Total Questions: 370 MODULE QUIZ ANSWER KEY 1 Fundamentals 1 & 2 1. Answer: B – Process Group. Each project management knowledge area is subdivided into specific process group, each of which is characterized by their inputs, tools and techniques, and outputs. 2. Answer: D – Project management. The question refers to the specific definition of project management as provided in the PMBOK ® Guide, 5th edition, Page 5. 3. Answer: C – Performance measurement criteria. This is an example of an organizational process asset. Enterprise environmental factors are those internal and external factors that surround and influence project success. Organizational process assets include policies, procedures, templates and other items that will assist in guiding the completion of project work. Refer to pages 27 and 29 in the PMBOK ® Guide, 5th edition. 4. Answer: B – Sponsor. The sponsor provides the financial resources and is considered to be a key stakeholder. The customer or user is considered to be the recipient or end user of the product of the project. Refer to page 31 of the PMBOK ® Guide, 5th edition. 5. Answer: A – Stakeholder identification will continue throughout the project life cycle. As the project proceeds through each phase, additional stakeholders may become involved while others will be released. Stakeholder identification is conducted primarily by the project management team but some stakeholders may be identified in the project charter. Stakeholders may include people and organizations that may be affected either negatively or positively by the project outcome. 6. Answer: B – At the conclusion of a project phase the project manager and team should assess the performance of the project and determine if acceptable conditions exist to support a decision to move forward or discontinue the project. Risk levels will vary as the project progresses and the end of a phase is generally considered to be a good point to reassess risk. Project control procedures should be enforced throughout the project life cycle. Refer to page 39 of the PMBOK ® Guide, 5th edition. 7. Answer: A – Cost and staffing is generally at the lowest levels during the startup and first phase of a project. Refer to page 40 of the PMBOK ® Guide, 5th edition. 8. Answer: A – Progressive elaboration is defined as “moving forward in increments and adding more detail as the project progresses. Project selection precedes the detail or progressive planning of a project. Monitoring and controlling is ongoing throughout the project lifecycle and is utilized during and after detailed planning and elaboration of the project. Decomposition is generally associated with the development of the work breakdown structure and refers to the breakdown of large items into smaller, more manageable components. 9. Answer: C – Projects have some characteristics that are similar to operations. Projects and operations require resources, they are planned and scheduling is involved. Projects, however, are generally considered temporary, regardless of total scheduled time. Operations are ongoing and support the day to day functions of an organization. Refer to page 3 in the PMBOK ® Guide, 5th edition. 10. Answer: B – This is a project to develop something new and unique and will have a defined end date. It is not part of operations, nor is it a program. The new product is separate from the existing product. Refer to pages 3 & 4 of the PMBOK ® Guide, 5th edition.
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Total Questions: 370
MODULE QUIZ ANSWER KEY
1
Fundamentals 1 & 2
1. Answer: B – Process Group. Each project management knowledge area is subdivided into specific
process group, each of which is characterized by their inputs, tools and techniques, and outputs.
2. Answer: D – Project management. The question refers to the specific definition of project
management as provided in the PMBOK ® Guide, 5th edition, Page 5.
3. Answer: C – Performance measurement criteria. This is an example of an organizational process
asset. Enterprise environmental factors are those internal and external factors that surround and
influence project success. Organizational process assets include policies, procedures, templates and
other items that will assist in guiding the completion of project work. Refer to pages 27 and 29 in the
PMBOK ® Guide, 5th edition.
4. Answer: B – Sponsor. The sponsor provides the financial resources and is considered to be a key
stakeholder. The customer or user is considered to be the recipient or end user of the product of the
project. Refer to page 31 of the PMBOK ® Guide, 5th edition.
5. Answer: A – Stakeholder identification will continue throughout the project life cycle. As the project
proceeds through each phase, additional stakeholders may become involved while others will be
released. Stakeholder identification is conducted primarily by the project management team but some
stakeholders may be identified in the project charter. Stakeholders may include people and
organizations that may be affected either negatively or positively by the project outcome.
6. Answer: B – At the conclusion of a project phase the project manager and team should assess the
performance of the project and determine if acceptable conditions exist to support a decision to move
forward or discontinue the project. Risk levels will vary as the project progresses and the end of a phase
is generally considered to be a good point to reassess risk. Project control procedures should be
enforced throughout the project life cycle. Refer to page 39 of the PMBOK ® Guide, 5th edition.
7. Answer: A – Cost and staffing is generally at the lowest levels during the startup and first phase of a
project. Refer to page 40 of the PMBOK ® Guide, 5th edition.
8. Answer: A – Progressive elaboration is defined as “moving forward in increments and adding more
detail as the project progresses. Project selection precedes the detail or progressive planning of a
project. Monitoring and controlling is ongoing throughout the project lifecycle and is utilized during and
after detailed planning and elaboration of the project. Decomposition is generally associated with the
development of the work breakdown structure and refers to the breakdown of large items into smaller,
more manageable components.
9. Answer: C – Projects have some characteristics that are similar to operations. Projects and operations
require resources, they are planned and scheduling is involved. Projects, however, are generally
considered temporary, regardless of total scheduled time. Operations are ongoing and support the day
to day functions of an organization. Refer to page 3 in the PMBOK ® Guide, 5th edition.
10. Answer: B – This is a project to develop something new and unique and will have a defined end date.
It is not part of operations, nor is it a program. The new product is separate from the existing product.
Refer to pages 3 & 4 of the PMBOK ® Guide, 5th edition.
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11. Answer: B – The project manager’s level of authority usually depends on the type of organizational
structure. These structures include Functional, Matrix (Weak, Balanced and Strong), and Projectized.
Communications skills and technical ability may affect level of authority in some organizations but
managerial structure is generally the major factor. Refer to page 21 – 26 of the PMBOK ® Guide, 5th
edition.
12. Answer: A – In a functional structure, people are grouped by technical expertise and are a assigned
to one clearly defined manager. This establishes efficient internal operations and communications. The
functional structure can create difficulties with communication between groups. Technical skills are not
generally shared with other functional groups or operations. Functional work generally receives the
highest priority.
13. Answer: D – The project scope statement is an output of the Define Scope process and is part of the
Planning process group.
14. Answer: C – Project integration management combines all of the processes within the entire project
life cycle through the five major process groups – Initiating, Planning, Executing, Monitoring &
Controlling, and Closing.
15. Answer: C – Constraints are restrictions or limitations and must be managed throughout the project
life cycle. Examples include resource availability, predetermined schedules and predetermined budgets.
Framework
1. Answer: C – 5 Process Groups, 47 Processes and 10 Knowledge Areas
2. Answer: A – Initiating
3. Answer: B – Planning
4. Answer: C – Executing
5. Answer: D – Monitoring & Controlling
6. Answer D – Closing
Integration Management
1. Answer: C – Notice that this question uses the product life cycle, not the project life cycle. You will
need to look out for this style of question and make sure you read it properly. The product lifecycle
covers all aspects of the product from inception, design and manufacture to end of life, recycling and
obsolescence. Monitoring and controlling are one of the five process groups.
2. Answer: B – Program is correct because a program is a group of projects that are interrelated in some
way. A project may be part of a program, but a program will always have projects.
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3. Answer: C – OPM3 stands for Organizational Project Management Maturity Model and part of the
model is used to assess where on a scale an organization sits in relation to its adoption and application
of project management practices.
4. Answer: B – A project is differentiated from operational activity by the fact that it is designed to
deliver a unique product within a specified time period where as operational work is ongoing and
repetitive.
5. Answer: A – A project Management Office is responsible for providing organization-wide project
management support functions, including common standards, templates and processes. It is also
responsible for project delivery.
6. Answer: B – The questions provides a lot of information about net present value and the cost of each
project but the only relevant information is the net present value because it is the recalculated cost. As a
project manager you will always select the project with the highest Net Present Value.
7. Answer: A – Change control procedure varies from project to project. However, every change request
must be processes through a formal change control process.
8. Answer: A – The Monitor and Control Project Work process is responsible for keeping track of the
project’s measures, including cost.
9. Answer: C – Changes can occur in the project at any given time. The Perform Integrated Change
Control process is valuable for managing and tracking those changes.
10. Answer: D – To facilitate earned value management techniques, the project manager must establish
project baselines from which overall progress and variances can be calculated and compared.
11. Answer: A – Documented change requests must either be accepted or rejected by the change
control board. If change requests are documented, it is implied that they must be reviewed. Deferring a
change request is essentially a rejection.
12. Answer: C – Important processes of configuration management are configuration identification,
configuration status accounting, and configuration verification and auditing. Architecture configuration
and control is vague relative to other options.
13. Answer: B – Preventive actions are documented actions that aim to reduce the probability of
negative consequences associated with project risks. Increasing the project budget to allow for some
overrun on costs or increasing the reporting frequency on activities that are critical could be considered
preventive actions.
14. Answer: C – A CCB is necessary for all projects, large and small. The project manager does not
typically head a CCB as it is at a higher level than the configuration management board. It is responsible
for approving or rejecting changes to the project baselines.
15. Answer: D – Transfer of finished and unfinished deliverables does not take place at the end of the
key deliverable, at the end of contract, or as a result of a legal dispute. If the project was terminated
prior to completion, the formal documentation indicates why the project was terminated and formalizes
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procedures for the transfer of the finished and unfinished deliverables of the cancelled project to
others.
16. Answer: C – Project integration management combines all of the processes within the entire project
life cycle through the five major process groups – Initiating, Planning, Executing, Monitoring &
Controlling, and Closing.
17. Answer: A – The Project Charter is part of the initiating processes and provides the authorization to
move forward. The project scope statement, the project plan, and work authorization process are
developed after the charter has been approved.
18. Answer: B – Generally project status meetings provide the project team and those stakeholders
directly involved in project activities with up to date information about the project. Other stakeholders
and higher level managers may receive information through formal reports or specifically scheduled
meetings. Workarounds are temporary responses to an unplanned situation and generally require
immediate action.
19. Answer: D – Configuration management is considered a component of change control and is
specifically associated with changes to features, functions and physical characteristics of a product or
deliverable.
20. Answer: D – The Project management information system is used to track project information and
performance. These systems may be either manual or electronic. Such information kept by these
systems can include the tracking of time worked, project costs, and other factors that would be
communicated to project stakeholders.
21. Answer: B – Assumptions documented during the project planning process are generally considered
to be non-factual and require validation.
22. Answer: B – The project plan is based on estimates, past experience of the project team, and other
available information. Generally, the project plan is considered to be a guide that is expected to change
23. Answer: C – The project management plan is a combination of several plans that provide overall
guidance to the project team. These plans include Schedule Management, Scope Management, Cost
management, Resources management and other depending on size and complexity of the project.
24. Answer: A – Assumptions are not based on factual information and failure to validate may result is
significant risk events.
25. Answer: C – Constraints are restrictions or limitations and must be managed throughout the project
life cycle. Examples include resource availability, predetermined schedules and predetermined budgets.
26. Answer: A – The project management plan is a document that combines the results of all planning
processes. Subsidiary plans, such as Time Management and Cost management are the outputs or results
the planning processes.
27. Answer: D – Subsidiary plans are the outputs of some of the other planning processes associated
with Scope, Time, Cost, Quality, Human Resources, Communications, Risk, and Procurement
management. Additional plans that can be added to the project management plan include Change
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Management, Process Improvement, Requirements Management and Configuration Management
plans.
28. Answer: B – As described in the PMBOK ® Guide, Direct and Manage Project Work is the major
process for carrying out the plan. Refer to page 61 of the PMBOK ® Guide, 5th edition, to review the five
major process groups and the 47 project management processes.
29. Answer: C – Perform Integrated Change Control includes all of the lower level processes and
subsidiary plans that will be used to manage project change throughout the project life cycle.
30. Answer: D – The most appropriate action to take in this case is to ensure that the research
department fully understands the project scope of work, the change control process, and to determine
why change requests continue to be submitted.
31. Answer: C – The change control process should be followed by everyone on the project team. Failure
to manage change effectively can result in significant scope creep and could result in serious
implications and additional risk and liability.
32. Answer: A – The change control process was not followed. Failure to follow the agreed upon change
control processes may create serious risk situations and jeopardize the entire project.
Stakeholder Management
1. Answer: D – The stakeholder register is an output from the Identify Stakeholders process.
2. Answer: B – It is doubtful that you would be able to document the personal conflict resolution style of
stakeholders. Having a thorough stakeholder analysis completed early in the project is an effective aid
into several processes.
3. Answer: C – The stakeholder register contains all the information you know about all stakeholders on
the project.
4. Answer: A – a stakeholder analysis matrix lists the stakeholders, their potential impact and
assessment and also potential strategies for dealing with any impact on the project.
5. Answer: D – Managing stakeholder engagement is one of the most important processes a project
manager can focus upon to contribute to project success.
6. Answer: B – Communication with stakeholders represents a positive risk if done effectively and a
negative risk if done poorly and as such, the communications management plan is an important input in
to the Manage Stakeholder Engagement process.
7. Answer: B – this question is asking about the types of organizational process assets updates that may
be done as a result of Control Stakeholder Engagement process are being carried out. The specific
organizational process assets that may be updated as a result of carrying this process out our
stakeholder notifications, project reports, project presentations, project records, feedback from
stakeholders, and lessons learned documentation.
8. Answer: A – Status meetings provide a forum to discuss information about stakeholder engagement.
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9. Answer: C – The lessons learned and the project templates are not enterprise environmental factors,
but organizational process assets. The commercial databases can provide only very limited information
to develop the stakeholder management plan. During the Plan Stakeholder Management process, the
organization‟s culture and structure are of particular importance.
10. Answer: B – For any project it would be ideal if all of the key stakeholders were supportive. This
would help ensure smooth project progress and timely resolution of issues. In practice, this is often
unachievable; nevertheless, it is the most desirable state for all major stakeholders. On the other hand,
if all key stakeholders assume a leading role, this could lead to serious and substantial conflicts.
11. Answer: B – The core objective for stakeholder engagement management is to ensure that the
project stakeholders are kept satisfied and that their expectations are being met throughout the course
of the project. Keeping the project team members motivated and using a consistent project
management methodology are generic objectives of project management.
12. Answer: C – In this scenario, the CFO is a resistant key stakeholder. The CFO must be turned into a
project supporter in order to ensure success. Any of the given choices could be the solution to this
problem. However, Sarah should first identify all of the available options and analyse them before
selecting the best option.
13. Answer: B – The stakeholder management plan should be reviewed regularly. Since some of the
resistant project stakeholders have now become project supporters, this implies that the current
stakeholder classification in the stakeholder management plan is no longer accurate. These stakeholders
should now be transferred to the project supporters group, and going forward stakeholder management
strategy defined for project supporters should be adopted for these stakeholders. Although, the
stakeholder management strategy for the resisting stakeholders has delivered impressive results, it
should only be applied to the current resistant stakeholders.
14. Answer: D – A power/interest grid plots the relative power and interest each identified stakeholder
has in your project.
15. Answer D: Is the best response. Manage stakeholder engagement includes activities related to
communicating and working with stakeholders in an effort to meet their requirements and expectations,
as well as address any issues arise throughout the project.
16. Answer: C – In this case the communications plan and the communications requirements analysis
may not have included all Key stakeholders. Informing the stakeholder of the date of the change does
not resolve the situation and it may occur again. The existing communications plan may not be
complete and explaining stakeholder responsibility without ensuring the process has been agreed upon
could result in conflict. Addressing a communications issue during steering committee meeting may
assist will not resolve a problem until the communications plan is reviewed and updated as needed.
17. Answer: C – The salience model addresses stakeholder power, urgency and legitimate involvement
in a project. The Power and interest grid assists in determining the level of influence and interest a
stakeholder may have on the planning and outcome of the project. The RAM, Responsibility Assignment
Matrix, connects project stakeholders with work breakdown structure components. The stakeholder
register is an output of stakeholder analysis. Refer to page 262, PMBOK ® Guide, 5th edition.
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MODULE QUIZ ANSWER KEY
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18. Answer : C - Each and every person in the customer organization may not necessarily be a
stakeholder. There may be members of the organization who are not connected with the project at all.
19. Answer: B - Stakeholder management involves processes required to identify stakeholders, analyze
their expectations and to develop appropriate strategies to engage them. It does not necessarily mean
keeping everybody happy (which may not even be possible).
20. Answer: C - The stakeholder can be interested in a project or be in a position to influence the
project. As such, both are important for the project to understand.
21. Answer: A - The strategy for stakeholders who are low on the power-interest grid is “Monitor”.
22. Answer: C - Stakeholder engagement assessment matrix, which is a tool and technique of the Plan
stakeholder management process, is a tool to assess the engagement levels of the stakeholders on a
project.
23. Answer: A - Stakeholder register is an input to the plan stakeholder management process.
24. Answer: C - Confrontation is most likely to result in a permanent resolution. All the others involve
both parties giving something up.
25. Answer: C - Critical path is the longest path from start to finish.
26. Answer: B - Involving the stakeholders in the project work is a good way to get them to support the
project. Simply sending them reports seems a passive way of engaging.
27. Answer: D - Inter-personal skills is an important technique used in the manage stakeholder
engagements process.
28. Answer: B - These are all activities typical of managing stakeholder engagements.
29. Answer: B - Issue log is an input to the control stakeholder engagements process.
30. Answer: C - A project manager needs to take cognizance of the significance of the findings and must
consult the experts before proceeding further. Activities other than excavation may continue.
Scope Management
1. Answer: B – Project charter, project stakeholders, and work breakdown structure are not included in
the detailed project scope statement. They are produced either before or after completing the scope
definition. The product scope description is included in the detailed project scope statement, together
with product acceptance criteria, deliverables, exclusions, and constraints.
2. Answer: C – Scope control activities do not produce as an output accepted deliverables, project scope
management plan, or approved changes The Control Scope process can generate change requests,
which are processed for review and disposition according to the Perform Integrated Change Control
process.
3. Answer: A – The test element that checks for activities is inaccurate because the focus of the question
is on the correctness of the deliverable decomposition, not the details of the work required to deliver
them.
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4. Answer: D – It is not possible to make detailed estimates of costs this early in a project. Detailed cost
estimates should be expected in the Planning Process Group.
5. Answer: B – The project charter is the founding document for the project and the best pace to look
for original descriptions. At the time it is developed, agreed and approved, generally only high level
information about the project requirements and product description is known.
6. Answer: B – As a project manager when you undertake the process of decomposition to complete
your work breakdown structure, you breakdown the deliverables into smaller, more manageable
components. The smallest level in the WBS is the work package. A work, package can be further divided
into activities but this is beyond the work breakdown structure.
7. Answer: C – You are completing the Validate Scope process, which is part of the monitoring and
controlling process group.
8. Answer: C – You use your project performance measurements to assess the difference between what
the scope originally said and what it is now doing. This must always be reflected in the scope baseline.
9. Answer: A – The Pareto chart is not a Group Creativity Technique. The others are valid techniques;
additional techniques are brainstorming and the Delphi Technique.
10. Answer: B – Singularity is not a valid method to reach a group decision. The other choices are valid
methods to reach a group decision.
11. Answer: A – The work breakdown structure is finalized by establishing control accounts for the work
packages and a unique identifier from a code of accounts. This provides a structure for hierarchical
summation of costs, schedule and resource information.
12. Answer: C – Carl should initiate the third phase of the project. He does not need to revisit Develop
Project Charter process. However, he should revisit Identify Stakeholders process to determine any
change in the stakeholders for the third phase of the project. Stakeholder Identification is a continuous
process.
13. Answer: A – Inspection entails measuring, examining, and verifying that the project deliverables
adhere to the requirements.
14. Answer: C – The project management team is responsible to taking the project charter and creating
a project scope statement. They are considered key stakeholders; all stakeholders should provide input
to the project scope statement.
15. Answer: B – Stakeholder analysis is correct because it is likely that some of the stakeholders‟
requirements were not incorporated into the scope definition of the project, resulting in deliverables
missing from the work breakdown structure and the project schedule.
16. Answer: B – The project charter authorizes the project but is not a detailed plan. The statement of
work generally precedes a contract and provides a narrative description of work to be completed. The
project plan is derived from the project scope statement. The scope statement answers the questions of
what, why, who, where, how and in combination with the work breakdown structure provides a detailed
description of what must be accomplished.
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17. Answer: A – Generally, if a project manager is assigned, the project has been approved and
authorized. Project selection processes will determine if a project should be approved. The selection of a
project manager indicates that planning will begin soon. The scope of the project will be determined
during the planning process and verified as the project progresses.
18. Answer: A – The project manager should understand the purpose and functions of the product and
the needs of the organization that will receive the product.
19. Answer: C – This is the essence of progressive elaboration. Scope definition and decomposition are
included in the broad definition of progressive elaboration. Rolling Wave planning is a form of
progressive elaboration.
20. Answer: C – The work breakdown structure is developed after the project scope statement has been
defined and accepted.
21. Answer: B – Decomposition is the specific process used to develop a detailed work breakdown
structure.
22. Answer: A – The Define Scope process produces a detailed description of the project and product.
The result is the project scope statement, which provides a basis for more detailed planning. Product
analysis is included in the define scope process. Cost/Benefit analysis is generally associated with project
selection. Initiation precedes the detailed planning process.
23. Answer: A – The project charter does not provide project details. The work breakdown structure is
developed from the information in the Scope Statement. The work breakdown structure dictionary
provides detailed information about elements of the work breakdown structure.
24. Answer: A – Product scope refers to the complexity of the product in terms of features, functions,
and physical characteristics. Project requirements, project objectives, and the scope statement are
associated with project scope.
25. Answer: D – Answers A and B are associated with components of a work breakdown structure. The
work breakdown structure is a deliverable-oriented grouping of components but the work package is
the lowest level deliverable in a branch of the work breakdown structure and contains several activities
or an activity list.
26. Answer: C – The appropriate action when change requests are submitted is to follow the established
and agreed up change control process.
27. Answer: C – Verifying the correctness of work is associated with quality management and scope
verification.
28. Answer: C – Scope creep is the general term used to describe work that has been added to the
project scope without proper authorization.
29. Answer: B – Inspection of products may be accomplished through reviews, audits and walk-through
visits. Walk-throughs are commonly associated with projects that produce physical deliverables that can
be observed and tested. Formal acceptance usually follows a successful inspection. Internal failure
results from non-conformance to processes.
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30. Answer: B – The scope baseline is an output of Create WBS. The project charter initiates the project
and provides high level information. Alternatives identification does not provide detailed descriptions of
project work.
31. Answer: A – The scope baseline is an output of the Create work breakdown structure process. Page
131 PMBOK ® Guide, 5th edition.
32. Answer: A – The work breakdown structure dictionary provides the project team with more detailed
information about components of the work breakdown structure. Page 132 PMBOK ® Guide, 5th edition.
33. Answer: D – The scope statement is not an executive summary. The project charter authorizes the
project. It does not include all of the information needed to develop a complete cost estimate. The
scope statement does define the project in detail and includes descriptive acceptance criteria.
34. Answer: D – The correct action is to analyze the change and determine the potential impact on other
area of the project. Impact analysis is a key factor in project change control.
Time Management
1. Answer: B – As a project manager when you developed the WBS your process of decomposition went
down to a level where the element of the scope could be accurately estimated for duration and cost.
The next step in the decomposition process is to break it down into activities.
2. Answer: C – Finish-to-start means that the successor activity can‟t start until its predecessor activity is
finished. Most activities have this sort of relationship. Very few have start-to-finish relationships which
mean that the successor activity can‟t finish until its predecessor activity starts.
3. Answer: C – Analogous estimating involves using information from similar projects to estimate
elements of your project and is generally less costly and time consuming than other techniques.
4. Answer: D – The first iteration of the project network schedule diagram is an output of the Sequence
activities process.
5. Answer: A – The comprehensive summary activity that is displayed in bar chart reports for control and
management communication is called the hammock activity.
6. Answer: A – The difference between the early and late finish of a task is called the total float for that
task. Total float is the amount of time that scheduled activity can be delayed from its early start date
without delaying the project finish date.
7. Answer: D – A calendar is a calendar of working days or shifts that establishes those dates on which
schedule activities are worked. It also establishes non-working days that determine dates on which
schedule activities are idle, such as holidays, weekends and non-shift hours.
8. Answer: C – Resource levelling can often cause the original critical path to change.
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9. Answer: A – Schedule performance index (SPI) = earned value (EV)/planned value (PV) = 0.80. The
project is 80 percent on schedule, meaning the project is 20 percent behind. Therefore, corrective
actions most likely will be required to bring the project back on track. The other options are incorrect.
10. Answer: C – The schedule baseline is the approved and signed-off version of the schedule.
11. Answer: B – Estimating, budgeting, and cost control processes make up the Project Cost
Management knowledge area. Project Risk Management is focused on risks, not solely on costs.
Schedule Management concerns the duration and dependencies of tasks. Project Human Resource
Management involves identifying necessary resources and checking that they are available.
12. Answer: A
EV = Earned Value, SV = Schedule Variance, PV = Planned Value
In the question: PV = 5 weeks, EV = 3 weeks
SV = EV – PV = 3 – 5 = -2 weeks
Percentage of Variance = Scheduled Variance / Planned Value = 2/5 = 40%
13. Answer: C – A good example to remember for the inability to divide the work between additional
resources is that nine pregnant women cannot bear a child in one month. Screen development and data
modelling are clearly distinct. One painter can paint two walls and another painter the other two walls.
Different researchers can each be responsible for one of the experiments. However, it is not practical to
have more than one person working in a 25 x 20 inch area. Therefore, it will be difficult to shorten the
duration of this task even if additional resources are available.
14. Answer: B – A what-if scenario analysis runs through all the different outcomes if a particular
scenario occurs. This level of information can assist with many types of estimating to get the full range
of possibilities.
15. Answer: A – The landscaping work needs to start on completion of the office building, so it is a finish-
to-start relationship. Since it needs to start 15 days before completion of the building, it requires a lead
of 15 days. Hence, the answer is finish-to-start with a 15 day lead.
16. Answer: C – Sequence activities, activity duration estimates, and estimating resources provide the
inputs to the develop schedule process. Page 141 PMBOK ® Guide, 5th edition. Time management
overview.
17. Answer: D – Decomposition is included in the tools and techniques of the define activities process.
18. Answer: D – Mandatory dependencies are also known as hard logic and are generally inherent in the
nature of the work. Discretionary, soft logic, and preferential are generally associated with best
practices.
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19. Answer: B – Fast tracking involves performing activities in parallel (overlapping) rather than in series
(one after the other). Crashing involves the use of overtime or additional resources. Leveling
redistributes work and may result in an increase in project schedule. Monte Carlo technique is generally
associated with risk management and is used to determine probable project outcomes or results.
20. Answer: A – Use the formula (optimistic + 4 times the most likely + pessimistic) divided by 6 {8 +
4(12) + 24} / 6 = 13.33
21. Answer: C – Crashing, which is adding resources or using overtime, may reduce the duration of an
activity. Resource leveling is used when a resource has been over allocated. Heuristics is a term
associated with generally accepted information or “common knowledge.” CPM refers to Critical Path
Method.
22. Answer: B – Lag introduces delay between predecessor and successor relationships and is usually
associated with a physical requirement. Allowing concrete to cure is a common example of lag. Lead is
used to accelerate a network path. Float and slack or measures of flexibility in a project schedule.
23. Answer: C – Refer to page 156 PMBOK ® Guide, 5th edition.
24. Answer: D – Change requests are an output of the control schedule process.
25. Answer: C – Critical chain method identifies the “weak links” in the project schedule and utilizes
buffers to manage the schedule. Refer to page 178 of the PMBOK ® Guide, 5th edition.
26. Answer: A – ADM can only show Finish to start dependencies.
27. Answer: A – CPM – Critical Path Method and utilizes the forward and backward pass to determine
early start, early finish, late start and late finish of each activity. Monte Carlo simulation is a quantitative
risk analysis technique. Activity duration estimating precedes the development of the project schedule.
28. Answer: C – A constraint is a limitation. Predetermined dates limit options and eliminate
alternatives.
29. Answer: D – An analogous estimate, a top down estimating technique, can generally be developed
quickly. It is not intended to become the final estimate. It range of reliability can be extreme. A bottom
up estimate requires significant time to prepare. A PERT estimate, also known as a weighted average
estimate is usually associated with specific project activities.
30. Answer: D – Free float is the amount of flexibility between the early finish of an activity and the early
start of its immediate successor activities. Free float allows an activity to slip for a period of time before
affecting its immediate successor.
31. Answer: B – An external dependency is related to a non-project activity and is considered outside
the control of the project team.
32. Answer: C – The scope baseline is an input to the define activities process. Page 149 PMBOK ® Guide,
5th edition.
Total Questions: 370
MODULE QUIZ ANSWER KEY
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33. Answer: A – A project network diagram is produced when the logical relationships of all project
activities have been defined. The work breakdown structure and resource breakdown structure do not
display logical relationships.
34. Answer: D
35. Answer: C
36. Answer: B
37. Answer: B – Generally, after a work breakdown structure has been developed and the work
packages fully defined, the project team will develop a network diagram as predecessor and successor
relationships are established.
38. Answer: C – Overlapping is referred to as fast tracking and can introduce risk into the project.
Generally, activities are not removed and the scope is not changed. Crashing involves the addition of
resources or the use of overtime and will usually increase project cost.
39. Answer: B – Start to Start
40. Answer: A – 23
41. Answer: B – 6
42. Answer: D – 11
Cost Management
1. Answer: C – During the initial stages of the project, the amount of information available will be
limited. Therefore, a Rough Order of Magnitude (ROM) estimate is usually prepared, and it should have
an accuracy range of -25% to +75%.
2. Answer: B – The CPI is given by the formula CPI = EV/AC where EV is Earned Value and AC is the Actual
Cost. Since 50% of the project is complete, EV = 50% of $50,000 = $25,000. Hence CPI = $25,000/$50,000
= 0.5
3. Answer: A – Interpersonal skills is not a valid choice. The other three choices are analytical
techniques.
4. Answer: A – The correct response is an S-curve. The cost performance baseline is a time-phased
budget and is used as a basis to measure, monitor, and control overall cost performance of the project.
It is usually displayed in the form of an S curve and is developed by summing estimated costs by period.
5. Answer: D – Although the Earned Value technique of determining the balance work in the project is
quick and straightforward, it is not as valuable or accurate as the manual forecasting of the remaining
work by the project team. However, manual forecasting is more time-consuming.
Total Questions: 370
MODULE QUIZ ANSWER KEY
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6. Answer: C – The three point estimating technique, or PERT analysis, uses a weighted average method
to arrive at what should be a more accurate estimate. In this case the correct answer is (15+ (4x25)
+70)/6 = 30.83
7. Answer: B – The process of controlling costs is one of the more technical processes to understand for
the PMI exam as it includes the earned value tools and techniques.
8. Answer: C – Schedule Variance (SV) = Earned Value – Planned Value
SV = 15,000 – 20,000 = -5,000
9. Answer: A – The percent complete is the work completed, or the earned value divided by the total
work to be done. EV/BAC = 24/97 = 25%
10. Answer: A – A CPI below 1 tells you that you are experiencing a cost overrun on the project. This is
true for the SPI measurement as well.
11. Answer: D – QC is part of prevention and appraisal costs (cost of non-conformance). In contrast,
costs of non-conformance include costs associated with expenses after the fact such as rework,
warranty, or reputational loss due to defects.
12. Answer: B – Cost budgeting involved allocating the overall cost estimates to individual activities or
work packages to establish a cost baseline for measuring project performance. Cost budgeting is tied to
the Determine Budget process but it is not used as a basis for project contingency reserve.
13. Answer: B – For month 1, the CPI = EV/AC = 1,000,000/1,250,000 = 0.88. The statement that CPI at
the end of the month 1 is 1.25 is not correct. A CPI value less than 1 indicated a cost overrun of the
estimates, and a CPI value of more than 1 indicates a cost under run; hence, at the end of Month 1, the
project is behind schedule and over budget. At the end of Month 1, Schedule Variance (SV) = EV – PV =
$1,000,000 - $1,100,000 = -$100,000, which is true. It is false to state the CPI at the end of Month 1 is
1.25.
14. Answer: B – Direct labour costs, overhead costs, and material costs are inputs to cost budgeting.
Sunk costs are costs that have been incurred and that cannot be recovered; therefore, they are not part
of the cost budgeting process.
15. Answer: D – Human Resource plan is an input to Estimate Costs.
16. Answer: D – Cost variance = EV – AC = 350 – 400 = -50
17. Answer: B – Parametric estimating uses statistical relationships such as cost, duration, and labor
rates. Refer to page 205, PMBOK ® Guide, 5th edition.
18. Answer: B – The cost baseline is an output of the Determine Budget process. Refer to page 208
PMBOK ® Guide, 5th edition.
19. Answer: C – Estimate Costs. Pricing/Costing is associated with business decisions related to profit
margins. Alternatives analysis refers to considering other options about how to develop and or produce
the project’s deliverables. Risk assessment is included in the process of estimating costs.
Total Questions: 370
MODULE QUIZ ANSWER KEY
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20. Answer: C – Employee benefits, taxes, rent, maintenance are generally considered indirect project
costs.
21. Answer: C – In this example the EAC = AC + BAC – EV = 200,000 + 400,000 – 200,000 or 400,000
22. Answer: A – A bottom up estimate will produce a definitive estimate. Order of magnitude,
parametric and analogous estimates are considered to be top down and have a wide range of probable
outcomes.
23. Answer: D – The law of diminishing returns states that the incremental return from adding resources
will reduce as we go on adding resources
24. Answer: A – Generally, opportunity cost is experienced when funding has been assigned to a specific
project and a more desirable project opportunity develops. The greater opportunity is missed due to the
commitment of capital resources to a previously selected project. The best alternative is not chosen.
25. Answer: C – The allocation of the aggregated project cost across the project life cycle is referred to
as the time phased budget. Refer to page 209 PMBOK ® Guide, 5th edition. Estimate at Completion is a
forecast of the final project budget based on current performance. The cost control plan provides a
method to manage cost changes and identify cost variances. The project schedule displays project
activity duration over time and provides an estimate of the total duration of the project life cycle.
26. Answer: B – Earned value analysis provides a means to determine cost and schedule variances. Refer
to page 215 PMBOK ® Guide, 5th edition.
27. Answer: C – A CPI greater than 1 indicates that the project is performing under budget. An SPI that
equals 1 indicates that the project is performing at planned levels (on schedule).
28. Answer: B – Earned value greater than planned value indicates the project is ahead of schedule.
Actual cost greater than earned value indicates the project is over budget. Refer to page 218 PMBOK ®
Guide, 5th edition.
29. Answer: D – The typical project lifecycle begins with low cost and staffing. As the project progresses,
costs increase. The project will reach a point when maximum resources are applied and then resources
will be systematically released as the project reaches closure. Refer to page 40 PMBOK ® Guide, 5th
edition.
30. Answer: A – The TCPI is the level of performance that must be achieved if the CPI falls below 1 and
the project BAC must be met. Refer to page 221 PMBOK ® Guide, 5th edition.
31. Answer: A – ROI = Average profit/ average cost x 100 The average profit is 12 million / 6 or 2 million
per year. 2million / 6 million = 33%
32. Answer: B – Earned value management is generally associated with large, long term projects. Earned
value management provides a means to determine project performance at any point in the project life
cycle and also provides an opportunity to forecast the possible outcome of the project in terms of cost
and schedule.
Total Questions: 370
MODULE QUIZ ANSWER KEY
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Quality Management
1. Answer: B – Failure mode and effect analysis (FMEA) is one of several non-proprietary approaches to
quality management.
2. Answer: C – Kaizen mean improvement in Japanese. It means continuing improvement involving
everyone, including managers and workers, alike, from the top to the bottom of the organization.
3. Answer: C – Plan Quality Management is the process of identifying quality requirements and
standards for both the project and product.
4. Answer: A – Control limits are generally set at 3 standard deviations above and below the acceptable
mean of data.
5. Answer: C – Quality checklists are an output, not a tool, from the Plan Quality Management Process.
6. Answer: D – The upper control limit is part of the control chart tool and it is not a quality metric.
7. Answer: B – Inspection is not one of Ishikawa‟s seven tools of quality. The 7 tools of quality according
to Ishikawa are: cause and effect diagrams, control charts, flowcharting, histograms, pareto charts, run
charts, and scatter diagrams.
8. Answer: C – A pareto chart is a type of histogram that shows the rank ordering of defects by type of
category so that corrective action can be focused in the correct place.
9. Answer: C – A control chart shows the stability of a process over time.
10. Answer: D – The process analysis includes root cause analysis.
11. Answer: A – Benchmarking is the technique of comparing actual or planned project practices to
those of other projects to generate ideas for improvement and to provide a basis by which to measure
performance.
12. Answer: D – The Design of Experiments is a method that plays a key role in optimization of products
or processes.
13. Answer: B – The correct response is cost of non-conformance. This includes all costs incurred due to
internal and external failures.
14. Answer: D – The WBS must contain all of the project and product work including the project
management work. This is also called the 100% rule.
15. Answer: B – Statistical sampling is the process of random selection and inspection of a work product.
16. Answer: C – Products that are produced at an acceptable level of quality and meet the desired
requirements of the customer but have limited functionality and features are referred to as low grade.
Refer to page 228 of the PMBOK ® Guide, 5th edition.
17. Answer: A – Quality management is integrated with many other project planning processes
especially cost and time management. Initiation and work breakdown structure development are
included in other planning processes. Refer to page 231 PMBOK ® Guide, 5th edition.
Total Questions: 370
MODULE QUIZ ANSWER KEY
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18. Answer: A – A quality control plan should be utilized during development of the product. A cause
and effect diagram is used to determine the root cause of a problem. The work breakdown structure is a
key element of the planning process and assist in defining the work of the project. Checklists minimize
the omission of important steps and operating errors.
19. Answer: C – The scatter diagram is used to determine correlation between two sets of data. Refer to
page 238 PMBOK ® Guide, 5th edition.
20. Answer: A – Grade is a classification according to technical characteristics.
21. Answer: B – Metrics are an output of Plan Quality and an input to Perform Quality Assurance and
Perform Quality Control. Refer to pages 236 and 249, PMBOK ® Guide, 5th edition.
22. Answer: A – Internal failure results in defects, repairs, scrap and rework. External failure is
associated with quality issues experience by the customer. Cost of conformance refers to the cost
incurred to ensure compliance. Appraisal costs are included in the cost of conformance.
23. Answer: B – The fishbone diagram is also referred to as a root cause analysis tool. Pareto diagrams
display the frequency of occurrence of identified problems. Scatter diagrams indicate a relationship
between sets of data. Attribute sampling identifies deliverables that have failed to meet requirements.
24. Answer: B – The quality plan defines the approach to managing quality and may include costs that
will include in the project budget. The cost baseline is the final approved project budget. Total quality
management is an approach to manage quality within an organization. Cost of quality includes all costs
associated with preventing and correcting quality problems. Refer to page 235 PMBOK ® Guide, 5th
edition.
25. Answer: C – Inspection is part of quality control, which falls under monitoring and controlling
process group.
26. Answer: D – Design of experiments (Taguchi method) utilizes a process to determine the best mix of
variables or ingredients to produce the desired result. Statistical sampling is performed after products
have been produced. Brainstorming and Nominal Group technique are tools and techniques associated
with defining requirements or identifying problems. Refer to Page 239 PMBOK ® Guide, 5th edition.
27. Answer: B – A run is a set of data points displayed above or below the process average on a control
chart. Generally, seven or more consecutive points above or below the process average but with the
upper or lower control limits indicate process is out of control. A trend is a set of data points moving in a
specific positive or negative direction. A random cause is considered normal and expected when
analyzing processes and will result in some variation from the process average. An alpha risk is the
associated with product sampling.
28. Answer: D – Appraisal costs are associated with the cost of conformance and include inspections and
reviews.
29. Answer: A – Quality control is utilized to monitor and record results during execution of quality
activities. Refer to page 248 PMBOK ® Guide, 5th edition.
Total Questions: 370
MODULE QUIZ ANSWER KEY
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30. Answer: B – Joseph Juran emphasized continuous improvement, safety, and fitness for use. This
means the product should perform as expected in terms of functionality and should be safe for use by
the customer.
31. Answer: A – A Pareto diagram is used to display errors or problems in the order of frequency of
occurrence. A Run chart is a type of control chart. Scatter diagrams are used to determine if a
relationship between exits between different sets of data.
32. Answer: D – Using a fishbone diagram for root cause analysis is a tool or technique within the
process of Control Quality. Perform Quality Assurance is about verifying compliance with quality policies
and procedures. Process analysis is a tool and technique included within Perform Quality Assurance.
Refer to page,243 PMBOK ® Guide, 5th edition.
33. Answer: C – Expert judgment is not listed as a tool and technique for any of the Quality Management
processes. Refer to page 249 PMBOK ® Guide, 5th edition.
34. Answer: D – A quality audit is a review to determine if project activities comply with organizational
policies and procedures. Refer to page 247, PMBOK ® Guide, 5th edition.
35. Answer: A – Benchmarking is used to compare planned project practices with established best
practices to generate improvement ideas and as a basis for reviewing performance. Benefit/Cost
analysis determines if a project is worth accepting and implementing. Flow charting displays a process.
Pareto diagrams display problems or errors. Refer to page 239, PMBOK ® Guide, 5th edition.
HR Planning
1. Answer C: Acquisition is a tool or technique in the process Acquire Project Team.
2. Answer C: Project performance appraisal is carried out during the Manage Project Team process.
PMBOK 5th Ed., Page 282.
3. Answer B: Lessons learned on organizational structures are used as inputs to the Plan Human
Resources Management process. However, these are Organizational Process Assets and not Enterprise
Environmental Factors. PMBOK 5th Ed., Page 260.
4. Answer C: The Resource Histogram is a tool for charting human resources and illustrates the number
of hours that a person, department or entire project team will be needed each week or month over the
course of the project. The chart can include line that represents the maximum number of hours from a
particular resource. This can be used for a resource leveling strategy. PMBOK 5th Ed., Page 265.
5. Answer B: Conflict Management is a tool and technique of the Manage Project Team Process. The
Control Procurements process has Claims Administration that somewhat relates to conflict
management. PMBOK 5th Ed., Page 282.
6. Answer C: A manager with the “hands-off” attitude toward the project work and the team is
considered “Laissez Fair”.
Total Questions: 370
MODULE QUIZ ANSWER KEY
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7. Answer B: The final steps of problem solving include: implement a decision, review it, and confirm
that the decision solved the problem.
8. Answer D: Problem solving (also referred to as collaborating) normally takes more time, but it gets
buy-in from everyone, generating a more lasting solution.
9. Answer B: Since the project objectives are stated in the project charter, and it is the sponsor who
issues the project charter, helping to prevent unnecessary changes to project objectives is the correct
answer.
10. Answer A: The Resource Breakdown Structure (RBS) is a hierarchical list of resources related by
category and resource type that is used to facilitate planning and controlling of the resource until small
enough to be used in conjunction with the Work Breakdown Structure (WBS) to allow the work to be
planned, monitored and controlled. PMBOK 5th Ed., Page 261.
11. Answer C: A Resource Breakdown Structure is helpful in tracking project costs and can be aligned
with organization‟s accounting system. It can contain resource categories other than human resources.
PMBOK 5th Ed., Page 261.
12. Answer C: Co-Location also referred as “Tight Matrix” involves in placing many or all the most active
project team members in the same physical location to enhance their ability to perform as a team.
PMBOK 5th Ed., Page 277.
13. Answer D: Doing limited testing before integration and finishing testing after integration is an
example of compromising. This is the best way for the project manager to resolve the conflict in this
situation.
14. Answer A: Team performance assessments evaluate the project team’s effectiveness as a whole.
Project performance appraisals deal with how each team member is performing on the project.
15. Answer A: Theory Y is the belief that people can direct their own efforts.
16. Answer: D – In the functional organizational structure, priorities are established by the functional
manager. Projects are considered to be less important than functional work. Refer to page 22, PMBOK®
Guide, 5th edition.
17. Answer: D - The team normally goes through these stages of development. Forming - team gets
formed, Storming - Disagreements start to emerge, Norming - They learn to reconcile and work as a unit,
Performing - They start delivering results
18. Answer: C – The understanding of power and politics enables the project manager to develop the
appropriate approaches and techniques to gain trust and influence project stakeholders. Influencing
skills will affect the formal reporting process, upward communication, and writing style.
19. Answer: A – In the absence of other information, you have to assume that this is a functional or
matrix organization and in such an organization the resources belong to functions.
Total Questions: 370
MODULE QUIZ ANSWER KEY
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20. Answer: C – In a balanced organization matrix, the authority of the project manager and the
authority of the functional manager are basically equal which may result in some conflict especially
when resource assignments are being delegated. Refer to Page 22, PMBOK ® Guide, 5th edition.
21. Answer: C – Among the given options, the project manager's authority is lowest in a weak matrix
organization.
22. Answer: C – Compromise. In this form of conflict management the parties involved agree to give up
something to gain something. This is referred to as a win/lose and lose/win situation. Forcing involves
authority and a one sided decision. Smoothing or accommodating refers to discussions that are focused
only on what each side is in agreement with or in congruence. Collaboration results in a win/win
situation for all parties.
23. Answer: C – The third level of Maslow’s Hierarchy of Needs is the need for social connections or
belonging. Herzberg differentiated between factors that may cause dissatisfaction and conditions or
situations that would motivate people.
24. Answer: B – The responsibility assignment matrix specifies who is playing what role for various
activities. Work packages are elements of the work breakdown structure. Cost accounts are associated
packages. Resource pools describe resource skills and availability. Refer to page 262 PMBOK ® Guide,
5th edition.
25. Answer: A – In the projectized structure the project manager has direct control of the project team
and the team is dedicated to the project. The project manager has the ability to establish more effective
and meaningful work relationships with the team members.
26. Answer: B – Collective bargaining is associated with unions and generally there will be specific
conditions and restricts that may constrain some actions or prevent the use of certain approaches or
procedures.
27. Answer: D – Theory X (Douglas McGregor) managers believe that people must be closely supervised
in ensure that work is completed. Theory Y managers utilize a participative approach. Theory Z (Ouchi)
refers to a concept that worker collectively support higher level organizational goals. Hygienic
motivation is a fabricated term.
28. Answer: C – Acquisition is a tool or technique in the process Acquire Project Team
29. Answer: D – Storming follows the Forming stage and generally includes a significant amount of
conflict as team members discuss and identify areas or disagreement. Refer to page 276 PMBOK ®
Guide, 5th edition.
30. Answer: B – Acquire Project Team is the process of determining resource requirements, determining
availability of resources and acquiring resources through negotiation or appropriate organizational
processes. Refer to page 267 PMBOK ® Guide, 5th edition.
31. Answer: B – In the projectized structure the project manager is provided with nearly full authority to
manage the project and the project resources.
Total Questions: 370
MODULE QUIZ ANSWER KEY
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32. Answer: B – Generally project conflicts should be resolved at the lowest levels or authority whenever
possible. In some cases conflict requires the involvement of the project sponsor or executive especially
when there is an impasse regarding resource assignments. Customer and contractors would not, in most
cases become involved in internal resource management disputes.
33. Answer: A - Theory X. Mcgregor's Theory X suggests that workers need to be watched every minute
as they will not deliver results on their own.
34. Answer: C – A manager with a “hands-off” attitude toward the project work and the team is
considered “Laissez Fair.”
35. Answer: B – Referent authority is the power that comes from personal charm and charisma. It has
many meanings but it is generally referred to as power derived from a perceived connection with people
of higher levels of authority. Coercive power is a form of penalty power. Formal power is associated with
position of rank.
Communication Planning
1. Answer D: Did you include the Project Manager as part of the communication channels? Since there
are actually five stakeholders therefore there are ten channels of communication. The question is
asking how many channels of communication you have with a team of five people. The formula is (n x
(n-1) / 2 or (8 x 7) / 2 = 28.
2. Answer: C – The communications model emphasizes awareness about developing the appropriate
message to be delivered, the potentials barriers that may be encountered and the importance of a
feedback loop to improve delivery and understanding of a message.
3. Answer B: The project manager is an integrator - in the sense that he integrates the output of all the
processes and channels them in the direction of meeting the project's requirements. This is the primary
driver for communications.
4. Answer B: Because of the differences in culture and the distance between team members, formal
written communications is needed.
5. Answer D: Working over various regions and cultures in the world you need to have an understanding
of both basic definitions and areas of cultural impact. As project managers, you need to have good
communication skills and a willingness to adapt to other cultures.
6. Answer D: All reports can have Earned Value Management (EVM) information.
7. Answer: B – Earned value analysis report. It provides information about cost and schedule variances
and also includes the forecast for the total budget.
8. Answer D: This issue should be over, but since there were so many meetings and arguments about the
requirements being removed, it is unlikely the issue will be eliminated by the stakeholders. Since it has
not come up again and the project was started six months ago, spending time in a meeting is excessive.
The other choices are easier, have less impact on the project, and are therefore things that could be
done.
Total Questions: 370
MODULE QUIZ ANSWER KEY
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9. Answer A: 93% of the message in nonverbal communications.
10. Answer C: The major result of communications blockers and miscommunications as a whole is
conflict.
11. Answer A: An Information management system refers to the facilities, procedures and processes
that are used to collect, store, and distribute information.
12. Answer D: Communications planning is including in the planning process which is generally
completed before execution. Updates to the project plan, including the communication plan, will occur
during the entire project life cycle. Refer to page 290 PMBOK® Guide 5th edition.
13. Answer A: Communications technology is a tool and technique and not the output of the manage
communications process.
14. Answer C: Use the formula # of channels = N * (N-1) / 2 First team: 12 (12-1) / 2 = 66 Second team: