’ll find that the project management processes and techniques discussed in this book are defined in such a way that you’ll recognize tasks you’ve always done and be able to identify them with the PMBOK® Guide process names or methodologies. PMI® offers the most recognized certification in the field of project management, and this book deals exclusively with its procedures and methods. Project management consists of many methods, each with its own terminology, tools, and procedures. If you’re familiar with another organized project management methodology, don’t assume you already know the PMBOK® Guide processes. I strongly recommend that you learn all of the processes— their key inputs, tools and techniques, and outputs. Take the time to memorize the key terms found in the Glossary as well. Sometimes just understanding the definition of a term will help you answer a question. It might be that you’ve always done that particular task or used the methodology described but called it by another name. Know the name of each process and its primary purpose. The process names, inputs, tools and techniques, outputs, and descrip- tions of the project management process groups and related materials and figures in this book are based on content from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition (PMI® , 2017).
xxiv Introduction What Is the PMP® Certification? PMI® is the leader and the most widely recognized organization in terms of promoting project management best practices. PMI® strives to maintain and endorse standards and ethics in this field and offers publications, training, seminars, chapters, special interest groups, and colleges to further the project management discipline. PMI® was founded in 1969 and first started offering the PMP® certification exam in 1984. PMI® is accredited as an American National Standards Institute (ANSI) standards developer and also has the distinction of being the first organization to have its certification program attain International Organization for Standardization (ISO) 9001 recognition. PMI® boasts a worldwide membership of more than 470,000, with members from 207 countries and territories around the globe. Local PMI® chapters meet regularly and allow project managers to exchange information and learn about new tools and techniques of project management or new ways to use established techniques. I encourage you to join a local chapter and get to know other professionals in your field. Why Become PMP® Certified? The following benefits are associated with becoming PMP® certified: ■ ■ It demonstrates proof of professional achievement. ■ ■ It increases your marketability. ■ ■ It provides greater opportunity for advancement in your field. ■ ■ It raises customer confidence in you and in your company’s services. Demonstrates Proof of Professional Achievement PMP® certification is a rigorous process that documents your achievements in the field of project management. The exam tests your knowledge of the disciplined approaches, meth- odologies, and project management practices as described in the PMBOK® Guide. You are required to have several years of experience in project management before sit- ting for the exam, as well as 35 hours of formal project management education. Your certification assures employers and customers that you are well grounded in project man- agement practices and disciplines. It shows that you have the hands-on experience and a mastery of the processes and disciplines to manage projects effectively and motivate teams to produce successful results. Increases Your Marketability Many industries are realizing the importance of project management and its role in the organization. They are also seeing that simply proclaiming a head technician to be a “proj- ect manager” does not make it so. Project management, just like engineering, information
Introduction xxv technology, and a host of other trades, has its own specific qualifications and skills. Certification tells potential employers that you have the skills, experience, and knowledge to drive successful projects and ultimately improve the company’s bottom line. A certification will always make you stand out above the competition. If you’re a PMP® credential holder and you’re competing against a project manager without certification, chances are you’ll come out as the top pick. As a hiring manager, all other things being equal, I will usually opt for the candidate who has certification over the candidate who doesn’t have it. Certification tells potential employers you have gone the extra mile. You’ve spent time studying techniques and methods as well as employing them in practice. It shows dedication to your own professional growth and enhancement and to adhering to and advancing professional standards. Provides Opportunity for Advancement PMP® certification displays your willingness to pursue growth in your professional career and shows that you’re not afraid of a little hard work to get what you want. Potential employers will interpret your pursuit of this certification as a high-energy, success-driven, can-do attitude on your part. They’ll see that you’re likely to display these same character- istics on the job, which will help make the company successful. Your certification displays a success-oriented, motivated attitude that will open up opportunities for future career advancements in your current field as well as in new areas you might want to explore. Raises Customer Confidence Just as the PMP® certification assures employers that you’ve got the background and expe- rience to handle project management, it assures customers that they have a competent, experienced project manager at the helm. Certification will help your organization sell customers on your ability to manage their projects. Customers, like potential employers, want the reassurance that those working for them have the knowledge and skills necessary to carry out the duties of the position and that professionalism and personal integrity are of utmost importance. Individuals who hold these ideals will translate their ethics and profes- sionalism to their work. This enhances the trust customers will have in you, which in turn will give you the ability to influence them on important project issues. How to Become PMP® Certified You need to fulfill several requirements in order to sit for the PMP® exam. PMI® has detailed the certification process quite extensively at its website. Go to www.pmi.org and click the Certifications tab to get the latest information on certification procedures and requirements.
xxvi Introduction As of this writing, you are required to fill out an application to sit for the PMP® exam. You can submit this application online at the PMI® website. You also need to document 35 hours of formal project management education. This might include college classes, seminars, work- shops, and training sessions. Be prepared to list the class titles, location, date, and content. In addition to filling out the application and documenting your formal project management training, there is one set of criteria you’ll need to meet to sit for the exam. The criteria in this set fall into two categories. You need to meet the requirements for only one of these categories: ■ ■ Category 1 is for those who have a baccalaureate degree. You’ll need to provide proof, via transcripts, of your degree with your application. In addition, you’ll need to com- plete verification forms—found at the PMI® website—that show 4,500 hours of project management experience that spans a minimum of three years. ■ ■ Category 2 is for those who do not have a baccalaureate degree but do hold a high school diploma or equivalent. You’ll need to complete verification forms documenting 7,500 hours of project management experience that spans a minimum of five years. As of this writing, the exam fee is $405 for PMI® members in good standing and $555 for non-PMI® members. Testing is conducted at Prometric testing centers. You can find a center near you on the Prometric center website, but you will not be able to schedule your exam until your application is approved by PMI® . You have one year from the time PMI® receives and approves your completed application to take the exam. You’ll need to bring two forms of identification, such as a driver’s license and a credit card in your name, with you to the Prometric testing center on the test day. You will not be allowed to take anything with you into the testing room and will be provided with a locker to store your personal belongings. You will be given a calculator, pencils, and scrap paper. You will turn in all scrap paper, including the notes and squiggles you’ve jotted during the test, to the center upon completion of the exam. The exam is scored immediately, so you will know whether you’ve passed at the con- clusion of the test. You’re given four hours to complete the exam, which consists of 200 randomly generated questions. Only 175 of the 200 questions are scored. Twenty-five of the 200 questions are “pretest” questions that will appear randomly throughout the exam. These 25 questions are used by PMI® to determine statistical information and to determine whether they can or should be used on future exams. You will receive a score of Proficient, Moderately Proficient, or Below Proficient for each exam domain, as well as a Pass or Fail score. Because PMI® uses psychometric analysis to determine whether you have passed the exam, a passing score is not published. The questions on the exam cover the five process groups and professional responsibility. You’ll answer questions on the following: ■ ■ Initiating ■ ■ Planning ■ ■ Executing ■ ■ Monitoring and Controlling ■ ■ Closing ■ ■ Professional Responsibility
Introduction xxvii Questions pertaining to professional responsibility on the exam will be intermixed with questions for all the process groups. You won’t see a sec- tion or set of questions devoted solely to professional responsibility, but you will need to understand all of the concepts in this area. I’ve devoted a good portion of the last chapter of this book to discussing professional responsibility topics. All unanswered questions are scored as wrong answers, so it benefits you to guess at an answer if you’re stumped on a question. After you’ve received your certification, you’ll be required to earn 60 professional devel- opment units (PDUs) every three years to maintain certification. Approximately one hour of structured learning translates to one PDU. The PMI® website details what activities constitute a PDU, how many PDUs each activity earns, and how to register your PDUs with PMI® to maintain your certification. As an example, attendance at a local chapter meeting earns one PDU. Who Should Buy This Book? If you are serious about passing the PMP® exam (or the CAPM® exam for that matter), you should buy this book and use it to study for the exam. This book is unique in that it walks you through the project processes from beginning to end, just as projects are performed in practice. When you read this book, you will benefit from the explanations of specific PMBOK® Guide processes and techniques coupled with real-life scenarios that describe how project managers in different situations handle problems and the various issues all project managers are bound to encounter during their careers. This study guide describes in detail the exam objective topics in each chapter and has attempted to cover all of the important project management concepts. Interactive Online Learning Environment and Test Bank The interactive online learning environment that accompanies PMP® Project Management Professional Exam Study Guide, Ninth Edition provides a test bank with study tools to help you prepare for the certification exam—and to increase your chances of passing it the first time! The test bank includes the following tools: Sample Tests All of the questions in this book are provided, including the Assessment Test, which you’ll find at the end of this Introduction, and the Chapter Tests that include the review questions at the end of each chapter. In addition, there are two Practice Exams.
xxviii Introduction flast.indd 02/10/2018 Page xxviii Use these questions to test your knowledge of the study guide material. The online test bank runs on multiple devices. Flashcards Questions are provided in digital flashcard format (a question followed by a single correct answer). You can use the flashcards to reinforce your learning and for last- minute test prep before the exam. Other Study Tools Several bonus study tools are included: Glossary The key terms from this book and their definitions are available as a fully searchable PDF. Bonus Questions Supplement the topics in the book with bonus questions that’ll help you test your knowledge and understanding of concepts. Audio Instruction and Review With over two hours of audio instruction, you can lis- ten to the author review essential concepts, helping you to increase your understanding and fine-tune critical skills. Go to http://www.wiley.com/go/sybextestprep to register and gain access to this interactive online learning environment and test bank with study tools. How to Use This Book and the Test Bank I’ve included several study tools, both in the book and in the test bank at http://www.wiley.com/go/sybextestprep. Following this Introduction is an assessment test that you can use to check your readiness for the actual exam. Take this test before you start reading the book. It will help you identify the areas you may need to brush up on. The answers to the assessment test appear after the last question of the test. Each answer includes an explanation and a note telling you in which chapter this material appears. Exam Essentials appear at the end of every chapter to highlight the topics you’ll most likely find on the exam and help you focus on the most important material covered in the chapter so that you’ll have a solid understanding of those concepts. However, it isn’t pos- sible to predict what questions will be covered on your particular exam, so be sure to study everything in the chapter. Like the exam itself, this study guide is organized in terms of process groups and the natural sequence of events a project goes through in its life cycle. This is in contrast to other study guides, where material is organized by Knowledge Area (Human Resource Management, Communications Management, and so on); such organization can make mapping the pro- cesses in each Knowledge Area to process groups confusing when you’re studying for the exam.
Introduction xxix Review questions are also provided at the end of every chapter. You can use them to gauge your understanding of the subject matter before reading the chapter and to point out the areas in which you need to concentrate your study time. As you finish each chapter, answer the review questions and then check to see whether your answers are right—the correct answers appear in Appendix A. You can go back to reread the section that deals with each question you got wrong to ensure that you answer the question cor- rectly the next time you are tested on the material. If you can answer at least 80 percent of the review questions correctly, you can probably feel comfortable moving on to the next chapter. If you can’t answer that many correctly, reread the chapter, or the section that seems to be giving you trouble, and try the questions again. You’ll also find more than 200 flashcard questions on the website for on-the-go review. Don’t rely on studying the review questions exclusively as your study method. The questions you’ll see on the exam will be different from the questions presented in the book. There are 200 randomly generated questions on the PMP® exam and 150 on the CAPM® , so it isn’t possible to cover every potential exam question in the review questions section of each chapter. Make sure you understand the concepts behind the mate- rial presented in each chapter and memorize all the formulas as well. In addition to the assessment test and the review questions, you’ll find bonus exams online. Take these practice exams just as if you were actually taking the exam (that is, without any reference material). When you have finished the first exam, move on to the next exam to solidify your test-taking skills. If you get more than 85 percent of the answers correct, you’re ready to take the real exam. Finally, you will notice various Real-World Scenario sidebars throughout each chapter. They are designed to give you insight into how the various processes and topic areas apply to real-world situations. The Exam Objectives Behind every certification exam, you can be sure to find exam objectives—the broad topics in which the exam developers want to ensure your competency. PMP® exam objectives are listed at the beginning of every chapter in this book. Exam objectives are subject to change at any time without prior notice and at the sole discretion of PMI® . Please visit the Certifications page of PMI® ’s website, www.pmi.org, for the most current listing of exam objectives.
xxx Introduction How to Contact the Author I welcome your feedback about this book or about books you’d like to see from me in the future. You can reach me at Kim.Heldman@gmail.com. For more information about my work, please visit my website at KimHeldman.com. PMP® : Project Management Professional Exam Study Guide, 9th Edition Updated for the 2018 Exam Exam Objectives Objective Chapter Performance Domain I: Initiating Task 1: Perform project assessment based on available information, lessons learned from previous projects, and meetings with relevant stakeholders in order to support evaluation of the feasibility of new products or services within the given assumptions and/or constraints. 2 Task 2: Identify key deliverables based on the business requirements in order to manage customer expectations and direct the achievement of project goals. 2 Task 3: Perform stakeholder analysis using appropriate tools and techniques in order to align expectations and gain support for the project. 2 Task 4: Identify high-level risks, assumptions, and constraints based on the current environment, organizational factors, historical data, and expert judgment, in order to propose an implementation strategy. 2 Task 5: Participate in the development of the project charter by compiling and analyzing gathered information in order to ensure project stakeholders are in agreement on its elements. 2 Task 6: Obtain project charter approval from the sponsor, in order to formalize the authority assigned to the project manager and gain commitment and acceptance for the project. 2 Task 7: Conduct benefit analysis with relevant stakeholders to validate project alignment with organizational strategy and expected business value. 2
Introduction xxxi Objective Chapter Task 8: Inform stakeholders of the approved project charter to ensure common understanding of the key deliverables, milestones, and their roles and responsibilities. 2 Performance Domain II: Planning Task 1: Review and assess detailed project requirements, constraints, and assumptions with stakeholders based on the project charter, lessons learned, and by using requirement gathering techniques in order to establish detailed project deliverables. 3 Task 2: Develop a scope management plan, based on the approved project scope and using scope management techniques, in order to define, maintain, and manage the scope of the project. 3 Task 3: Develop the cost management plan based on the project scope, schedule, resources, approved project charter and other information, using estimating techniques, in order to manage project costs. 5 Task 4: Develop the project schedule based on the approved project deliverables and milestones, scope, and resource management plans in order to manage timely completion of the project. 4 Task 5: Develop the human resource management plan by defining the roles and responsibilities of the project team members in order to create a project organizational structure and provide guidance regarding how resources will be assigned and managed. 7 Task 6: Develop the communications management plan based on the project organizational structure and stakeholder requirements, in order to define and manage the flow of project information. 5 Task 7: Develop the procurement management plan based on the project scope, budget, and schedule, in order to ensure that the required project resources will be available. 7 Task 8: Develop the quality management plan and define the quality standards for the project and its products, based on the project scope, risks, and requirements, in order to prevent the occurrence of defects and control the cost of quality. 7 Task 9: Develop the change management plan by defining how changes will be addressed and controlled in order to track and manage change. 3 Task 10: Plan for risk management by developing a risk management plan; identifying, analyzing, and prioritizing project risks; creating the risk register; and defining risk response strategies in order to manage uncertainty and opportunity throughout the project life cycle. 6
xxxii Introduction Objective Chapter Task 11: Present the project management plan to the relevant stakeholders according to applicable policies and procedures in order to obtain approval to proceed with project execution. 7 Task 12: Conduct kickoff meeting, communicating the start of the project, key milestones, and other relevant information in order to inform and engage stakeholders and gain commitment. 3 Task 13: Develop the stakeholder management plan by analyzing needs, interests, and potential impact in order to effectively manage stakeholders’ expectations and engage them in project decisions. 5 Performance Domain III: Executing Task 1: Acquire and manage project resources by following the human resource and procurement management plans in order to meet project requirements. 8, 9 Task 2: Manage task execution based on the project management plan by leading and developing the project team in order to achieve project deliverables. 8, 9 Task 3: Implement the quality management plan using the appropriate tools and techniques in order to ensure that work is performed in accordance with required quality standards. 9 Task 4: Implement approved changes and corrective actions by following the change management plan in order to meet project requirements. 9 Task 5: Implement approved actions by following the risk management plan in order to minimize the impact of the risks and take advantage of opportunities on the project. 8 Task 6: Manage the flow of information by following the communications plan in order to keep stakeholders engaged and informed. 9 Task 7: Maintain stakeholder relationships by following the stakeholder management plan in order to receive continued support and manage expectations. 9 Performance Domain IV: Monitoring and Controlling Task 1: Measure project performance using appropriate tools and techniques in order to identify and quantify any variances and corrective actions. 10, 11 Task 2: Manage changes to the project by following the change management plan in order to ensure that project goals remain aligned with business needs. 10 Task 3: Verify that project deliverables conform to the quality standards established in the quality management plan by using appropriate tools and techniques to meet project requirements and business needs. 11
Introduction xxxiii Objective Chapter Task 4: Monitor and assess risk by determining whether exposure has changed and evaluating the effectiveness of response strategies in order to manage the impact of risks and opportunities to the project. 11 Task 5: Review the issue log, update if necessary, and determine corrective actions by using appropriate tools and techniques in order to minimize the impact on the project. 11 Task 6: Capture, analyze, and manage lessons learned using lessons learned management techniques in order to enable continuous improvement. 10, 11 Task 7: Monitor procurement activities according to the procurement plan in order to verify compliance with project objectives. 10 Performance Domain V: Closing Task 1: Obtain final acceptance of the project deliverables from relevant stakeholders in order to confirm that project scope and deliverables were achieved. 12 Task 2: Transfer the ownership of deliverables to the assigned stakeholders in accordance with the project plan in order to facilitate project closure. 12 Task 3: Obtain financial, legal, and administrative closure using generally accepted practices and policies in order to communicate formal project closure and ensure transfer of liability. 12 Task 4: Prepare and share the final project report according to the communications management plan in order to document and convey project performance and assist in project evaluation. 12 Task 5: Collate lessons learned that were documented throughout the project and conduct a comprehensive project review in order to update the organization’s knowledge base. 12 Task 6: Archive project documents and materials using generally accepted practices in order to comply with statutory requirements and for potential use in future projects and audits. 12 Task 7: Obtain feedback from relevant stakeholders using appropriate tools and techniques and based on the stakeholder management plan in order to evaluate their satisfaction. 12 Exam objectives are subject to change at any time without prior notice and at PMI® ’s sole discretion. Please visit PMI® ’s website (www.pmi.org) for the most current listing of exam objectives.
Assessment Test 1. The project sponsor has approached you with a dilemma. At the annual stockholders meet- ing, the CEO announced that the project you’re managing will be completed by the end of this year. The problem is that this is six months prior to the scheduled completion date. It’s too late to go back and correct her mistake, and now stockholders expect implementation by the announced date. You must speed up the delivery date of this project. Your primary constraint before this occurred was the budget. Choose the best action from the options listed to speed up the project. A. Hire more resources to get the work completed faster. B. Ask for more money so that you can contract out one of the phases you had planned to do with in-house resources. C. Utilize negotiation and influencing skills to convince the project sponsor to speak with the CEO and make a correction to her announcement. D. Examine the project management plan to see whether there are any phases that can be fast tracked, and then revise the project management plan to reflect the compression of the schedule. 2. These types of dependencies can create arbitrary total float values and limit your schedul- ing options. A. Discretionary B. External C. Mandatory D. Hard logic 3. Project managers spend what percentage of their time communicating? A. 90 B. 85 C. 75 D. 50 4. Which of the following is not another term for inspections? A. Reviews B. Assessment C. Walkthrough D. Audits
Assessment Test xxxv 5. The primary function of the Closing processes is to perform all of the following except which one? A. Formalize lessons learned and distribute this information to project participants. B. Complete all activities associated with closing out the project. C. Validate the deliverables are complete and accurate. D. Ensure all project work is complete and accurate. 6. During your project meeting, a problem was discussed, and a resolution to the problem was reached. During the meeting, the participants started wondering why they thought the problem was such a big issue. Sometime after the meeting, you received an email from one of the meeting participants saying they’ve changed their mind about the solution reached in the meeting and need to resurface the problem. The solution reached during the initial proj- ect meeting is a result of which of the following conflict resolution techniques? A. Collaborate B. Forcing C. Smoothing D. Storming 7. What are decision models? A. Project selection criteria B. Project selection methods C. Project selection committees D. Project resource and budget selection methods 8. You’ve been assigned as a project manager on a research and development project for a new dental procedure. You’re working in the Project Scope Management Knowledge Area. What is the purpose of the scope management plan? A. The scope management plan describes and documents a scope baseline to help make future project decisions. B. The scope management plan decomposes project deliverables into smaller units of work. C. The scope management plan describes how project scope will be developed and how scope changes will be managed. D. The scope management plan describes how cost and time estimates will be developed for project scope changes. 9. Which of the following statements regarding Ishikawa diagrams in the Identify Risks pro- cess is not true? A. Ishikawa diagrams are also called cause-and-effect diagrams. B. Ishikawa diagrams are also called fishbone diagrams. C. Ishikawa diagrams are part of the diagramming tool and technique of this process. D. Ishikawa diagrams show the steps needed to identify the risk.
xxxvi Assessment Test 10. Which of the following lists the outputs of the Perform Integrated Change Control process? A. Approved change requests, work performance information, project management plan updates (any component), project documents updates (change log) B. Approved change requests, project management plan updates (any component), project documents updates (change log), enterprise environmental factors updates C. Approved change requests, project management plan updates (any component), project documents updates (change log) D. Approved change requests, project management plan updates (any component), project documents updates (change log), organizational process assets updates 11. What is one of the most important skills a project manager can have? A. Negotiation skills B. Influencing skills C. Communication skills D. Business skills 12. All of the following are a type of project ending except for which one? A. Extinction B. Starvation C. Desertion D. Addition 13. You are the project manager for a construction company that is building a new city and county office building in your city. Your CCB recently approved a scope change. You know that scope change might come about as a result of all of the following except which one? A. Schedule revisions B. Product scope change C. Changes to the agreed-on WBS D. Changes to the project requirements 14. You are the project manager for Xylophone Phonics. It produces children’s software pro- grams that teach basic reading and math skills. You’re performing cost estimates for your project and don’t have a lot of details yet. Which of the following techniques should you use? A. Analogous estimating techniques, because this is a form of expert judgment that uses historical information from similar projects B. Bottom-up estimating techniques, because this is a form of expert judgment that uses historical information from similar projects C. Monte Carlo analysis, because this is a modeling technique that uses simulation to determine estimates D. Parametric modeling, because this is a form of simulation used to determine estimates
Assessment Test xxxvii 15. Project managers have the highest level of authority and the most power in which type of organizational structure? A. Project-oriented B. Simple C. Functional D. Hybrid 16. This process is concerned with determining the engagement levels of the stakeholders. A. Plan Communications Management B. Manage Communications C. Plan Stakeholder Engagement D. Manage Stakeholder Engagement 17. All of the following statements are true regarding risk events except which one? A. Project risks are uncertain events. B. If risks occur, they can have a positive or negative effect on project objectives. C. Unknown risks can be threats to the project objectives, and nothing can be done to plan for them. D. Risks that have more perceived rewards to the organization than consequences should be accepted. 18. Which of the following describes the key focus or purpose of the Manage Project Knowl- edge process? A. Gathering, creating, storing, distributing, retrieving, and disposing of project information B. Managing communications, resolving issues, engaging others on the project, managing expectations, improving project performance by implementing requested changes, and managing concerns in anticipation of potential problems C. Sharing organizational and project knowledge and creating new knowledge that can be shared in the future D. Performing systematic activities to determine which processes should be used to achieve the project requirements, and to ensure that activities and processes are per- formed efficiently and effectively 19. You are the project manager for Xylophone Phonics. This company produces children’s software programs that teach basic reading and math skills. You are ready to assign project roles, responsibilities, and reporting relationships. On which project Planning process are you working? A. Estimate Activity Resources B. Plan Resource Management C. Acquire Resources D. Plan Organizational Resources
xxxviii Assessment Test 20. You know that PV = 470, AC = 430, EV = 460, EAC = 500, and BAC = 525. What is VAC? A. 65 B. 20 C. 25 D. 30 21. You are a project manager who has recently held a project team kickoff meeting where all the team members were formally introduced to each other. Some of the team members know each other from other projects and have been working with you for the past three weeks. Which of the following statements is not true? A. Team building improves the knowledge and skills of team members. B. Team building builds feelings of trust and agreement among team members, which can improve morale. C. Team building can create a dynamic environment and cohesive culture to improve pro- ductivity of both the team and the project. D. Team building occurs throughout the life of the project and can establish clear expec- tations and behaviors for project team members, leading to increased productivity. 22. You are a project manager for the Swirling Seas Cruises food division. You’re considering two different projects regarding food services on the cruise lines. The initial cost of Project Fish’n for Chips will be $800,000, with expected cash inflows of $300,000 per quarter. Project Picnic’s payback period is six months. Which project should you recommend? A. Project Fish’n for Chips, because its payback period is two months shorter than Project Picnic’s B. Project Fish’n for Chips, because the costs on Project Picnic are unknown C. Project Picnic, because Project Fish’n for Chips’s payback period is four months longer than Project Picnic’s D. Project Picnic, because Project Fish’n for Chips’s payback period is two months longer than Project Picnic’s 23. Which of the following compression techniques increases risk? A. Crashing B. Resource leveling C. Fast tracking D. Lead and lag 24. Name the ethical code you’ll be required to adhere to as a PMP® credential holder. A. Project Management Policy and Ethics Code B. PMI® Standards and Ethics Code of Conduct C. Project Management Code of Professional Ethics D. PMI® Code of Ethics and Professional Conduct
Assessment Test xxxix 25. You have been assigned to a project that will allow job seekers to fill out applications and submit them via the company website. You report to the VP of human resources. You are also responsible for screening applications for the information technology division and setting up interviews. The project coordinator has asked for the latest version of your changes to the online application page for his review. Which organizational structure do you work in? A. Functional organization B. Weak matrix organization C. Virtual organization D. Balanced matrix organization 26. You are the project manager for Lucky Stars Candies. You’ve identified the requirements for the project and documented them where? A. In the requirements documentation, which will be used as an input to the Create WBS process B. In the project scope statement, which is used as an input to the Create WBS process C. In the product requirements document, which is an output of the Define Scope process D. In the project specifications document, which is an output of the Define Scope process 27. What is the purpose of the project charter? A. To recognize and acknowledge the project sponsor B. To recognize and acknowledge the existence of the project and commit organizational resources to the project C. To acknowledge the existence of the project team, project manager, and project sponsor D. To describe the selection methods used to choose this project over its competitors 28. Which of the following are tools and techniques of the Identify Stakeholders process? A. Expert judgment, data gathering, data analysis, data representation, and meetings B. Expert judgment, stakeholder analysis, data representation, and meetings C. Stakeholder analysis and expert judgment D. Data representation, stakeholder management strategy, expert judgment, and meetings 29. You are a project manager working on a software development project. You’ve developed the risk management plan, identified risks, and determined risk responses for the risks. A risk event occurs, and you implement the response. Then, another risk event occurs as a result of the response you implemented. What type of risk is this? A. Trigger risk B. Residual risk C. Secondary risk D. Mitigated risk
xl Assessment Test 30. You are working on a project that will upgrade the phone system in your customer service center. You have considered using analogous estimating, parametric estimating, bottom-up estimating, and three-point estimating to determine activity costs. Which process does this describe? A. Estimating Activity Resources B. Estimate Costs C. Determine Budget D. Estimating Activity Costs 31. Failure costs are also known as which of the following? A. Internal costs B. Cost of poor quality C. Cost of keeping defects out of the hands of customers D. Prevention costs 32. Feeding buffers and the project buffer are part of which of the following Develop Schedule tool and technique? A. Critical path method B. Schedule network analysis C. Applying leads and lags D. Critical chain method 33. You are working on a project that will upgrade the phone system in your customer service center. You have used bottom-up estimating techniques to assign costs to the project activi- ties and have determined the cost baseline. Which of the following statements is true? A. You have completed the Estimate Cost process and now need to complete the Deter- mine Budget process to develop the project’s cost baseline. B. You have completed the Estimate Cost process and established a cost baseline to mea- sure future projects against. C. You have completed the Determine Budget process and now need to complete the Schedule Development process to establish a project baseline to measure future project performance against. D. You have completed the Determine Budget process, and the cost baseline will be used to measure future project performance. 34. Each of the following options describes an element of the Develop Project Management Plan process except for which one? A. Project charter B. Outputs from other planning processes C. Configuration management system D. Organizational process assets
Assessment Test xli 35. There are likely to be team loyalty issues in a matrixed environment. All of the following are true regarding this situation as it pertains to the Manage Team process except for which one? A. Two of the tools and techniques you might use to manage these relationships effectively are communications methods and conflict management. B. In this type of structure, team members report to both a functional manager and a project manager. Both managers should have input to the project performance appraisal for all team members, which is a tool and technique of this process. C. The project manager is generally responsible for managing team members’ relationships. D. The effective management of these reporting relationships is often a critical success factor for the project. 36. Monte Carlo analysis can help predict the impact of risks on project deliverables. It is an element of one of the tools and techniques of one of the following processes. The other tools and techniques of this process include sensitivity analysis, decision tree analysis, and influ- ence diagrams. A. Plan Risk Responses B. Perform Quantitative Risk Analysis C. Identify Risks D. Perform Qualitative Risk Analysis 37. Which of the following statements regarding configuration management is not true? A. Configuration management involves managing changes to the project baselines. B. Change control systems are a subset of the configuration management system. C. Configuration management focuses on the specifications of the deliverables of the project. D. Configuration management validates and improves the project by evaluating the impact of each change. 38. Which performance measurement tells you what the projected total cost of the project will be at completion? A. ETC B. EV C. AC D. EAC 39. Which of the following contracts should you use for projects that have a degree of uncer- tainty and require a large investment early in the project life cycle? A. Fixed price B. Cost reimbursable C. Lump sum D. T&M
xlii Assessment Test 40. According to the PMBOK® Guide, the project manager is identified and assigned during which process? A. During the Develop Project Charter process B. At the conclusion of the Develop Project Charter process C. Prior to beginning the Planning processes D. Prior to beginning the Define Scope process 41. All of the following are tools and techniques of the Close Project or Phase process except for which one? A. Records management systems B. Expert judgment C. Data analysis D. Meetings 42. The inputs of the Monitor Communications process include all of the following except for which one? A. Project management plan B. Project documents C. Enterprise environmental factors D. Work performance information 43. All of the following statements are true regarding risks except for which one? A. Risks might be threats to the objectives of the project. B. Risks are certain events that may be threats or opportunities to the objectives of the project. C. Risks might be opportunities to the objectives of the project. D. Risks have causes and consequences. 44. Which performance measurement tells you the cost of the work that has been authorized and budgeted for a WBS component? A. PV B. EV C. AC D. EVM 45. Which of the following statements is true regarding the Project Management Knowledge Areas? A. They include Initiation, Planning, Executing, Monitoring and Controlling, and Closing. B. They consist of 10 areas that bring together processes that have things in common. C. They consist of five processes that bring together phases of projects that have things in common. D. They include Planning, Executing, and Monitoring and Controlling processes because these three processes are commonly interlinked.
Assessment Test xliii 46. You have just prepared an RFP for release. Your project involves a substantial amount of contract work detailed in the RFP. Your favorite vendor drops by and offers to give you and your spouse the use of their company condo for your upcoming vacation. It’s located in a beautiful resort community that happens to be one of your favorite places to go for a get- away. What is the most appropriate response? A. Thank the vendor, but decline the offer because you know this could be considered a conflict of interest. B. Thank the vendor, and accept. This vendor is always offering you incentives like this, so this offer does not likely have anything to do with the recent RFP release. C. Thank the vendor, accept the offer, and immediately tell your project sponsor so they’re aware of what you’re doing. D. Thank the vendor, but decline the offer because you’ve already made another arrange- ment for this vacation. Ask them whether you can take a rain check and arrange another time to use the condo. 47. What are the Define Scope process tools and techniques? A. Cost–benefit analysis, scope baseline, expert judgment, and facilitated workshops B. Product analysis, alternatives generation, and expert judgment C. Product analysis, alternatives generation, expert judgment, and facilitated workshops D. Data analysis, decision making, interpersonal and team skills, product analysis, and expert judgment 48. You are the project manager for Heartthrobs by the Numbers Dating Services. You’re working on an updated Internet site that will display pictures as well as short bios of pro- spective heartbreakers. You have your activity list and resource requirements in hand and are planning to use parametric estimates and reserve analysis to determine activity dura- tions. Which of the following statements is true? A. You are using inputs from the Estimate Activity Duration process. B. You are using tools and techniques of the Estimate Cost process. C. You are using tools and techniques of the Estimate Activity Durations process. D. You are using inputs of the Estimate Costs process. 49. Your team is developing the risk management plan. Which tool and technique of this pro- cess is used to develop risk cost elements and schedule activities that will be included in the project budget and schedule? A. Meetings B. Data analysis C. Information gathering techniques D. Risk data quality assessment 50. What type of organization experiences the least amount of stress during project closeout? A. Project-oriented B. Functional C. Weak matrix D. Strong matrix
xliv Assessment Test 51. You are the project manager for Xylophone Phonics. It produces children’s software pro- grams that teach basic reading and math skills. You are performing the Plan Quality Management process and are identifying operational definitions. Which of the following does this describe? A. The quality metrics B. The quality management plan C. The project documents update D. The cost of quality 52. You need to convey some very complex, detailed information to the project stakeholders. What is the best method for communicating this kind of information? A. Verbal B. Vertical C. Horizontal D. Written 53. You are the project manager for Heartthrobs by the Numbers Dating Services. You’re working on an updated Internet site that will display pictures as well as short bios of pro- spective heartbreakers. You’ve just completed your project team assignments including the project team directory, and you published the resource calendar. Which process are you in? A. Plan Resource Management B. Manage Team C. Develop Team D. Acquire Resources 54. You are a project manager for Waterways Houseboats, Inc. You’ve been asked to perform a cost–benefit analysis for two proposed projects. Project A costs $2.4 million, with potential benefits of $12 million and future operating costs of $3 million. Project B costs $2.8 mil- lion, with potential benefits of $14 million and future operating costs of $2 million. Which project should you recommend? A. Project A, because the cost to implement it is cheaper than with Project B B. Project A, because the potential benefits plus the future operating costs are less in value than the same calculation for Project B C. Project B, because the potential benefits minus the implementation and future operat- ing costs are greater in value than the same calculation for Project A D. Project B, because the potential benefits minus the costs to implement are greater in value than the same calculation for Project A 55. These diagrams rank-order factors for corrective action by frequency of occurrence. They are also a type of histogram. A. Control charts B. Process flowcharts
Assessment Test xlv C. Scatter diagrams D. Pareto diagrams 56. You are a project manager working in a foreign country. You observe that some of your project team members are having a difficult time adjusting to the new culture. You provided them with training on cultural differences and the customs of this country before they arrived, but they still seem uncomfortable and disoriented. Which of the following state- ments is true? A. This is the result of working with teams of people from two different countries. B. This condition is known as culture shock. C. This is the result of jet lag and travel fatigue. D. This condition is known as global culturalism. 57. Your project involves the research and development of a new food additive. You’re ready to release the product to your customer when you discover that a minor reaction might occur in people with certain conditions. The reactions to date have been very minor, and no known long-lasting side effects have been noted. As project manager, what should you do? A. Do nothing because the reactions are so minor that very few people will be affected. B. Inform the customer that you’ve discovered this condition and tell them you’ll research it further to determine its impacts. C. Inform your customer that there is no problem with the additive except for an extremely small percentage of the population and release the product to them. D. Tell the customer you’ll correct the reaction problems in the next batch, but you’ll release the first batch of product to them now to begin using. 58. You are performing alternatives analysis as part of the Define Scope process. Which of the following options is not true? A. Alternatives analysis is a component of the data analysis tool and technique. B. Alternatives analysis is used in the Plan Scope Management process and the Define Scope process. C. Alternatives analysis involves unanimity, plurality, majority, and autocratic voting methods. D. Brainstorming and lateral thinking are types of alternative analysis. 59. The project manager has the greatest influence over quality during which process? A. Plan Quality Management B. Manage Quality C. Control Quality D. Monitor Quality
xlvi Assessment Test 60. You are the project manager for a construction company that is building a new city and county office building in your city. You recently looked over the construction site to deter- mine whether the work to date conformed to the requirements and quality standards. Which tool and technique of the Control Quality process were you using? A. Defect repair review B. Inspection C. Sampling D. Quality audit 61. All of the following statements are true of the project Closing process group except for which one? A. Probability for success is greatest in the project Closing process group. B. The project manager’s influence is greatest in the project Closing process group. C. The stakeholders’ influence is least in the project Closing process group. D. Risk occurrence is greatest in the project Closing process group. 62. You are refining the product description for your company’s new line of ski boots. Which of the following statements is true? A. You are in the Initiating processes of your project and know that the product descrip- tion will contain more detail in this stage and that a decreasing amount of detail will be added to it as the project progresses. B. You are in the Planning processes of your project and know that the product descrip- tion will contain less detail in this stage and greater detail as the project progresses. C. You are in the Planning processes of your project and know that the product descrip- tion should contain the most detail possible at this stage because this is critical infor- mation for the Planning process. D. You are in the Initiating processes of your project and know that the product descrip- tion will contain less detail in this stage and greater detail as the project progresses. 63. Every status meeting should have time allotted for reviewing risks. Which of the following sentences is not true? A. Risk identification and monitoring should occur throughout the life of the project. B. Risk audits are performed during the Monitoring and Controlling phase of the project. C. Risks should be monitored for their status and to determine whether the impacts to the objectives have changed. D. Technical performance measurement variances may indicate that a risk is looming and should be reviewed at status meetings. 64. The business need or demand that brought about the project, high-level scope description, analysis of the problem or opportunity the project presents, recommendation, and an evalu- ation statement together describe elements of which of the following? A. Organizational process assets B. The feasibility study
Assessment Test xlvii C. The business case D. The project charter 65. Which of the following statements is true regarding constraints and assumptions? A. Constraints restrict the actions of the project team, and assumptions are considered true for planning purposes. B. Constraints are considered true for planning purposes, and assumptions limit the options of the project team. C. Constraints consider vendor availability and resource availability to be true for plan- ning purposes. Assumptions limit the project team to work within predefined budgets or timelines. D. Constraints and assumptions are inputs to the Initiation process. They should be docu- mented because they will be used throughout the project Planning process. 66. People are motivated by the need for achievement, power, or affiliation according to which theory? A. Expectancy Theory B. Achievement Theory C. Contingency Theory D. Theory X 67. As a result of a face-to-face meeting you recently had to discuss the items in your issue log, you have resolved issues, managed expectations, and come away with an action plan that will improve project performance and will also require an update to the communications management plan (part of the project management plan). Which process does this describe? A. Manage Stakeholder Engagement B. Monitor Communications C. Manage Project Communications D. Manage Project Team 68. You’ve just completed the WBS. Which of the following statements is true? A. The WBS breaks the project deliverables down to a level where alternatives identifica- tion can be used to determine how level-two assignments should be made. B. The WBS breaks the project deliverables down to a level where project constraints and assumptions can be identified easily. C. The WBS breaks the project deliverables down to the work package level, where prod- uct analysis can be documented. D. The WBS breaks the project deliverables down to the work package level, where cost and time estimates can be easily determined.
xlviii Assessment Test 69. As a PMP® credential holder, one of your responsibilities is to ensure integrity on the proj- ect. When your personal interests are put above the interests of the project or when you use your influence to cause others to make decisions in your favor without regard for the proj- ect outcome, this is considered which of the following? A. Conflict of interest B. Using professional knowledge inappropriately C. Culturally unacceptable D. Personal conflict issue 70. Which of the following describes the Executing process group? A. Project plans are put into action. B. Project performance measurements are taken and analyzed. C. Project plans are developed. D. Project plans are published. 71. Which of the following statements regarding the ADM method is not true? A. The ADM method can be used as a tool and technique when sequencing activities. B. The ADM method uses one time estimate to determine durations. C. The ADM method is also called AOA. D. The ADM method is rarely used today. 72. You are a project manager working on gathering requirements and establishing estimates for the project. Which process group are you in? A. Planning B. Executing C. Initiating D. Monitoring and Controlling 73. According to the PMBOK® Guide, which of the following names all the components of an interactive communication model? A. Encode, transmit, decode B. Encode, transmit, decode, acknowledge, feedback/response C. Encode, transmit, decode, feedback/response D. Encode, transmit, acknowledge, decode 74. Who is responsible for performing and managing project integration when using an Agile project management approach? A. Team members B. Product owner C. Scrum master D. Project manager
Assessment Test xlix 75. These types of meetings are associated with the Agile project management methodologies. They occur at the beginning of an iteration. Team members choose items from the backlog list to work on during the iteration. What is this meeting called? A. Iteration planning meeting B. Sprint planning meeting C. Retrospective planning meeting D. Daily standup planning meeting 76. Which of the following processes assesses the likelihood of risk occurrences and their con- sequences using a numerical rating? A. Perform Qualitative Risk Analysis B. Identify Risks C. Perform Quantitative Risk Analysis D. Plan Risk Responses 77. The Plan Procurement process applies evaluation criteria to bids and proposals and selects a vendor. It also uses independent estimates to compare vendor prices. This is also known as which of the following? A. Independent comparisons B. Analytical techniques C. Should cost estimates D. Expert judgment
Answers to Assessment Test 1. D. Fast tracking is the best answer in this scenario. Budget was the original constraint on this project, so it’s unlikely the project manager would get more resources to assist with the project. The next best thing is to compress phases to shorten the project duration. For more information, please see Chapter 1. 2. A. Discretionary dependencies can create arbitrary total float values, and they can also limit scheduling options. For more information, please see Chapter 4. 3. A. Project managers spend about 90 percent of their time communicating through status meetings, team meetings, email, verbal communications, and so on. For more information, please see Chapter 9. 4. B. Inspections are also called reviews, peer reviews, walkthrough, and audits. For more information, please see Chapter 11. 5. C. The deliverables are validated and accepted during the Control Scope process. For more information, please see Chapter 12. 6. C. The smoothing technique (also known as accommodate) does not usually result in a permanent solution. The problem is downplayed to make it seem less important than it is, which makes the problem tend to resurface later. For more information, please see Chapter 8. 7. B. Decision models are project selection methods that include benefit measurement methods and mathematical models. For more information, please see Chapter 2. 8. C. The scope management plan outlines how project scope will be managed and how scope changes will be incorporated into the project. For more information, please see Chapter 3. 9. D. Cause-and-effect diagrams—also called Ishikawa or fishbone diagrams—show the relationship between the effects of problems and their causes. Kaoru Ishikawa developed cause-and-effect diagrams. For more information, please see Chapter 9. 10. C. The outputs of this process are Approved change requests, project management plan updates (any component), and project documents updates (change log). For more information, please see Chapter 10. 11. C. Negotiation, influencing, and business skills are all important for a project manager to possess. However, good communication skills are the most important skills a project manager can have. For more information, please see Chapter 1. 12. C. The four types of project endings are addition, integration, starvation, and extinction. For more information, please see Chapter 12. 13. A. Scope changes will cause schedule revisions, but schedule revisions do not change the project scope. Project requirements are part of the project scope statement; therefore, scope change might come about as a result of changes to the project requirements, as stated in Option D. For more information, please see Chapter 11.
Answers to Assessment Test li 14. A. Analogous estimating—also called top-down estimating—is a form of expert judgment. Analogous estimating can be used to estimate cost or time and considers historical information from previous, similar projects. For more information, please see Chapter 4. 15. A. Project managers have the highest level of power and authority in a project-oriented organization. They also have high levels of power and authority in a strong matrix organization. For more information, please see Chapter 1. 16. C. Plan Stakeholder Engagement is concerned with determining the engagement levels of the stakeholders, understanding their needs and interests, and understanding how they might impact the project or how the project may impact them. For more information, please see Chapter 5. 17. C. Unknown risks might be threats or opportunities to the project, and the project manager should set aside contingency reserves to deal with them. For more information, please see Chapter 6. 18. C. Sharing knowledge and creating knowledge are the focus of this process. Option A describes the Manage Communications process, Option B describes the Manage Stakeholder Engagement process, and Option D describes the Manage Quality process. For more information, please see Chapter 9. 19. B. The Plan Resource Management process identifies project resources, documents roles and responsibilities of project team members, and documents reporting relationships. For more information, please see Chapter 7. 20. C. VAC is calculated this way: VAC = BAC – EAC. Therefore, 525 – 500 = 25. For more information, please see Chapter 11. 21. D. Team building does occur throughout the life of the project, but ground rules are what establish clear expectations and behaviors for project team members. For more information, please see Chapter 8. 22. D. The payback period for Project Fish’n for Chips is eight months. This project will receive $300,000 every three months, or $100,000 per month. The $800,000 will be paid back in eight months. For more information, please see Chapter 2. 23. C. Fast tracking is a compression technique that increases risk and potentially causes rework. Fast tracking is performing two activities previously scheduled to start one after the other in parallel. For more information, please see Chapter 4. 24. D. The PMI® Code of Ethics and Professional Conduct is published by PMI® , and all PMP® credential holders are expected to adhere to its standards. For more information, please see Chapter 12. 25. B. Functional managers who have a lot of authority and power working with project coordinators who have minimal authority and power characterizes a weak matrix organization. Project managers in weak matrix organizations are sometimes called project coordinators, project leaders, or project expeditors. For more information, please see Chapter 1.
lii Answers to Assessment Test 26. A. The requirements documentation contains a list of requirements for the project along with other important information regarding the requirements. For more information, please see Chapter 3. 27. B. The purpose of a project charter is to recognize and acknowledge the existence of a project and commit resources to the project. The charter names the project manager and project sponsor, but that’s not its primary purpose. For more information, please see Chapter 2. 28. A. Identify Stakeholders tools and techniques are expert judgment, data gathering, data analysis, data representation, and meetings. For more information, please see Chapter 2. 29. C. Secondary risk events occur as a result of the implementation of a response to another risk. For more information, please see Chapter 6. 30. B. Estimate Costs is where activity costs are estimated using some of the tools and techniques listed in the question. The remaining tools and techniques of this process are expert judgment, data analysis, project management information system, and group decision making. For more information, please see Chapter 5. 31. B. Failure costs are associated with the cost of quality and are also known as cost of poor quality. For more information, please see Chapter 7. 32. D. The critical chain is a resource-constrained critical path that adds duration buffers to help protect schedule slippage. For more information, please see Chapter 4. 33. D. The Determine Budget process establishes the cost baseline, which is used to measure and track the project throughout the remaining process groups. For more information, please see Chapter 5. 34. C. The inputs to Develop Project Management Plan include project charter, outputs from other processes, enterprise environmental factors (EEF), and organizational process assets (OPA). The tools and techniques of this process are expert judgment, data gathering, interpersonal and team skills, and meetings. For more information, please see Chapter 3. 35. A. The tools and techniques of the Manage Team process are interpersonal and team skills (conflict management, decision making, emotional intelligence, influencing, leadership) and PMIS. For more information, please see Chapter 8. 36. B. Monte Carlo analysis is a simulation technique that is part of a simulation tool and technique performed in the Perform Quantitative Risk Analysis process. For more information, please see Chapter 6. 37. A. Change control systems are a subset of the configuration management system. Change control systems manage changes to the deliverables and/or project baselines. For more information, please see Chapter 10. 38. D. Estimate at completion (EAC) estimates the total cost of the project at completion based on the performance of the project to date. For more information, please see Chapter 11.
Answers to Assessment Test liii 39. B. Cost-reimbursable contracts are used when the degree of uncertainty is high and when the project requires a large investment prior to completion. For more information, please see Chapter 7. 40. A. According to the PMBOK® Guide, the project manager should be assigned during the development of the project charter, which occurs in the Develop Project Charter process. For more information, please see Chapter 2. 41. A. The tools and techniques of Close Project or Phase are expert judgment, data analysis, and meetings. For more information, please see Chapter 12. 42. D. Work performance information is an output, not an input, of the Monitor Communications process. The other inputs of this process are work performance data and organizational process assets. For more information, please see Chapter 10. 43. B. Risks are uncertain events that may be threats or opportunities to the objectives of the project. For more information, please see Chapter 6. 44. A. Planned value is the cost of work that has been authorized and budgeted for a schedule activity or WBS component. For more information, please see Chapter 11. 45. B. The project management Knowledge Areas bring together processes that have commonalities. For example, the Project Quality Management Knowledge Area includes the Plan Quality Management, Manage Quality, and Control Quality processes. For more information, please see Chapter 2. 46. A. The best response is to decline the offer. This is a conflict of interest, and accepting the offer puts your own integrity and the contract award process in jeopardy. For more information, please see Chapter 12. 47. D. The tools and techniques of the Define Scope process include data analysis, decision making, interpersonal and team skills, product analysis, and expert judgment. For more information, please see Chapter 3. 48. C. Parametric estimates and reserve analysis (part of data analysis) are two of the tools and techniques of the Estimate Activity Duration process. The other tools are expert judgment, analogous estimating, bottom-up estimating, decision making, three-point estimating, and meetings. For more information, please see Chapter 4. 49. A. The Plan Risk Management process contains three tools and techniques: data analysis (stakeholder analysis), expert judgment, and meetings. Meetings are used to determine the plans for performing risk management activities. One of the key components of these meetings is to determine risk cost elements, along with schedule activities, and definitions of terms, and the development or definition of the probability and impact matrix. For more information, please see Chapter 6. 50. C. Weak matrix organizational structures tend to experience the least amount of stress during the project closeout processes. For more information, please see Chapter 12.
liv Answers to Assessment Test 51. A. Operational definitions are quality metrics. They describe what is being measured and how it will be measured during the Control Quality process. For more information, please see Chapter 7. 52. D. Information that is complex and detailed is best conveyed in writing. A verbal follow-up would be good to answer questions and clarify information. Vertical and horizontal are ways of communicating within the organization. For more information, please see Chapter 9. 53. D. Resource calendars and project team assignments (which includes the project team directory) are outputs of the Acquire Resources process. For more information, please see Chapter 8. 54. C. Project B’s cost–benefit analysis is a $9.2 million benefit to the company, compared to $6.6 million for Project A. Cost–benefit analysis takes into consideration the initial costs to implement and future operating costs. For more information, please see Chapter 2. 55. D. Pareto diagrams rank-order important factors for corrective action by frequency of occurrence. For more information, please see Chapter 11. 56. B. When people work in unfamiliar environments, culture shock can occur. Training and researching information about the country you’ll be working in can help counteract this. For more information, please see Chapter 12. 57. B. Honesty and truthful reporting are required of PMP® credential holders. In this situation, you would inform the customer of everything you know regarding the problem and work to find alternative solutions. For more information, please see Chapter 12. 58. C. Option C describes voting methods that are used in the decision-making tool and technique. They are not part of alternatives analysis. For more information, please see Chapter 3. 59. B. Manage Quality is the process where project managers have the greatest amount of influence over quality. For more information, please see Chapter 9. 60. B. Inspection involves physically looking at, measuring, or testing results to determine whether they conform to your quality standards. For more information, please see Chapter 11. 61. D. Risk occurrence is lowest during the Closing process group because you’ve completed the work of the project at this point. However, risk impacts are the greatest in the Closing process because you have much more at stake. For more information, please see Chapter 12. 62. D. Product descriptions are used during the Initiating process group and contain less detail now and more detail as the project progresses. For more information, please see Chapter 1. 63. B. Risk audits should be performed throughout the life of the project, and you are specifically interested in looking at the implementation and effectiveness of risk strategies. For more information, please see Chapter 11. 64. C. These elements are part of the business case used as an input (through the business documents input) to the Develop Project Charter process. For more information, please see Chapter 2.
Answers to Assessment Test lv 65. A. Constraints limit the options of the project team by restricting action or dictating action. Scope, time, and cost are the three most common constraints, and each of these has an effect on quality. Assumptions are presumed to be true for planning purposes. Always validate your assumptions. For more information, please see Chapter 3. 66. B. Achievement Theory conjectures that people are motivated by the need for achievement, power, or affiliation. For more information, please see Chapter 8. 67. A. The clues in this question are the face-to-face meetings resolving issues, managing expectations, and improving project performance, which are the primary purposes of the Manage Stakeholder Engagement process. Project management plan updates include both the communications management plan and stakeholder engagement plan and are outputs of this process. For more information, please see Chapter 9. 68. D. The work package level is the lowest level in the work breakdown structure. Schedule and cost estimates are easily determined at this level. For more information, please see Chapter 4. 69. A. A conflict of interest is any situation that compromises the outcome of the project or ignores the impact to the project to benefit yourself or others. For more information, please see Chapter 12. 70. A. The Executing process group takes published project plans and turns them into actions to accomplish the goals of the project. For more information, please see Chapter 1. 71. B. The arrow diagramming method (ADM)—also called activity on arrow (AOA)—uses more than one time estimate to determine project duration. For more information, please see Chapter 4. 72. A. The Planning process group is where requirements are fleshed out and estimates on project costs and time are made. For more information, please see Chapter 3. 73. B. The components of the interactive communication model are encode, transmit, decode, acknowledge, and feedback/response. The basic communication model consists of the sender, message, and receiver elements. For more information, please see Chapter 5. 74. D. The project manager is responsible for performing and managing project integration whereas the project team members are responsible for planning, control, and delivery of the product. For more information, please see Chapter 2. 75. B. The Sprint planning meeting occurs at the beginning of an iteration or sprint. Team members choose the items from the backlog that they will work on in the upcoming sprint. For more information, please see Chapter 1. 76. C. Perform Quantitative Risk Analysis analyzes the probability of risks and their consequences using a numerical rating. Perform Qualitative Risk Analysis might use numeric ratings but can use a high-medium-low scale as well. For more information, please see Chapter 6. 77. C. Independent estimates are also known as should cost estimates. For more information, please see Chapter 7.
Chapter 1 What Is a Project?
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PMP Exam Study Guide

  • 1.
  • 2.
  • 4. ffirs.indd 10/12/2018 Page ii Save 40% on Study Materials When you enter code VBQ66 at checkout on Wiley.com 18–453702 Save $100 on the Sybex PMP® Exam Review Course Enter code PMPVIP at checkout on
  • 5. PMP ® Project Management Professional Exam Study Guide Ninth Edition Kim Heldman
  • 6. Senior Acquisitions Editor: Kenyon Brown Development Editor: David Clark Technical Editors: Vanina Mangano and Ashley J. Hunt Senior Production Editor: Christine O’Connor Copy Editor: Elizabeth Welch Editorial Manager: Mary Beth Wakefield Production Manager: Kathleen Wisor Executive Editor: Jim Minatel Book Designers: Judy Fung and Bill Gibson Proofreader: Nancy Carrasco Indexer: John Sleeva Project Coordinator, Cover: Brent Savage Cover Designer: Wiley Cover Image: Getty Images Inc./Jeremy Woodhouse Copyright © 2018 by John Wiley & Sons, Inc., Indianapolis, Indiana Published simultaneously in Canada ISBN: 978-1-119-42090-3 ISBN: 978-1-119-42092-7 (ebk.) ISBN: 978-1-119-42091-0 (ebk.) Manufactured in the United States of America No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permit- ted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646- 8600. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: The publisher and the author make no representations or war- ranties with respect to the accuracy or completeness of the contents of this work and specifically disclaim all warranties, including without limitation warranties of fitness for a particular purpose. No warranty may be created or extended by sales or promotional materials. The advice and strategies contained herein may not be suitable for every situation. This work is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. If professional assistance is required, the services of a competent professional person should be sought. Neither the publisher nor the author shall be liable for damages arising herefrom. The fact that an organization or Web site is referred to in this work as a citation and/or a potential source of further information does not mean that the author or the publisher endorses the information the organization or Web site may provide or recommendations it may make. Further, readers should be aware that Internet Web sites listed in this work may have changed or disappeared between when this work was written and when it is read. For general information on our other products and services or to obtain technical support, please contact our Customer Care Department within the U.S. at (877) 762-2974, outside the U.S. at (317) 572-3993 or fax (317) 572-4002. Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley prod- ucts, visit www.wiley.com. Library of Congress Control Number: 2017963878 TRADEMARKS: Wiley, the Wiley logo, and the Sybex logo are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates, in the United States and other countries, and may not be used without written permission. PMP is a registered trademark of Project Management Institute, Inc. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc. is not associated with any product or vendor mentioned in this book. 10 9 8 7 6 5 4 3 2 1
  • 7. To BB, my forever love.
  • 8.
  • 9. Acknowledgments Thank you for buying PMP® : Project Management Professional Exam Study Guide, Ninth Edition, to help you study and prepare for the PMP® exam. Thousands of readers world- wide have used previous editions of this book to help them study for and pass the exam. Because of their success and their recommendations to friends and coworkers, we’ve been able to keep this study guide up-to-date to match the changes made in A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition (PMI® , 2017). I would also like to thank the countless instructors who use my book in their PMP® prep classes. Thank you for your continued interest in using it in your classes. A big thanks goes to all the PMI® chapters who use this book in their classes as well. A huge thank-you goes to Neil Edde, former vice president and publisher at Sybex, for taking a chance way back when on the first edition of this book. I can’t thank him enough for having the foresight at that time to believe in this little-known exam. Publishing this book clearly fits the definition of a project, and the team at Sybex is one of the best project teams you’ll ever find. I appreciate all the hard work and dedica- tion everyone on the team put into producing this book. A special thanks goes to Kenyon Brown, the acquisitions editor, for giving me the opportunity to update the book and for his ideas on making it stronger. Next, I’d like to thank David Clark, the development editor, for his diligent work in helping me make this edition the best it can be. A big thanks also goes to Christine O’Connor, the production editor, for all her help on the book. It was great to work with her. And thanks also to Liz Welch, the copyeditor, for all her help. There were many folks involved behind the scenes who also deserve my thanks, includ- ing Nancy Carrasco, the proofreader, and John Sleeva, the indexer. Next, I’d like to thank Vanina Mangano, technical editor, for her wealth of sugges- tions and ideas for new topics I should add to the text. It is always a pleasure to work with Vanina. She is a true professional. Vanina is an instructor and consultant in project man- agement. I highly recommend Vanina’s classes and videos if you’re looking for additional study materials for the exam. Last, but always the first on my list, is my best friend for a couple of decades and counting, BB. I love you, and I would never have accomplished what I have to date without your love and support. You’re the best! And I’d be remiss if I didn’t also thank Jason and Leah, Noelle, Amanda, and Joe, and of course the two best grand- daughters on the planet, Kate and Juliette, for their support and understanding.
  • 10.
  • 11. About the Author Kim Heldman, MBA, PMP® ,   is the Senior Manager/CIO for the Regional Transportation District in Denver, Colorado. Kim directs IT resource planning, budgeting, project priori- tization, and strategic and tactical planning. She directs and oversees IT design and devel- opment, enterprise resource planning systems, IT infrastructure, application development, cybersecurity, the IT program management office, intelligent transportation systems, and datacenter operations. Kim oversees the IT portfolio of projects ranging from those that are small in scope and budget to multimillion-dollar, multiyear projects. She has over 25 years of experience in information technology project management. Kim has served in a senior leadership role for over 18 years and is regarded as a strategic visionary with an innate ability to collaborate with diverse groups and organizations, instill vision, improve morale, and lead her teams in achieving goals they never thought possible. Kim wrote the first edition of PMP® : Project Management Professional Study Guide, published by Sybex, in 2002. Since then, thousands of people worldwide have used the study guide in preparation for the PMP® exam. Kim is also the author of CompTIA Project+ Study Guide: Exam PK0-004, Second Edition, Project Management JumpStart, Third Edition, and Project Manager’s Spotlight on Risk Management. Kim has also published several articles and is currently working on a leadership book. Most of the Real-World Scenarios in this study guide are based on Kim’s real-life experi- ences. The names and circumstances have been changed to protect the innocent. Kim continues to write on project management best practices and leadership topics, and she speaks frequently at conferences and events. You can contact Kim at Kim.Heldman@gmail.com. She loves hearing from her readers and personally answers all her email.
  • 12.
  • 13. Contents at a Glance Introduction xxiii Assessment Test xxxiv Chapter 1 What Is a Project? 1 Chapter 2 Creating the Project Charter 55 Chapter 3 Developing the Project Scope Statement 117 Chapter 4 Creating the Project Schedule 179 Chapter 5 Developing the Project Budget and Communicating the Plan 235 Chapter 6 Risk Planning 275 Chapter 7 Planning Project Resources 331 Chapter 8 Developing the Project Team 383 Chapter 9 Conducting Procurements and Sharing Information 433 Chapter 10 Measuring and Controlling Project Performance 477 Chapter 11 Controlling Work Results 519 Chapter 12 Closing the Project and Applying Professional Responsibility 569 Appendix A Answers to Review Questions 613 Appendix B Process Inputs and Outputs 633 Index 683
  • 14.
  • 15. Contents Introduction xxiii Assessment Test xxxiv Chapter 1 What Is a Project? 1 Is It a Project? 2 Projects vs. Operations 3 Stakeholders 5 Project Characteristics 7 What Is Project Management? 8 Programs 9 Portfolios 9 Organizational Project Management 11 Project Management Offices 11 Skills Every Good Project Manager Needs 13 Technical Project Management Skills 14 Business Management and Strategic Skills 15 Communication Skills 15 Organizational and Planning Skills 15 Conflict Management Skills 16 Negotiation and Influencing Skills 16 Leadership Skills 17 Team-Building and Motivating Skills 17 Role of a Project Manager 18 Understanding Organizational Structures 18 Functional Organizations 20 Project-Oriented Organizations 23 Matrix Organizations 25 Other Organizational Structures 28 Project-Based Organizations 29 Understanding Project Life Cycles and Project Management Processes 29 Project Phases 29 Project Life Cycles 31 Project Management Process Groups 34 Agile Project Management 40 Project Life Cycles 41 Agile Roles and Responsibilities 42 Sprint Planning 43 Daily Standups or Scrum Meetings 44 Sprint Review and Retrospective 45 Other Methodologies 45
  • 16. xiv Contents Understanding How This Applies to Your Next Project 46 Summary 46 Exam Essentials 47 Review Questions 49 Chapter 2 Creating the Project Charter 55 Exploring the Project Management Knowledge Areas 57 Project Integration Management 59 Project Scope Management 61 Project Schedule Management 62 Project Cost Management 63 Project Quality Management 64 Project Resource Management 65 Project Communications Management 66 Project Risk Management 67 Project Procurement Management 68 Project Stakeholder Management 68 Understanding How Projects Come About 69 Needs and Demands and Other Factors That Lead to Project Creation 70 Feasibility Studies 72 Performing Project Selection and Assessment 73 Using Project Selection Methods 75 Kicking Off the Project Charter 83 Business Documents 84 Agreements 87 Enterprise Environmental Factors 87 Organizational Process Assets 89 Tools and Techniques 91 Formalizing and Publishing the Project Charter 92 Pulling the Project Charter Together 93 Key Stakeholders 94 Project Charter Sign-Off 96 Assumptions Log 97 Identifying Stakeholders 97 Identify Stakeholders Inputs 97 Stakeholder Analysis 99 Stakeholder Register and Other Outputs 102 Introducing the Kitchen Heaven Project Case Study 103 Understanding How This Applies to Your Next Project 107 Summary 108 Exam Essentials 109 Review Questions 111
  • 17. Contents xv Chapter 3 Developing the Project Scope Statement 117 Developing the Project Management Plan 119 Developing Project Management Plan Inputs 120 Documenting the Project Management Plan 123 Overview of the Project Scope Management Knowledge Area 126 Plan Scope Management 127 Understanding the Plan Scope Management Inputs 128 Using Plan Scope Management Tools and Techniques 129 Alternatives Analysis 130 Documenting the Scope Management Plan 131 Documenting the Requirements Management Plan 132 Collecting Requirements 132 Gathering Inputs for the Collect Requirements Process 134 Using the Tools and Techniques of the Collect Requirements Process 138 Documenting Requirements 143 Defining Scope 145 Product Analysis 147 Writing the Project Scope Statement 148 Understanding the Scope Statement Components 148 Approving and Publishing the Project Scope Statement 151 Updating the Project Documents 151 Creating the Work Breakdown Structure 153 Gathering the WBS Inputs 154 Decomposing the Deliverables 154 Constructing the WBS 155 Creating WBS Process Outputs 163 Understanding How This Applies to Your Next Project 168 Summary 169 Exam Essentials 170 Review Questions 172 Chapter 4 Creating the Project Schedule 179 Overview of the Project Schedule Management Knowledge Area 180 Creating the Schedule Management Plan 182 Defining Activities 183 Define Activities Process Inputs 184 Tools and Techniques for Defining Activities 184 Define Activities Outputs 184 Understanding the Sequence Activities Process 186 Sequence Activities Tools and Techniques 187 Project Management Information System (PMIS) 191 Sequence Activities Outputs 192
  • 18. xvi Contents Estimating Activity Resources 192 Estimate Activity Resources Inputs 193 Estimate Activity Resources Tools and Techniques 194 Estimate Activity Resources Outputs 194 Estimating Activity Durations 195 Estimate Activity Durations Inputs 197 Estimate Activity Durations Tools and Techniques 197 Estimate Activity Durations Outputs 201 Developing the Project Schedule 202 Develop Schedule Inputs 203 Develop Schedule Tools and Techniques 204 Scheduling Process Outputs 217 Understanding How This Applies to Your Next Project 226 Summary 227 Exam Essentials 228 Review Questions 230 Chapter 5 Developing the Project Budget and Communicating the Plan 235 Overview of the Project Cost Management Knowledge Area 236 Creating the Cost Management Plan 238 Performing Plan Cost Management 238 Creating the Cost Management Plan 238 Estimating Costs 240 Estimate Costs Inputs 241 Tools and Techniques to Estimate Costs 243 Estimate Costs Process Outputs 244 Establishing the Cost Baseline 246 Determine Budget Inputs 247 Determine Budget Tools and Techniques 248 Determine Budget Process Outputs 249 Understanding Stakeholders 252 Analyzing Stakeholders 253 Stakeholder Engagement Plan 255 Overview of the Project Communication Management Knowledge Area 255 Communicating the Plan 256 Plan Communications Management Inputs 257 Tools and Techniques for Plan Communications Management 258 Plan Communications Management Outputs 263 Understanding How This Applies to Your Next Project 267 Summary 268 Exam Essentials 269 Review Questions 270
  • 19. Contents xvii Chapter 6 Risk Planning 275 Planning for Risks 276 Overview of the Project Risk Management Knowledge Area 277 Planning Your Risk Management 278 Plan Risk Management Inputs 279 Tools and Techniques for Plan Risk Management 280 Creating the Risk Management Plan 281 Identifying Potential Risk 287 Identify Risks Inputs 288 Tools and Techniques for Identify Risks 289 Identify Risks Outputs 294 Analyzing Risks Using Qualitative Techniques 296 Perform Qualitative Risk Analysis Inputs 296 Tools and Techniques for Perform Qualitative Risk Analysis 297 Ranking Risks in the Risk Register 305 Quantifying Risk 305 Tools and Techniques for Perform Quantitative Risk Analysis 306 Perform Quantitative Risk Analysis Outputs 311 Developing a Risk Response Plan 312 Tools and Techniques for Plan Risk Responses 313 Plan Risk Responses Outputs 318 Understanding How This Applies to Your Next Project 323 Summary 324 Exam Essentials 325 Review Questions 326 Chapter 7 Planning Project Resources 331 Overview of the Project Procurement Management Knowledge Area 332 Procurement Planning 333 Plan Procurement Management Inputs 334 Tools and Techniques for Plan Procurement Management 339 Plan Procurement Management Outputs 341 Overview of the Project Resource Management Knowledge Area 348 Developing the Resource Management Plan 349 Plan Resource Management Inputs 349 Plan Resource Management Tools and Techniques 352 Plan Resource Management Outputs 354 Project Quality Management Knowledge Area Overview 357 Quality Planning 358 Plan Quality Management Inputs 358 Tools and Techniques for Plan Quality Management 360 Plan Quality Management Outputs 367
  • 20. xviii Contents Bringing It All Together 370 Understanding How This Applies to Your Next Project 374 Summary 375 Exam Essentials 376 Review Questions 378 Chapter 8 Developing the Project Team 383 Directing and Managing Project Work 384 Direct and Manage Project Work Inputs 386 Tools and Techniques of Direct and Manage Project Work 387 Outputs of Direct and Manage Project Work 388 Acquiring the Project Team and Project Resources 392 Acquire Resources Inputs 393 Tools and Techniques of Acquire Resources 394 Outputs of Acquire Resources 395 Developing the Project Team 397 Tools and Techniques of Develop Team 398 Outputs of Develop Team 413 Managing Project Teams 416 Tools and Techniques for Managing Teams 417 Emotional Intelligence (Interpersonal and Team Skills) 420 PMIS 420 Managing Project Team Outputs 420 Implement Risk Responses 421 Understanding How This Applies to Your Next Project 424 Summary 425 Exam Essentials 426 Review Questions 427 Chapter 9 Conducting Procurements and Sharing Information 433 Conducting Procurements 435 Conduct Procurements Tools and Techniques 436 Conduct Procurements Outputs 442 Laying Out Quality Assurance Procedures 445 Inputs to Manage Quality 445 Manage Quality Tools and Techniques 446 Manage Quality Outputs 451 Manage Project Knowledge 452 Tools and Techniques to Manage Project Knowledge 453 Manage Project Knowledge Outputs 454 Managing Project Information 454 Tools and Techniques of Manage Communications 455 Outputs of Manage Communications 461
  • 21. Contents xix Managing Stakeholder Engagement 463 Manage Stakeholder Engagement Inputs 463 Tools and Techniques for Manage Stakeholder Engagement 464 Manage Stakeholder Engagement Outputs 464 Understanding How This Applies to Your Next Project 468 Summary 469 Exam Essentials 470 Review Questions 472 Chapter 10 Measuring and Controlling Project Performance 477 Monitoring and Controlling Project Work 479 Monitor and Control Project Work Inputs 480 Monitor and Control Project Work Outputs 482 Controlling Procurements 484 Controlling Procurements Inputs 485 Control Procurements Tools and Techniques 487 Control Procurements Outputs 489 Monitoring Communications 492 Monitor Communications Inputs 493 Monitor Communications Tools and Techniques 494 Monitor Communications Outputs 496 Managing Perform Integrated Change Control 499 How Change Occurs 500 Change Control Concerns 500 Configuration Control 502 Change Control System 502 Perform Integrated Change Control Inputs, Tools and Techniques, and Outputs 506 Monitoring Stakeholder Engagement 508 Understanding How This Applies to Your Next Project 511 Summary 512 Exam Essentials 513 Review Questions 514 Chapter 11 Controlling Work Results 519 Monitoring and Controlling Risk 521 Monitor Risks Inputs 522 Monitor Risks Tools and Techniques 523 Monitor Risks Outputs 524 Controlling Cost Changes 526 Control Costs Inputs 526 Control Costs Tools and Techniques 527 Control Costs Outputs 537
  • 22. xx Contents Monitoring and Controlling Schedule Changes 540 Control Schedule Inputs 541 Control Schedule Tools and Techniques 541 Control Schedule Outputs 543 Utilizing Control Quality Techniques 544 Control Quality Inputs 544 Control Quality Tools and Techniques 545 Control Quality Outputs 553 Validating Project Scope 554 Controlling Scope 555 Control Scope Inputs 555 Control Scope Tools and Techniques 556 Control Scope Outputs 556 Controlling Resources 557 Understanding How This Applies to Your Next Project 560 Summary 562 Exam Essentials 562 Review Questions 564 Chapter 12 Closing the Project and Applying Professional Responsibility 569 Formulating Project Closeout 571 Characteristics of Closing 572 Project Endings 572 Closing Out the Project 575 Administrative Closure Procedures 576 Close Project or Phase Inputs 577 Close Project or Phase Tools and Techniques 578 Close Project or Phase Outputs 578 Closing Out the Procurements 582 Celebrate! 582 Releasing Project Team Members 583 Balancing Stakeholders’ Interests at Project Close 583 Competing Needs 584 Dealing with Issues and Problems 584 Balancing Constraints 585 Professional Responsibility 587 Responsibility 587 Respect 590 Fairness 593 Honesty 596 Role Delineation Study 597
  • 23. Contents xxi Applying Professional Knowledge 598 Project Management Knowledge 598 Education Providers 598 Industry Knowledge 599 Understanding How This Applies to Your Next Project 602 Summary 604 Exam Essentials 605 Review Questions 607 Appendix A Answers to Review Questions 613 Chapter 1: What is a Project? 614 Chapter 2: Creating the Project Charter 615 Chapter 3: Developing the Project Scope Statement 617 Chapter 4: Creating the Project Schedule 618 Chapter 5: Developing the Project Budget and Communicating the Plan 620 Chapter 6: Risk Planning 622 Chapter 7: Planning Project Resources 623 Chapter 8: Developing the Project Team 625 Chapter 9: Conducting Procurements and Sharing Information 626 Chapter 10: Measuring and Controlling Project Performance 628 Chapter 11: Controlling Work Results 629 Chapter 12: Closing the Project and Applying Professional Responsibility 631 Appendix B Process Inputs and Outputs 633 Initiating Processes 634 Planning Processes 636 Executing Processes 658 Monitoring and Controlling Processes 669 Closing Processes 681 Index 683
  • 24.
  • 25. Introduction This book was designed for anyone thinking of taking the Project Management Professional (PMP® ) exam sponsored by the Project Management Institute (PMI® ). This certification is growing in popularity and demand in all areas of business. PMI® has experi- enced explosive growth in membership over the last few years, and more and more organi- zations are recognizing the importance of project management certification. Although this book is written primarily for those of you taking the PMP® exam, you can also use this book to study for the Certified Associate in Project Management (CAPM® ) exam. The exams are similar in style, and the information covered in this book will help you with either exam. This book has been updated to reflect the latest edition of A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition (PMI® , 2017). It assumes you have knowledge of general project management practices, although not necessarily specific to the PMBOK® Guide. It’s written so that you can skim through areas you are already familiar with, picking up the specific PMBOK® Guide terminol- ogy where needed to pass the exam. You’ll find that the project management processes and techniques discussed in this book are defined in such a way that you’ll recognize tasks you’ve always done and be able to identify them with the PMBOK® Guide process names or methodologies. PMI® offers the most recognized certification in the field of project management, and this book deals exclusively with its procedures and methods. Project management consists of many methods, each with its own terminology, tools, and procedures. If you’re familiar with another organized project management methodology, don’t assume you already know the PMBOK® Guide processes. I strongly recommend that you learn all of the processes— their key inputs, tools and techniques, and outputs. Take the time to memorize the key terms found in the Glossary as well. Sometimes just understanding the definition of a term will help you answer a question. It might be that you’ve always done that particular task or used the methodology described but called it by another name. Know the name of each process and its primary purpose. The process names, inputs, tools and techniques, outputs, and descrip- tions of the project management process groups and related materials and figures in this book are based on content from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition (PMI® , 2017).
  • 26. xxiv Introduction What Is the PMP® Certification? PMI® is the leader and the most widely recognized organization in terms of promoting project management best practices. PMI® strives to maintain and endorse standards and ethics in this field and offers publications, training, seminars, chapters, special interest groups, and colleges to further the project management discipline. PMI® was founded in 1969 and first started offering the PMP® certification exam in 1984. PMI® is accredited as an American National Standards Institute (ANSI) standards developer and also has the distinction of being the first organization to have its certification program attain International Organization for Standardization (ISO) 9001 recognition. PMI® boasts a worldwide membership of more than 470,000, with members from 207 countries and territories around the globe. Local PMI® chapters meet regularly and allow project managers to exchange information and learn about new tools and techniques of project management or new ways to use established techniques. I encourage you to join a local chapter and get to know other professionals in your field. Why Become PMP® Certified? The following benefits are associated with becoming PMP® certified: ■ ■ It demonstrates proof of professional achievement. ■ ■ It increases your marketability. ■ ■ It provides greater opportunity for advancement in your field. ■ ■ It raises customer confidence in you and in your company’s services. Demonstrates Proof of Professional Achievement PMP® certification is a rigorous process that documents your achievements in the field of project management. The exam tests your knowledge of the disciplined approaches, meth- odologies, and project management practices as described in the PMBOK® Guide. You are required to have several years of experience in project management before sit- ting for the exam, as well as 35 hours of formal project management education. Your certification assures employers and customers that you are well grounded in project man- agement practices and disciplines. It shows that you have the hands-on experience and a mastery of the processes and disciplines to manage projects effectively and motivate teams to produce successful results. Increases Your Marketability Many industries are realizing the importance of project management and its role in the organization. They are also seeing that simply proclaiming a head technician to be a “proj- ect manager” does not make it so. Project management, just like engineering, information
  • 27. Introduction xxv technology, and a host of other trades, has its own specific qualifications and skills. Certification tells potential employers that you have the skills, experience, and knowledge to drive successful projects and ultimately improve the company’s bottom line. A certification will always make you stand out above the competition. If you’re a PMP® credential holder and you’re competing against a project manager without certification, chances are you’ll come out as the top pick. As a hiring manager, all other things being equal, I will usually opt for the candidate who has certification over the candidate who doesn’t have it. Certification tells potential employers you have gone the extra mile. You’ve spent time studying techniques and methods as well as employing them in practice. It shows dedication to your own professional growth and enhancement and to adhering to and advancing professional standards. Provides Opportunity for Advancement PMP® certification displays your willingness to pursue growth in your professional career and shows that you’re not afraid of a little hard work to get what you want. Potential employers will interpret your pursuit of this certification as a high-energy, success-driven, can-do attitude on your part. They’ll see that you’re likely to display these same character- istics on the job, which will help make the company successful. Your certification displays a success-oriented, motivated attitude that will open up opportunities for future career advancements in your current field as well as in new areas you might want to explore. Raises Customer Confidence Just as the PMP® certification assures employers that you’ve got the background and expe- rience to handle project management, it assures customers that they have a competent, experienced project manager at the helm. Certification will help your organization sell customers on your ability to manage their projects. Customers, like potential employers, want the reassurance that those working for them have the knowledge and skills necessary to carry out the duties of the position and that professionalism and personal integrity are of utmost importance. Individuals who hold these ideals will translate their ethics and profes- sionalism to their work. This enhances the trust customers will have in you, which in turn will give you the ability to influence them on important project issues. How to Become PMP® Certified You need to fulfill several requirements in order to sit for the PMP® exam. PMI® has detailed the certification process quite extensively at its website. Go to www.pmi.org and click the Certifications tab to get the latest information on certification procedures and requirements.
  • 28. xxvi Introduction As of this writing, you are required to fill out an application to sit for the PMP® exam. You can submit this application online at the PMI® website. You also need to document 35 hours of formal project management education. This might include college classes, seminars, work- shops, and training sessions. Be prepared to list the class titles, location, date, and content. In addition to filling out the application and documenting your formal project management training, there is one set of criteria you’ll need to meet to sit for the exam. The criteria in this set fall into two categories. You need to meet the requirements for only one of these categories: ■ ■ Category 1 is for those who have a baccalaureate degree. You’ll need to provide proof, via transcripts, of your degree with your application. In addition, you’ll need to com- plete verification forms—found at the PMI® website—that show 4,500 hours of project management experience that spans a minimum of three years. ■ ■ Category 2 is for those who do not have a baccalaureate degree but do hold a high school diploma or equivalent. You’ll need to complete verification forms documenting 7,500 hours of project management experience that spans a minimum of five years. As of this writing, the exam fee is $405 for PMI® members in good standing and $555 for non-PMI® members. Testing is conducted at Prometric testing centers. You can find a center near you on the Prometric center website, but you will not be able to schedule your exam until your application is approved by PMI® . You have one year from the time PMI® receives and approves your completed application to take the exam. You’ll need to bring two forms of identification, such as a driver’s license and a credit card in your name, with you to the Prometric testing center on the test day. You will not be allowed to take anything with you into the testing room and will be provided with a locker to store your personal belongings. You will be given a calculator, pencils, and scrap paper. You will turn in all scrap paper, including the notes and squiggles you’ve jotted during the test, to the center upon completion of the exam. The exam is scored immediately, so you will know whether you’ve passed at the con- clusion of the test. You’re given four hours to complete the exam, which consists of 200 randomly generated questions. Only 175 of the 200 questions are scored. Twenty-five of the 200 questions are “pretest” questions that will appear randomly throughout the exam. These 25 questions are used by PMI® to determine statistical information and to determine whether they can or should be used on future exams. You will receive a score of Proficient, Moderately Proficient, or Below Proficient for each exam domain, as well as a Pass or Fail score. Because PMI® uses psychometric analysis to determine whether you have passed the exam, a passing score is not published. The questions on the exam cover the five process groups and professional responsibility. You’ll answer questions on the following: ■ ■ Initiating ■ ■ Planning ■ ■ Executing ■ ■ Monitoring and Controlling ■ ■ Closing ■ ■ Professional Responsibility
  • 29. Introduction xxvii Questions pertaining to professional responsibility on the exam will be intermixed with questions for all the process groups. You won’t see a sec- tion or set of questions devoted solely to professional responsibility, but you will need to understand all of the concepts in this area. I’ve devoted a good portion of the last chapter of this book to discussing professional responsibility topics. All unanswered questions are scored as wrong answers, so it benefits you to guess at an answer if you’re stumped on a question. After you’ve received your certification, you’ll be required to earn 60 professional devel- opment units (PDUs) every three years to maintain certification. Approximately one hour of structured learning translates to one PDU. The PMI® website details what activities constitute a PDU, how many PDUs each activity earns, and how to register your PDUs with PMI® to maintain your certification. As an example, attendance at a local chapter meeting earns one PDU. Who Should Buy This Book? If you are serious about passing the PMP® exam (or the CAPM® exam for that matter), you should buy this book and use it to study for the exam. This book is unique in that it walks you through the project processes from beginning to end, just as projects are performed in practice. When you read this book, you will benefit from the explanations of specific PMBOK® Guide processes and techniques coupled with real-life scenarios that describe how project managers in different situations handle problems and the various issues all project managers are bound to encounter during their careers. This study guide describes in detail the exam objective topics in each chapter and has attempted to cover all of the important project management concepts. Interactive Online Learning Environment and Test Bank The interactive online learning environment that accompanies PMP® Project Management Professional Exam Study Guide, Ninth Edition provides a test bank with study tools to help you prepare for the certification exam—and to increase your chances of passing it the first time! The test bank includes the following tools: Sample Tests All of the questions in this book are provided, including the Assessment Test, which you’ll find at the end of this Introduction, and the Chapter Tests that include the review questions at the end of each chapter. In addition, there are two Practice Exams.
  • 30. xxviii Introduction flast.indd 02/10/2018 Page xxviii Use these questions to test your knowledge of the study guide material. The online test bank runs on multiple devices. Flashcards Questions are provided in digital flashcard format (a question followed by a single correct answer). You can use the flashcards to reinforce your learning and for last- minute test prep before the exam. Other Study Tools Several bonus study tools are included: Glossary The key terms from this book and their definitions are available as a fully searchable PDF. Bonus Questions Supplement the topics in the book with bonus questions that’ll help you test your knowledge and understanding of concepts. Audio Instruction and Review With over two hours of audio instruction, you can lis- ten to the author review essential concepts, helping you to increase your understanding and fine-tune critical skills. Go to http://www.wiley.com/go/sybextestprep to register and gain access to this interactive online learning environment and test bank with study tools. How to Use This Book and the Test Bank I’ve included several study tools, both in the book and in the test bank at http://www.wiley.com/go/sybextestprep. Following this Introduction is an assessment test that you can use to check your readiness for the actual exam. Take this test before you start reading the book. It will help you identify the areas you may need to brush up on. The answers to the assessment test appear after the last question of the test. Each answer includes an explanation and a note telling you in which chapter this material appears. Exam Essentials appear at the end of every chapter to highlight the topics you’ll most likely find on the exam and help you focus on the most important material covered in the chapter so that you’ll have a solid understanding of those concepts. However, it isn’t pos- sible to predict what questions will be covered on your particular exam, so be sure to study everything in the chapter. Like the exam itself, this study guide is organized in terms of process groups and the natural sequence of events a project goes through in its life cycle. This is in contrast to other study guides, where material is organized by Knowledge Area (Human Resource Management, Communications Management, and so on); such organization can make mapping the pro- cesses in each Knowledge Area to process groups confusing when you’re studying for the exam.
  • 31. Introduction xxix Review questions are also provided at the end of every chapter. You can use them to gauge your understanding of the subject matter before reading the chapter and to point out the areas in which you need to concentrate your study time. As you finish each chapter, answer the review questions and then check to see whether your answers are right—the correct answers appear in Appendix A. You can go back to reread the section that deals with each question you got wrong to ensure that you answer the question cor- rectly the next time you are tested on the material. If you can answer at least 80 percent of the review questions correctly, you can probably feel comfortable moving on to the next chapter. If you can’t answer that many correctly, reread the chapter, or the section that seems to be giving you trouble, and try the questions again. You’ll also find more than 200 flashcard questions on the website for on-the-go review. Don’t rely on studying the review questions exclusively as your study method. The questions you’ll see on the exam will be different from the questions presented in the book. There are 200 randomly generated questions on the PMP® exam and 150 on the CAPM® , so it isn’t possible to cover every potential exam question in the review questions section of each chapter. Make sure you understand the concepts behind the mate- rial presented in each chapter and memorize all the formulas as well. In addition to the assessment test and the review questions, you’ll find bonus exams online. Take these practice exams just as if you were actually taking the exam (that is, without any reference material). When you have finished the first exam, move on to the next exam to solidify your test-taking skills. If you get more than 85 percent of the answers correct, you’re ready to take the real exam. Finally, you will notice various Real-World Scenario sidebars throughout each chapter. They are designed to give you insight into how the various processes and topic areas apply to real-world situations. The Exam Objectives Behind every certification exam, you can be sure to find exam objectives—the broad topics in which the exam developers want to ensure your competency. PMP® exam objectives are listed at the beginning of every chapter in this book. Exam objectives are subject to change at any time without prior notice and at the sole discretion of PMI® . Please visit the Certifications page of PMI® ’s website, www.pmi.org, for the most current listing of exam objectives.
  • 32. xxx Introduction How to Contact the Author I welcome your feedback about this book or about books you’d like to see from me in the future. You can reach me at Kim.Heldman@gmail.com. For more information about my work, please visit my website at KimHeldman.com. PMP® : Project Management Professional Exam Study Guide, 9th Edition Updated for the 2018 Exam Exam Objectives Objective Chapter Performance Domain I: Initiating Task 1: Perform project assessment based on available information, lessons learned from previous projects, and meetings with relevant stakeholders in order to support evaluation of the feasibility of new products or services within the given assumptions and/or constraints. 2 Task 2: Identify key deliverables based on the business requirements in order to manage customer expectations and direct the achievement of project goals. 2 Task 3: Perform stakeholder analysis using appropriate tools and techniques in order to align expectations and gain support for the project. 2 Task 4: Identify high-level risks, assumptions, and constraints based on the current environment, organizational factors, historical data, and expert judgment, in order to propose an implementation strategy. 2 Task 5: Participate in the development of the project charter by compiling and analyzing gathered information in order to ensure project stakeholders are in agreement on its elements. 2 Task 6: Obtain project charter approval from the sponsor, in order to formalize the authority assigned to the project manager and gain commitment and acceptance for the project. 2 Task 7: Conduct benefit analysis with relevant stakeholders to validate project alignment with organizational strategy and expected business value. 2
  • 33. Introduction xxxi Objective Chapter Task 8: Inform stakeholders of the approved project charter to ensure common understanding of the key deliverables, milestones, and their roles and responsibilities. 2 Performance Domain II: Planning Task 1: Review and assess detailed project requirements, constraints, and assumptions with stakeholders based on the project charter, lessons learned, and by using requirement gathering techniques in order to establish detailed project deliverables. 3 Task 2: Develop a scope management plan, based on the approved project scope and using scope management techniques, in order to define, maintain, and manage the scope of the project. 3 Task 3: Develop the cost management plan based on the project scope, schedule, resources, approved project charter and other information, using estimating techniques, in order to manage project costs. 5 Task 4: Develop the project schedule based on the approved project deliverables and milestones, scope, and resource management plans in order to manage timely completion of the project. 4 Task 5: Develop the human resource management plan by defining the roles and responsibilities of the project team members in order to create a project organizational structure and provide guidance regarding how resources will be assigned and managed. 7 Task 6: Develop the communications management plan based on the project organizational structure and stakeholder requirements, in order to define and manage the flow of project information. 5 Task 7: Develop the procurement management plan based on the project scope, budget, and schedule, in order to ensure that the required project resources will be available. 7 Task 8: Develop the quality management plan and define the quality standards for the project and its products, based on the project scope, risks, and requirements, in order to prevent the occurrence of defects and control the cost of quality. 7 Task 9: Develop the change management plan by defining how changes will be addressed and controlled in order to track and manage change. 3 Task 10: Plan for risk management by developing a risk management plan; identifying, analyzing, and prioritizing project risks; creating the risk register; and defining risk response strategies in order to manage uncertainty and opportunity throughout the project life cycle. 6
  • 34. xxxii Introduction Objective Chapter Task 11: Present the project management plan to the relevant stakeholders according to applicable policies and procedures in order to obtain approval to proceed with project execution. 7 Task 12: Conduct kickoff meeting, communicating the start of the project, key milestones, and other relevant information in order to inform and engage stakeholders and gain commitment. 3 Task 13: Develop the stakeholder management plan by analyzing needs, interests, and potential impact in order to effectively manage stakeholders’ expectations and engage them in project decisions. 5 Performance Domain III: Executing Task 1: Acquire and manage project resources by following the human resource and procurement management plans in order to meet project requirements. 8, 9 Task 2: Manage task execution based on the project management plan by leading and developing the project team in order to achieve project deliverables. 8, 9 Task 3: Implement the quality management plan using the appropriate tools and techniques in order to ensure that work is performed in accordance with required quality standards. 9 Task 4: Implement approved changes and corrective actions by following the change management plan in order to meet project requirements. 9 Task 5: Implement approved actions by following the risk management plan in order to minimize the impact of the risks and take advantage of opportunities on the project. 8 Task 6: Manage the flow of information by following the communications plan in order to keep stakeholders engaged and informed. 9 Task 7: Maintain stakeholder relationships by following the stakeholder management plan in order to receive continued support and manage expectations. 9 Performance Domain IV: Monitoring and Controlling Task 1: Measure project performance using appropriate tools and techniques in order to identify and quantify any variances and corrective actions. 10, 11 Task 2: Manage changes to the project by following the change management plan in order to ensure that project goals remain aligned with business needs. 10 Task 3: Verify that project deliverables conform to the quality standards established in the quality management plan by using appropriate tools and techniques to meet project requirements and business needs. 11
  • 35. Introduction xxxiii Objective Chapter Task 4: Monitor and assess risk by determining whether exposure has changed and evaluating the effectiveness of response strategies in order to manage the impact of risks and opportunities to the project. 11 Task 5: Review the issue log, update if necessary, and determine corrective actions by using appropriate tools and techniques in order to minimize the impact on the project. 11 Task 6: Capture, analyze, and manage lessons learned using lessons learned management techniques in order to enable continuous improvement. 10, 11 Task 7: Monitor procurement activities according to the procurement plan in order to verify compliance with project objectives. 10 Performance Domain V: Closing Task 1: Obtain final acceptance of the project deliverables from relevant stakeholders in order to confirm that project scope and deliverables were achieved. 12 Task 2: Transfer the ownership of deliverables to the assigned stakeholders in accordance with the project plan in order to facilitate project closure. 12 Task 3: Obtain financial, legal, and administrative closure using generally accepted practices and policies in order to communicate formal project closure and ensure transfer of liability. 12 Task 4: Prepare and share the final project report according to the communications management plan in order to document and convey project performance and assist in project evaluation. 12 Task 5: Collate lessons learned that were documented throughout the project and conduct a comprehensive project review in order to update the organization’s knowledge base. 12 Task 6: Archive project documents and materials using generally accepted practices in order to comply with statutory requirements and for potential use in future projects and audits. 12 Task 7: Obtain feedback from relevant stakeholders using appropriate tools and techniques and based on the stakeholder management plan in order to evaluate their satisfaction. 12 Exam objectives are subject to change at any time without prior notice and at PMI® ’s sole discretion. Please visit PMI® ’s website (www.pmi.org) for the most current listing of exam objectives.
  • 36. Assessment Test 1. The project sponsor has approached you with a dilemma. At the annual stockholders meet- ing, the CEO announced that the project you’re managing will be completed by the end of this year. The problem is that this is six months prior to the scheduled completion date. It’s too late to go back and correct her mistake, and now stockholders expect implementation by the announced date. You must speed up the delivery date of this project. Your primary constraint before this occurred was the budget. Choose the best action from the options listed to speed up the project. A. Hire more resources to get the work completed faster. B. Ask for more money so that you can contract out one of the phases you had planned to do with in-house resources. C. Utilize negotiation and influencing skills to convince the project sponsor to speak with the CEO and make a correction to her announcement. D. Examine the project management plan to see whether there are any phases that can be fast tracked, and then revise the project management plan to reflect the compression of the schedule. 2. These types of dependencies can create arbitrary total float values and limit your schedul- ing options. A. Discretionary B. External C. Mandatory D. Hard logic 3. Project managers spend what percentage of their time communicating? A. 90 B. 85 C. 75 D. 50 4. Which of the following is not another term for inspections? A. Reviews B. Assessment C. Walkthrough D. Audits
  • 37. Assessment Test xxxv 5. The primary function of the Closing processes is to perform all of the following except which one? A. Formalize lessons learned and distribute this information to project participants. B. Complete all activities associated with closing out the project. C. Validate the deliverables are complete and accurate. D. Ensure all project work is complete and accurate. 6. During your project meeting, a problem was discussed, and a resolution to the problem was reached. During the meeting, the participants started wondering why they thought the problem was such a big issue. Sometime after the meeting, you received an email from one of the meeting participants saying they’ve changed their mind about the solution reached in the meeting and need to resurface the problem. The solution reached during the initial proj- ect meeting is a result of which of the following conflict resolution techniques? A. Collaborate B. Forcing C. Smoothing D. Storming 7. What are decision models? A. Project selection criteria B. Project selection methods C. Project selection committees D. Project resource and budget selection methods 8. You’ve been assigned as a project manager on a research and development project for a new dental procedure. You’re working in the Project Scope Management Knowledge Area. What is the purpose of the scope management plan? A. The scope management plan describes and documents a scope baseline to help make future project decisions. B. The scope management plan decomposes project deliverables into smaller units of work. C. The scope management plan describes how project scope will be developed and how scope changes will be managed. D. The scope management plan describes how cost and time estimates will be developed for project scope changes. 9. Which of the following statements regarding Ishikawa diagrams in the Identify Risks pro- cess is not true? A. Ishikawa diagrams are also called cause-and-effect diagrams. B. Ishikawa diagrams are also called fishbone diagrams. C. Ishikawa diagrams are part of the diagramming tool and technique of this process. D. Ishikawa diagrams show the steps needed to identify the risk.
  • 38. xxxvi Assessment Test 10. Which of the following lists the outputs of the Perform Integrated Change Control process? A. Approved change requests, work performance information, project management plan updates (any component), project documents updates (change log) B. Approved change requests, project management plan updates (any component), project documents updates (change log), enterprise environmental factors updates C. Approved change requests, project management plan updates (any component), project documents updates (change log) D. Approved change requests, project management plan updates (any component), project documents updates (change log), organizational process assets updates 11. What is one of the most important skills a project manager can have? A. Negotiation skills B. Influencing skills C. Communication skills D. Business skills 12. All of the following are a type of project ending except for which one? A. Extinction B. Starvation C. Desertion D. Addition 13. You are the project manager for a construction company that is building a new city and county office building in your city. Your CCB recently approved a scope change. You know that scope change might come about as a result of all of the following except which one? A. Schedule revisions B. Product scope change C. Changes to the agreed-on WBS D. Changes to the project requirements 14. You are the project manager for Xylophone Phonics. It produces children’s software pro- grams that teach basic reading and math skills. You’re performing cost estimates for your project and don’t have a lot of details yet. Which of the following techniques should you use? A. Analogous estimating techniques, because this is a form of expert judgment that uses historical information from similar projects B. Bottom-up estimating techniques, because this is a form of expert judgment that uses historical information from similar projects C. Monte Carlo analysis, because this is a modeling technique that uses simulation to determine estimates D. Parametric modeling, because this is a form of simulation used to determine estimates
  • 39. Assessment Test xxxvii 15. Project managers have the highest level of authority and the most power in which type of organizational structure? A. Project-oriented B. Simple C. Functional D. Hybrid 16. This process is concerned with determining the engagement levels of the stakeholders. A. Plan Communications Management B. Manage Communications C. Plan Stakeholder Engagement D. Manage Stakeholder Engagement 17. All of the following statements are true regarding risk events except which one? A. Project risks are uncertain events. B. If risks occur, they can have a positive or negative effect on project objectives. C. Unknown risks can be threats to the project objectives, and nothing can be done to plan for them. D. Risks that have more perceived rewards to the organization than consequences should be accepted. 18. Which of the following describes the key focus or purpose of the Manage Project Knowl- edge process? A. Gathering, creating, storing, distributing, retrieving, and disposing of project information B. Managing communications, resolving issues, engaging others on the project, managing expectations, improving project performance by implementing requested changes, and managing concerns in anticipation of potential problems C. Sharing organizational and project knowledge and creating new knowledge that can be shared in the future D. Performing systematic activities to determine which processes should be used to achieve the project requirements, and to ensure that activities and processes are per- formed efficiently and effectively 19. You are the project manager for Xylophone Phonics. This company produces children’s software programs that teach basic reading and math skills. You are ready to assign project roles, responsibilities, and reporting relationships. On which project Planning process are you working? A. Estimate Activity Resources B. Plan Resource Management C. Acquire Resources D. Plan Organizational Resources
  • 40. xxxviii Assessment Test 20. You know that PV = 470, AC = 430, EV = 460, EAC = 500, and BAC = 525. What is VAC? A. 65 B. 20 C. 25 D. 30 21. You are a project manager who has recently held a project team kickoff meeting where all the team members were formally introduced to each other. Some of the team members know each other from other projects and have been working with you for the past three weeks. Which of the following statements is not true? A. Team building improves the knowledge and skills of team members. B. Team building builds feelings of trust and agreement among team members, which can improve morale. C. Team building can create a dynamic environment and cohesive culture to improve pro- ductivity of both the team and the project. D. Team building occurs throughout the life of the project and can establish clear expec- tations and behaviors for project team members, leading to increased productivity. 22. You are a project manager for the Swirling Seas Cruises food division. You’re considering two different projects regarding food services on the cruise lines. The initial cost of Project Fish’n for Chips will be $800,000, with expected cash inflows of $300,000 per quarter. Project Picnic’s payback period is six months. Which project should you recommend? A. Project Fish’n for Chips, because its payback period is two months shorter than Project Picnic’s B. Project Fish’n for Chips, because the costs on Project Picnic are unknown C. Project Picnic, because Project Fish’n for Chips’s payback period is four months longer than Project Picnic’s D. Project Picnic, because Project Fish’n for Chips’s payback period is two months longer than Project Picnic’s 23. Which of the following compression techniques increases risk? A. Crashing B. Resource leveling C. Fast tracking D. Lead and lag 24. Name the ethical code you’ll be required to adhere to as a PMP® credential holder. A. Project Management Policy and Ethics Code B. PMI® Standards and Ethics Code of Conduct C. Project Management Code of Professional Ethics D. PMI® Code of Ethics and Professional Conduct
  • 41. Assessment Test xxxix 25. You have been assigned to a project that will allow job seekers to fill out applications and submit them via the company website. You report to the VP of human resources. You are also responsible for screening applications for the information technology division and setting up interviews. The project coordinator has asked for the latest version of your changes to the online application page for his review. Which organizational structure do you work in? A. Functional organization B. Weak matrix organization C. Virtual organization D. Balanced matrix organization 26. You are the project manager for Lucky Stars Candies. You’ve identified the requirements for the project and documented them where? A. In the requirements documentation, which will be used as an input to the Create WBS process B. In the project scope statement, which is used as an input to the Create WBS process C. In the product requirements document, which is an output of the Define Scope process D. In the project specifications document, which is an output of the Define Scope process 27. What is the purpose of the project charter? A. To recognize and acknowledge the project sponsor B. To recognize and acknowledge the existence of the project and commit organizational resources to the project C. To acknowledge the existence of the project team, project manager, and project sponsor D. To describe the selection methods used to choose this project over its competitors 28. Which of the following are tools and techniques of the Identify Stakeholders process? A. Expert judgment, data gathering, data analysis, data representation, and meetings B. Expert judgment, stakeholder analysis, data representation, and meetings C. Stakeholder analysis and expert judgment D. Data representation, stakeholder management strategy, expert judgment, and meetings 29. You are a project manager working on a software development project. You’ve developed the risk management plan, identified risks, and determined risk responses for the risks. A risk event occurs, and you implement the response. Then, another risk event occurs as a result of the response you implemented. What type of risk is this? A. Trigger risk B. Residual risk C. Secondary risk D. Mitigated risk
  • 42. xl Assessment Test 30. You are working on a project that will upgrade the phone system in your customer service center. You have considered using analogous estimating, parametric estimating, bottom-up estimating, and three-point estimating to determine activity costs. Which process does this describe? A. Estimating Activity Resources B. Estimate Costs C. Determine Budget D. Estimating Activity Costs 31. Failure costs are also known as which of the following? A. Internal costs B. Cost of poor quality C. Cost of keeping defects out of the hands of customers D. Prevention costs 32. Feeding buffers and the project buffer are part of which of the following Develop Schedule tool and technique? A. Critical path method B. Schedule network analysis C. Applying leads and lags D. Critical chain method 33. You are working on a project that will upgrade the phone system in your customer service center. You have used bottom-up estimating techniques to assign costs to the project activi- ties and have determined the cost baseline. Which of the following statements is true? A. You have completed the Estimate Cost process and now need to complete the Deter- mine Budget process to develop the project’s cost baseline. B. You have completed the Estimate Cost process and established a cost baseline to mea- sure future projects against. C. You have completed the Determine Budget process and now need to complete the Schedule Development process to establish a project baseline to measure future project performance against. D. You have completed the Determine Budget process, and the cost baseline will be used to measure future project performance. 34. Each of the following options describes an element of the Develop Project Management Plan process except for which one? A. Project charter B. Outputs from other planning processes C. Configuration management system D. Organizational process assets
  • 43. Assessment Test xli 35. There are likely to be team loyalty issues in a matrixed environment. All of the following are true regarding this situation as it pertains to the Manage Team process except for which one? A. Two of the tools and techniques you might use to manage these relationships effectively are communications methods and conflict management. B. In this type of structure, team members report to both a functional manager and a project manager. Both managers should have input to the project performance appraisal for all team members, which is a tool and technique of this process. C. The project manager is generally responsible for managing team members’ relationships. D. The effective management of these reporting relationships is often a critical success factor for the project. 36. Monte Carlo analysis can help predict the impact of risks on project deliverables. It is an element of one of the tools and techniques of one of the following processes. The other tools and techniques of this process include sensitivity analysis, decision tree analysis, and influ- ence diagrams. A. Plan Risk Responses B. Perform Quantitative Risk Analysis C. Identify Risks D. Perform Qualitative Risk Analysis 37. Which of the following statements regarding configuration management is not true? A. Configuration management involves managing changes to the project baselines. B. Change control systems are a subset of the configuration management system. C. Configuration management focuses on the specifications of the deliverables of the project. D. Configuration management validates and improves the project by evaluating the impact of each change. 38. Which performance measurement tells you what the projected total cost of the project will be at completion? A. ETC B. EV C. AC D. EAC 39. Which of the following contracts should you use for projects that have a degree of uncer- tainty and require a large investment early in the project life cycle? A. Fixed price B. Cost reimbursable C. Lump sum D. T&M
  • 44. xlii Assessment Test 40. According to the PMBOK® Guide, the project manager is identified and assigned during which process? A. During the Develop Project Charter process B. At the conclusion of the Develop Project Charter process C. Prior to beginning the Planning processes D. Prior to beginning the Define Scope process 41. All of the following are tools and techniques of the Close Project or Phase process except for which one? A. Records management systems B. Expert judgment C. Data analysis D. Meetings 42. The inputs of the Monitor Communications process include all of the following except for which one? A. Project management plan B. Project documents C. Enterprise environmental factors D. Work performance information 43. All of the following statements are true regarding risks except for which one? A. Risks might be threats to the objectives of the project. B. Risks are certain events that may be threats or opportunities to the objectives of the project. C. Risks might be opportunities to the objectives of the project. D. Risks have causes and consequences. 44. Which performance measurement tells you the cost of the work that has been authorized and budgeted for a WBS component? A. PV B. EV C. AC D. EVM 45. Which of the following statements is true regarding the Project Management Knowledge Areas? A. They include Initiation, Planning, Executing, Monitoring and Controlling, and Closing. B. They consist of 10 areas that bring together processes that have things in common. C. They consist of five processes that bring together phases of projects that have things in common. D. They include Planning, Executing, and Monitoring and Controlling processes because these three processes are commonly interlinked.
  • 45. Assessment Test xliii 46. You have just prepared an RFP for release. Your project involves a substantial amount of contract work detailed in the RFP. Your favorite vendor drops by and offers to give you and your spouse the use of their company condo for your upcoming vacation. It’s located in a beautiful resort community that happens to be one of your favorite places to go for a get- away. What is the most appropriate response? A. Thank the vendor, but decline the offer because you know this could be considered a conflict of interest. B. Thank the vendor, and accept. This vendor is always offering you incentives like this, so this offer does not likely have anything to do with the recent RFP release. C. Thank the vendor, accept the offer, and immediately tell your project sponsor so they’re aware of what you’re doing. D. Thank the vendor, but decline the offer because you’ve already made another arrange- ment for this vacation. Ask them whether you can take a rain check and arrange another time to use the condo. 47. What are the Define Scope process tools and techniques? A. Cost–benefit analysis, scope baseline, expert judgment, and facilitated workshops B. Product analysis, alternatives generation, and expert judgment C. Product analysis, alternatives generation, expert judgment, and facilitated workshops D. Data analysis, decision making, interpersonal and team skills, product analysis, and expert judgment 48. You are the project manager for Heartthrobs by the Numbers Dating Services. You’re working on an updated Internet site that will display pictures as well as short bios of pro- spective heartbreakers. You have your activity list and resource requirements in hand and are planning to use parametric estimates and reserve analysis to determine activity dura- tions. Which of the following statements is true? A. You are using inputs from the Estimate Activity Duration process. B. You are using tools and techniques of the Estimate Cost process. C. You are using tools and techniques of the Estimate Activity Durations process. D. You are using inputs of the Estimate Costs process. 49. Your team is developing the risk management plan. Which tool and technique of this pro- cess is used to develop risk cost elements and schedule activities that will be included in the project budget and schedule? A. Meetings B. Data analysis C. Information gathering techniques D. Risk data quality assessment 50. What type of organization experiences the least amount of stress during project closeout? A. Project-oriented B. Functional C. Weak matrix D. Strong matrix
  • 46. xliv Assessment Test 51. You are the project manager for Xylophone Phonics. It produces children’s software pro- grams that teach basic reading and math skills. You are performing the Plan Quality Management process and are identifying operational definitions. Which of the following does this describe? A. The quality metrics B. The quality management plan C. The project documents update D. The cost of quality 52. You need to convey some very complex, detailed information to the project stakeholders. What is the best method for communicating this kind of information? A. Verbal B. Vertical C. Horizontal D. Written 53. You are the project manager for Heartthrobs by the Numbers Dating Services. You’re working on an updated Internet site that will display pictures as well as short bios of pro- spective heartbreakers. You’ve just completed your project team assignments including the project team directory, and you published the resource calendar. Which process are you in? A. Plan Resource Management B. Manage Team C. Develop Team D. Acquire Resources 54. You are a project manager for Waterways Houseboats, Inc. You’ve been asked to perform a cost–benefit analysis for two proposed projects. Project A costs $2.4 million, with potential benefits of $12 million and future operating costs of $3 million. Project B costs $2.8 mil- lion, with potential benefits of $14 million and future operating costs of $2 million. Which project should you recommend? A. Project A, because the cost to implement it is cheaper than with Project B B. Project A, because the potential benefits plus the future operating costs are less in value than the same calculation for Project B C. Project B, because the potential benefits minus the implementation and future operat- ing costs are greater in value than the same calculation for Project A D. Project B, because the potential benefits minus the costs to implement are greater in value than the same calculation for Project A 55. These diagrams rank-order factors for corrective action by frequency of occurrence. They are also a type of histogram. A. Control charts B. Process flowcharts
  • 47. Assessment Test xlv C. Scatter diagrams D. Pareto diagrams 56. You are a project manager working in a foreign country. You observe that some of your project team members are having a difficult time adjusting to the new culture. You provided them with training on cultural differences and the customs of this country before they arrived, but they still seem uncomfortable and disoriented. Which of the following state- ments is true? A. This is the result of working with teams of people from two different countries. B. This condition is known as culture shock. C. This is the result of jet lag and travel fatigue. D. This condition is known as global culturalism. 57. Your project involves the research and development of a new food additive. You’re ready to release the product to your customer when you discover that a minor reaction might occur in people with certain conditions. The reactions to date have been very minor, and no known long-lasting side effects have been noted. As project manager, what should you do? A. Do nothing because the reactions are so minor that very few people will be affected. B. Inform the customer that you’ve discovered this condition and tell them you’ll research it further to determine its impacts. C. Inform your customer that there is no problem with the additive except for an extremely small percentage of the population and release the product to them. D. Tell the customer you’ll correct the reaction problems in the next batch, but you’ll release the first batch of product to them now to begin using. 58. You are performing alternatives analysis as part of the Define Scope process. Which of the following options is not true? A. Alternatives analysis is a component of the data analysis tool and technique. B. Alternatives analysis is used in the Plan Scope Management process and the Define Scope process. C. Alternatives analysis involves unanimity, plurality, majority, and autocratic voting methods. D. Brainstorming and lateral thinking are types of alternative analysis. 59. The project manager has the greatest influence over quality during which process? A. Plan Quality Management B. Manage Quality C. Control Quality D. Monitor Quality
  • 48. xlvi Assessment Test 60. You are the project manager for a construction company that is building a new city and county office building in your city. You recently looked over the construction site to deter- mine whether the work to date conformed to the requirements and quality standards. Which tool and technique of the Control Quality process were you using? A. Defect repair review B. Inspection C. Sampling D. Quality audit 61. All of the following statements are true of the project Closing process group except for which one? A. Probability for success is greatest in the project Closing process group. B. The project manager’s influence is greatest in the project Closing process group. C. The stakeholders’ influence is least in the project Closing process group. D. Risk occurrence is greatest in the project Closing process group. 62. You are refining the product description for your company’s new line of ski boots. Which of the following statements is true? A. You are in the Initiating processes of your project and know that the product descrip- tion will contain more detail in this stage and that a decreasing amount of detail will be added to it as the project progresses. B. You are in the Planning processes of your project and know that the product descrip- tion will contain less detail in this stage and greater detail as the project progresses. C. You are in the Planning processes of your project and know that the product descrip- tion should contain the most detail possible at this stage because this is critical infor- mation for the Planning process. D. You are in the Initiating processes of your project and know that the product descrip- tion will contain less detail in this stage and greater detail as the project progresses. 63. Every status meeting should have time allotted for reviewing risks. Which of the following sentences is not true? A. Risk identification and monitoring should occur throughout the life of the project. B. Risk audits are performed during the Monitoring and Controlling phase of the project. C. Risks should be monitored for their status and to determine whether the impacts to the objectives have changed. D. Technical performance measurement variances may indicate that a risk is looming and should be reviewed at status meetings. 64. The business need or demand that brought about the project, high-level scope description, analysis of the problem or opportunity the project presents, recommendation, and an evalu- ation statement together describe elements of which of the following? A. Organizational process assets B. The feasibility study
  • 49. Assessment Test xlvii C. The business case D. The project charter 65. Which of the following statements is true regarding constraints and assumptions? A. Constraints restrict the actions of the project team, and assumptions are considered true for planning purposes. B. Constraints are considered true for planning purposes, and assumptions limit the options of the project team. C. Constraints consider vendor availability and resource availability to be true for plan- ning purposes. Assumptions limit the project team to work within predefined budgets or timelines. D. Constraints and assumptions are inputs to the Initiation process. They should be docu- mented because they will be used throughout the project Planning process. 66. People are motivated by the need for achievement, power, or affiliation according to which theory? A. Expectancy Theory B. Achievement Theory C. Contingency Theory D. Theory X 67. As a result of a face-to-face meeting you recently had to discuss the items in your issue log, you have resolved issues, managed expectations, and come away with an action plan that will improve project performance and will also require an update to the communications management plan (part of the project management plan). Which process does this describe? A. Manage Stakeholder Engagement B. Monitor Communications C. Manage Project Communications D. Manage Project Team 68. You’ve just completed the WBS. Which of the following statements is true? A. The WBS breaks the project deliverables down to a level where alternatives identifica- tion can be used to determine how level-two assignments should be made. B. The WBS breaks the project deliverables down to a level where project constraints and assumptions can be identified easily. C. The WBS breaks the project deliverables down to the work package level, where prod- uct analysis can be documented. D. The WBS breaks the project deliverables down to the work package level, where cost and time estimates can be easily determined.
  • 50. xlviii Assessment Test 69. As a PMP® credential holder, one of your responsibilities is to ensure integrity on the proj- ect. When your personal interests are put above the interests of the project or when you use your influence to cause others to make decisions in your favor without regard for the proj- ect outcome, this is considered which of the following? A. Conflict of interest B. Using professional knowledge inappropriately C. Culturally unacceptable D. Personal conflict issue 70. Which of the following describes the Executing process group? A. Project plans are put into action. B. Project performance measurements are taken and analyzed. C. Project plans are developed. D. Project plans are published. 71. Which of the following statements regarding the ADM method is not true? A. The ADM method can be used as a tool and technique when sequencing activities. B. The ADM method uses one time estimate to determine durations. C. The ADM method is also called AOA. D. The ADM method is rarely used today. 72. You are a project manager working on gathering requirements and establishing estimates for the project. Which process group are you in? A. Planning B. Executing C. Initiating D. Monitoring and Controlling 73. According to the PMBOK® Guide, which of the following names all the components of an interactive communication model? A. Encode, transmit, decode B. Encode, transmit, decode, acknowledge, feedback/response C. Encode, transmit, decode, feedback/response D. Encode, transmit, acknowledge, decode 74. Who is responsible for performing and managing project integration when using an Agile project management approach? A. Team members B. Product owner C. Scrum master D. Project manager
  • 51. Assessment Test xlix 75. These types of meetings are associated with the Agile project management methodologies. They occur at the beginning of an iteration. Team members choose items from the backlog list to work on during the iteration. What is this meeting called? A. Iteration planning meeting B. Sprint planning meeting C. Retrospective planning meeting D. Daily standup planning meeting 76. Which of the following processes assesses the likelihood of risk occurrences and their con- sequences using a numerical rating? A. Perform Qualitative Risk Analysis B. Identify Risks C. Perform Quantitative Risk Analysis D. Plan Risk Responses 77. The Plan Procurement process applies evaluation criteria to bids and proposals and selects a vendor. It also uses independent estimates to compare vendor prices. This is also known as which of the following? A. Independent comparisons B. Analytical techniques C. Should cost estimates D. Expert judgment
  • 52. Answers to Assessment Test 1. D. Fast tracking is the best answer in this scenario. Budget was the original constraint on this project, so it’s unlikely the project manager would get more resources to assist with the project. The next best thing is to compress phases to shorten the project duration. For more information, please see Chapter 1. 2. A. Discretionary dependencies can create arbitrary total float values, and they can also limit scheduling options. For more information, please see Chapter 4. 3. A. Project managers spend about 90 percent of their time communicating through status meetings, team meetings, email, verbal communications, and so on. For more information, please see Chapter 9. 4. B. Inspections are also called reviews, peer reviews, walkthrough, and audits. For more information, please see Chapter 11. 5. C. The deliverables are validated and accepted during the Control Scope process. For more information, please see Chapter 12. 6. C. The smoothing technique (also known as accommodate) does not usually result in a permanent solution. The problem is downplayed to make it seem less important than it is, which makes the problem tend to resurface later. For more information, please see Chapter 8. 7. B. Decision models are project selection methods that include benefit measurement methods and mathematical models. For more information, please see Chapter 2. 8. C. The scope management plan outlines how project scope will be managed and how scope changes will be incorporated into the project. For more information, please see Chapter 3. 9. D. Cause-and-effect diagrams—also called Ishikawa or fishbone diagrams—show the relationship between the effects of problems and their causes. Kaoru Ishikawa developed cause-and-effect diagrams. For more information, please see Chapter 9. 10. C. The outputs of this process are Approved change requests, project management plan updates (any component), and project documents updates (change log). For more information, please see Chapter 10. 11. C. Negotiation, influencing, and business skills are all important for a project manager to possess. However, good communication skills are the most important skills a project manager can have. For more information, please see Chapter 1. 12. C. The four types of project endings are addition, integration, starvation, and extinction. For more information, please see Chapter 12. 13. A. Scope changes will cause schedule revisions, but schedule revisions do not change the project scope. Project requirements are part of the project scope statement; therefore, scope change might come about as a result of changes to the project requirements, as stated in Option D. For more information, please see Chapter 11.
  • 53. Answers to Assessment Test li 14. A. Analogous estimating—also called top-down estimating—is a form of expert judgment. Analogous estimating can be used to estimate cost or time and considers historical information from previous, similar projects. For more information, please see Chapter 4. 15. A. Project managers have the highest level of power and authority in a project-oriented organization. They also have high levels of power and authority in a strong matrix organization. For more information, please see Chapter 1. 16. C. Plan Stakeholder Engagement is concerned with determining the engagement levels of the stakeholders, understanding their needs and interests, and understanding how they might impact the project or how the project may impact them. For more information, please see Chapter 5. 17. C. Unknown risks might be threats or opportunities to the project, and the project manager should set aside contingency reserves to deal with them. For more information, please see Chapter 6. 18. C. Sharing knowledge and creating knowledge are the focus of this process. Option A describes the Manage Communications process, Option B describes the Manage Stakeholder Engagement process, and Option D describes the Manage Quality process. For more information, please see Chapter 9. 19. B. The Plan Resource Management process identifies project resources, documents roles and responsibilities of project team members, and documents reporting relationships. For more information, please see Chapter 7. 20. C. VAC is calculated this way: VAC = BAC – EAC. Therefore, 525 – 500 = 25. For more information, please see Chapter 11. 21. D. Team building does occur throughout the life of the project, but ground rules are what establish clear expectations and behaviors for project team members. For more information, please see Chapter 8. 22. D. The payback period for Project Fish’n for Chips is eight months. This project will receive $300,000 every three months, or $100,000 per month. The $800,000 will be paid back in eight months. For more information, please see Chapter 2. 23. C. Fast tracking is a compression technique that increases risk and potentially causes rework. Fast tracking is performing two activities previously scheduled to start one after the other in parallel. For more information, please see Chapter 4. 24. D. The PMI® Code of Ethics and Professional Conduct is published by PMI® , and all PMP® credential holders are expected to adhere to its standards. For more information, please see Chapter 12. 25. B. Functional managers who have a lot of authority and power working with project coordinators who have minimal authority and power characterizes a weak matrix organization. Project managers in weak matrix organizations are sometimes called project coordinators, project leaders, or project expeditors. For more information, please see Chapter 1.
  • 54. lii Answers to Assessment Test 26. A. The requirements documentation contains a list of requirements for the project along with other important information regarding the requirements. For more information, please see Chapter 3. 27. B. The purpose of a project charter is to recognize and acknowledge the existence of a project and commit resources to the project. The charter names the project manager and project sponsor, but that’s not its primary purpose. For more information, please see Chapter 2. 28. A. Identify Stakeholders tools and techniques are expert judgment, data gathering, data analysis, data representation, and meetings. For more information, please see Chapter 2. 29. C. Secondary risk events occur as a result of the implementation of a response to another risk. For more information, please see Chapter 6. 30. B. Estimate Costs is where activity costs are estimated using some of the tools and techniques listed in the question. The remaining tools and techniques of this process are expert judgment, data analysis, project management information system, and group decision making. For more information, please see Chapter 5. 31. B. Failure costs are associated with the cost of quality and are also known as cost of poor quality. For more information, please see Chapter 7. 32. D. The critical chain is a resource-constrained critical path that adds duration buffers to help protect schedule slippage. For more information, please see Chapter 4. 33. D. The Determine Budget process establishes the cost baseline, which is used to measure and track the project throughout the remaining process groups. For more information, please see Chapter 5. 34. C. The inputs to Develop Project Management Plan include project charter, outputs from other processes, enterprise environmental factors (EEF), and organizational process assets (OPA). The tools and techniques of this process are expert judgment, data gathering, interpersonal and team skills, and meetings. For more information, please see Chapter 3. 35. A. The tools and techniques of the Manage Team process are interpersonal and team skills (conflict management, decision making, emotional intelligence, influencing, leadership) and PMIS. For more information, please see Chapter 8. 36. B. Monte Carlo analysis is a simulation technique that is part of a simulation tool and technique performed in the Perform Quantitative Risk Analysis process. For more information, please see Chapter 6. 37. A. Change control systems are a subset of the configuration management system. Change control systems manage changes to the deliverables and/or project baselines. For more information, please see Chapter 10. 38. D. Estimate at completion (EAC) estimates the total cost of the project at completion based on the performance of the project to date. For more information, please see Chapter 11.
  • 55. Answers to Assessment Test liii 39. B. Cost-reimbursable contracts are used when the degree of uncertainty is high and when the project requires a large investment prior to completion. For more information, please see Chapter 7. 40. A. According to the PMBOK® Guide, the project manager should be assigned during the development of the project charter, which occurs in the Develop Project Charter process. For more information, please see Chapter 2. 41. A. The tools and techniques of Close Project or Phase are expert judgment, data analysis, and meetings. For more information, please see Chapter 12. 42. D. Work performance information is an output, not an input, of the Monitor Communications process. The other inputs of this process are work performance data and organizational process assets. For more information, please see Chapter 10. 43. B. Risks are uncertain events that may be threats or opportunities to the objectives of the project. For more information, please see Chapter 6. 44. A. Planned value is the cost of work that has been authorized and budgeted for a schedule activity or WBS component. For more information, please see Chapter 11. 45. B. The project management Knowledge Areas bring together processes that have commonalities. For example, the Project Quality Management Knowledge Area includes the Plan Quality Management, Manage Quality, and Control Quality processes. For more information, please see Chapter 2. 46. A. The best response is to decline the offer. This is a conflict of interest, and accepting the offer puts your own integrity and the contract award process in jeopardy. For more information, please see Chapter 12. 47. D. The tools and techniques of the Define Scope process include data analysis, decision making, interpersonal and team skills, product analysis, and expert judgment. For more information, please see Chapter 3. 48. C. Parametric estimates and reserve analysis (part of data analysis) are two of the tools and techniques of the Estimate Activity Duration process. The other tools are expert judgment, analogous estimating, bottom-up estimating, decision making, three-point estimating, and meetings. For more information, please see Chapter 4. 49. A. The Plan Risk Management process contains three tools and techniques: data analysis (stakeholder analysis), expert judgment, and meetings. Meetings are used to determine the plans for performing risk management activities. One of the key components of these meetings is to determine risk cost elements, along with schedule activities, and definitions of terms, and the development or definition of the probability and impact matrix. For more information, please see Chapter 6. 50. C. Weak matrix organizational structures tend to experience the least amount of stress during the project closeout processes. For more information, please see Chapter 12.
  • 56. liv Answers to Assessment Test 51. A. Operational definitions are quality metrics. They describe what is being measured and how it will be measured during the Control Quality process. For more information, please see Chapter 7. 52. D. Information that is complex and detailed is best conveyed in writing. A verbal follow-up would be good to answer questions and clarify information. Vertical and horizontal are ways of communicating within the organization. For more information, please see Chapter 9. 53. D. Resource calendars and project team assignments (which includes the project team directory) are outputs of the Acquire Resources process. For more information, please see Chapter 8. 54. C. Project B’s cost–benefit analysis is a $9.2 million benefit to the company, compared to $6.6 million for Project A. Cost–benefit analysis takes into consideration the initial costs to implement and future operating costs. For more information, please see Chapter 2. 55. D. Pareto diagrams rank-order important factors for corrective action by frequency of occurrence. For more information, please see Chapter 11. 56. B. When people work in unfamiliar environments, culture shock can occur. Training and researching information about the country you’ll be working in can help counteract this. For more information, please see Chapter 12. 57. B. Honesty and truthful reporting are required of PMP® credential holders. In this situation, you would inform the customer of everything you know regarding the problem and work to find alternative solutions. For more information, please see Chapter 12. 58. C. Option C describes voting methods that are used in the decision-making tool and technique. They are not part of alternatives analysis. For more information, please see Chapter 3. 59. B. Manage Quality is the process where project managers have the greatest amount of influence over quality. For more information, please see Chapter 9. 60. B. Inspection involves physically looking at, measuring, or testing results to determine whether they conform to your quality standards. For more information, please see Chapter 11. 61. D. Risk occurrence is lowest during the Closing process group because you’ve completed the work of the project at this point. However, risk impacts are the greatest in the Closing process because you have much more at stake. For more information, please see Chapter 12. 62. D. Product descriptions are used during the Initiating process group and contain less detail now and more detail as the project progresses. For more information, please see Chapter 1. 63. B. Risk audits should be performed throughout the life of the project, and you are specifically interested in looking at the implementation and effectiveness of risk strategies. For more information, please see Chapter 11. 64. C. These elements are part of the business case used as an input (through the business documents input) to the Develop Project Charter process. For more information, please see Chapter 2.
  • 57. Answers to Assessment Test lv 65. A. Constraints limit the options of the project team by restricting action or dictating action. Scope, time, and cost are the three most common constraints, and each of these has an effect on quality. Assumptions are presumed to be true for planning purposes. Always validate your assumptions. For more information, please see Chapter 3. 66. B. Achievement Theory conjectures that people are motivated by the need for achievement, power, or affiliation. For more information, please see Chapter 8. 67. A. The clues in this question are the face-to-face meetings resolving issues, managing expectations, and improving project performance, which are the primary purposes of the Manage Stakeholder Engagement process. Project management plan updates include both the communications management plan and stakeholder engagement plan and are outputs of this process. For more information, please see Chapter 9. 68. D. The work package level is the lowest level in the work breakdown structure. Schedule and cost estimates are easily determined at this level. For more information, please see Chapter 4. 69. A. A conflict of interest is any situation that compromises the outcome of the project or ignores the impact to the project to benefit yourself or others. For more information, please see Chapter 12. 70. A. The Executing process group takes published project plans and turns them into actions to accomplish the goals of the project. For more information, please see Chapter 1. 71. B. The arrow diagramming method (ADM)—also called activity on arrow (AOA)—uses more than one time estimate to determine project duration. For more information, please see Chapter 4. 72. A. The Planning process group is where requirements are fleshed out and estimates on project costs and time are made. For more information, please see Chapter 3. 73. B. The components of the interactive communication model are encode, transmit, decode, acknowledge, and feedback/response. The basic communication model consists of the sender, message, and receiver elements. For more information, please see Chapter 5. 74. D. The project manager is responsible for performing and managing project integration whereas the project team members are responsible for planning, control, and delivery of the product. For more information, please see Chapter 2. 75. B. The Sprint planning meeting occurs at the beginning of an iteration or sprint. Team members choose the items from the backlog that they will work on in the upcoming sprint. For more information, please see Chapter 1. 76. C. Perform Quantitative Risk Analysis analyzes the probability of risks and their consequences using a numerical rating. Perform Qualitative Risk Analysis might use numeric ratings but can use a high-medium-low scale as well. For more information, please see Chapter 6. 77. C. Independent estimates are also known as should cost estimates. For more information, please see Chapter 7.
  • 58.