Question Bank PMP

1. You are a project manager working on a project to market a new product. The deliverables of the project have been established, and the project work has begun. A contract to deliver the deliverables has been signed. The customer who has signed the contract has telephoned you to request additional work to be done on the project. This work will affect the budget but not the schedule of the project. This project has a high priority with your company. What should you so next?

a. Do what the customer asks you to do and add the additional requirements to the original contract   

b. Refuse the request and send a memo to your management explaining the situation

c. Respond to the customer’s request by explaining the change procedure and askingthat he or she submit a request for change

d. Arrange to meet with the project team to discuss this change

2. You are the project manager for a high visibility project. The margin on this project is low,and it is extremely important that the cost estimates for the work on the project be accurate. While reviewing the cost estimates for this project you notice that one of the cost estimates for an element in the WBS is 10% higher than two previous projects for very similar work. What should you do?

a. Accept the estimate because you trust all of the people on your project team, and they are responsible for estimates

b. Reduce the estimate and add the additional budget to the management reserve

c. Ask the person responsible for the estimate to explain the difference and bring supporting information to you

d. Reduce the estimate and add the additional budget to the contingency reserve

3. You are managing a project in a foreign country. In this country there is a normalpractice for business people to exchange gifts when very large contracts, such as the one you are working on, are signed. The gift is of a greater value than your company’s policy for gift exchange will allow. You have given a gift of similar value to the customer’srepresentative already. What should you do?

a. Take the giftb. Contact your company’s management and seek for assistancec. Refuse the gift graciously, explaining your company’s policyd. Ask the customer’s representative to give the gift to your manager.

4. You are the manager of a research group that is developing a new chemical material.You hire a person from a competing company who has a great deal of expertise in thisarea. The person contributes greatly to the progress of your project. Duringconversation with the person you determine that many of this person’s ideas weredeveloped by the competing company. What do you do?

a. Tell the person that he or she should not mention that the ideas came from anothercompanyb. Sign a nondisclosure agreement with this person before he or she leaves yourcompanyc. Accept the new ideasd. Investigate the employee for security reasons

5. You are managing a project that is in process. A large and unexpected problem occurs that will cause a delay in the schedule in excess of the contingency schedule for the project. What should you do?

a. Look at other tasks in the schedule and see which ones should be reduced to allow time for this problem to be workedb. Reduce testing on the completed tasksc. Require mandatory overtime for the project teamd. Speak to the stakeholders about getting additional time and budget for the project

6. You are the project manager for a large project. Some members of the project team have come to you and asked that they be permitted to work on a flexible schedule. Some of the other team members feel that it is important that all team members be on site at all times unless they are absent for business reasons. What should you do?

a. Turn down the request for flexible time schedulesb. Accept the request for flexible time schedulesc. Arrange a meeting of the project team members and allow them to decided. Discuss this problem with your manager and act on the results of the meeting

7. You are the project manager for a project that has high visibility. Your manager wants you to prepare a presentation for him to present at a conference. Most of the material in the presentation will be facts that are the results of your project. Your manager intends to present the material under his own name. Your name will not appear. What should you do?

a. Refuse to work on the presentation unless you are listed as a coauthorb. Do the work as you were told by your managerc. Present your own presentationd. Meet with your manager’s manager and discuss the problem

8. You are managing a project and the customer’s engineer visits your facility on an inspection and general getting acquainted tour. During the tour they make the comment that the parts that are being designed should be in stainless steel instead of plain steel with enamel. What should you do?

a. Authorize the change in design to your engineersb. Continue with the present designc. Speak to the visiting engineers and discuss having an informal meeting betweenyour engineers and the visiting engineersd. Ask the visiting engineers to submit a change proposal to the change system

9. Which of the following is the example of a conflict of interest?

a. You are the fourth cousin of a vendor supplying parts to a project in your companyb. You are the owner of a company that is supplying parts to a project that you are managingc. You receive a gift from a supplier of parts for your projectd. A supplier tells you sensitive information, in confidence, that allows you to select another supplier for your project

10. You are the project manager for a large project that is completed on time and on budget. The customer and all of the stakeholders are pleased with the results. As a direct result of the successful completion of the project, your manager approves a bonus of $25,000 for you. There are fifteen members of the project team. One of the people in the projectteam has been a very low contributor to the project; the other fourteen have all been above standard. What should you do with the money?

a. Keep the money yourself; you deserve it. And the manager gave it to youb. Divide the money equally among all the team membersc. Ask the team members how they would divide the moneyd. Divide the money equally among the team members except for the substandardteam member

11. One of the members of your project team comes to you and says that he heard that one of the suppliers to the project had given a substantial gift to one of the project team members in hopes that the team member would favor his company with a purchase order. The company was favored with a purchase order for the parts. What should you do?

a. Talk to the person and get him or her to give back the giftb. Investigate the matter completelyc. Cancel the purchase order with the supplierd. Meet with your manager and discuss the problem

12. Decomposing the major deliverables into smaller, more manageable components to provide better control is called:

a. Scope planningb. Scope definitionc. Scope baseliningd. Scope verification

13. Any numbering system that is used to monitor project costs by category such as labor, supplies, or materials, for example, is called a. Chart of accountsb. Work breakdown structurec. Universal accounting standardd. Standard accounting practices

14. A person who is involved in or may be affected by the activities or anyone who has something to gain or lose by the activity of the project is called a:

a. Team memberb. Customerc. Stakeholderd. Supporter

The following should be used for questions 15 through 17.A project manager is assigned to a project early in the project lifecycle. One of the things that must be done is to do a justification for the project. Since very little information is known about the project, the estimates are considered to be rough estimates. The following table is the project manager’s estimate of the cash flow that will take place over the next five years.

End of Year Cash Flow In Cash Flow Out1                        0                  500,0002                   300,000              90,0003                    400,000            100,0004                    100,000             175,0005                      50,000              35,000

15. What is the payback period for this project?a. One yearb. Two yearsc. Three yearsd. Four years

16. What is the net cash flow at the end of five years?a. $50,000b. - $50,000c. $850,000d. $100,000

17. If the net present value for each of the cash flows were calculated at a 10% interest rate, the net present value cash flow at the end of five years would be:a. Greater than the total cash flow without the net present value appliedb. Less than the total cash flow without the net present value appliedc. The same as the total cash flow without the net present value appliedd. Unable to be calculated with the information supplied

18. A group of related projects that are managed in a coordinated way that usually include an element of ongoing activity is called a:

a. Major projectb. Project officec. Programd. Group of projects

19. During the full life cycle of the project, a plot of the project’s expected expenditure will usually follow a characteristic “S” shape. This indicates that:

a. There is a cyclic nature to all projectsb. Problems will always occur in the execution phasec. There are high expenditure during closeoutd. The bulk of the project budget will be spent in the execution phase

20. A temporary endeavor undertaken to create a new product or service is called a:

a. New product developmentb. Projectc. Programd. Enterprise

21. A project manager makes a narrative description of the work that must be done for her project. This is called a:

a. Project planb. Control chartc. Statement of workd. Project objective

22. An example of scope verification is:

a. Reviewing the performance of an installed software moduleb. Managing changes to the project schedulec. Decomposing the WBS to a work package leveld. Performing a benefit-cost analysis to determine if we should proceed

23. The process of establishing clear and achievable objectives, measuring their achievement, and adjusting performance in accordance with the results of the measurement is called

a. Strategic planningb. Contingency planningc. Detailed planningd. Management by objectives

24. Configuration management is:

a. Used to ensure that the description of the project product is correct and completeb. The creation of work breakdown structurec. The set of procedures developed to ensure that project design criteria are metd. A mechanism to track budget and schedule variances

25. A project manager is employed by a construction company and is responsible for the furnishing of the completed building. One of the first things that the project manager for this project should do is to write a:

a. Work breakdown structureb. Budget baselinec. Project charterd. Project plan 

26. A project manager is creating a work breakdown structure for her project. In the work break down structure, the lowest level of the breakdown for the project manager is called:

a. Activityb. Taskc. Work packaged. Cost account

27. A project manager is reviewing the scope of the project and the scope baseline of the project. This includes which of the following?

a. The original project schedule, budget, and scopeb. The original project description and project charterc. The original scope of the project plus or minus any scope changesd. The current budget of the project

28. A project manager has just become the manager of a project. The document that recognizes the existence of the project is called:

a. The statement of workb. The project assignmentc. The project charterd. The product description

29. A project manager is reviewing the work breakdown structure for her project. The WBS of the project represents:

a. All the tangible items that must be delivered to the clientb. All the work that must be completed for the project

c. The work that must be performed by the project teamd. All the activities of the project

30. A manager who manages a group of related projects is called a:a. Project managerb. Project expediterc. Program coordinatord. Program manager

31. A new project has begun. The project charter has been written and the project manager has been assigned. The project manager is preparing the work breakdown structure for the project. The WBS is typically used for:

a. Explaining the scope of the project relevant to the clientb. The basis for organizing and defining the total scope of the projectc. Showing the resource conflicts that exist in the projectd. The logical relationship between tasks in the project

32. During the life of a project, the project will go through several phases – initiating, planning, execution, and closeout. Which phase of the project is likely to have the greatest amount of its funding spent?

a. Initiatingb. Planningc. Executingd. Closeout

33. During the course of the project it is important that the stakeholders be informed of the progress of the project. One of the reports that is frequently used is a progress report. Which of the following is true about progress report?

a. They allow stakeholders to judge the performance of the project according to its planb. They are generally considered to be overkill on very small projectsc. They require the use of earned value reportsd. They must be produced by the project manager

34. The coordinated undertaking of interrelated activities directed toward a specific goal that has finite period of performance is a:

a. Project charterb. Projectc. Set of project objectivesd. Program

35. The document that is proof of upper management’s commitment to the project and gives the authority to manage the project to the project manager is called: 

a. The project planb. The project goals and objectivesc. The project charterd. The project definition

36. A project manager works in a company favoring the weakest authority for the projectmanager the type of organization that holds the project manager to be the weakest is:

a. Projectized organizationb. Strong matrix organizationc. Weak matrix organizationd. Balanced matrix organization

37. A project manager has been asked by the client to meet the promise date of the project. The project manager analyzes the schedule before promising a date to the customer. The project manager uses the program evaluation and review technique to evaluate the project schedule. She decides that based on the PERT calculations she can promise a delivery date of June 30. The expected value of the project completion date is May 30. If the project manager is willing to accept a 5% probability that the project will be delivered later than June 30, what is the standard deviation of the duration of the activities on the critical path? Assume a five-day workweek.

a. Ten daysb. Fifteen daysc. One-half monthd. One month

38. A project is proposed to a customer. Price and schedule for delivery are agreed upon. The work breakdown structure is agreed to as well. The customer requests that one of the milestones of the project be completed by a certain date. The project schedule is reviewed, and it is found that the expected completion date for this milestone is considerably earlier that the date requested by the customer. The date for this milestone is which of the following?

a. Considerationb. Summary activityc. Constraintd. Suggestion

39. A project manager is managing a project. The original scope baseline of the project was budgeted at $100,000. Since work on the  project started there have been seventeen authorized and approved changes to the project. The changes have a value of $17,000 and the cost of investigating them prior to their approval was $2,500. What is the current budget for the project?

a. $100,000b. $114,500c. $117,000d. $119,500

40. In a very large project having a budget of $5 million and a project team of over one hundred persons, the project manager constructs a work breakdown structure. The project manager will do the WBS to the detail level of which of the following?

a. Taskb. Activityc. WBS elementd. Work package

41. A project manager is managing a project that has reached the end of planning phase. The work scope has been agreed to and definitive cost estimates have been completed for

the project. The total estimated cost of the project is $100,000. It is reasonable to expect that the project will not cost over which of the following value?a. $100,000b. $110,000c. $125,000d. $175,000

The following information and questions 42 through 51 refer to Figure 1

 A schedule was developed for a project to install windows in an apartment building. The project is a rush job, and the contractor has agreed to schedule the work on a single shift basis but will work seven days per week until the job is done. The project is to begin on May 1.

42. What day in May will activity D have for its early finish date?a. May 13b. May 6c. May 7d. May 5

43. What is the free float for activity F?a. 6b. 7c. 0d. 8

44. What is the free float for activity D?a. 6b. 7c. 8d. 0

45. What is the critical path of the project?a. A B E G Hb. A B D F Hc. A C G Hd. A B E D F H

46. What is the late start for activity F?a. May 10b. May 11

c. May 12d. May 14

47. How long is the project in days?a. Nineteenb. Twentyc. Twenty-oned. Eighteen

48. What is the early start for activity F?a. May 7b. May 6c. May 5d. May 4

49. If there is a delay in activity F of six days, what is the effect on the project completion date?a. Increases one dayb. No change to project completion datec. Increases two daysd. Increases three days

50. What is the early finish date for activity A?a. May 1b. May 2c. May 3d. May 4

51. The above diagram is called:a. Activity on arrow network diagramb. Network diagramc. Precedence diagramd. Gantt chart

52. If a project manager were to make Thanksgiving dinner, two of the activities that might be of concern would be roasting the turkey and baking the sweet potatoes. In order to ensure that these two items will be finished cooking and will come out of the oven at the same time, what type of relationship should he or she use in the schedule between these two activities?a. Finish – finishb. Start – startc. Finish – startd. Start – finish

Questions 53 through 56 refer to the diagram in Figure 2 and the table that follows.

In a project to install concrete sewer lines there is a lot of uncertainty as to how long the durations should be for the tasks involved. The project manager has determined that the team will use the PERT technique to evaluate the project’s completion date. The diagram shows nineactivities and the table shows the optimistic, pessimistic, and most likely estimates that the team has already made.

53. What is the expected value of the number of days to complete the project?a. 47.3b. 22.0c. 32.3d. 48

54. It is desirable to make an estimate that has a greater than 95% chance of being correct. Which of the following ranges of time for the impletion of the project best describes this probability of being correct?

a. 33.31 to 31.36b. 34.28 to 30.39c. 14.39 to 33.48d. 35.25 to 29.42

55. What is the expected value of the duration for activity B?a. 5.6b. 2.8c. 3.0d. 2.6

56. What is the standard deviation for the duration of activity B?a. 1.000

b. .133c. .166d. 1.413

57. The project manager decided to improve the predicted completion date for the project by doing in parallel several of the activities that were scheduled to be done in sequence.This is called:a. Crashingb. Increasing prioritiesc. Hurry up defensed. Fast tracking

58. Crashing the schedule means:a. Making the project shorter by any economic meansb. Running the project team on overtimec. Doing activities that were in sequence in paralleld. Getting out of town before the project is in trouble

59. The original schedule (for a project, a work package, or an activity). Plus or minus approved changes, is called:a. The working scheduleb. The target schedulec. The performance scheduled. The baseline schedule

60. Schedules are used in many ways. In a project to build a bridge the project manager wants to use a tool that will show the scheduled activities in such a way that it is easy to see when each activity starts and finishes and which activities are taking place at the same time. Which tool should be used?a. PERT chartb. Gantt chartc. Precedence diagramd. GERT chart 

61. Which of the following is true?a. The critical path is the path through the network that has the highest total durationb. The critical path is the path with the least amount of free floatc. The critical path is the list of activities that have zero floatd. The critical path is the list of activities that have critical risks associated with them

62. Resource leveling will generally:a. Reduce the time needed to do the projectb. Increase the total time necessary to do all the tasksc. Reduce the over utilization of resourcesd. Reduce resources to the lowest skill that is possible

63. A task was scheduled to use two persons, full time, and take two weeks to complete.Instead, the project manager was only able to assign one person to this task. At the endof two weeks, the person assigned to the task was 75% complete. What is the costperformance index?a. 0.75b. 1.5

c. 1.33d. .5

64. Five tasks are scheduled to be completed in sequence. Each task has a finish-startrelationship with the next task. Each has one day of total float. As of today, task one andtwo have been completed on schedule. How many days of float remain in the scheduleof these tasks?

a. Twob. Onec. Zerod. Four

65. Which of the following is considered to be a simulation technique?a. PERT analysisb. GERT analysisc. Monte Carlo analysisd. Critical path method

66. The main difference between the two types (ADM, arrow diagramming method, and PDM, precedence diagramming method) of the critical path method (CPM) of scheduling is:a. Placement of the activity on the logic diagram lineb. Arrow diagramming method (ADM) is a deterministic method, whereas theprecedence diagramming method (PDM) is a probabilistic methodc. Precedence diagramming method (PDM) is a deterministic method, whereas the arrow diagramming method (ADM) is a probabilistic methodd. Precedence diagramming method (PDM) is a more accurate method

67. The project schedule is not used to determine:a. The start and finish dates of the activitiesb. Occasional changes to the activity listingc. The total float of the activitiesd. The project’s budget

68. A project manager wants to make a trip to California by car. The project manager knows how many miles it will be to drive to California, the current price of gasoline, and how many miles the car will go on a gallon of gasoline. From this information he or she can calculate the estimated cost of the gasoline for the trip. This is a form of what kind of estimating technique?a. Definitiveb. Analogousc. Parametricd. Quantitative

69. A project manager wants to make a trip to California by car. The project manager knows someone who has made this trip before. This person has a similar

car to the one that the project manager has, and the person has kept good records on the money spent for fuel on the trip. The distance that the project manager will travel is 10% farther than the other person’s trip. By multiplying the cost of fuel reported by the other person by 1.1, the project manager is performing what kind of estimate?a. Definitiveb. Analogousc. Parametricd. Quantitative

70. To distinguish top-down estimates from bottom-up estimates, it would be correct to say that the bottom-up estimate would be:a. Less accurateb. About equal in accuracy to the top-down estimatec. More accurated. No different to perform than the top-down estimate

71. A project manager and the project team identify several specific risks in a project. The expected value of these risks is estimated at $10,000. The impact on the project brought about by these risks is estimated at $40,000. What value should be entered into the management reserve for these risks?a. $10,000b. $40,000c. $0d. $25,000

72. A project manager and the project team identify several specific risks in a project. The expected value of these risks is estimated at $10,000. The impact on the project brought about by these risks is estimated at $40,000. What value should be entered into the contingency reserve for these risks?a. $10,000b. $40,000c. $0d. $25,000

73. What characteristic best describes the cost baseline?a. Total budget for the projectb. Time-phased budget for the projectc. Total budget for the project including the contingency budgetd. Total budget for the project including the contingency budget and the management reserve

74. A project is formed to produce a product that will be used for transporting people. Costs that are associated with the project that occur after the delivery of the

product to the customer are considered to be what kind of cost?a. Prorated costb. Expensesc. Life cycle costd. Expected value

75. A project team receives an approved change request from customer. The team has previously estimated that the cost to implement this change is $10,000. The customer has agreed to pay this amount for the additional work. The customer realizes that there is a 50 percent chance that this change will not work and will later be removed. What change, if any, should be made in the budget?a. The project budget should not be increasedb. The project budget should be increased by $15,000c. The project budget should be increased by $10,000d. The project budget should be increased by $5,000

76. The act of doing anything that will help to bring future project performance into line with the project plan is called:a. Budget updateb. Revised cost estimatec. Corrective actiond. Contingency planning

77. Which of the following choices would be an acceptable cause for “rebaselining” a $10 million project?a. The monthly consumer price index on some of the commodities used on the project has been identified as having gone up by 1.6%, an increase of 46% over the 1.1% that had been budgetedb. The client has authorized a $10,000 addition to the scope of the projectc. The contractor’s company has instituted a quality program on which it has pledged to spend $1 million during the next yeard. The productivity in the drafting department has been shown to be lower than anticipated, which has resulted in 1,000 additional hours, a 78% increase over what was budgeted

78. In terms of earned value reporting, a project is considered complete when:a. The BAC is equal to the PVb. The EV is equal to the ACc. The PV is equal to the ACd. The BAC is equal to the EV

79. The time-phased cost of the project that reflects the expenditures rather than the consumption of a resource that will be used to measure and monitor cost performance on a project is the:a. Spending planb. Cost baseline

c. WBSd. Schedule

80. A large piece of equipment is needed for the project. It will be retained and used after the project is completed. The equipment has a value of $500,000, and it has a scrap value of $50,000 at the end of its useful life of ten years. If the sum of the years’ digits method of depreciation is used, what is the depreciation that is taken at the end of the third year?a. $81,818b. $90,900c. $65,250d. $72,500

81. Using the formula: Present value = S/(1+i)n where i is the interest rate in percentage, n isthe number of periods, and S is the starting amount, the following table is produced:Periods       10%       12%       14%1                0.909      0.893      0.8772                0.826      0.797      0.7693                0.751      0.712      0.6754                0.683      0.636      0.5925                0.621      0.597      0.519

Based on the table, what is the value of an annual income flow of $1,300 each year overthe next three years at 12%?a. $3122.60b. $3900.00c. $3497.00d. 36%

82. Lifecycle costing:a. Is a method of including all of the cost associated with the project over its entire lifeb. Is a federal government accounting methodc. Is a method of predicting the life of a projectd. Is a method of evaluating projects when they are complete

The following table and description refer to questions 83 through 89.A project manager is using the earned value reporting method to manage his project. Thefollowing table shows the data collected to date. The plan is for the project to be complete aftereight weeks. The earned value report shows data collected for the first four weeks of the project.The figure shown in the table are cumulative.Week       PV      AC      EV1             1,000 1,000 1,0002             3,000 2,000 2,5003             5,000 5,000 6,0004             7,000 9,000 7,0005            13,0006            17,0007            19,0008            20,000

83. What is the cost performance index for week 4?a. 1.000b. 0.777c. 1.286d. 1.250

84. What is the schedule performance index for week 3?a. 1.200b. 0.833c. 1.000d. 1.500

85. What is the BAC for the project during week 4?a. 7,000b. 9,000c. 5,000d. 20,000

86. During week 5 it is found that some of the work that was reported complete in week 2was considered unacceptable. It will require $500 to fix the problem and make this workacceptable. The work is scheduled to be done in week 6. No other work is reported to becomplete during week 5. What is the EV for week 5?a. 7,000b. 6,500c. 9,000d. 5,000

87. What is the cost variance for week 4?a. 0b. -2,000c. 2,000d. 7,000

88. What is the schedule variance in week 2?a. 500b. 1,000c. -500d. -1,000

89. What is the EAC at week 4?a. 20,000b. 15,555c. 25,740d. 17,717

90. The calculation of the EAC assumes that:a. The schedule performance index will remain the same for the remaining part of theprojectb. The cost performance index will remain the same for the remaining part of the projectc. The BAC will be different by the end of the projectd. The EAC will continuously increase for the remaining portion of the project

91. What factors need to be known in order to be able to calculate the ETC?a. Budget at completion, actual cost, and planned valueb. Budget at completion, earned value, and actual costc. Estimate at completion and planned valued. Estimate at completion and actual cost

92. A construction company is being measured by the earned value reporting method.During the project one of the tasks, installing ten elm trees, was completed. The plannedvalue for this task was $4,000, and it was completed two weeks ago. Unfortunately forthe contractor, maple trees should have been planted. The customer insists that mapletrees be planted and that the elm trees be removed. As of this time the elm trees are stillin the ground, but the contractor has agreed to do the work of replacing them. Whataction should be taken on the earned value report?a. Reduce PV by $4,000b. Reduce AV by $4,000c. Reduce EV by $4,000d. Make no changes since the vendor has agreed to fix the problem

93. Learning curve theory emphasize that in producing many goods:a. Cost decreases as production rates increaseb. Average unit cost decreases as more units are producesc. Materials become cheaper when they are purchased in bulkd. Laborers become more productive because of technological advances

94. A project manager is considering applying learning curve theory to his project. Theproject involves designing a number of software modules that are very similar. Accordingto the cost figures that have been collected the first unit required 100 person-hours todesign and test. The second unit required 90 person-hours to design and test. Howmany person-hours will the eighth module take to design and test?a. 90b. 100c. 73d. 172

95. The process required to ensure that the project will satisfy the needs for which it wasundertaken include all activities of the overall management function that determines thequality policy, objectives, and responsibilities and implements them by means such asquality planning, quality control, quality assurance, and quality improvement, within thequality system. This is called:a. Quality assuranceb. Quality controlc. Quality planningd. Quality management

96. Decisions as to the types of projects that should be accomplished and strategic plans asto the quality of the projects that are required should be the decision of which of thefollowing?a. Project managerb. Procurement managerc. Upper managementd. Stakeholders

97. According to Deming and Juran most of the quality problems that exist are due to adefect or failure in processes that are controlled by:a. The project manager

b. The procurement managerc. Upper managementd. Stakeholders

98. A project manager is managing a large project and must consider the application of aquality management plan. One of the critical factors in such a plan is the cost ofimplementing the plan. The project manager should:a. Invoice the client for all quality improvementsb. Implement the highest quality possible regardless of costc. Implement quality improvements as long as the benefits outweigh the costsd. Rely on upper management to determine the quality budget

99. A project manager has discovered a problem and is trying to determine the cause. Theprocess whereby he identifies the variables that have the most influence on the projectby holding all the variables constant and changing one at a time is called:a. Product correlationb. Design of an experimentc. System integrationd. Output processing

100. A control chart is being used to control a manufacturing process. As part of the control asample of five parts is taken from the manufacturing process each hour of operation.Each of the five parts is measured and the dimension is recorded on the work sheet. Thedifference between the highest and lowest measured dimension of the five parts isplotted on the control chart. This is called which of the following values?a. Rb. R barc. Xd. X bar

101. The totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs is the definition for:a. Modern quality managementb. Quality assurancec. Qualityd. Quality control

102. A large project is being worked on by a large company. The client is interested in knowing how the company will be able to meet the quality needs of the project. In order to satisfy this request of the client the project manager arranges a meeting between the client and the:a. General managerb. Quality control managerc. Quality assurance managerd. Chief designer

103. One of the fundamental tenets of quality management is that quality:a. Must exceed customer expectationb. Is planned in and not inspected inc. Will increase costd. Costs must all be passed onto the customer

104. A category or rank given to products that have the same functional use but different technical characteristics is called the product’s:

a. Qualityb. Functional characteristicsc. Graded. Technical characteristics

105. The quality manager of a company wishes to analyze the data that is coming to him in the form of a list of defects that have occurred in the shipping department. The report comes with defects listed  chronologically as they occurred, the cost of the repair necessary to correct each defect, the person involved, and a description of the defect.The manager would like to determine which of the defects should be corrected first according to the frequency of the defect occurring. He should use which of the following quality tools?a. Cause and effect diagramb. Sampling inspectionc. Pareto diagramd. Quality critical path

106. A project manager from the quality control area is trying to categorize the number of mistakes that are made in the area that paints the right front fender of the Mercedes 560 SL. She list all the possible defects on a sheet of paper and asks the inspector to make a mark each time one of the listed defects is found. This is an example of using which of the following quality tools?a. Scatter diagramb. Statistical measurementsc. Check sheetd. Random sampling

107. The project management team should be aware that modern quality management complements modern project management. For example, both disciplines recognize the importance of:a. Completion in the shortest possible time frameb. Making a maximum profitc. Having lower cost than competitord. Customer satisfaction

108. In a manufacturing process that is being controlled by control charts there are variables occurring that will affect the process output. Variations in the process that are considered to be normal process variables are called:a. Common causesb. Uncommon causesc. Special causesd. Random causes

109. Work results, quality checklists, operational definitions, and the management plan are:a. Inputs to quality controlb. Outputs from quality controlc. Inputs to quality assuranced. Outputs from quality assurance

110. A control chart is being used to control a manufacturing process. As part of the control a sample of five years is taken from the manufacturing process each hour of operation. Each of the five parts is measured, and the dimension is recorded on the work sheet. The average of the five parts is plotted on the control chart. This is called which of the following values?

a. Xb. X barc. Sample averaged. Control average

111. A project manager for the quality department is trying to solve a problem with a machine that makes die cast aluminum parts that are used in automobiles. These parts are frequently made with defects. The project manager has decided to hold a meeting to discuss the process of making the parts. He creates a diagram that has branches thatshow the possible causes of the problems. Each of the branches breaks the cause down into more and more detail. This diagram is called a:a. Pareto diagramb. Fishtank diagramc. Cause and effect diagramd. Scatter diagram

112. As the manager of the production department where electrical circuits are being made you observe the inspection station where the completed printed circuit assemblies are being inspected. In this operation the inspector takes the printed circuit assembly andputs it into a fixture. The fixture is part of the testing machine that has three digital readouts. The inspector records the readings on the three digital readouts on his inspection report. This is an example of:a. Attribute inspectionb. Variable inspectionc. Sampling inspectiond. Process control

113. One of the important advantages of using control charts in managing a production operation is that the control chart tells you when to take corrective action on the process being controlled. Another important result of using control charts is:a. The control chart identifies the special causesb. The control chart tells you when you should not take corrective actionc. The control chart shows how much the defects are costingd. The control chart shows who is responsible for the defects

114. According to the ideas behind modern quality management, quality improvements should be made:a. In large steps through detailed study of problems and then implemented as comprehensive solutions when they are fundedb. In small incremental stepsc. By assignment of permanent quality improvement teamsd. By hiring ISO certification consultants to point out quality deficient areas

115. The Japanese developed a method of modern quality management that relies on continuing small improvements involving everyone from the top management to the lowest level worker in the organization. This is called:a. Kambanb. Kaizenc. PDCAd. Deming cycle

116. The primary benefits of meeting quality requirements are:a. Cost and delays are reduced, production improves, cost to customers goes up, and profits go upb. Cost and delays are reduced, production improves, market share increases, and profits go upc. Cost and delays are reduced, capital expenditures go down, market share increases, and profits go upd. Cost and delays are reduced, production improves, market share increases, and profits are maintained

117. When the quality management discipline is implemented, the benefits to costs ratio should at least be:a. Unable to be evaluatedb. Less than onec. Of little importanced. Greater than one

118. The quality management plan provides input to __________________ and addresses quality control, quality assurance, and quality improvement.a. The overall project planb. The WBSc. The project scoped. External stakeholders

119. Project quality assurance:a. Includes policing the conformance of the project team to specsb. Provides the project team and stakeholders with standards, by which the project performance is measuredc. Is a managerial process that defines the organization, design, resources, and objectives of quality managementd. Provide confidence that the project will satisfy relevant quality standards

120. What are the major advantages of the functional type of organization?a. Single point of contact for the customerb. Stable organizational structurec. Project orientationd. Multifunctional teams are easy to form

121. The project manager’s leadership style should be matched to the corresponding developmental level of the project team and should move through successive steps in the following order:a. Disciplinary, autocratic, participativeb. Projectized, matrix, functionalc. Team building, team development, responsibility assignmentd. Directing, coaching, supporting, delegating

122. A company has signed a contract for new work that is different from work that it has done before. The company’s strategic plan calls for much of this kind of work in the future. It is important that it be able to bring the correct shared resources together to work on different parts of the contract. The type of organization that this suggest is a:a. Functional organizationb. Contractor organizationc. Matrix organizationd. Pure project organization

123. The manager of a large corporation wants to sign a contract to build a nuclear power plant in Botswana several thousand miles away from the home office. The project will take several years to build and test. What type of organization will be best for managing this project?a. Functional organizationb. Contractor organizationc. Matrix organizationd. Pure project organization

124. In matrix management organizations, if the organization maintains many of the characteristic of the functional organization and the project managers are considered more like project coordinators or expediters, it is called a:a. Strong matrixb. Project teamc. Weak matrixd. Project office

125. A project manager is selecting team members for her project team. She collects the resumes and past performance reviews for the potential team members and discusses each with their functional manager. Which of the following is not a characteristic that the project manager should use in selecting the team members?a. Previous experienceb. Personal characteristicsc. Personal interestd. Salary

126. A project manager is responsible for all that goes on in the project. One of the most important duties that the project manage can perform is the function of:a. Risk managementb. Quality managementc. Cost managementd. Integration

127. The organization that is a formalized structure directed toward the support of the project community within the organization is called:a. Matrix organizationb. Project officec. Project teamd. Project management office

128. On a project team one of the team members has a problem collecting on a medical insurance claim. The team member comes to the project manager and explains the problem. The problem is the responsibility of the:a. Project teamb. Project managerc. Executive managerd. Human resource department

129. The organization that is a formalized structure where the project teams and the project managers reside is called:a. Matrix organizationb. Project officec. Project teamd. Project management office

130. A conflict arises about the method to solve a difficult design problem. The project manager is seeking a method of resolving the conflict. In order to achieve the most long lasting resolution to project conflicts, which of the following approached should be used?a. Problem solvingb. Compromisec. Withdrawald. Smoothing

131. In a large organization a project expediter is being used to manage a project for an important client. The position of project expediter would be found in what kind of an organization?a. Strong matrixb. Weak matrixc. Functionald. Projectized

132. The project manager of a project is concerned with managing cost and improving morale and is also concerned about notifying other project managers when individuals from his project team will be available to work on other projects. This is best addressed in the project’s:a. Communications planb. Work breakdown structurec. Staffing pland. Project schedule

133. The beginning and the end of the project is defined by:a. The project planb. The project charterc. The team charterd. The project lifecycle

134. Herzberg divided motivation factors into two classes: satisfiers and dissatisfiers. Examples of satisfiers are:a. Vacation time, assignment of a personal staff assistantb. Work satisfaction, fringe benefitc. Plush office space, performance-based salary raised. Sense of personal achievement, work satisfaction

135. The skill of listening involves more than just hearing the sounds. One of the characteristics of a good listener is that he or she:a. Finishes the speaker’s sentencesb. Take good notesc. Repeats some of the things saidd. Agrees with the speaker

136. Primary outputs from team development are:a. Input to performance appraisalsb. High project team moralec. Reduced project costd. Greater customer satisfaction

137. An automotive oil change station was receiving complaints that service took too long.

A coffee machine and television were installed in the waiting room and the complaints went down. This is an example of:a. Smith-Carlisle methodb. Creative problem solvingc. Analytical problem solvingd. Decision analysis

138. A project manager is concerned about team building on her project. One of the mandatory things that she must have in order to have good team building is:a. Commitment from top level managementb. Co-location of team membersc. Establishment of clear negotiated goalsd. Open discussion of poor individual performance

139. The project manager of a new project wants to get things started in a positive way with the project team. The project manager wants the team members to get to know one another, to introduce the project team and the project manager to one another, to discuss the objectives and goals of the project, and to identify some of the potential problem areas. This meeting is called a:a. Project team meetingb. Project kick-off meetingc. Goal setting meetingd. Introduction meeting

140. A project manager is managing a project where there will be a number of persons working together. She wants to enhance the ability of the team to work together and perform as a team. One of the things that she can do to maximize the ability of the team to do this is:a. Cohabitationb. Co-locationc. Staffing pland. Work breakdown structure

141. A project manager is in need of a solution to a problem. He decides that the best thing will be to arrange a meeting to solve the problem rather than solve the problem himself or by having one of the project team members solve it individually. Generally, this will result in:a. The group taking more time than one individualb. The solution to the problem being less accuratec. The group taking less time than one individuald. In depends on the specific problem 

142. A project manager will manage a large complicated project that is located in a remote part of Africa. The project will last for five years and will have the product of producing a nuclear reactor that will generate 900 megawatts of power at start-up. The best kind of organization for managing this project is:a. Strong matrix managementb. Weak matrix managementc. Projectized organizationd. Functional organization 143. Project human resources management is divided into which of the following?a. Organization planning, staff acquisition, and team developmentb. Leadership, team building, and negotiation

c. Recruitment, labor relations, and personnel administrationd. Team building, communication, and labor relations 

144. A project manager wants to do as much as she can to help in developing her project team. A key barrier to project team development is which of the following?a. Strong matrix management structureb. Major problems that delay the project completion date or budget targetsc. Team members who are accountable to both functional and project managersd. Formal training plans that cannot be implemented 

145. Which of the following media can a communicator use to present information?a. Visualb. Audio and visualc. Tactiled. Visual, audio, and tactile 

146. The three principal interests in maintaining good document control are:a. Timely communication, collection of performance appraisal data, and assuring proper disposal of sensitive documentsb. Timely communication, maintain proper approvals, and communication cost controlc. Effective communication, ability to reconstruct why decisions were made, and historical valued. Security, change management, and procedural documentation 

147. A project manager wants to handle communications well in his project. In order to do this he has chosen to write a communication plan. Of the items listed below, which one is not part of the communication plan?a. Collection and filling structureb. Distribution planc. Method for accessing informationd. Project organization structure 

148. Which of the following are filters that the receiver uses to filter messages?a. Language and knowledgeb. Distancec. Culture and distanced. Language, distance, culture, and knowledge 

149. A project manager has many different ways of communicating. Which of the following is a good communication tools for the project manager to use?a. Sending a videotape of the project progress to the clientb. Inputting a task into the project manager’s personal computerc. Writing notes on a handheld computerd. Putting the project budget into a spreadsheet 150. The use of brainstorming as a communication technique encourages which of the following?a. Team building and convergent thinkingb. Divergent thinkingc. Analytical results

d. Use of the scientific method 

151. Which of the following techniques allows for the participants to be anonymous?a. Brainstormingb. Nominal groupc. Delphi techniqued. Crawford slip 

152. Which of the following is not a standard type of communication?a. Writtenb. Verbalc. Nonverbald. Clairvoyant 

153. During a project meeting a disagreement between two members of the project team began. The disagreement was over a technical detail of the project. The project manager was in attendance in the meeting. It is important that the conflicting opinion of the two team members be resolved as quickly as possible. It is even more important that thedifference of opinion be resolve correctly. What should the project manager do?a. The project manager should make the decision right away to save time and not let the two disagreeing parties stay in disagreement very longb. End the meeting and give everyone a few days to cool offc. Assign someone to find out more factual information about the problemd. The project manager should suggest a compromise between the two disagreeing team members 

154. In the communication model, communications between the sender and the receiver often are affected by communications barriers. These include all of the following except:a. Cultural differencesb. Differences in motivationc. Educational differencesd. Lack of a communications device 

155. A project manager has one member of the project team working on a critical problem. The person working on the problem verbally communicates to the manager that this correction to the problem will probably cost $1,000. Which form of communication should the project manager use to respond to the team member?a. Writtenb. Oralc. Form letterd. Formal 156. Who is responsible for communications for the project team?a. The human resources representativeb. The representative from the management information systems departmentc. The project managerd. The communications department 

157. Statements such as “It’s never been done before: or “It will cost a fortune” are examples of:a. Feedbackb. Communication blockersc. Conflict generatorsd. Forcing 

158. The project manager has a very complex communication to prepare for the program manager. In order to ensure that the communication will be understood as completely as possible, what method of communication should be used?a. Oralb. Writtenc. Nonverbald. Oral, written, and nonverbal 

159. There are many ways to organize projects. The persons involved with these projects have several titles that describe their management responsibilities. Which of the following titles describes a person who has a primary responsibility for communications?a. Project managerb. Project manager in a strong matrix environmentc. Project manager in a weak matrix environmentd. Project expediter 

160. A project manager is responsible for performance reporting. Which of the following is not one of the tools and techniques that the project manager can use for performance reporting?a. Variance analysisb. Earned value reportsc. Performance reviewsd. Past project review

161. A project manager discovers that there is a part of the project that contains some risk. His strategy with this risk is to subcontract the work to an outside supplier by using a firm fixed-price contract. Which of the following must the project manger do?a. The project manager should make certain that the project team does not reveal the risk to the supplier until the contract is signedb. The project manager should make every effort to make sure that the supplier is made aware of the risk after the contract is signedc. The project manager should make sure that the supplier understands the risk before the contract is signedd. The project manager should assign a member of the project team to monitor the activity of the supplier to make sure that the supplier deals with the risk properly if it occurs

162. A project manager is faced with making a decision about a risk that the team has identified. The risk involves the design of a bicycle. It has been found that the neck of the bicycle, where the steering bearing is located and the two supporting bars of the frame come together, will corrode in a high salt environment. If this takes place the neck may fail and injure the rider. The project team decides that the design of the bicycle should be modified by using corrosion resistant materials in the design of the neck. This will eliminate the risk from consideration. This technique is called:a. Risk avoidanceb. Risk acceptancec. Risk rejectiond. Risk deflection

163. A problem occurs in the design of a grocery cart. In this case it is determined that the wheels will wear out much quicker in areas of heavy snow and ice because the salt will corrode the wheel bearings. Using sealed bearing wheels will significantly increase cost, and it is determined that the carts themselves will be rusty and damaged at about the same time the wheel bearings begin to fail. By injecting the wheel bearings with a high temperature grease the life of the wheel bearings is increased considerably. The project recommends using the high temperature grease. This is called:a. Risk acceptanceb. Risk avoidancec. Risk mitigationd. Risk deflection

164. The contingency budget will:a. Reduce the probability of scope changesb. Reduce the probability of cost overrunsc. Increase the probability of a cost overrunsd. Increase the probability of scope changes

165. A risk has four possible outcomes. Given the following information, what is the expected value of this risk?Probability    Result of Risk0.4                  -10,0000.3                   -7,5000.2                   -5,0000.1                   +2,500a. -$20,000b. -$14,500c. $7,000d. -$7,000

166. The project has done its risk analysis. In the process of risk identification the project team has determined that there are risks that will probably happen that have not been identified or evaluated except by noting that other projects of this type have historically had a certain amount of risk discussed in the lessons learned of the project. This project team should set aside money to handle these risks in which financial category?a. Risk management fundb. Contingency budgetc. Management reserved. Emergency fund

167. A project manager observes that in one part of the project several activities are being completed late. All of these activities have several days of free float associated with them. These are early warnings of the risk that the project will be late in completion.They are called:a. Risk triggersb. Warning messagesc. Risk forecastsd. Schedule risks

168. The effect of risk on schedule dates for the project creates an array of dates that are possible for project completion. In a typical project the most likely date for the project will have which of the following relationships with the expected value for the project completion date?a. The most likely date will be earlier than the expected value dateb. The most likely date will be later than the expected value datec. Both dates will have the same likelihoodd. The most likely date and the expected value date will occur at the same time

169. A project manager is reviewing the risks of her project. One of the risks she is reviewing has an impact of $25,000 and an associated probability of 10%. The risk is associated with an activity that is the predecessor to seven other activities in the schedule. All eight activities are on the critical path. The seven other activities have a budget of $75,000. What is the expected value of this risk?a. $10,000b. $100,000c. $25,000d. $2,500

170. In probability theory, what is the probability that if you roll two dice (cubes with consecutive numbers 1 to 6 on each of the six faces) you will have at least one 6?a. 1/3b. 11/36c. 1/36d. 1/6

171. A project manager is looking at the risk associated with the project schedule. Realizing that if the risks occur the project will be delivered to the stakeholders late, the project manager decides to consider the risk and promise delivery later than the most likely project completion date. He then takes the time between the promise date and the most likely completion date and distributes it among the activities of the project schedule. This creates float in the schedule. This process is called:a. Schedule delayb. Critical chain schedulingc. Bufferingd. Contingency scheduling

172. A project manager wants to give some guidelines to the project team as to how risk events should be described. Which of the following items would not be appropriate in describing a risk event?a. Probability that the risk will occurb. The cost of the risk should it occurc. Expected timing of the risk when it is expected to occurd. The client’s outsourcing method

173. A project manager and her project team are analyzing risk in their project. One of the things that they might do to help identify potential risks or opportunities would be to review:a. The project budgetb. The goals and objectives of the projectc. Lessons learned from other similar projectsd. The monetary value of changes for similar projects

174. A project manager holds the first risk meeting of the project team. The client is present at the meeting. At the meeting several risks are identified and assigned to members of the project team for evaluation and quantification. The result of the meeting is:a. Expected value of the risk eventsb. Strategies for the risk eventsc. A list of potential risk eventsd. General statements about risk for the project

175. In the Monte Carlo technique, what is the critically index?a. The number of days the project will be late divided by the project durationb. The percent of time a given activity will be on the critical pathc. The percent of time an activity will be lated. The sum of the duration of the critical path activities divided by the project expected value for duration

176. The management reserve for the project contains:a. Money to offset missing cost objectivesb. Money to offset missing schedule objectivesc. Money to offset missing cost or schedule objectivesd. Money to handle the effects of known risks in the project

177. A project manager uses the breakeven point to justify his project. He presents this as a justification for buying a new machine. What risk does the project manager run by using this technique to justify buying a new machine for his company?a. Breakeven point will favor buying a cheap, low-quality machineb. Breakeven point will favor buying a machine that is too expensive for the work requiredc. The company may not have the funds to buy the machine in spite of the justificationd. The machine may not be available because the justification method takes a long time to calculate

178. Goldratt’s critical chain theory says that in order to reduce risk in schedules we should:a. Start activities in the feeder chains as early as possibleb. Start activities in the feeder chains as late as possiblec. Start activities in the critical chains as early as possibled. Add buffer to the critical chains

179. In managing the risk of the project schedule we are managing the risk that the project will not be delivered or completed on time. If we assume that the project’s possible completion dates are normally distributed and we promise the client the most likely of the project’s possible completion dates, what is the probability that the project will bedelivered late?a. 5%b. 10%c. 50%d. 77%

180. A risk event in a project is something that can have an effect on the project:a. For the better only, a positive effectb. For the worse, a negative effectc. Both better or worse, a positive or negative effectd. Neither better nor worse, neither a positive nor a negative effect

181. The project team has put together a project plan for a project, and the plan has been approved by the stakeholders. The customer asks the project manager if the project can be delivered seven weeks sooner. The customer offers sufficient monetary incentive for the project manager. The project manager decides to fast track the project. This decisionwill:a. Increase riskb. Decrease riskc. Not affect riskd. Risk change cannot be determined

182. A project team evaluates risk in the project. As an outcome there are some positive and negative risks that are identified and evaluated. To evaluate the worst case for the project the project team should evaluate and summarize:a. All of the risks affecting the projectb. Only the negative risks

c. The negative risks minus the positive risksd. The positive risks minus the negative risks

183. The Project Management Institute decided to hold its annual meeting in New Orleans, Louisiana. The conference represents a substantial amount of PMI’s operating budget for the year. PMI identified a risk of hurricanes during the month of September, when theconference was to be held. PMI decided to purchase convention insurance to offset the loss of convention revenue if a hurricane caused cancellation of the conference. This is a risk management strategy called:a. Avoidanceb. Deflection or transferencec. Acceptanced. Mitigation

184. During the project lifecycle, in which part of the lifecycle will risk be the lowest?a. Initiationb. Planningc. Executiond. Closeout

185. The Monte Carlo technique can be used to:a. Determine the amount of contingency budget needed for the projectb. Determine the amount of the management reservec. Determine the critically index for an activity in the scheduled. Determine the risk index for a risk in the project

186. A project manager must make a narrative description of the project. This narrative description covers the items that will be supplied under the contract with the client. It is called:a. The project planb. The statement of workc. The exception reportd. The progress report

187. A project manager discovers that there is a part of the project that contains some risk. His or her strategy with this risk is to subcontract the work to an outside supplier by using a firm fixed-price contract. Which of the following is true?a. The supplier will include an allowance for the risk in the contracted priceb. The supplier will lose money on the contractc. The project manager will have to compensate the supplier if the risk occursd. The project manager will assist the supplier with the project team if the risk occurs

188. A project manager discovers that there is a part of the project that contains some risk. His or her strategy with this risk is to subcontract the work to an outside supplier by using a firm fixed-price contract. The project manager should:a. Make certain that the project team does not reveal the risk to the supplier until the contract is signedb. Make every effort to make sure that the supplier is made aware of the risk after the contract is signedc. Make sure that the supplier understands the risk before the contract is signedd. Assign a member of the project team to monitor the activity of the supplier to make sure that the supplier deals with the risk properly is it occurs

189. The project manager is considering contracting some of the work of the project to a service bureau. The service bureau has been used in the past by this project manager. The

manager has several choices of contracts that can be used to subcontract this work. Which of the following is not a type of contract that the project manager might choose?a. Firm fixed priceb. Make or buyc. Cost plus incentive feed. Unit price

190. A project manager is employed by a construction company and is responsible for the furnishing of the completed building. One of the first things that the project manager for this project should do is to write a:a. Work breakdown structureb. Budget baselinec. Project charterd. Project plan

191. A contractor is working on a fixed price contract that calls for a single, lump sum payment upon satisfactory completion of the contract. About halfway through the contract, the contractor’s project manager informs the contract administrator that financial problems are making it difficult for the contractor to pay employees and subcontractors. The contractor asks for partial payment for work accomplished. Which ofthe following actions by the buyer is most likely to cause problems for the projects?a. Starting to make partial payments to the contractorb. Making no payments to the contractorc. Paying for work accomplished to dated. Negotiating a change to the contract

192. Under a blanket order arrangement, which of the following is correct?a. The cost of carrying the inventory is borne by the buyerb. The seller delivers all of the material ordered at one timec. Payments for all of the material are made at one timed. At the end of the blanket order, prices are adjusted for the actual amount of material delivered

193. Forward buying will:a. Decrease storage costb. Decrease capital investmentc. Decrease transportation costsd. Decrease inventory

194. Which of the following would not be a part of the procurement management process?a. Purchasingb. Contract negotiationsc. Inspectiond. Marketing

195. The equivalent of cost-reimbursable contracts is frequently termed:a. Back-charge contractsb. Fixed-price contractsc. Progress payment contractsd. Cost-plus contracts

196. The project team has delivered a deliverable to the customer. The deliverable contains defects that are easily correctable. There is a good relationship with the customer and the customer agrees to make the repairs and correct the defects on the item and invoice supplier for the work that was done. This is considered to be a:a. Bid cost reductionb. Payment authorizationc. Back charged. Release payment

197. A project manager decides to go out for bids on some of the project work that must be done as part of the contract to do a project for another customer. The bids are received and evaluated, and the seller with the lowest bid is selected. The cost of the contract to the project can further be reduced by what action?a. Illegal methodsb. Procurement leveragec. Selecting another sellerd. Contract negotiation

198. A buyer extends a formal invitation that contains a scope of work  that seeks a response that will describe the methodology and results that will be provided to the buyer. This is called:a. Invitation to bidb. Request for informationc. Request for proposald. Request for bid

199. A project manager wants to subcontract part of the project. This part of the project is quite complicated, and there are many ways that the work can be done. What method of request for seller responses should be used by the project team?a. Request for bidb. Request for quotationc. Request for proposald. Request for information

200. The project team is considering whether to purchase a service or do it themselves. One of the items that should not be considered in their analysis is:a. The seller’s priceb. The cost and availability of floor space at the team’s facilityc. The seller’s technical staffd. A competitor’s method of outsourcing

201. During testing, multiple defects were identified in a product. The project manager overseeing this product's development can best use which tool to help prioritize the problems? 

A. Pareto Diagram

B. Control Chart

C. Variance Analysis

D. Order of Magnitude estimate 

202. You are the manager of an aircraft design project. A significant portion of this aircraft will be designed by a subcontracting firm. How will this affect your communications management plan? 

A. More formal verbal communication will be required. 

B. Performance reports will be more detailed. 

C. More format written communication will be required.

D. Official communication channels will significantly increase. 

203. What officially creates the project? 

A. The project initiating document. 

B. The kickoff meeting. 

C. The project charter. 

D. The statement of work. 

204. Refer to the table. What is the critical path? 

A . Start A B C I Finish

B. Start A B H I Finish

C. Start D E H I Finish

D. Start F G I Finish

205. The Delphi technique is a way to: 

A. Analyze performance. 

B. Gather expert opinion. 

C. Resolve conflict. 

D. Estimate durations. 

206. The work authorization system makes sure that

A. All the work and only the work gets performed. 

B. Work gets performed in the right order and at the right time. 

C. Work is done completely and correctly 

D. Functional managers are allowed complete control over who is assigned and when. 

207. Your team is hard at work on their assigned project tasks when one team member discovers a risk that was not identified during risk planning. What is the FIRST thing to do? 

A. Halt work on the project. 

B. Update the risk management plan.

C. Look for ways to mitigate the risk. 

D. Assess the risk. 

208. The activity duration estimates should be developed by: 

A. The person or team doing the work. 

B. The project manager

C. Senior management. 

D. The customer.

209.  The project plan should be all of the following EXCEPT: 

A. A formal document

B. Distributed to stakeholders in accordance with the communications management plan

C. Approved by all project stakeholders. 

D. Used to manage project execution. 

210. You have been asked to take charge of project planning for a new project, but yo have very little experience in managing projects. What will be the best source of help for you? 

A. Your education. 

B. You on-the-job training. 

C. Historical information.

D. Your functional manager. 

211. The majority of the project budget is expended on" 

A. Project plan development

B. Project plan execution

C. Integrated change control

D. Project communication. 

212. Corrective action is:

A. Fixing past anomalies

B. Anything done to bring the project's future performance in like with the project management plan. 

C. The responsibility of the change control board

D. An output of project plan execution. 

213. Outputs of Direct and Manage Project Execution include: 

A. Deliverables and performance reports. 

B. Deliverables and corrective action. 

C. Deliverables and work performance information

D. Performance reports and requested changes. 

214. Your original plan was to construct a building with six stories with each story costing $150,000. This was to be completed in 4 months. However, the project has not gone as planned. 2 months into the project, earned value is $400,000. What is the budget at completion? 

A. 450,000

B. 600,000

C. 800,000

D. 900,000

215. Project Integration is primarily the responsibility of" 

A. The project team. 

B. The project manager. 

C. Senior management. 

D. The project sponsor. 

216. One of your team member has discovered a way to add an extra deliverable to the project that will have minimal impact on the project schedule and cost. The project cost performance idex is 1.3 and the schedule performance index is 1.5 The functionality was not included in the scope. How should you proceed? 

A. Conform to the project scope and do not add the deliverable.

B. Deliver the extra work to the customer service since it will not increase their cost. 

C. Reject the deliverable because you are behind schedule. 

D. Ask senior management for a decision. 

217. If a project manager is unsure who has the authority to approve changes in project scope, she should consult: 

A. The customer. 

B. The scope statement. 

C. The sponsor. 

D. the scope management plan. 

218. An end user has just requested a minor change to the project that will not  impact the project schedule. How should you, the project manager,  respond? 

A. Authorize the change quickly to ensure that the schedule can truly remain unaffected. 

B. Deny the change to help prevent scope creep. 

C. Evaluate the impact of change on the other project constraints. 

D. Submit the change request to customer for approval. 

219. Which of the following tools is NOT used in initiating a project? 

A. Project selection methods.

B. Project management methodology

C. Expert judgement

D. Earned value analysis. 

220. You overheard a causal conversation between two team members in which one confides to the other some problems he is having in completing his part of the project work. You realise that the work being discused in on the project's critical path and that the information you overheard could mean a significatint delay for the project. what should you do? 

A. Let the team member know that you heard his conversation and discuss the work probelms with him immediately. 

B. Begin analysing ways to compress the project scheudle in anticipation of the potential delay. 

C. Ask a third team member to get involved immediately and encourage the two other team members to come to you with the delay. 

D. Ask human resources for help in resolving the problem. 

221.   The process of Contract Administration falls under which process group 1. Planning2. Closing3. Monitoring and Control4. Executing

222.   Sam Consultancy has a large internal project to be initiated. To staff this project, Sam Consultancy is working with People Consultancy to provide three resources for six months. The resources will be part of the team managed by Sam Consultancy for six months. Which contract type should be used by Sam Consultancy?

1. Purchase Order2. Cost plus Fee3. Fixed cost4. Time and Material

223.   Sam Consultancy is planning to buy ten desktops for $1500 each from a leading computer store. Which type of contract will get signed in this case?

1. Purchase Order2. Cost plus Fee3. Fixed cost4. Time and Material

224.   Tree Consultancy is getting 200 computers installed from a vendor. The vendor will be paid the cost involved and a 10% incentive. Which contract will be used in this case?

1. CPPC2. CPIF3. CPFF4. Fixed Cost

225.   Alice is a Project Manager. She is coordinating a bidder conference to allow vendors to get clarification on the work that needs to be performed. Which phase of Project Management is in progress.

1. Request Seller Process2. Plan Contracting3. Select Sellers4. Contract Administration

226.   Process Analysis is a function of:1. Performance Analysis2. Quality Metrics3. Process Improvement Plan4. Quality Improvement Plan

227.   Root Cause Analysis relates to:1. Process Analysis2. Quality Audits3. Quality Control Measurements 4. Performance Measurements

228.   Trend Analysis is often performed using:1. Cause and Effect Diagram2. Control Charts3. Pareto Chart4. Run Chart5. Scatter Diagram

229.   A Pareto diagram can be best described as:1. Cause and Effect Diagram

2. Scatter Chart3. Control Chart 4. Histogram

230.   A planning phase for an engineering component generated 80 engineering drawings. The QA team randomly selected 8 drawings for inspection. This exercise can BEST be described as example of:

1. Inspection2. Statistical Sampling3. Flowcharting4. Control Charting

231.   Reserve Analysis a technique NOT used in:1. Cost Estimating 2. Cost Budgeting 3. Cost Control 4. Estimating Activity Duration

232.   A Project with a total funding of $100,000 finished with a BAC value of $95,000. What term can BEST describe the difference of $5,000?

1. Cost Variance2. Management Overhead3. Management Contingency Reserve4. Schedule Variance

233.   Project Cost Management Plan is created as a part of:1. Develop Project Management Plan process 2. Cost Estimating process 3. Cost Budgeting process 4. Cost Control process

234.   A particular project in the domain of civil construction requires that every on-site worker be insured. Which of the following inputs BEST conveys this requirement to the Cost Estimation process so that the insurance cost is estimated and subsequently budgeted:

1. Enterprise Environmental Factor 2. Organizational Process Assets 3. Project Scope Statement 4. Project Management Plan

235.   _____________ is not a part of the project cost baseline but is included in the project budget:

1. Activity Cost Contingency Reserve 2. Management Contingency Reserve3. Management Overheads 4. Project Management Planing

236.   ___________ is not part of the Earned Value calculations. 1. Known Unknowns2. Unknown Unknowns3. Project Budget4. Amount of work completed

237.   What is the BEST way to make an accurate forecasting of ETC? 1. Manual Forecasting of cost of remaining work.2. BAC – EV3. (BAC – EV)/CPI4. EAC - AC

238.   If the Earned Value is equal to Actual Cost, it means: 1. Project is on budget and on schedule 2. Schedule Variance Index is 13. There is no schedule variance 4. There is no cost variance

239.   Trend Analysis is BEST described as: 1. Analyzing performance of similar projects over time2. Examining project performance over time3. Calculating Earned Value4. Calculating Cost Variance

240.   Which of the following is not done as part of Performance Measurements? 1. Calculating Planned Value 2. Calculating Earned Value3. Calculating ETC 4. Calculating Cost Varianc6e

241.  Jeff always delivers his projects on time and within budget. He believes that his success can be explained by the fact that he makes all of

the project decisions himself and then enforces those decisions with an iron hand. His management style is best described by

A. Kurt Lewin’s Force Field theory.

B. McGregor’s Theory X.

C. Elizabeth Duffy’s Arousal Theory.

D. McGregor’s Theory Y.

242.  One of the following items is not used in assessing the completion of the project scope. Which one?

A. The product requirements.

B. The project management plan.

C. The project scope statement.

D. The WBS and WBS dictionary.

243.  Hard logic is also known as

A. Mandatory dependencies

B. Preferred dependencies

C. External dependencies

D. Discretionary dependencies

244.  Contract negotiation is the process

A. of clarifying and developing a mutual agreement on the structure and requirements of the contract.

B. of clarifying and developing a mutual agreement on the responsibilities and authorities that will govern contract administration.

C. in which parties with different interests reach an acceptable agreement through communication and compromise.

D. bargaining with the seller concerning resources, information and activities in order to come to terms that can be incorporated into the final contract.

245.  A checklist is

A. an ordered listing of quality items that must be verified before the quality control step is completed.

B. an inspection list that is used when no evidence exists that the quality level of the product being submitted is better or worse than the specified quality level.

C. a technical list of measured variables or counted data for decision making in a quality process review.

D. a structured tool used to verify that a set of required steps has been performed.

246.  Developing the answers to questions such as “Who needs what information”, “What form is appropriate” and “Who is responsible for its preparation” is part of which process?

A. Communications planning

B. Information distribution

C. Project plan execution

D. Scope planning

247.  Questions such as “What products are available in the marketplace” and “What is the current balance between supply and demand” are related to what input to procurement planning?

A. Availability assessment.

B. Cost/benefit analysis.

C. Market conditions.

D. Competitive fit analysis.

248.  Inspections are

A. a statistical sampling and examination.

B. activities undertaken to determine whether results conform to requirements.

C. recorded data concerning the results of inspection actions.

D. performed during the manufacturing or repair cycle to help prevent defects from occurring.

249.  Which process in integration management uses inputs from the largest number of of other PMBoK processes?

A. Develop Project Management Plan.

B. Direct and Manage Project Execution.

C. Monitor and Control Project Work.

D. Integrated Change Control.

250. The cost baseline is usually not changed unless

A. the basis for the original cost estimate is found to be false and the project must be re-estimated.

B. significant cost deviations have been reported and it is desired to have future cost reports be based on an “as of” date.

C. the revision is the result of an approved scope change.

D. the time baseline is also changed.

251.  Qualitative numbers

A. cannot be measured numerically.

B. cannot be meaningfully added together.

C. are ones that are measured by reference to a standard that is external to the system.

D. are less reliable than quantitative numbers.

252.  In estimating the total amount of material resources required for a project you must first estimate the amount of waste to be expected. You will most likely find this information in which process input?

A. Resource requirements

B. Historical information

C. Parametric modeling

D. Supporting detail

253.  Which of the following statements is not true about stakeholder analysis?

A. A methodical and logical view of the stakeholder’s information needs should be made.

B. Care should be taken to include all information that may be of interest to one or more stakeholders.

C. The analysis should consider methods and technolgies suited to the project that will provide the information needed.

D. The sources needed to meet stakeholder information needs should be identified.

254.  The project plan is usually developed by

A. senior management of the performing organization.

B. the customer.

C. the project manager.

D. the project management team.

255.  Which of the following is not true about error in project quality management?

A. It is an unavoidable component of all project work.

B. It is more costly than the design and planning work that would be necessary to prevent it.

C. It is a source of learning rather than a basis for disciplinary warnings or actions.

D. It is a reflection of inadequate project planning.

256.  Which of the following inputs to contract administration is not based on the seller’s work deliverables?

A. Reports on what work has been started, is in progress or is finished.

B. Change requests.

C. Reports on cost, schedule and technical performance.

D. Inspection reports.

257.  Doing activities in parallel that would normally be done sequentially in order to achieve project objectives or to deal with resource allocation problems is called

A. Crashing

B. Accelerating

C. Fast Tracking

D. Objectives management

258.  Which of the following is usually not considered a goal of portfolio management?

A. To maximize the value of the portfolio by careful examination of candidate projects and exclusion of those no meeting strategic objectives.

B. To balance the portfolio among incremental and radical investments.

C. To manage the effective and efficient use of resources.

D. To ensure that the relationship between projects in the portfolio clearly reflects strategic objectives.

259.  Which of the following is not true about the relationship between the activity definition processes and the WBS?

A. These processes may identify deliverables missing from the WBS

B. These processes may identify inaccurate descriptions in the WBS

C. These processes may result in WBS changes that require additional scope definition work.

D. The WBS provides the key input to these processes but is not part of any of its outputs.

260. All of the following are true concerning the product description except

A. it is another term for the Statement of Work (SOW).

B. it describes the ultimate end product of the project.

C. it provides important information about any technical issues that are relevant to procurement planning.

D. it is usually included in the Request for Proposal (RFP).

81. What does RDU stand for?

A.    Really Dumb User

B.    Ready for Download Use

C.    Remaining Duration unassisted

D.    Remaining Duration

282.  Who is responsible for risk identification, risk quantification, risk response development, risk Monitor and Control?

A.    Project Communications Management

B.    Project human resource Management

C.    Project Procurement Management

D.    Project Risk Management

283. Three Point Statistical Estimating Formula Group. Expected Value =

A.    (Optimistic + (4 X Most Likely) + Pessimistic ) x 6

B.    (Optimistic + (4 X Most Likely) + Pessimistic ) divided by 6

C.    (Optimistic + (4 X Most Likely) x Pessimistic ) divided by 6

D.    (Optimistic + (4 + Most Likely) + Pessimistic ) divided by 6

284. Two Point Delphi Estimate, The Best and Worst Case effort calculation:

A.    Calculate (Best + Worst) / 2

B.    Calculate (Best +2 ) / Worst

C.    Calculate (2 + Worst) / Best

D.    none of the above

285. What does TQM stand for?

A.    Time Quality Managed

B.    Target Quality Management

C.    Total Quality Management

D.    Time Quote Management

286. Examples of Projects include:

A.    Implementing a new business procedure or process

B.    Constructing a building or facility

C.    Designing a new transportation vehicle

D.    All of the Above

287. Projects are undertaken at all levels of the organization?

A.    True

B.    False

C.    Both True and False

D.    Neither true nor false

288. 7. ________ means that every project has a definite beginning and a definite end.

A.    Overall

B.    Project Chart

C.    Temporary

D.    Duration

289. The smallest unit of time used in scheduling the project is known as:

A.    Calendar Unit

B.    Scope unit

C.    Time Measurement

D.    All of the Above

290. Who should be involved in the project planning phase?

A.    The Project Manager.

B.    The customer.

C.    The Sub-contractors/vendors.

D.    The project team members.

E.     All of the above.

291. The successful project managers spend most of their time:

A.    Planning with their personnel.

B.    Planning with top management.

C.    Talking with personnel.

D.    Studying project results.

292. Cost Plus Percentage of Cost (CPPC) contracts provide:

A.    A reimbursement of allowable cost of services performed plus an agreed upon percentage of the estimated cost as profit.

B.    A reimbursement of allowable costs plus a fixed fee which is paid proportionately as the contract progresses.

C.    The supplier with a fixed price for a delivered performance plus a predetermined fee for superior performance.

D.    None of the above.

293. Project success depends on a no. of interrelated factors, including time, cost and scope control. The success of any project depends primarily on:

A.    Customer acceptance.

B.    Customer satisfaction.

C.    Customer compromise in defining its needs.

D.    Exceeding customer requirements through gold plating.

294. Which of the following is the most efficient means of product quality inspection:

A.    Acceptance sampling.

B.    100% inspection.

C.    Variable lot inspection.

D.    A and C.

295. Constructive Team Role includes :

A.    Investigates, clarifier and closer.

B.    Compromise, blocker and closer.

C.    Initiate, encourage and gate keeper.

D.    Investigates, recognize and summary.

296. Pareto Analysis, cause and effect diagrams and flow charts are used in quality.

A.    Control.

B.    Assurances.

C.    Planning.

D.    Verification.

297. In a multi-cultural environment, it is critical to establish a corporate culture that facilitates:

A.    Problem-solving through different approaches.

B.    Learning and communication.

C.    Partnerships, strong alliances and joint ventures.

D.    Negotiations.

298. A condition which will lead an organization towards conflict is:

A.    Conflict of interest.

B.    Differentiation in organization

C.    Resolved prior conflicts.

D.    Both A and B.

E.     All of the above.

299. The contemporary view of conflict is that:

A.    Conflict is bad.

B.    Conflict is caused by trouble makers.

C.    Conflict should be avoided.

D.    Conflict is often beneficial.

E.     A, B and C.

300. In general a project charter covers:

A.    Project justification, background, scope, objectives, available resources, organizational responsibilities, a project schedule, estimates, procurement schedule, and any imitations that top management wants to apply.

B.    Project justification, background, scope, objectives, available resources, organizational responsibilities, detailed project schedules, estimates, and detailed procurement schedules responsibilities, a project schedule, and any limitations that top management wants to apply.

C.    Project justification, background, scope, objectives, available resources, organizational apply.

D.    Project scope, objectives, available resources, responsibilities, a project schedule, estimates, procurement schedules, and any limitations that top management wants to apply.

1. CRespond to the customer’s request by explaining the change procedure and asking that he or she submit a request for change

2. CAsk the person responsible for the estimate to explain the difference and bring supporting information to you 

3. BContact your company’s management and seek for assistance

4. CAccept the new ideas

5. A

Look at other tasks in the schedule and see which ones should be reduced to allow time for this problem to be worked

6. CArrange a meeting of the project team members and allow them to decide

7. ARefuse to work on the presentation unless you are listed as a coauthor

8. CSpeak to the visiting engineers and discuss having an informal meeting between your engineers and the visiting engineers

9. BYou are the owner of a company that is supplying parts to a project that you are managing

10. CAsk the team members how they would divide the money

11. BInvestigate the matter completely

12. BScope definition

13. AChart of accounts

14. CStakeholder

15. CThree years

16. B- $50,000

17. BLess than the total cash flow without the net present value applied

18. CProgram

19. DThe bulk of the project budget will be spent in the execution phase

20. BProject

21. CStatement of work

22. AReviewing the performance of an installed software module

23.DManagement by objectives

24.CThe set of procedures developed to ensure that project design criteria are met

25. CProject charter

26. CWork package

27. CThe original scope of the project plus or minus any scope changes

28. CThe project charter

29. BAll the work that must be completed for the project

30. DProgram manager

31. BThe basis for organizing and defining the total scope of the project

32. CExecuting

33. AThey allow stakeholders to judge the performance of the project according to its plan

34.B

Project

35.CThe project charter

36.CWeak matrix organization

37.COne-half month

38.CConstraint

39.D$119,500

40.DWork package

41.B$110,000

42. BMay 6

43.B7

44. D0

45.AA B E G H

46. CMay 12

47. BTwenty

48. CMay 5

49. BNo change to project completion date

50. AMay 1

51. CPrecedence diagram

52. AFinish – finish

53. C32.3

54. B34.28 to 30.39

55. B2.8

56. C.166

57. DFast tracking

58. AMaking the project shorter by any economic means

59. DThe baseline schedule

60. BGantt chart

61. CThe critical path is the list of activities that have zero float

62. CReduce the over utilization of resources

63. B1.5

64. BOne

65. CMonte Carlo analysis

66. APlacement of the activity on the logic diagram line

67. DThe project’s budget

68. CParametric

69. BAnalogous

70. C

More accurate

71. C$0

72. A$10,000

73. BTime-phased budget for the project

74. CLife cycle cost

75. CThe project budget should be increased by $10,000

76. CCorrective action

77. BThe client has authorized a $10,000 addition to the scope of the project

78. DThe BAC is equal to the EV

79. ASpending plan, which is the plan for the flow of money to pay for the project

80.C$65,250

81. A$3122.60

82. AIs a method of including all of the cost associated with the project over its entire life

83.B0.777

84. A1.200

85.D20,000

86. B6,500

87. B-2,000

88. C-500

89. C25,740

90. BThe cost performance index will remain the same for the remaining part of the project

91. BBudget at completion, earned value, and actual cost

92. CReduce EV by $4,000

93. BAverage unit cost decreases as more units are produces

94. C73

95. DQuality management

96. CUpper management

97. CUpper management

98. CImplement quality improvements as long as the benefits outweigh the costs

99. BDesign of an experiment

100. AR