191. Over half of conflicts on projects are caused by:

Resources, priorities, schedules

Bad habits, defects, technology

Resources, priorities, schedules

Budget, carelessness, personalities

Technology, money, personalities

192. Which of the following is NOT a tool or technique of Monitor and Control Risks?

Gathering information about how the work is being performed

Bringing in an outside party to review your risk response strategies

Revisiting your risk register to review and reassess risks

Using Earned Value analysis to find variances that point to potential project problems

Gathering information about how the work is being performed

178. You are the project manger of a software project. Two developers, Bill and Alfredo, are having an argument about how to implement a feature. Bill thinks that itÍs more important that the project get done quickly, so heÍs suggesting that you re-use some work thatÍs been done on a previous project to get started. Alfredo thinks that that work doesnÍt apply to this project and will just waste time. Bill is almost always right about these things and heÍs very influential on the team, so itÍs important that you keep him happy. What should you do?

Call a meeting to hear both sides of the situation and decide in favor of the solution that is best supported by objective evidence

Since you do want to get the project done quickly, you side with Bill

Call a meeting to hear both sides of the situation and decide in favor of the solution that is best supported by objective evidence

181. Which of the following is the correct order of actions that you take during the Closing processes?

Get formal acceptance, write lessons learned, release the team, close the contract

Get formal acceptance, release the team, write lessons learned, close the contract

Write lessons learned, release the team, get formal acceptance, close the contract

Get formal acceptance, write lessons learned, release the team, close the contract

Get formal acceptance, close the contract, write lessons learned, release the team

183. You are managing a project with 23 team members and 6 key stakeholders. Two team members identify a problem with the current approach. Addressing that problem will require changes to the project plan and its subsidiary plans. One of the stakeholders previously indicated that any delays are unacceptable, and your team members tell you that itÍs possible the change could cause the team to miss at least one critical deadline. What is the BEST way to deal with this situation?

Analyze the impact that the change will have on the work to be done, the schedule, and the budget

Deny the change because any delays are unacceptable

Gather consensus among the team that you should make the change before approaching the stakeholders, so that they can see the team supports making the change

Make the change to the project plan and subsidiary plans, and ask the team to implement the change

184. You have been asked to select between three projects. Project A has a net present value of $54,750 and will take six months to complete. Project B has a net present value of $85,100 and will take two years to complete. Project C has a net present value of $15,000 and a benefit- cost ratio of 5:2. Which project should you choose?

There is not enough information to decide

185. Which of the following is a defect?

A project management plan that does not meet its requirements

A mistake made by a team member on the job

A change that the team needs to make in how they do the work

A project management plan that does not meet its requirements

A change request thatÍs been rejected by the change control board you are here

170. Which of the following are valid ways to breakdown the work in a WBS?

By project phase or project deliverable

By product feature or unit of work

By project phase or project deliverable

By charge code or initial estimate

169. Which of the following is NOT part of the Close Project or Phase process?

Obtaining formal acceptance of all deliverables from all stakeholders

Making sure that all exit criteria have been met

Obtaining formal acceptance of all deliverables from all stakeholders

Moving the projectÍs deliverables to the next phase or into production

card2brain.ch

173. Which of the following tools is used to document the lessons that were learned when the contract was administered?

Quality audit

Buyer-conducted performance review

Contract review

Procurement audit

Quality audit

Buyer-conducted performance review

Contract review

Procurement audit

171. Which of the following is an output of Direct and Manage Project Execution?

Work Performance Information

Statement of Work

Approved Change Requests

Contract

Work Performance Information

Statement of Work

Approved Change Requests

Contract

175. A project manager is running into problems with the team. People are repeatedly running into trouble over seemingly small problems: who takes notes at meetings, what dress is appropriate for the office, who people need to notify when they take a day off. The problems started out small, but as more people run into more problems the situation is rapidly escalating. This situation is most likely caused by a lack of:

Sensitivity training

Common courtesy

A reward system

Ground rules

Sensitivity training

Common courtesy

A reward system

Ground rules

174. You are managing a project to build a new wing onto a local school building over a summer break. One night, the school and your construction site are destroyed by a tornado. Your client demands that you continue work despite the disaster, but you consult the contract, and find a clause that states that you are not responsible for any more work. This is referred to as:

A force majeure clause

An ñact of Godî clause

Mitigation

An ex parte communication

A force majeure clause

An ñact of Godî clause

Mitigation

An ex parte communication

177. Which of the following is NOT an output of Monitor & Control Project Work?

Project management plan updates

Change request status updates

Change requests

Project document updates

Project management plan updates

Change request status updates

Change requests

Project document updates

176. Which of the following BEST describes when you perform the Monitor and Control Project Work process?

Continuously throughout the project

As soon as every deliverable is completed

At scheduled milestones or intervals during the project

At the end of every project phase you are here

Continuously throughout the project

As soon as every deliverable is completed

At scheduled milestones or intervals during the project

At the end of every project phase you are here

162. Mike is a project manager for an IT technology implementation project. He is using an Ishikawa diagram to figure out what could cause potential risks on his project. Which process is he doing?

Identify Risks

Perform Qualitative Risk Analysis

Perform Quality Control

Plan Risk Responses

Identify Risks

Perform Qualitative Risk Analysis

Perform Quality Control

Plan Risk Responses

161. Your project has a virtual team. Half of your team members are located in another country, where they are working for a subcontractor. The subcontractorÍs team members speak a different dialect of English than your team does. After a conference call, two of your team members make jokes about the way your subcontractorÍs team members speak. What is the BEST way to handle this situation?

Correct the team members individually, and hold a training session for your team to help remove communications barriers

Immediately correct the two people in front of the rest of the team

Report the team members to senior management and recommend that they be punished

Remove noise from the communication by contacting the subcontractor and requesting that the team adjust the way they speak

Correct the team members individually, and hold a training session for your team to help remove communications barriers

Immediately correct the two people in front of the rest of the team

Report the team members to senior management and recommend that they be punished

Remove noise from the communication by contacting the subcontractor and requesting that the team adjust the way they speak

164. YouÍre holding a PMP training seminar for people in your company to help them obtain enough hours to qualify to take the PMP exam. This is an example of:

Organizational process assets

Contributing to the project management body of knowledge

Cheating, which should be reported to PMI

Lessons learned

Organizational process assets

Contributing to the project management body of knowledge

Cheating, which should be reported to PMI

Lessons learned

163. Amit is the manager of a software project. His client has agreed on a Project Scope Statement at the beginning of the project, but whenever the client verifies deliverables, he comes up with features that he would like to add into the product. Amit is working with the client to find what requirements were missed in the planning stages of the project and how to plan better in the future. What is the BEST description of his projectÍs current situation?

Gold plating

Scope creep

Alternatives analysis

Schedule variance

Gold plating

Scope creep

Alternatives analysis

Schedule variance

166. You are working with potential sponsors to determine which project your company will pursue. Based on the benefit-to-cost (BCR) ratios, which of the following four projects should you recommend?

Project A has a BCR of 5:2

Project B has a BCR of 5:4

Project C has a BCR of 3:1

Project D has a BCR of 2:1 you are here

Project A has a BCR of 5:2

Project B has a BCR of 5:4

Project C has a BCR of 3:1

Project D has a BCR of 2:1 you are here

165. You are managing a construction project to install wiring in an office building. You discover that one of your team members has taken a box of cable from the job site so he can wire his attic. What is the BEST way to respond?

Do nothing

Report the team member to your manager

Report the team member to PMI

Call the police

Do nothing

Report the team member to your manager

Report the team member to PMI

Call the police

168. YouÍre managing a software project. Your team has discovered a problem, and as a result youÍve requested a change. The change will cost the project an extra three weeks, but without it several stakeholders might have problems with the final product. WhatÍs the NEXT thing that you should do?

Instruct the team to make the change

Call a meeting with each stakeholder to figure out whether or not to make the change

Document the change and its impact, and put it through the change control system

DonÍt make the change because it will delay the project

Instruct the team to make the change

Call a meeting with each stakeholder to figure out whether or not to make the change

Document the change and its impact, and put it through the change control system

DonÍt make the change because it will delay the project

167. What are the 5 kinds of power?

Legitimate, expert, reward, political, and bargaining

Legitimate, expert, reward, political, and punishment

Legitimate, expert, reward, economic, and bargaining

Legitimate, expert, reward, referent, and punishment

Legitimate, expert, reward, political, and bargaining

Legitimate, expert, reward, political, and punishment

Legitimate, expert, reward, economic, and bargaining

Legitimate, expert, reward, referent, and punishment

199. You are managing a large construction project thatÍs been broken down into subprojects (or phases). Each of these subprojects is scheduled to take between three and six months to complete. At the end of each sub- project, you plan to go through the closing processes and document lessons learned. Which of the following BEST describes what you must do at the beginning of each subproject or phase?

Make sure you donÍt involve the team, to avoid introducing too much project management overhead

Identify the stakeholders

Use the Earned Value Technique to decide whether or not to finish the project

Release all resources from the project and contact sellers to renegotiate all contracts

Make sure you donÍt involve the team, to avoid introducing too much project management overhead

Identify the stakeholders

Use the Earned Value Technique to decide whether or not to finish the project

Release all resources from the project and contact sellers to renegotiate all contracts

198. A project manager discovers that a project problem has occurred. The problem was never discussed during risk planning activities or added to the risk register, and it will now cost the project money. What is the BEST response?

DonÍt take any action, just accept that thereÍs a problem that the team did not plan for

Stop all project activity and approach senior management for advice

Add the risk to the risk register and gather information about its probability and impact

Use the management reserve to cover the costs of the problem

DonÍt take any action, just accept that thereÍs a problem that the team did not plan for

Stop all project activity and approach senior management for advice

Add the risk to the risk register and gather information about its probability and impact

Use the management reserve to cover the costs of the problem

197. Your project just completed, and one of your subcontractors has sent you floor seats to the next big hockey game to thank you for your business. What is the BEST way to respond?

Thank the subcontractor, but do not give him preference in the next RFP

Thank the subcontractor, but politely refuse the gift

Ask for tickets for the entire team, so that it is fair to everyone

Report the subcontractor to PMI

Thank the subcontractor, but do not give him preference in the next RFP

Thank the subcontractor, but politely refuse the gift

Ask for tickets for the entire team, so that it is fair to everyone

Report the subcontractor to PMI

196. In which process do you create the Risk Breakdown Structure?

Identify Risks

Plan Risk Responses

Perform Qualitative Risk Analysis

Plan Risk Management

Identify Risks

Plan Risk Responses

Perform Qualitative Risk Analysis

Plan Risk Management

195. What are the strategies for dealing with positive risks?

Avoid, mitigate, transfer, accept

Transfer, mitigate, avoid, exploit

Exploit, share, enhance, accept

Mitigate, enhance, exploit, accept

Avoid, mitigate, transfer, accept

Transfer, mitigate, avoid, exploit

Exploit, share, enhance, accept

Mitigate, enhance, exploit, accept

194. Which of the following is NOT typically found in a project charter?

Project requirements

Authorization for a project manager to work on a project

Work packages decomposed into activities

An initial set of schedule milestones

Project requirements

Authorization for a project manager to work on a project

Work packages decomposed into activities

An initial set of schedule milestones

56. At the close of your project, you measure the customer satisfaction and find that some customer needs were not fully met. Your supervisor asks you what steps you took on your project to improve customer satisfaction. Which subsidiary plan would you consult to determine this information?

Quality management plan

Communications management plan

Staffing management plan

Risk management plan

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Quality management plan

Communications management plan

Staffing management plan

Risk management plan

58. Dave is the project manager for a construction project that is building a gazebo. When the project first started, he met with the stakeholders to define the scope. The sponsors mentioned that the gazebo is a really important part of their daughterÍs wedding ceremony that was planned for seven months from then. In fact, they said that if the gazebo couldnÍt be completed in seven months, it wouldnÍt be worth it for them to even start the project. Dave wrote down the seven-month deadline to put in his Project Scope Statement. In which section of the document did the deadline appear?

Project Deliverables

Project Objectives

Project Constraints

Project Assumptions

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Project Deliverables

Project Objectives

Project Constraints

Project Assumptions

60. A bar chart shows the number and type of resources you need throughout your project is called a _______________.

Organizational Chart

Resource Schedule

Resource Histogram

Staffing Timetable

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Organizational Chart

Resource Schedule

Resource Histogram

Staffing Timetable

59. Which of the following is a "hygiene factor” under HerzbergÍs Motivation-Hygiene Theory?

Recognition for excellent work

Self-actualization

Good relations with coworkers and managers

Clean clothing

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Recognition for excellent work

Self-actualization

Good relations with coworkers and managers

Clean clothing

62. Which of the following best describes the Plan-Do-Check-Act cycle?

Invented by Joseph Juran, itÍs a way of tracking how soon defects are found in your process.

Invented by Walter Shewhart and popularized by W small changes and measuring the impact before you make wholesale changes to a

C. Made popular by Phillip Crosby in the 1980s, itÍs a way of measuring your product versus its requirements

It means that you plan your project, then do it, then test it, and then release it you are here

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Invented by Joseph Juran, itÍs a way of tracking how soon defects are found in your process.

Invented by Walter Shewhart and popularized by W small changes and measuring the impact before you make wholesale changes to a

C. Made popular by Phillip Crosby in the 1980s, itÍs a way of measuring your product versus its requirements

It means that you plan your project, then do it, then test it, and then release it you are here

61. You have identified an opportunity to potentially increase the projectÍs value. Which of the following is an example of enhancing that opportunity?

By forming a partnership with another company, the projectÍs value will increase for both companies

By taking additional actions, you increase the potential reward without reducing its probability

By taking out insurance, you can reduce potential costs to the project

By documenting the opportunity in the register, you can keep track of it and ensure it gets exploited

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By forming a partnership with another company, the projectÍs value will increase for both companies

By taking additional actions, you increase the potential reward without reducing its probability

By taking out insurance, you can reduce potential costs to the project

By documenting the opportunity in the register, you can keep track of it and ensure it gets exploited

30. You are working on a construction project. You, your team, and your senior manager all feel that the work is complete. However, one of your important clients disagrees, and feels that one deliverable is not acceptable. What is the BEST way to handle this conflict?

Consult the contract and follow its claims administration procedure

Renegotiate the contract

File a lawsuit to force the stakeholder to accept the deliverable

Terminate the contract and follow any termination procedure in the contract

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Consult the contract and follow its claims administration procedure

Renegotiate the contract

File a lawsuit to force the stakeholder to accept the deliverable

Terminate the contract and follow any termination procedure in the contract

31. One way the Close Project or Phase process differs from Close Procurement is:

Procurement closure involves verification that all work and deliverables are acceptable, where Close Project or

B. Close Project or Phase is only a subset of Close Procurement

Procurement closure means verifying that the project is complete or terminated

Close Project or Phase is performed by the buyer

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Procurement closure involves verification that all work and deliverables are acceptable, where Close Project or

B. Close Project or Phase is only a subset of Close Procurement

Procurement closure means verifying that the project is complete or terminated

Close Project or Phase is performed by the buyer

32. Which of the following contracts has the MOST risk for the buyer?

Cost plus fixed fee (CPFF)

Time and Materials (T&M)

Cost plus award fee (CPAF)

Fixed price (FP)

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Cost plus fixed fee (CPFF)

Time and Materials (T&M)

Cost plus award fee (CPAF)

Fixed price (FP)

33. You are managing a software project. During a walkthrough of newly implemented functionality, your team shows you a new feature that they have added to help make the workflow in the product easier for your client. The client didnÍt ask for the feature, but it does look like it will make the product easier to use. The team developed it on their own time because they wanted to make the client happy. You know this change would never have made it through change control. What is this an example of?

Gold plating

Scope creep

Alternatives Analysis

Schedule Variance

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Gold plating

Scope creep

Alternatives Analysis

Schedule Variance

34. While identifying risks for a new construction project, you discover that a chemical you are using on your building cannot be applied in rainy conditions. You also learn that your project will be ready for the chemical application around the time when most of the rainfall happens in this part of the country. Since the project canÍt be delayed until after the rainy season and you need to make sure the building gets the chemical coating, you decide that your team will just have to allow enough time in the schedule for nonworked rain days. This is an example of which strategy?

Mitigate

Exploit

Accept

Transfer

Mitigate

Exploit

Accept

Transfer

35. You are managing a construction project. During your risk identification interviews you learn that there has been a string of construction site thefts over the past few months in the area where your will be building your project. The team agrees that itÍs unlikely that people will be able to steal from your site. Even if thieves could get around your security, itÍs even more unlikely that your project will lose a significant amount of material if a theft does occur. You decide to monitor the risk from time to time to be sure that it continues to have a low probability and impact. Where do you record the risk so that you donÍt lose track of it?

In a trigger

On a watchlist

In the Probability and Impact Matrix

In the Monte Carlo analysis report you are here

In a trigger

On a watchlist

In the Probability and Impact Matrix

In the Monte Carlo analysis report you are here

36. Which of the following is NOT a characteristic of the Project Management Plan?

Collection of subsidiary plans

Formal, written communication

A bar chart that shows the order of tasks and their resource assignments

Must be approved by project sponsor

Collection of subsidiary plans

Formal, written communication

A bar chart that shows the order of tasks and their resource assignments

Must be approved by project sponsor

37. You are developing the project scope statement for a new project. Which of the following is NOT part of creating a project scope statement?

Verify Scope

Using the Project Charter

Alternatives Identification

Obtaining Plan Approval

Verify Scope

Using the Project Charter

Alternatives Identification

Obtaining Plan Approval

38. Which of the following is NOT a tool or technique of Estimate Costs?

Bottom-up

Parametric

Cost aggregation

Analogous

Bottom-up

Parametric

Cost aggregation

Analogous

39. YouÍre managing a construction project to install several hundred air conditioner panels in a new office building. Every floor has identical panels. The customer, a construction contracting company, has provided specifications for the installations. The team is using a process to install and verify each panel. As the team completes each panel, your teamÍs quality control inspector measures it and adds the data point to a control chart. You examine the control chart, and discover that the process is out of control and you need to take close look at it immediately. Which of the following BEST describes what you found on the control chart?

At least seven consecutive measurements are either above or below the mean but within the control limits

At least one point is inside of the control limits

At least seven consecutive measurements are inside of the control limits

At least one point is above or below the mean

At least seven consecutive measurements are either above or below the mean but within the control limits

At least one point is inside of the control limits

At least seven consecutive measurements are inside of the control limits

At least one point is above or below the mean

40. Your project files need to be sent via overnight mail to your companyÍs central office. If the files do not arrive tomorrow, your company will not be able to deliver the project on time and you will lose an important client. The deadline cannot be negotiated. The team worked right up to the last minute in order to give you the files. Due to a traffic jam, you are running late and the overnight delivery company will close in five minutes. You can only make it if you drive over the speed limit. Which of the following is correct?

You must drive over the speed limit so that you can save the client relationship

You must stay within the speed limit, even if you lose the client

You must negotiate a new deadline

You can use the earned value metrics to show that the SPI is over 1, meaning the project is not late

You must drive over the speed limit so that you can save the client relationship

You must stay within the speed limit, even if you lose the client

You must negotiate a new deadline

You can use the earned value metrics to show that the SPI is over 1, meaning the project is not late

41. You are planning a project that uses the same team as a project that is currently being performed by your company. What should you consult to find information about when those people will be available for your project?

The project schedule for your project

The project manager for the project that the team is working on

The staffing management plan for the project that the team is working on

The communications management plan for your project

The project schedule for your project

The project manager for the project that the team is working on

The staffing management plan for the project that the team is working on

The communications management plan for your project

42. When is the BEST time to have project kickoff meetings?

At the beginning of the project

When each deliverable is created

At the start of each phase

When the Communications Management plan is approved

At the beginning of the project

When each deliverable is created

At the start of each phase

When the Communications Management plan is approved

43. You have been hired by a contractor, who wants you to manage a construction project for one of their clients. The project team has been working for six weeks. You need to determine whether the team is ahead of or behind schedule. Which of the following tools and techniques is the BEST one for you to consult?

Performance Measurement

Project Management Software

Schedule Change Control System

Bottom-Up Estimating

Performance Measurement

Project Management Software

Schedule Change Control System

Bottom-Up Estimating