PMP test1

7/23/2019 PMP test1

http://slidepdf.com/reader/full/pmp-test1 1/60

(1) A Project Manager is at the project kick-off meeting. He confidently states the vision andmission for the project. This PM is exhibiting the following leadership style

A.

Hierarchal

!. A"thoritarian#. #harismatic

$.

Associative

(2) %o" are in charge of developing a new prod"ct for an organi&ation. %o"r '"ality metrics are based on the ()th percentile of each of the last three prod"cts developed. This is an example of

A. *tatistical sampling

!. Metrics#.

!enchmarking$. +perational definitions

(3) The two closing proced"res are called

A. #ontract close o"t and scope verification!. #ontract close o"t and #lose Project

#. Project clos"re and prod"ct verification$. Project clos"re and lessons learned

(4) $"ring the sched"le development process the Project Manager may have to go thro"gh severaliterations of the sched"le before establishing the sched"le baseline. All of the following are toolsand techni'"es that may be "sed d"ring this process

A. #ritical Path Method, /T, /eso"rce /e'"irements!. /eso"rce 0eveling He"ristics, Mathematical Analysis, #alendars#. $"ration compression, /eso"rce 0eveling He"ristics, P/T$. /T, P/T, 0eads and 0ags

(5) 1hich of the following models of conflict resol"tion allows a cooling off period, b"t seldomresolves the iss"e in the long term2

A. Problem solving

!. 1ithdrawal#. 3orcing

$.

*moothing

(6) The receiver filters messages based on all b"t the following

A. #"lt"re!. *emantics#.

0ang"age$. $istance. 4nowledge

(7) How m"ch time does the typical project manager spend comm"nicating both formally and

informally2

A. 5)-6)7

7/23/2019 PMP test1


!. 8)-9)7#. 6)-()7$.

98-:)7

7/23/2019 PMP test1


(8) ro"p brainstorming enco"rages all of the following except

A. Team b"ilding!. Analysis of alternatives#. #onvergent thinking

$. ;ninhibited verbali&ation

(9) The critical element in a project<s comm"nication system is the

A. Progress report!.

Project directive

#. Project manager$. #"stomer

(10) *ystem integration consists of

A. Ass"ring that the pieces of a project come together at the right time!. Planning for contingencies that may occ"r thro"gho"t the life cycle of the

project#. The pieces of the project f"nction as an integration "nit

$. a and c

(11) Performance reviews are held to

A. #orrect the project manager<s mistakes.!. Provide for answers for "pper levels of management

#. To assess project stat"s or progress$. To apprise the project costs and cost trends of the project

(12) A complex project will fit best in what type of organi&ation2

A.

3"nctional!.

#ross-f"nctional#.

Matrix$. !alanced

(13) 1hich of the following co"ld be an appropriate 1!* code for a work package

at the fo"rth level in a 1!* where the top level code is =.)2

A. =.5!. =.=.=.=#. =.>.?.5$.

a and c. b and c

(14) 1hich of the following Project *cope Management processes involvess"bdividing the major project deliverables into smaller, more manageablecomponents2

A. *cope Planning

7/23/2019 PMP test1


!. @nitiation#. *cope #hange #ontrol$. *cope $efinition. #reate 1!*

7/23/2019 PMP test1


(15) The review of key deliverables and project performance at the concl"sion of a project phase is called

A. phase exit!. kill point

#.

stage gate$.

a and c. all of the above

(16) Project scope is

A. The work that m"st be done in order to deliver a prod"ct with the specifiedfeat"res and f"nctions.!. The feat"res and f"nctions that are to be incl"ded in a prod"ct or service.#. A narrative description of work to be performed "nder contract.$.

a and b

. all of the above

(17)The "ni'"e identifiers assigned to each item of a 1!* are often knowncollectively as

A. The work package codes!. The project identifiers#. The code of acco"nts$. The element acco"nts

(18) The sender of a message is responsible for

A. #onfirming the message is "nderstood!. ns"ring the receiver agrees with the message#. *ched"ling comm"nication exchange$. Presenting the message in the most agreeable manner

(19) 1hat are the best "ses of P/T

A. ;sed in the planning phase to do what if for the project.!. Assist in the controlling of changes to the project.

#. @s "sed in the process of preparing a 1!* for the project.$. To meas"re f"t"re conse'"ences of activities.. a and d.

(20) #hange re'"ests can occ"r d"e to

A. An external event s"ch as a change in government reg"lation.!. An error or omission in defining the scope of the prod"ct.#. An error or omission in defining the scope of the project.$.

a and c. all of the above

(21) A project plan is

7/23/2019 PMP test1


A. A formal, approved doc"ment "sed to g"ide both project exec"tion and projectcontrol.!. A doc"ment iss"ed by senior management that provides the project manager with the a"thority to apply

organi&ational reso"rces to project activities.#. A narrative description of prod"cts or services to be s"pplied.$. A doc"ment describing the organi&ational breakdown str"ct"re of thecompany.

7/23/2019 PMP test1


(22) 1hich of the following is B+T an example of a type of sched"le report2

A.

antt chart!.

Milestone chart#.

3ishbone diagram

$. Betwork diagram

(23) The most important criteria in selecting project selection method is

A.

ase of "se!.

#ost of "sing it

#. Available expertise$. #apability. /ealism

(24) 1hat is Team $evelopment2

A. *etting "p a team of people with the skills set that are re'"ired!. *ending yo" project team to a PM@ seminar#. Motivating yo"r project team members$. nhancing the ability of stakeholders to contrib"te as individ"als. nhancing the ability of the team to f"nction as a team

(25) ? major processes in Project H/M

A. *taff recr"itment, project staff planning and team b"ilding

!. H/ planning, Ac'"ire Project Team and $evelop Project Team#. /ewarding, salary reviews and penalties$. *taff ac'"isition, staff training, staff deployment

(26) A project is defined as

A. A process of considerable scope that implements a plan.!. An endeavor, which is planned, exec"ted, and controlledC performed by

peopleC and constrained bylimited reso"rces.

#. A temporary endeavor "ndertaken to create a "ni'"e prod"ct or service.

$. An objective based effort of temporary nat"re.

(27) eneral management encompasses

A. Planning, organi&ing, staffing, exec"ting, and controlling the operations of anongoing enterprise.

!. !"siness policy, financial management, b"siness economics, contractadministration, and legal services

necessary for operating an enterprise.#. !"siness strategy, planning and controlling, organi&ational behavior,

proc"rement, and personnel

administration re'"ired for managing the ongoing aspect of a b"sinessvent"re.

7/23/2019 PMP test1


$. +rgani&ational development, staffing, marketing and sales, proc"rement, andcontract administration as

part of an ongoing organi&ation.

(28) Project management processes can be organi&ed into

A. @nitiating, planning, contracting, exec"ting, and administration!. $esigning, developing, testing, and implementing#. @nitiating, designing, planning, exec"ting, controlling, and implementation$. @nitiating, planning, exec"ting, controlling, and closing

7/23/2019 PMP test1


(29) DDDDDDDDDDD m"st be meas"red reg"larly to identify variance from the plan.

A. *takeholder re'"irements!. Project performance#.

*ched"le progress

$. #ost and sched"le

(30) A project kick off meeting is "s"ally cond"cted to

A. *et"p project team and anno"nce the PM assignment!. To draft project charter

#. !"ild "p team spirit$. $efine project scope and develop 1!*

(31) 1hich of the following is not an external-"npredictable risk2

A. #hanges in government reg"lations!.

Bat"ral ha&ards#. ;nexpected environmental side effects

$. @nflation

(32) Maslow ranked H"man needs from the highest to lowest

A. *elf act"ali&ationC self promotionC socialC sec"rity and physiological needs!. *elf esteemC self act"ali&ationC socialC sec"rity and physiological#. *elf act"ali&ationC self esteemC socialC sec"rity and physiological

$. *elf f"lfillmentC self esteemC socialC sec"rity and physiological

(33) 1hich of the following statements concerning contract type is correct2

A. A fixed price contract contains the most risk for the b"yer.!. #ost reimb"rsable contracts offer sellers the highest profit potential.#. 0"mp s"m contracts offer sellers the greatest profit potential.$. ;nit price contracts are illegal in many j"risdictions.

(34) Her&berg identified factors, which, if present, will lead to increased motivation.A typical factor wo"ld be

A. ood s"pervision

!. Eob sec"rity#. /eg"lar promotions$.

ood salary. A dental plan

(35) %o"r c"stomer ask for a small change in the project, which was not b"dgeted inthe project. @t is a smalleffort as compared to the total project and yo" need the goodwill for a m"ltimilliondollar on the pipeline. %o"

will

7/23/2019 PMP test1


A. /ef"se to do the work!. Agree to do the work at no charge#. $o the work and bill him later$. Assess the cost and sched"le impact and tell them yo" will decide later

7/23/2019 PMP test1


(36) %o" are responsible for ens"ring that yo"r seller<s performance meetscontract"al re'"irements. 3or effective contract administration, yo" sho"ld

A. Hold a bidders conference!. stablish the appropriate contract type

#. @mplement the contract change control system$. $evelop a statement of work

(37) The three major ca"ses of change on a project are

A. /eplacement of the project manager or key project team membersCchanges in priorities by senior

managementC and contract"al diffic"lties.!. #hanges in the relative importance of time, reso"rces, or cost C new

knowledge abo"t the deliverableCand technological "ncertainty

#. rrors in the initial assessment of how to achieve the goal of the projectCnew information abo"t the

project deliverableC and a new mandate$. ;navailability of reso"rces promised by the f"nctional managersC costoverr"nsC and changes in

c"stomer re'"irements

(38) The p"rpose of the review of deliverables and project performance at theconcl"sion of a project phase isto

A. $etermine how many reso"rces are re'"ired to complete the project accordingto the project baseline!. Adj"st the sched"le and cost baselines based on past performance#. +btain c"stomer acceptance of project deliverables$. $etermine whether the project sho"ld contin"e to the next phase

(39) %o"r project is in the final test stage, the "ser acceptance test. @t meets all the prod"ct specs and is "nder planned costs. @n term of sched"le, this project is ahead.%o"r c"stomer meet yo" and re'"ested that he will not accept the prod"ct "nless yo"make several changes. 1hat yo" sho"ld do is

A. et the list of the changes and estimate all of them. @f the total cost is stillwithin the baseline, yo" j"st

do it!. stimate the costs and send this to yo"r c"stomer re'"esting contractmodification

#. Ask the c"stomer to file a #hange re'"est$. *it with the c"stomer to review the prod"ct specs and tell himFher that yo"have completed the project.

(40) The delphi Method is best s"ited for

A. $ecision-making

7/23/2019 PMP test1


!. #ost #ontrol#. +verhead rate estimating

$. Team disc"ssions

(41) 1hich of the following methods is least likely to be "sed for explaining project

planning g"idelines to theteam2

A. Project +ffice Memo

!. Project office directive#. Project team meeting$. 3ormal project report

7/23/2019 PMP test1


(42) Projects are initiated in response of

A. *takeholder<s press"re!.

!"siness needs#. Technological obsolescence

$. All of the above

(43) The party that needs the change res"lting from the project, and who will be itsc"stodian on completion is the+wner

A. *ponsor!.

#"stomer#. #lient

(44) A doc"ment or tool which describes when and how h"man reso"rces will be bro"ght onto and taken off the project team is called a

A. *taffing Management Plan

!. /esponsibility Assignment Matrix G/AM .#. +rgani&ational !reakdown *tr"ct"re G+!*.$. /eso"rce Assignment #hart

(45) @n which type of organi&ation is team b"ilding likely to be most diffic"lt2

A.

3"nctional!. Projecti&ed

#.

Matrix$. Project expediter. Project coordinator

(46) A tool which links the project roles and responsibilities to the project scopedefinition is called

A. *cope $efinition Matrix!. /esponsibility Assignment Matrix#. /oles Assignment Matrix$. Project *cope and /oles Matrix

(47) 1hich of the following are o"tp"ts from the #omm"nications Planning process2

A. Project records!. #omm"nications management plan#. Performance reports$. 3ormal acceptance. b and c

(48) The receiver filters messages based on all b"t the following

A.

#"lt"re

7/23/2019 PMP test1


!. *emantics#.

0ang"age$. $istance. 4nowledge

(49) The sending or conveying of information from one place to another is the process of

7/23/2019 PMP test1


A.

Betworking!. Transmitting#. ncrypting$. Promoting

(50) The three major types of comm"nication are

A. 1ritten, verbal, and non-verbal.!. Ierbal, formal doc"mentation, informal doc"mentation.#. Ierbal, written, and graphic.$. Ierbal, written, and electronic.

(51) All of the following are comm"nication tools J#PT

A. Memos!. Ierbal circ"lation of a r"mor

#.

Iideos$. !ody lang"age. @np"tting data into a spreadsheet

(52) #omm"nication is the P/@M responsibility of a Project

A. Manager in a weak matrix!. Manager in a projecti&ed environment

#. #oordinator$. xpeditor

(53) 1hat are the fo"r parts of the comm"nications model2

A. *ending, /eceiving, $ecoding, and #omprehending

!. *ender, Message, Medi"m, /eceiver#. #omm"nicator, Message, /eceiver, $ecoder$. #omm"nicating, Transmitting, /eceiving, #omprehending

(54) @n negotiating with f"nctional department managers, project managers oftenfind themselves "sing what two-party conflict management approach2

A.

1in-0ose!.

1in-1in#. 0ose-0ose$. Bone of the above

(55) A leadership style in which the project manager shares problems with teammembers and form"lates sol"tions as a gro"p is called

A.

A"tocratic!. #ons"ltation in a gro"p#.

#onsens"s

$. +ne-to-one cons"ltation

7/23/2019 PMP test1


(56) A type of organi&ation in which the project manager has little formal a"thorityand basically acts as a staff assistant to an exec"tive who is "ltimately responsiblefor the project is called

A.

3"nctional

!.

1eak matrix#. Project coordinator$. Project expediter

(57) #reate 1!* process belongs to

A. @nitiation Process ro"p!. Planning Process ro"p#. xec"ting Process ro"p$. Monitoring K #ontrolling Process ro"p

(58) @n which of the following organi&ations is the project manager role likely to be part-time2

A.

1eak matrix

!. 3"nctional#.

!alanced matrix$.

a and b. All of the above

(59) Project /isk Management incl"des all of the following processes except

A. /isk L"antification!.

/isk @dentification#.

/isk Analysis$. /isk /esponse $evelopment. /isk /esponse #ontrol

(60) ;sing the PM!+4 definition of contingency reserve, which of the followingstatements abo"t contingency reserves is false2

A. A contingency reserve is a separately planned '"antity "sed to allow for

f"t"re sit"ations which may be planned for only in part.!. #ontingency reserves may be set aside for known "nknowns.#. #ontingency reserves may be set aside for "nknown "nknowns.

$. #ontingency reserves are normally incl"ded in the project<s cost and sched"le baselines.

(61) 1hich of the following is tr"e abo"t p"re risk2

A. The risk can be deflected or transferred to another party thro"gh a contract orins"rance policy.

!. P"re risks involve the chance of both a profit and a loss.#. Bo opport"nities are associated with p"re risk, only losses.

7/23/2019 PMP test1


$. a and c. a and b

(62) A contingency plan is

A. A planned response that defines the steps to be taken if an identified risk eventsho"ld occ"r.!.

A workaro"nd#. A reserve "sed to allow for f"t"re sit"ations which may be planned for only in

part.$.

a and c. a and b

7/23/2019 PMP test1


(63) $eflection or transfer of a risk to another party is part of which of thefollowing risk response categories2

A. Mitigation!. Acceptance

#.

Avoidance$. Analysis

(64) Management reserves are "sed to handle which type of risk2

A. ;nknown "nknowns!.

4nown "nknowns

#. b"siness risks$. p"re risks

(65) 1hich of the following is considered d"ring the Proc"rement Planning Process2

A. 1hether to proc"re!. How to proc"re and how m"ch to proc"re#. 1hat and when to proc"re

$. b and c. all of the above

(66) 3rom a b"yer<s standpoint, which of the following is tr"e2

A. Proc"rement planning sho"ld incl"de consideration of potential s"bcontracts

!. Proc"rement planning does not incl"de consideration of potentials"bcontracts since this is the d"ty of

the contractor.#. *"bcontractors are first considered d"ring the *olicitation Process$. none of the above

(67) 1hich of the following is tr"e abo"t proc"rement doc"ments2

A. Proc"rement doc"ments are "sed to solicit proposals from prospective sellers.

!. @nvitation for !id and /e'"est for Proposal are two examples of proc"rementdoc"ments.

#. Proc"rement doc"ments sho"ld be str"ct"red to facilitate acc"rate andcomplete responses from

prospective sellers.$.

b and c. all of the above

(68) 1hich of the following is a method for '"antifying '"alitative data inorder to minimi&e the effect of personal prej"dice on so"rce selection2

A. 1eighting system

!. *creening system

#.

*electing system$. none of the above

7/23/2019 PMP test1


. all of the above

(69) 1hich of the following are examples of indirect costs2

A. *alaries of corporate exec"tives

!. *alaries of f"ll-time project staff#.

+verhead costs

$.

a and b. a and c

7/23/2019 PMP test1


(70) 1hich of the following contract types places the greatest risk on the seller2

A. #ost-pl"s-fixed-fee contract!. #ost pl"s-incentive-fee contract#. 3ixed-price-incentive contract

$. 3irm-fixed-price contract

(71) @n which of the following contract types is the seller<s profit limited2

A. #ost-pl"s-percentage-cost contract!. #ost-pl"s-fixed-fee contract#. 3ixed-price-pl"s-incentive

$. b and c. none of the above

(72) A cost-pl"s-percentage-cost G#PP#. contract has an estimated cost of

=>),))) with an agreed profit of=)7 of the costs. The act"al cost of the project is =?),))). 1hat is the total

reimb"rsement to the seller2

A. =5?,)))

!. =5>,)))#. =5),)))$. =?>,)))

(73) A fixed-price-pl"s-incentive-fee G3P@. contract has a target cost of =?),))), a

target profit of =8,))), a target price of =58,))), a ceiling price of =6),))), and ashare ratio of ()F>). The act"al cost of the project was =8),))). How m"ch profitdoes the seller make2

A.

=),)))!. =8,)))#. )$.

8,)))

(74) ;nder what circ"mstances is it better for a contractor to s"bcontract2

A. The s"bcontractor possesses special technical and engineering skills that thecontractor does not have.!. The work to be s"bcontracted represents almost all of the overall work effort.#. The s"bcontractor can perform the work at a lower cost than the contractor.$.

all the above

. a and c

(75) 1hich type of bilateral contract is "sed for high dollar, standard items2

A. P"rchase order

!. /e'"est for proposal G/3P.

#. @nvitation for bid G@3!.$. /e'"est for '"otation G/3L.

7/23/2019 PMP test1


. all of them are appropriate

(76) @n which stage of the negotiation meeting are points of concession identified2

A. Probing

!.

#los"re#. Agreement$. *cratch bargaining

7/23/2019 PMP test1


(77) 1hich of the following is B+T a method of government proc"rement2

A.

Assistance!.

*ealed !idding#. #ompetitive proposals

$.

Ac'"isition. *mall p"rchases3. Bo answer provided

(78) The r"le of seven as applied to process control charts means that

A. @f there are seven points on one side of mean, then an assignable ca"se m"st befo"nd.!. *even consec"tive points are ascending, descending, or the same.#. At least seven inspectors sho"ld be in place for every tho"sand employees.$. A process is not o"t of control even tho"gh seven meas"rements fall o"tside

the lower and "pper controllimits.

(79) There is project with #P@ of ).(= and T#P@N=.))))= this project is

A. +verb"dget and cannot recover

!. ;nderb"dget#. +verb"dget and early in its evol"tion$. Bo interference cam be made

(80)A collection of generally se'"ential project phases whose name and n"mber are determined by the control needs of the organi&ation or organi&ations involved in

the project, is called

A. Project life cycle!.

Prod"ct life cycle#.

Project life event$. All of the above

(81) 1hat does /$; stand for2

A. /eally $"mb ;ser!. /eady for $ownload ;se#. /emaining $"ration "nassisted$. /emaining $"ration

(82) 1ho is responsible for risk identification, risk '"antification, risk responsedevelopment, risk Monitor and#ontrol2

A. Project #omm"nications Management

!. Project h"man reso"rce Management

#. Project Proc"rement Management$. Project /isk Management

7/23/2019 PMP test1


(83) Three Point *tatistical stimating 3orm"la ro"p. xpected Ial"e N

A. G+ptimistic O G5 J Most 0ikely O Pessimistic x 6!. G+ptimistic O G5 J Most 0ikely O Pessimistic divided by 6

#. G+ptimistic O G5 J Most 0ikely x Pessimistic divided by 6$. G+ptimistic O G5 O Most 0ikely O Pessimistic divided by 6

7/23/2019 PMP test1


(84) Two Point $elphi stimate, The !est and 1orst #ase effort calc"lation

A. #alc"late G!est O 1orst F >!. #alc"late G!est O> F 1orst#. #alc"late G> O 1orst F !est

$. none of the above

(85) 1hat does TLM stand for2

A. Time L"ality Managed!. Target L"ality Management

#. Total L"ality Management$. Time L"ote Management

(86) xamples of Projects incl"de

A. @mplementing a new b"siness proced"re or process!. #onstr"cting a b"ilding or facility#. $esigning a new transportation vehicle$. All of the Above

(87) Projects are "ndertaken at all levels of the organi&ation2

A.

Tr"e!. 3alse#. !oth Tr"e and 3alse

$. Beither tr"e nor false

(88) 9. DDDDDDDD means that every project has a definite beginning and a definite

end.

A.

+verall!. Project #hart#. Temporary$. $"ration

(89) The smallest "nit of time "sed in sched"ling the project is known as

A.

#alendar ;nit

!.

*cope "nit#. Time Meas"rement$. All of the Above

(90) 1ho sho"ld be involved in the project planning phase2

A. The Project Manager.!.

The c"stomer.#. The *"b-contractorsFvendors.

$. The project team members.. All of the above.

7/23/2019 PMP test1


(91) The s"ccessf"l project managers spend most of their time

A. Planning with their personnel.!. Planning with top management.#. Talking with personnel.

$. *t"dying project res"lts.

7/23/2019 PMP test1


(92) #ost Pl"s Percentage of #ost G#PP# contracts provide

A. A reimb"rsement of allowable cost of services performed pl"s anagreed "pon percentage of the

estimated cost as profit.

!. A reimb"rsement of allowable costs pl"s a fixed fee which is paid proportionately as the contract

progresses.#. The s"pplier with a fixed price for a delivered performance pl"s a

predetermined fee for s"perior performance.

$. Bone of the above.

(93) Project s"ccess depends on a no. of interrelated factors, incl"ding time, cost andscope control. The s"ccess of any project depends primarily on

A. #"stomer acceptance.!. #"stomer satisfaction.#. #"stomer compromise in defining its needs.$. xceeding c"stomer re'"irements thro"gh gold plating.

(94) 1hich of the following is the most efficient means of prod"ct '"alityinspection

A. Acceptance sampling.

!. =))7 inspection.

#. Iariable lot inspection.$.

A and #.

(95) #onstr"ctive Team /ole incl"des

A. @nvestigates, clarifier and closer.!. #ompromise, blocker and closer.#. @nitiate, enco"rage and gate keeper.$. @nvestigates, recogni&e and s"mmary.

(96) Pareto Analysis, ca"se and effect diagrams and flow charts are "sed in '"ality.

A.

#ontrol.!. Ass"rances.#.

Planning.$.

Ierification.

(97) @n a m"lti-c"lt"ral environment, it is critical to establish a corporate c"lt"re thatfacilitates

A. Problem-solving thro"gh different approaches.!. 0earning and comm"nication.

#. Partnerships, strong alliances and joint vent"res.$.

Begotiations.

7/23/2019 PMP test1


(98) A condition which will lead an organi&ation towards conflict is

A. #onflict of interest.!. $ifferentiation in organi&ation

#. /esolved prior conflicts.$. !oth A and !.. All of the above.

7/23/2019 PMP test1


(99) The contemporary view of conflict is that

A. #onflict is bad.!. #onflict is ca"sed by tro"ble makers.#. #onflict sho"ld be avoided.

$. #onflict is often beneficial.. A, ! and #.

(100) @n general a project charter covers

A. Project j"stification, backgro"nd, scope, objectives, available reso"rces,organi&ational responsibilities,

a project sched"le, estimates, proc"rement sched"le, and any imitations thattop management wants to

apply.!. Project j"stification, backgro"nd, scope, objectives, available reso"rces,

organi&ational responsibilities,detailed project sched"les, estimates, and detailed proc"rement sched"les

responsibilities, a projectsched"le, and any limitations that top management wants to apply.

#. Project j"stification, backgro"nd, scope, objectives, available reso"rces,organi&ational apply.$. Project scope, objectives, available reso"rces, responsibilities, a

project sched"le, estimates, proc"rement sched"les, and any limitations that top management

wants to apply.

(101) A project manager has increased project costs by ;* 98,))), b"t completedthe project six weeks earlier than planned. 1hat tool is best described here2

A. /eso"rce leveling!. $"ration compression

#. #rashing$. 3ast tracking

(102) 1hich of the following is most tr"e2

A. 0ag is the maxim"m amo"nt of time a task can be delayed witho"tdelaying the early start of its

s"ccessor.!. 0ag may be determined by making a forward pass.#. 0ag is waiting time.$. 0ag is the maxim"m amo"nt of time a task can be delayed witho"t delayingthe project.

(103) As project manager yo" sho"ld dedicate a primary foc"s to

A. Managing changes immediately as they s"rface.

!. 3ormally doc"menting all changes.#. #omm"nicating a"thori&ed changes to senior management and key

7/23/2019 PMP test1


stakeholders.$. Preventing "nnecessary changes.

(104) The behavioral responsibilities of a project manager may also incl"de dealingwith

A. /eg"latory Personnel

!. The legal environment#. nvironmental @ss"es$. All of the above

(105) The major p"rpose of project stat"s reports is to

A. +rgani&e and s"mmari&e the information so that all stakeholders wereinformed!. @nform "pper management of the project problems

#. @nform the client abo"t the changes that have completed$. Provide information to management and client

7/23/2019 PMP test1


(106) Most project management leadership theories foc"s on all of the followingexcept

A. Personal characteristics of the project manager

!. Personal traits of the s"bordinates

#. !ehavioral styles of the project manager$. ;sef"lness of a"thority and power and leadership

(107) Preliminary #ost estimates are developed d"ring theDDDDDD phase of the

project

A.

#oncept"al!.

Planning#.

@mplementation

$. xec"tion

(108) Historical records d"ring close-o"t are "sef"l to DDDDDDDDDD and

DDDDDDDDDDDD for f"t"re projects

A. Predict trends, highlight problems.!. Analy&e s"ccesses, shortfalls#. Analy&e strengths, doc"ment res"lts$. E"stify res"lts, set standards

(109) %o"r client informs that his company has a problem with the c"rrent designspecs of yo"r prod"ct and

how it will interface with the existing systems. @f this occ"rs, it co"ld be a major problem for yo"r project. The client is coming to yo"r office in one week to disc"ssthe problem and to see what yo"r team can do to

overcome this setback. All previo"s meetings were informal with this client, b"t nowhe wants a formalmeeting. 1hat sho"ld yo" do to prepare for this meeting

A. ;pdate the sched"les and ass"me an active role since the client has notgiven yo" the specifics of the

potential problem!. Make s"re that the team has increased prod"ctivity so the client can see

how efficient yo"r team is performing

#. Assemble the team and ask them to prepare an agenda for topics to disc"ss$. Make s"re that each team member has his assignment in preparation for anyhando"ts and needed plans

(110) The definitive terms of a contract are written d"ring which of the followingcontract phases2

A. #ontract phase!.

Post award phase

#.

Award phase$. Pre award phase

7/23/2019 PMP test1


. /e'"irement phase

(111) A doc"ment that formally recogni&es the existence of a project is a

A.

antt #hart

!.

1!*#.

Project #harter$. *cope statement

(112) *ome organi&ations are now "sing 6 *igma for '"ality control compared tothe "s"al

A. > sigma

!. ? sigma#. 5 sigma$. 8 sigma

7/23/2019 PMP test1


(113) /ed"cing the impact of a risk event by red"cing the possibility of itsocc"rrence is

A. /isk avoidance

!. /isk acceptance

#.

/isk mitigation$. #ontingency planning

(114) @n which of the following project management process gro"ps are themost time and money typicallyspent2

A. @nitiating!. Planning#.

xec"ting$.

#ontrolling

(115) DDDDDD recogni&es that a project or phase sho"ld begin and commits the

organi&ation to do so

A. @nitiation Process

!. *olicitation Process#.

*coping Process$. Planning process

(116) A s"pplier has withdrawn from yo"r project. A new s"pplier has been

retained. His labor forces are d"e to arrive at the job site tomorrow. %o" sho"ld

A. Meet with the s"pplier and his forces and establish yo"rself as the a"thority incharge.

!. !ring yo"r team in for introd"ctions and establish a comm"nicationsexchange#. !ring o"t the comm"nication management plan$. !ring o"t the project plan.

(117) A new project manager is abo"t to begin creating the project<s scope of work.+ne stakeholder wants to add many items to the scope of work. Another stakeholder

only wants to describe the f"nctional re'"irements. The project is important for the project manager<s company b"t a seller will do the work. 1hich of thefollowing wo"ld yo" advise the project manager to do2

A. The scope of work sho"ld be general to allow the seller to make its owndecisions.

!. The scope of work sho"ld be general to allow clarification later.#. The scope of work sho"ld be detailed to allow clarifications later.$. The scope of work sho"ld be as detailed as necessary for the type of project.

(118) After the kickoff meeting, two team members engage in a cas"al conversation

abo"t the projectobjectives and deliverables. @t is clear they heard different messages d"ring the

7/23/2019 PMP test1


meeting. +ne member is soadamant that the other member gives "p arg"ing the point. After talking to the

project manager, the secondmember confirms that the first member is mistaken. At this point, what is the!*T co"rse of action2

A. The second team member sho"ld send the other team member an e-maildescribing what he discovered.

!. At the next project meeting, the team member sho"ld ask the mistakenteam member to describe his

interpretation so the project manager can get everyone on the same page.#. The project manager sho"ld send o"t an e-mail to the team restating

the project objectives anddeliverables.

$. At the next project meeting, the project manager sho"ld spend timereviewing a doc"mented scope

statement with the goal of identifying this and other false ass"mptions.

7/23/2019 PMP test1


(119) $"ring project exec"tion, a project team delivers a project deliverable tothe c"stomer. However, the c"stomer neither acknowledges the deliverable nor says if it is acceptable, altho"gh an approval is re'"ired. 1hat is the !*T thingto do2A.#ontin"e with the project

!.$oc"ment the sit"ation#.#ontactmanagementfor help$.#allameeting of

theteam

(120) %o" are managing a six months project and have held bi-weekly meetingswith yo"r project sponsors. After five-and-a-half months of work, the project is onsched"le and b"dget, b"t the sponsors are not satisfied with the deliverables. Thissit"ation will delay the project completion by one month. The M+*T important

process that co"ld have prevented this sit"ation is

A. /isk monitoring and control.!.

*ched"le control.

#.

*cope planning.$. *cope change control.

(121) 1hen yo" are closing o"t a project, what m"st yo" do2

A. Perform project feedback on the team!. +btain sign off from the c"stomer#. /eview project doc"mentation for completeness$. ;pdate the project plans

(122) 3inancial controls that need to be considered for project plan development do

not incl"de

A. Time reporting!. *tandard contract provisions#.

Process a"dits$. Acco"nting codes

(123) A project manager has been working on a project for six months with thesame team yet the team still shows a lack of s"pport for the project. The best thingfor the project manager to do wo"ld be to2

A. /e-eval"ate the effectiveness of the reward system the project manager has p"tin place

7/23/2019 PMP test1


!. talk to each team member<s boss#. /e-plan the project

$. Tell the team he needs its s"pport

(124) A project has several teams. Team # has repeatedly missed several deadlines

in the past ca"sing Team $ to have to crash the critical path several times. As the project leader for Team $, what sho"ld yo" do2

A. Meet with management alone

!. Meet with the project manager alone#. Meet with the project manager and management$. Meet with the project manager and the team # leader

(125) The c"rrent "pdate to the sched"le performance report shows no sched"levariance. !ased "pon the

reporting, yo" have told the client that the project is on time. However, yo"r team

members know that a majormilestone has j"st been missed and that the project will not meet its start"p date. Thisis an indication of poor2

A. #omm"nication management planning!. *cope management planning

#. Team tr"st$. *ched"le planning

7/23/2019 PMP test1


(126) A project manager is assigned a project with a team that has already beenselected. The first thing the project manager sho"ld find o"t abo"t the team is2

A. 1hat is each team member<s favorite color!. ach team member<s objectives for working on the project

#. A list of each team member<s tasks$. ach team member<s role in the project plan

(127) An advisor to a new project manager tells the project manager to createlessons learned at the end of a project. A lessons learned incl"des2

A. Any variances and the ca"ses of the variances!. /eports from the c"stomer#. /eports from management$. A list of all the plans

(128) A project management professional can compare earned val"e performancedata to all of the following project management tools J#PT

A. #ritical path analysis!. Technical performance metrics#. /isk mitigation plans$. 3orecasted final costs and sched"le estimates

(129) The project is completed and the final deliverable given to the c"stomer b"tthe c"stomer ref"ses to take any action to give final acceptance on the project. The

project manager sho"ld2

A. /epeatedly ask for final acceptance!. Ask the team for assistance#. $oc"ment the sit"ation$. $o nothing beca"se there is nothing that can be done

(130) %o"r new prod"ct development project has res"lted in a highly s"ccessf"lnew prod"ct. The property, e'"ipment, materials, and personnel of yo"r project arenow being integrated into the f"nctional organi&ation. %o"r project is beingterminated by

A. xtinction!. Addition#. @ntegration$. *tarvation

(131) The Precedence $iagramming Method

A. has finish-to-start task relationships and provides the flexibility of lead and lagtime to the activitiesC!. has the activity on the nodeC

(132) antt charts are great for

7/23/2019 PMP test1


A. *howing tasks relationships!. Tracking act"al vs planned#. ood comm"nications with c"stomer, management and project teams

$.

b and c

7/23/2019 PMP test1


(133) ;ltimate responsibility for '"ality management in the project rests with the2

A. Project engineer!.

P"rchasing agent#.

L"ality manager

$. Team members

(134) $esign of experiments2

A. identifies which variables have the most infl"ence on a '"ality o"tcome!. identifies which variables have the least infl"ence on a '"ality o"tcome

#. determines what a '"ality o"tcome is$. is a method for research and development

(135) %o" are a project manager for a major information systems project. *omeonefrom the '"ality department

comes to see yo" abo"t beginning a '"ality a"dit of yo"r project. The team, already"nder press"re to completethe project as soon as possible, takes objection to the a"dit. %o" sho"ld explain to theteam that the p"rpose of a'"ality a"dit is2

A. part of an @*+ :))) investigation!. to check if the c"stomer is following its '"ality process#. to identify lessons learned that can improve performance on the project$. to check the acc"racy of the costs s"bmitted by the team

(136) %o" manage a project whose team members have diverse skills andexpertise. %o" want to enco"rage yo"r staff to pool its knowledge on projectiss"es to make the best decisions possible. The most appropriate managementstyle to "se is

A.

0aisse&-faire

!. $emocratic#. A"tocratic$. $irective

(137) The types of power that have s"bstantial infl"ence on both s"bordinates and"pper management are

A. 3ormal K expert!. /eward K penalty#.

xpert K referent$. 3ormal K referent

(138) %o"r preferred reso"rce is not available at the time needed. 1hat is the bestthing to do2

A. Begotiate with management to get the reso"rce!. Assess yo"r alternatives

7/23/2019 PMP test1


#. !egin the task early$. ;se reserves to increase reso"rces assigned to those tasks.

(139) An important piece of hardware will be late. 1hat is the first thing to do2

A. $isc"ss with team!. ;se sched"le reserves

#. ;se alternate vendor$. o to c"stomer or management

7/23/2019 PMP test1


(140) A project has experienced significant delays d"e to e'"ipment problems,staff attrition, and slow client reviews. The project is 5)7 complete and has "sed6)7 of the available calendar time. 1hat is the 3@/*T thing yo" sho"ld do2

A. /e-baseline the sched"le to reflect the new date

!. Analy&e the critical path activities for potential to fast track or crash thesched"le#. $oc"ment the lack of progress and associated iss"es to management$. @dentify tasks that have re'"ired more time than planned

(141) A f"nctional manager wants to make a change to the time associated with atask, b"t there is not eno"gh reserve to accommodate the change. 1ho sho"lda"thori&e the change2

A. *enior management!. The f"nctional manager

#. The project manager$. The team member performing the work

(142) $"ring the co"rse of a project yo" have motivated team members, managedconflict, performed personnel administrative f"nctions and negotiated for morereso"rces. These are examples of

A. eneral Management!. Project H"man /eso"rce Management#.

Project xec"tion

$. A Projecti&ed organi&ation

(143) %o" have been promoted to Manager, #ontin"o"s Process @mprovement. %o"rnew position

A. @s a project beca"se the work will be performed by people!. @s not a project beca"se #ontin"o"s Process @mprovement will contin"eindefinitely#. @s a project beca"se it is constrained by limited reso"rces$. @s a project beca"se improvements m"st be planned, exec"ted, and controlled

(144) 1hich of the following is not a Project Management knowledge area2

A. Project L"ality Management!. Project Proc"rement Management#. Project #onfig"ration Management$. Project /isk Management

(145) The state of being totally answerable for the satisfactory completion of aspecific assignment is called

A. A"thority

!.

Acco"ntability#.

/esponsibility

7/23/2019 PMP test1


$. 3id"ciary

(146) %o" are responsible for the comm"nication controls for the enesisseries of satellites. %o"r c"rrent assignment is

A. Project management!. 3"nctional management#. 3acility management$. Program management

7/23/2019 PMP test1


(147) 1ork packages are "sed to

A. /epresent "nits of work at a level where work is performed.!. $isting"ish one package from all others assigned to a single f"nctional gro"p.#. 0imit work to be performed to relatively short periods of time.

$. All of the above.

(148) Betwork planning methodsGP/TF#PMFP$M

A. Are "s"ally too complicated for practical "se on most projects!. /e'"ire highly trained specialists for effective "se

#. Always re'"ire comp"ter s"pport to be practical$. Are based on flow charts and they allow observation of what happens tothe project sched"le when

changes occ"r to a task<s start and stop dates

(149) arned val"e can be described as

A. The val"e of the e'"ipment that has been installed as of the c"rrent date!. The s"m of the labor costs that have been inc"rred on the project date#. A method of meas"ring project performance$. A method of meas"ring the amo"nt of money that has been spent to date

(150) A role of the change control board is to

A. iss"e change re'"ests

!. represent top management interests in initiating innovation#. review the impact of change re'"ests on project costs, sched"le, andspecifications$. sched"le changes into P/T networks. identify new areas of project work

(151) L"ality control is

A. identifying which '"ality standards are relevant to the project and determininghow to satisfy them!. monitoring specific project res"lts to determine if they comply with

relevant '"ality standards andidentifying ways to eliminate ca"ses of "nsatisfactory performance

#. eval"ating overall project performance on a reg"lar basis to provideconfidence that the project will

satisfy the relevant '"ality standards$. taking action to increase the effectiveness and efficiency of the project so as to

provide added benefits to both the performing organi&ation and the project c"stomer

. ass"ming the prod"ction of goods that meet the highest standards of l"x"ry

(152) #ost of '"ality is a concept that incl"des

A. the cost necessary for ens"ring conformance to re'"irements

7/23/2019 PMP test1


!. the life cycle cost of the project#. all research and development costs related to the project

$. only the cost of the '"ality control f"nction. A and !

(153) The pillars of '"ality is Gare

A. L"ality is free!. $oing it right the first time

#. ero defects$. Process improvement. ! and #

7/23/2019 PMP test1


(154) L"ality ass"rance is

A. top management<s intention regarding '"ality!. f"nctions determining implementation of the '"ality policy

#. actions to provide confidence of satisfying '"ality re'"irements

$. responsibilities and processes which implement '"ality management. all of the above

(155) The &ero defects concept

A. is a performance standard for management!. is a motivational techni'"e that promotes doing it right the first time

#. is "sed by management to comm"nicate to all employees that everyone sho"lddo things right the first

time

$. A and #

. ! and #

(156) 1hen appointed, a project manager has the inherent forms of legitimate power conveyed to him. The three forms of legitimate power are

A. absol"te, direct, and indict!. direction, coordination, and liaison#. formal, informal, and pers"asive$. formal, reward, and direct. formal, reward, and penalty

(157) The five types of conflict resol"tion are listed below and represent, ingeneral order of importance, the methods a project manager sho"ld "se to manageconflict. The one "sed most often by project managers to resolve conflict is

A.

confrontation

!. compromise#.

smoothing$.

forcing. withdrawal

(158) The process of getting a gro"p of diverse individ"als to work effectively together as a team is the definition of

A.

leadership!. project management#. the project manager<s responsibilities$. implementation. team b"ilding

(159) 1hich contract type sho"ld be "sed by the owner on a high risk project2

A. #ost pl"s percentage of cost!. #ost pl"s incentive fee

7/23/2019 PMP test1


7/23/2019 PMP test1


(160) PM@ s"ggests which of the following behaviors as part of contractnegotiations2

A. Probing, scratching, and small bites!. *niffing and smelling Golfactory

#. To"ching and caressing Gtactile$. Mind-reading and extra-sensory perception. Bone of the above

(161) Project risk is characteri&ed by three factors

A. *everity of impact, d"ration of impact and cost of impact!. @dentification, type of risk category and probability of impact#. /isk event, risk probability and the amo"nt at stake$. +cc"rrence, fre'"ency and cost

(162) Bame the ethical code yo"<ll be re'"ired to adhere to as a PMP

A. Project Management Policy of thics!. Project Management Professional *tandards#. Project Management #ode of Professional thics K *tandards

$. Project Management Professional #ode of Professional #ond"ct

(163) 1hich is not another term for contract2

A.

Agreement

!.

P"rchase +rder#.

Proposal$. Memorand"m of ;nderstanding

(164) 1hich of the following sit"ations describes a violation of the PMP.Professional #ode of #ond"ct2

A. Accepting a gift that is within the c"stomary g"idelines of the co"ntry or province yo" are c"rrently

working in.!. ;se of confidential information to advance yo"r position or infl"ence a

critical decision.#. #omplying with laws and reg"lations of the state or province in which projectmanagement services are

provided$. $isclosing information to a c"stomer abo"t a sit"ation that may have anappearance of impropriety.

(165) %o" are working in a co"ntry where it is c"stomary to exchange gifts between contractor and c"stomer. %o"r company code of cond"ct clearly states thatyo" cannot accept gifts from any client. 3ail"re to accept the gift from this client may

res"lt in termination of the contract. The action to take in this case wo"ld be

A. Provide the c"stomer with a copy of yo"r company code of cond"ct and ref"se

7/23/2019 PMP test1


the gifts.!. xchange gifts with the c"stomer and keep the exchange confidential

#. #ontact yo"r project sponsor and For yo"r legal office for assistance.$. Ask the project sponsor or project exec"tive to exchange gifts.

(166) An example of a conflict of interest wo"ld be

A. As a p"blic official yo" make a decision abo"t a contract award that will benefit yo" personally!. %o" and a f"nctional manager disagree with a task cost estimate#. %o"r sponsor decides to cancel yo"r project beca"se it no longer s"pports thecompany strategy$. %o"r personality conflicts with that of a key member of yo"r project team.

7/23/2019 PMP test1


7/23/2019 PMP test1


reconsider the offer.#. /eview the information and only accept only what may have a direct

impact on the project<s financialstat"s.

$. @gnore the offer to share and move forward with the project

(172) !efore reporting a perceived violation of an established r"le or policy the project manager sho"ld

A. $etermine the risks associated with the violation!. ns"re there is a reasonably clear and fact"al basis for reporting the violation#. @gnore the violation "ntil it act"ally affects the project res"lts$. #onvene a committee to review the violation and determine the appropriateresponse

7/23/2019 PMP test1


(173) A response to a negative risk event is known as a

A.

1ork @tem!.

1ork Package

#. 1orkaro"nd

$. 1ork breakdown str"ct"re

(174) L"alitative /isk Analysis will be performed "nder

A. @nitiation Process ro"p!. Planning Process ro"p

#. xec"ting Process ro"p$. Monitoring K #ontrolling Process ro"p

(175) Ac'"ire Project team process will be performed "nder

A. @nitiation Process ro"p!. Planning Process ro"p#. xec"ting Process ro"p$. Monitoring K #ontrolling Process ro"p

(176) The terms 3acilitating Processes and #ore Processes are no longer "sed innew PM!+4. These terms have been eliminated to ens"re that all projectmanagement processes in the Project Management Processro"ps have the same level of importance.

A. Tr"e!.

3alse

(177) @n a gro"p of 5 members, = member has been added. How manycomm"nication channels are there now

A. 8!. ?#. =)$. >)

(178) 1hich statement is correct

A. There are some core processes and some facilitating processes.!. PM@ is not any more responsible form PM!+4.#. PM!+4 will be changed every year in $ecember.$. Bew PM!+4 has : process gro"ps and 5> processes.

(179) 1hich of the following is not an inp"t to $evelop Project #harter

A. #ontract!. Project *tatement of 1ork

#. nterprise nvironmental 3actors$. +rgani&ational Process Assets

7/23/2019 PMP test1


. Project Management @nformation *ystem

(180) 1hich of the following is a tool "sed to #reate 1!*

A. +rgani&ational Process Assets

!. 1ork !reakdown *tr"ct"re Templates#.

1!* $ictionary

$. #onfig"ration Management *ystem

7/23/2019 PMP test1


(181) 1hich of the following is not an inp"t to Activity $efinition process

A. 1!* $ictionary!. +rgani&ational Process Assets

#. Project *cope *tatement

$. 1ork !reakdown *tr"ct"re. *ched"le Betwork Templates

(182 ) 1hich of the following is not an o"tp"t of Activity /eso"rce stimating

A. Activity /eso"rce /e'"irements!. /eso"rce !reakdown *tr"ct"re#. /e'"ested #hanges$. /eso"rce Management Plan

(183) 1hich of the following is a tool "sed in Activity $"ration stimating

A. Analogo"s stimating!. 1ork !reakdown *tr"ct"re Templates#. #ritical Path Method$. *ched"le Betwork Templates

(184) #rashing, and 3ast tracking are techni'"es "sed in the following process

A. *ched"le $evelopment!. Activity $efinition

#.

#reate 1!*$. /eso"rce Allocation

(185) 1hich is not a techni'"e "sed for cost estimation

A. Analogo"s stimating!. !ottom-"p stimating#. Parametric stimating$. Iendor !id Analysis. /eso"rce 0eveling

(186) 1hich is not a tool "sed in L"ality Planning process

A. #ost-!enefit Analysis!.

!enchmarking#. $esign of xperiments$. #ost of L"ality G#+L. Process Analysis

(187) 1hat are three tools "sed in L"ality #ontrol Process

A. !enchmarking, #ost of L"ality G#+L and #a"se and ffect $iagram

!. #ost of L"ality G#+L, #a"se and ffect $iagram and #ontrol #harts#. #ontrol #harts, 3lowcharting and Process Analysis

7/23/2019 PMP test1


$. Pareto #hart, #ontrol #harts and #a"se and ffect $iagram

7/23/2019 PMP test1


(188) 1hich of the following H"man /eso"rce process generates /oles K/esponsibilities

A. H"man /eso"rce Planning!. Ac'"ire Project Team

#. $evelop Project Team$. Manage Project Team

(189) #o-0ocation is a techni'"es which means

A. Placing many or all of the most active project team members in the same physical location to enhance

their ability to perform as a team.!. Placing many or all of the most active project team members in the same

physical location to red"ce thecost of the project

#. Performing a complete project at a single location$. Performing a project at vario"s locations.

(190) Manage *takeholders is a part which of the following process gro"p

A. H"man /eso"rce Management!. Project Time Management

#. Project #ost Management$. Project #omm"nications Management. Project /isk Management

(191) 1hich is not correct abo"t #omm"nications Management Plan doc"ment

A. @t contains *takeholder comm"nication re'"irements!. @t contains Person responsible for comm"nicating the information#. @t contains 3re'"ency of the comm"nication, s"ch as weekly$. @t contains Methods or technologies "sed to convey the information, s"ch asmemoranda, e-mail, andFor

press releases

. @t contains total cost re'"ired for performing comm"nication.

(192) 1hich is not a tool "sed for /isk /esponse Planning

A.

/isk A"dits

!. Avoidance#. Transfer$. Mitigate. xploit

(193) Advertising is a techni'"e "sed in which of the following process

A.

*elect *ellers

!. /e'"est *eller /esponses#. #ontract Administration

7/23/2019 PMP test1


$. #ontract #los"re

7/23/2019 PMP test1


(194) 1hich of the following definition is not correct

A. H"man /eso"rce Planning - @dentifying and doc"menting project roles,responsibilities, and reporting

relationships, as well as creating the staffing management plan.

!. Ac'"ire Project Team - +btaining the h"man reso"rces needed to completethe project

#. $evelop Project Team - @mproving the competencies and interaction of team members to enhance

project performance$. Manage Project Team - Tracking team member performance, providingfeedback, resolving iss"es, and

coordinating changes to enhance project performance.. Team !"ilding - 3orming a team from scratch for a new project.

(195) 1hich of the following definition is not correct

A. #ontract #los"re - completing and settling each contract, incl"ding theresol"tion of any open items,

and closing each contract.!. Plan P"rchases and Ac'"isitions - selecting a b"yer to p"rchase any prod"ct or service.

#. *elect *ellers - reviewing offers, choosing from among potential sellers,and negotiating a written

contract with a seller.$. /e'"est *eller /esponses - obtaining information, '"otations, bids, offers, or

proposals, as appropriate. Plan #ontracting - doc"menting prod"cts, services, and res"lts re'"irementsand identifying potential

sellers

(196) 1hich of the following is not correct

A. PM+ - Program Management +ffice!. /!* - /eso"rce !reakdown *tr"ct"re#. /AM - /eso"rce Assignment Matrix

$. /3P - /e'"est for Proposal

. TLM - Total L"ality Management

(197) 1hich of the following is not correct

A. #ost of L"ality G#+L $etermining the costs inc"rred to ens"re '"ality!. #rashing A specific type of project sched"le compression techni'"e

performed by taking action to

decrease the total project sched"le d"ration.#. Total L"ality Management A common approach to implementing a'"ality improvement program

within an organi&ation

$. /isk /egister The risk register details all identified risks, incl"dingdescription, category, ca"se,

7/23/2019 PMP test1


probability of occ"rring, impactGs on objectives, proposed responses,owners, and c"rrent stat"s.. *im"lation prototyping of a project to check if proposed design will work ornot.

(198) Most sched"le sim"lations are based on some form of which of the following2

A.

$elphi!. P/T#. #PM$. Monte #arlo Analysis

7/23/2019 PMP test1


(199) 1hat is critical path2

A. The shortest path thro"gh the network, which represents the longest amo"nt of time in which a project

can be completed.

!. The path with &ero float.#. The longest path thro"gh the network, which represents the shortest amo"nt of time in which a project

can be completed.$. The path with the most activities with the longest d"rations.. b and c

(200) @n the comm"nication process, noise is the word "sed to describe factorsand forces inhibiting the

exchange of information between two or more parties. Boise incl"des all of thefollowing b"t DDDDDDDDDD

A. #"lt"re!.

!ehavior#.

0ang"age$. Traditional way of doing things. 0o"d talking

7/23/2019 PMP test1


ANSWERS :

(1) Answer:C (51) Answer:E (101) Answer: C (151) Answer: B

(2) Answer: C (52) Answer:D (102) Answer: C (152) Answer: A

(3) Answer: B (53) Answer:B (103) Answer: D (153) Answer: E

(4) Answer:C (54) Answer:C (104) Answer: D (154) Answer: C

(5) Answer:B (55) Answer:C (105) Answer: A (155) Answer: D(6) Answer: D (56) Answer:D (106) Answer: B (156) Answer: E

(7) Answer: D (57) Answer: B (107) Answer: A (157) Answer: A

(8) Answer: C (58) Answer:C (108) Answer: A (158) Answer: E

(9) Answer: C (59) Answer:E (109) Answer: C (159) Answer: C

(10) Answer: D (60) Answer:C (110) Answer: C (160) Answer: A

(11) Answer: C (61) Answer:D (111) Answer: C (161) Answer: C

(12) Answer:C (62) Answer:A (112) Answer: B (162) Answer: D

(13) Answer:E (63) Answer:A (113) Answer: A (163) Answer: C

(14) Answer:E (64) Answer:A (114) Answer: C (164) Answer: B

(15) Answer:E (65) Answer:E (115) Answer: A (165) Answer: C

(16) Answer:A (66) Answer:A (116) Answer: A (166) Answer: A(17) Answer:C (67) Answer:E (117) Answer: D (167) Answer: C

(18) Answer: A (68) Answer:A (118) Answer: D (168) Answer: A

(19) Answer: E (69) Answer:E (119) Answer: C (169) Answer: B

(20) Answer:E (70) Answer:D (120) Answer: C (170) Answer: B

(21) Answer:A (71) Answer:D (121) Answer: B (171) Answer: B

(22) Answer:C (72) Answer:A (122) Answer: C (172) Answer: B

(23) Answer:E (73) Answer:A (123) Answer: A (173) Answer: C

(24) Answer:D&E (74) Answer:E (124) Answer: D (174) Answer: B

(25) Answer:B (75) Answer:C (125) Answer: A (175) Answer: C

(26) Answer:C (76) Answer:D (126) Answer: D (176) Answer: A

(27) Answer:A (77) Answer:D (127) Answer: A (177) Answer: C(28) Answer:D (78) Answer:A (128) Answer: D (178) Answer: D

(29) Answer:B (79) Answer:D (129) Answer: C (179) Answer: E

(30) Answer:A (80) Answer: A (130) Answer: C (180) Answer: B

(31) Answer:D (81) Answer: D (131) Answer: A (181) Answer: E

(32) Answer:C (82) Answer: D (132) Answer: D (182) Answer: D

(33) Answer:C (83) Answer: B (133) Answer: D (183) Answer: A

(34) Answer:C (84) Answer: A (134) Answer: A (184) Answer: A

(35) Answer:D (85) ANSWER: C (135) Answer: C (185) Answer: E

(36) Answer:C (86) ANSWER: D (136) Answer: A (186) Answer: E

(37) Answer:C (87) ANSWER: A (137) Answer: C (187) Answer: D

(38) Answer:D (88) ANSWER: C (138) Answer:B (188) Answer: A

(39) Answer:C (89) ANSWER: A (139) Answer: A (189) Answer: B

(40) Answer:A (90) Answer: E (140) Answer: D (190) Answer: D

(41) Answer:D (91) Answer: C (141) Answer: C (191) Answer: E

(42) Answer:D (92) Answer: A (142) Answer:A (192) Answer: A

(43) Answer:A (93) Answer: B (143) Answer:B (193) Answer: B

(44) Answer:A (94) Answer: A (144) Answer: C (194) Answer: E

(45) Answer:C (95) Answer: C (145) Answer:B (195) Answer: B

(46) Answer:B (96) Answer: A (146) Answer:D (196) Answer: C

(47) Answer:B (97) Answer: B (147) Answer: D (197) Answer: E

(48) Answer:D (98) Answer: D (148) Answer: D (198) Answer: D

(49) Answer:B (99) Answer: D (149) Answer: C (199) Answer: C

(50) Answer:A (100) Answer: D (150) Answer: C (200) Answer: E

7/23/2019 PMP test1


PMP test1

Documents

Transcript of PMP test1