Hardest

Practical Test - Hardest
1 The engineering department wants the project objective to be a 10 percent improvement

in throughput. The information technology department wants no more than five percent of its
resources to be used on the project. Management, who is also your boss, wants the project
team to decrease tax liability. The BEST thing you can do is:
A put a plan together that meets all the objectives.

B have these people get together and agree on one objective.
C include the engineering and information technology objectives but hold further
meetings regarding management's objective.
D include only management's objective.
2 Your customer requested that the new railroad cars you are building for his company be
constructed from heavy grade aluminum. After reviewing the requirements, two of your
experts inform you that the customer would be better off with steel cars. You meet with the
customer to discuss the issue, and he directs you to go ahead with the aluminum cars. What
should you do?
A Meet with the customer again to ensure that he understands the expert opinions
about using steel instead of aluminum.
B Find a way to cut other costs, and upgrade the cars to steel.
C Provide aluminum cars that meet the customer's requirements.
D Meet with your experts to find another proposal for the customer.
3 Your boss, the vice president of research at your electronic system development firm,
defines success on the project as providing "state-of-the-art" development. The vice president
of marketing defines it as "world-class practices." The vice president of engineering, who is
the customer for this project, is primarily concerned with new features. Which of the
following BEST describes what you should do?
A Make sure the requirements are defined in measurable terms.

B Concentrate on new features.
C Identify additional stakeholders that want new features to shift the balance in that
direction.
D Concentrate on making the project state-of-the-art.
Question 1/69
4 The role of each stakeholder is determined by:
A the stakeholder and the sponsor.

B the project manager and the sponsor.
C the team and the project manager.
D the project manager and the stakeholder.
5 The software development project is not going well. There are over 30 stakeholders, and
no one can agree on the project objectives. One stakeholder believes the project can achieve a
30 percent improvement while another believes a 50 percent improvement is possible. The
project manager thinks a 10 percent improvement is more realistic. What is the BEST course
of action?
A Move forward with the project and look for more information later to settle the
issue.
B Average the numbers and use that as an objective.
C Perform a feasibility analysis.
D Ask the sponsor to make the final decision.
6 Your management has decided that all orders will be treated as "projects" and that
project managers will be used to update orders daily; resolving issues and ensuring that the
customer formally accepts the product within 30 days of completion. Revenue from the
individual orders can vary from U.S. $100 to U.S. $150,000. The project manager will not be
required to perform planning or provide documentation other than daily status. How would
you define this situation?
A Because each individual order is a "temporary endeavor," each order is a project.

B This is program management since there are multiple projects involved.
C This is a recurring process.
D Orders incurring revenue over $100,000 would be considered projects and would
involve project management.
Question 2/69
7 A project manager is planning a project when he discovers that the project has many
different work products which must be completed in a sequence, with each dependent on
starting after the previous work product is completed. What is the BEST thing the project
manager can do?
A Obtain a project charter for each work product.

B Make sure the WBS has work packages that include extra team meetings.
C Make sure each team member knows how their activities interact with other
activities.
D Make sure the communications management plan addresses interdependencies.
8 The human resources department wants to hire a new project manager from within the
company. They can choose from the following candidates: Candidate A has good
management knowledge; Candidate B has good project management knowledge; Candidate C
has solid technical knowledge; Candidate D has general management, project management
and technical skills. Who is the BEST candidate?
A Candidate A
B Candidate B
C Candidate C
D Candidate D
9 You are the CEO of a large publishing house and desire to improve project management
practices in your company. What is the BEST thing to do in order to manage the publication
of each issue?
A Clearly define the work to be supplied by other companies.

B Retain the functional organizational structure.
C Set up a project office.
D Identify all the stakeholders for this project.
Question 3/69
10 You are a project manager in a large organization that uses a matrix structure for
projects. You have been asked to investigate what organizational structure your competitors
use and how this affects their ability to manage projects successfully. How would you
describe the MAIN difference between a matrix organization and a functional organization?
A In a functional organization, project managers have more authority than they do in

matrix organizations.
B More people work full-time on projects in a functional organization than in a
matrix organization.
C Project team members usually report to two bosses in a matrix organization: the
functional manager and the project manager.
D Most companies have found that functional organization structures provide the
most flexibility for managing projects.
11 A project team is working on manufacturing a new product, but they are having
difficulty creating a project charter. What is the BEST description of the real problem?
A They have not identified the project objectives.

B They are working on a process and not a project.
C The end date has not been set.
D They have not identified the product of the project.
12 A project manager is completing the WBS with the project team, but the session is hard
to manage. There are 200 people in the room representing four different departments. Some
of the people who will be working on the project later are talking about other things while
earlier work is discussed. Which of the following BEST describes the real problem?
A The project sponsor should be leading this kind of meeting.

B They are not following the project communications management plan.
C There are too many departments involved in the project.
D The project manager is really managing a program.
Question 4/69
13 You are considering creating a project management office (PMO) at your firm and have
solicited the opinions of some of the senior management in your company. The first
representative recommends that the PMO should manage all projects in the firm. The second
believes that the PMO should handle large projects budgeted over a defined dollar amount.
The third thinks a PMO should simply provide support to the department project managers.
What should you do?
A Go with the first representative's opinion because a project management office is

intended to be a central repository for all project information and management of
all projects.
B Go with the second representative's opinion because it is not practical for the
project management office to manage all projects. The most important projects
should be managed by a focused group of trained project professionals.
C Get other opinions from the representatives' employees.
D Begin the process of gaining authority and formal approval for implementing all
three choices.
14 A project manager is assigned to an environmental engineering project chartered to build

a reverse flow fish ladder on a river. An environmental group is performing the project. This
type of project has never been done before. The project manager has decided to build a basic
project schedule and to detail the work of each part as the current part nears completion.
What BEST describes what the project manager is doing?
A The controlling process of ensuring that project objectives are met by taking
corrective action when necessary
B The process of planning change control
C The process of progressive elaboration
D The process of reiterating a plan in the same order from project to project.
Question 5/69
15 You have just been assigned to take over a project that your management has told you is
"out of control." When you asked your management what the problems were, they had no
specifics, but said that the project was behind schedule, over budget and the client was
dissatisfied. Which of the following should be of the MOST concern to you?
A The project is over budget and behind schedule.

B There is very little documentation related to the project.
C The client is very dissatisfied with the project's progress.
D Your management is looking for rapid and visible action on this project to rectify
the problems.
16 You have just learned that one of your team members has not been adequately trained to
complete project activities as assigned to him. How will you handle this situation?
A Replace this team member with someone more qualified.

B Request proper training be provided and paid for by the functional manager.
C Revise the schedule to account for the decreased effectiveness of this resource.
D Mentor this resource during the remainder of project duration.
17 During project closure, a stakeholder complains that the project did not increase the
department's knowledge of Java programming and therefore, the project is not complete. The
customer has accepted the project. The project manager determines that all stated
requirements and deliverables have been met. He does not find evidence that Java
programming was an requirement. A review of project correspondence shows no mention of
the deliverable. The project manager should:
A begin project closure.

B re-plan the project to include the new objective.
C meet with the team to discuss the issue and find a resolution.
D get the project stakeholders involved to help resolve the issue.
Question 6/69
18 A project team has completed, and the customer has accepted, the completed project
scope. However, the lessons learned required by the project management office have not been
completed. What is the status of the project?
A The project is incomplete because the project needs to be re-planned.

B The project is incomplete until all project and product deliverables are complete
and accepted.
C The project is complete because the customer has accepted the deliverables.
D The project is complete because the project has reached the due date.
19 While staffing a project in another country, the project leader from that country comes to
you with a suggested team consisting of members of the project leader's family. Your FIRST
course of action should be to:
A inquire if hiring only through family lines is common practice in the project leader's
country.
B review the resumes of the individuals to see if they are qualified.
C ask the project leader to provide additional names of people unrelated to him/her.
D use a different project leader to prevent problems later in the project.
20 You are in the middle of a new product development project for your publicly traded
company when you discover that the previous project manager made a U.S. $3,000,000
payment that was not approved in accordance with your company policies. Luckily, the
project cost performance index (CPI) is 1.2. What should you do?
A Contact your manager.

B Put the payment in an escrow account.
C Bury the cost in the largest cost center available.
D Ignore the payment.
Question 7/69
21 While preparing your risk responses, you realize that you have not planned for unknown
risk events. You need to make adjustments to the project to compensate for unknown risk
events. These adjustments are based on your past project experience when unknown risk
events occurred and knocked the project off track. What should you do?
A Include a management reserve in the budget to try to compensate for the unknown
risks, and notify management to expect unknown risks to occur.
B Document the unknown risk items and calculate the expected monetary value based
on probability and impact that may result from the occurrence.
C Determine the unknown risk events and the associated cost, then add the cost to the
project budget as reserves.
D With the stakeholders, determine a percentage of the known risk budget to allocate
to a management reserve budget.
22 Due to corporate restructuring, the project sponsor, a major stakeholder and the CEO
have left the company. The project manager's project is past the halfway point and the
remaining members of the management team have been lukewarm toward the project. The
new CEO does not place a high value on project management methodology and the project
team is nervous about its future. Under these circumstances, what is the project manager's
primary responsibility?
A Try to determine if the team should continue to work on the project.

B Ensure that a conflict of interest does not compromise the legitimate interests of the
customer.
C Interact with others in a professional manner while completing the project.
D Provide accurate and truthful representations in all project reports.
23 You have been working on a nine-month project for six months. The project is ahead of
schedule when one of the functional managers tells you that the resources committed to the
project are no longer available. After checking further, you discover that the company has
just started another project and is using the resources committed to your project. You believe
that the new project is not critical, but the project manager is the son of a board member.
What is the BEST course of action in this situation?
A Determine when resources will become available.

B Ask the PMO to formally prioritize the projects.
C Use the reserve to hire contractors to complete the work.
D Negotiate a new schedule with the other project manager.
Question 8/69
24 The project has a critical deliverable that requires certain expertise to complete. The
person who was going to complete the activity has left the company and there is no one who
can complete the work within the company. For this reason, the project manager needs to
acquire the services of a consultant as soon as possible. To do this, the project manager
should:
A follow the requirements set up by the company for using outside services.
B bypass the company procedures as they are not relevant to the situation.
C expedite and go directly to his/her preferred consultant.
D ask his/her manager what to do.
25 During a meeting with some of the project stakeholders, the project manager is asked to
add work to the project scope. The project manager had access to correspondence about the
project before the project charter was signed and remembers that the project sponsor
specifically denied funding for the scope mentioned by these stakeholders. The BEST thing
for the project manager to do would be to:
A let the sponsor know of the stakeholders' request.

B evaluate the impact of adding the scope.
C tell the stakeholders the scope cannot be added.
D add the work if there is time available in the project schedule.
26 A control chart shows that the last eight pipes produced were all less than average
weight. You need to inform management that there is a problem because the situation violates
the:
A rule of seven.
B rule of eight.
C 50/50 rule.
D 3 sigma rule.
Question 9/69
27 Your project team has been informally meeting with sellers to discuss the sellers' "best
practices" relative to upcoming potential work from your company. During one of these
sessions, a seller offers to give you tickets to a sporting event if you will tell him the names of
other companies you have been meeting with. What is the BEST response?
A Ignore the question and refuse to meet with him again.

B Answer the question, but respectfully refuse the offer.
C Ask him why he needs to know.
D Refuse to answer the question and remove the company from consideration for
future work.
28 When checking the calendar of a team member to schedule a meeting, you see she has
scheduled a meeting with a key stakeholder that you were not informed of. The BEST
approach would be to:
A avoid mentioning it to the team member but continue to watch her activities.
B notify your boss about the problem.
C address the concern with the team member's boss.
D address the concern with the team member.
29 The project manager is having a very difficult time keeping a project schedule on track.
The project requires 220 people to complete it. All of the project problems have been fixed to
the project manager's satisfaction, the schedule performance index (SPI) is currently 0.67, the
cost performance index (CPI) is 1.26, there are 23 activities on the critical path and the
project PERT duration is 26. Under these circumstances, the monthly status report should
report:
A that the project is doing well.

B that the project will be late.
C that the project cost is behind budget.
D the issues and options.
Question 10/69
30 Your employee is three days late with a report. Five minutes before the meeting where
the topic of the report is to be discussed, she hands you the report. You notice some serious
errors in it. What should you do?
A Cancel the meeting and reschedule when the report is fixed.

B Go to the meeting and tell the other attendees there are errors in the report.
C Force the employee to do the presentation and remain silent as the other attendees
find the errors.
D Cancel the meeting and rewrite the report yourself.
31 While completing a project, a project manager realizes he needs to decrease project costs.
After researching his options, he comes up with the following choices. Which choice would
DECREASE project costs?
A Change to component A from component B. Component A costs more to purchase,

but has a lower life cycle cost than B.
B Change activity A to be completed by resource B instead of resource C. Resource B
is a more experienced worker.
C Move activities B and H to occur concurrently, and accept a 30 percent increase in
the risk that five more resources will be needed later.
D Remove a test from the project management plan.
32 A manager has responsibility for a project that has the support of a senior manager.
From the beginning, you have disagreed with the manager as to how the project should
proceed and what the deliverables should be. You and she have disagreed over many issues in
the past. Your department has been tasked with providing some key work packages for the
project. What should you do?
A Provide the manager with what she needs.

B Inform your manager of your concerns to get her support.
C Sit down with the manager at the beginning of the project, attempt to describe why
you object to the project, and discover a way to solve the problem.
D Ask to be removed from the project.
Question 11/69
33 You are managing a two-year project involving staff from several departments. The
project is on schedule and within budget. A key team member leaves for a four-week
vacation without completing a highly technical and specialized activity assigned to him
(activity A). The project team cannot begin activity B or activity E (a critical path activity)
until activity A is completed. Activity A has three days float and is not on the critical path. A
team member, a vendor, and a non-team member work overtime to complete activity A
within its float time. You need to reimburse the non-team member's department and pay the
vendor at an overtime rate. What action should you take?
A Send a complaint letter to the key team member's boss, and ask him to fund the
extra cost expended.
B Reevaluate your communications management plan.
C Thank the others for filling in, but tell them not to waste time on non-critical path
activities.
D Pay the cost out of your project reserves.
34 Although your company is not the lowest bidder for a project, the client has come to
expect good performance from your company and wants to award the contract to you. To win
the contract, the client asks you to eliminate your project management costs. The client says
that your company has good project processes, and project controls unnecessarily inflate your
costs. What should you do under these circumstances?
A Eliminate your project management costs and rely on experience.

B Remove costs associated with project team communications, meetings and
customer reviews.
C Remove meeting costs but not the project manager's salary.
D Describe the costs incurred on past projects that did not use project management.
35 In the initiating process group of your project, it is apparent that factions within the
client's company have significantly different views on how the project should be structured
and how the deliverables should be defined. Which of the following is the BEST thing to do?
A Ask the client when they will be in agreement on the project requirements.
B Work with leadership from each area to collaboratively engineer a mutually
acceptable solution.
C Make sure the terms and conditions of the contract are clear.
D List the consequences of changes in the contract's requirements section.
Question 12/69
36 The project charter for a project was approved for planning, and you have just been
assigned as project manager. Realizing that project planning is an ongoing effort throughout
the project, which processes are you MOST likely to combine?
A Create WBS and activity definition

B Activity duration estimating and schedule development
C Human resource planning and cost estimating
D Cost estimating and cost budgeting
37 A project manager is appointed to head a highly technical project in an area with which
this person has limited familiarity. The project manager delegates schedule development, cost
estimating, selection of activities and assignments of activities to various project team
members, and basically serves as an occasional referee and coordinator of activities. The
results of this approach are likely to be:
A a team functioning throughout the project at a very high level, demonstrating

creativity and commitment.
B a team that initially experiences some amounts of confusion, but that after a period
of time becomes a cohesive and effective unit.
C a team that is not highly productive, but that stays together because of the work
environment created by the project manager.
D a team that is characterized by poor performance, low morale, high levels of
conflict and high turnover.
38 Your project team has identified dependencies on six related projects that are providing
major deliverables to your project. Some of these projects have a very similar scope and may
overlap with your deliverables. In light of this, which of the following should you be MOST
concerned about?
A Scope control
B Scope verification
C Risk response planning
D Communications planning
Question 13/69
39 You have taken over a project from another manager who left the firm. This is a
functional organization and the different units are often rather hostile to each other. The
project is a large one involving activities that the organization has never done before. You
find that the project has what appears to be adequate documentation, including an agreed-to
project charter, project management plan, WBS, etc. The project is on schedule and within
budget. However, the atmosphere in meetings with the project members often seems tense,
and offhand comments made by participants seem to indicate a high level of dissatisfaction
with the project. You review all of the major project documents with the key stakeholders and
get agreement that they are still accurate, but this does not seem to solve the problem. What is
the MOST likely explanation for this situation?
A There are personality conflicts among the project team members that you need to
uncover and resolve.
B The project does not have an effective sponsor and thus is not viewed as a high
priority.
C Stakeholders have very different expectations about what the project is supposed to
accomplish.
D The organizational structure and dynamics prevent people from working together
effectively.
40 You are in the middle of executing a major modification to an existing product when
you learn that the resources promised at the beginning of the project are not available. The
BEST thing to do is to:
A show how the resources were originally promised to your project.

B re-plan the project without the resources.
C explain the impact if the promised resources are not made available.
D crash the project.
Question 14/69
41 You have been appointed manager of a project to convert multiple electronic mail
systems at a major financial institution to a single platform. Your company's approach was
not the client's first choice, and your firm was able to be the lowest cost alternative by using
funds provided to your company for a different purpose. After the project is underway, the
client specifies a new approach that has never been used before. When the project is
approaching the originally scheduled end date, it becomes clear that the technological
approach will have to be significantly altered. Although the client has been apprised of
developments throughout the project through regular status reports, and the project
management plan has been followed, the client demands that the project be continued without
any increase in cost until all of the client's requirements are met. Your firm feels that it has no
choice but to comply with the client's demands, although this will result in a substantial loss
on the project. What was the MOST important thing that should have been done to avoid this
situation?
A Better identification of risks and development of risk mitigation strategies

B Clearer project scope statement
C Enhanced communications management plan
D Formal client acceptance of the project management plan
42 The project manager on a large software installation project is working with her team on
a critical set of activities. They are working late on Saturday night. Circumstances create the
situation wherein the project manager must decide to change the schedule that will push the
end date of the project out two weeks. What has MOST likely happened?
A An emergency project change has taken place.

B Scope creep has occurred.
C A status change to the implementation has taken place.
D Risk assessment failure has taken place.
43 A team member notifies you that she has added extra functionality to the project. She
tells you there was no impact on the cost or schedule. What should be done as a result of this
change?
A Implement change control processes to track the change.

B Understand what functionality was added.
C Instruct the team member to remove the extra functionality.
D Issue an approved change request.
Question 15/69
44 A project manager wants to more extensively involve the stakeholders on the project.
Which of the following would be the BEST way accomplish this?
A Have the stakeholders periodically review the list of project requirements.

B Invite the stakeholders to attend project status meetings.
C Send the status report to the stakeholders.
D Constantly update the stakeholders on the status of all project changes.
45 The networking vendor has contacted the project manager to inform her that the recent
earthquake will impact the delivery of critical components. The project team meets to
determine the impact on the overall project and determines that staffing will not be affected,
but that changes will need to be made in the areas of risk and cost management. It is too soon
to tell if quality baselines will be affected by this schedule change. What is the project team
involved in here?
A Configuration management
B Work authorization analysis
C Status review meeting
D Integrated change control
46 The client demands changes to the product specification that will add only two weeks to
the critical path. Which of the following is the BEST thing for the project manager to do?
A Compress the schedule to recover the two weeks.

B Cut scope to recover the two weeks.
C Consult with the sponsor before taking any action.
D Advise the client of the impact of the change.
Question 16/69
47 You take over a project that is in a lot of trouble. There are apparently problems with the
team dynamics, project scope, sponsor and timeline. The project has a cost performance
index (CPI) of 0.75 and schedule performance index (SPI) of 1.2. The FIRST action you
should take is to:
A meet with the project sponsor.

B review all the project deliverables.
C meet with the team.
D meet with each team member individually.
48 Your company has just presented its new five-year strategic plan. You have received a
new product request from a customer that is in line with the previous five-year strategic plan,
but it does not meet the objectives of the new plan. The product description seems to have a
valid business driver and to be a straightforward development effort. As project manager,
what is the BEST course of action?
A Do a benefit cost analysis of the project and submit it for management approval.
B Submit the new product request to the PMO for review and approval before
proceeding.
C Inform the customer of the change in corporate direction and ask him/her to take
another look at the project.
D Request a project charter from management and begin a WBS.
49 You are a project manager for a large consulting firm. Your superior has just asked for
your input on a decision about which project your company should pursue. Project A has an
internal rate of return (IRR) of 12 percent. Project B has a predicted benefit cost ratio (BCR)
of 1.3. Project C has an opportunity cost of U.S. $75,000. Project D has a payback period of
six months. If you had to choose based on this data, which project would you select?
A Project A
B Project B
C Project C
D Project D
Question 17/69
50 A person is writing a document identifying the business need for a project and is
including a description of the product created by the project. She includes a list of
stakeholders and pre-assigned resources. What is the role of this person on the project?
A The project manager for the project or a company functional manager

B A member of the project management team working at the direction of the project
manager
C The sponsor or the project manager
D A manager or executive in the organization who is higher in the corporate hierarchy
than the project manager
51 Which of the following is an output of scope planning?
A Project scope management plan

B Project scope statement
C Work breakdown structure
D Requested scope changes
52 Management has provided you with a project charter, and you are in the process of
creating a project scope statement. You have asked the team for input to ensure that the
project scope statement is complete. However, the team is struggling with defining the scope.
Which of the following BEST describes the problem?
A A WBS was not completed before the project scope statement was begun.
B The team is working on the project scope statement without the benefit of
organizational process assets.
C The team is in the scope definition process and needs the project scope statement as
an input.
D The project objectives were not identified before the project scope statement was
begun.
Question 18/69
53 If a project team is subdividing project work packages into smaller, more manageable
components, they are:
A creating a WBS.
B decomposing.
C network diagramming.
D activity sequencing.
54 Where should a new project manager look to determine resource requirements?
A Resource leveling chart

B Resource bar chart
C Activity list
D Project schedule
55 Your project no longer ties into the company's objectives. What would be the BEST
thing to do?
A Decrease the cost.

B Extend the schedule.
C Change the CPI.
D Change the target opportunity cost.
Question 19/69
56 You have been assigned to manage a portion of a larger project that is supposed to be
finished within a two-week period. You have met with the leadership of the area to gather
requirements, and you have a project charter, project scope statement and project
management plan that have been approved by these individuals. You are told to meet with the
actual user of the results of the project to demonstrate how the system will work. When you
give the demonstration, it is clear that the user's requirements are very different from the ones
you were initially given and to which both you and the client agreed. What is the BEST thing
for you to do now?
A Generate a change request for the user's requirements.

B Convene another meeting with the leadership of the area and the user to generate a
revised set of requirements.
C Attempt to meet as many of the user's requirements as possible within the project's
established budget and schedule.
D Complete the work as originally specified and formulate a new project to meet the
user's requirements.
57 Scope verification is normally done in parallel with:
A perform quality control.

B activity sequencing.
C perform quality assurance.
D time management.
58 A project manager receives a deliverable from one of the team members to provide to
the customer. While looking at the deliverable, the project manager notices the document is
smaller than what he expected and does not contain what he thought it should. The project
manager should FIRST:
A discuss it with the team member.

B contact the team member's manager to get that person additional training.
C audit the development process.
D complete scope verification.
Question 20/69
59 A project manager is performing an audit on a deliverable when she hears that the team
member who did the work is complaining to everyone that he is being picked on by having
his activity audited. You know this is not true. What lesson learned could you take to future
projects?
A Tell all the team members at the beginning of the project that their deliverables will
be audited.
B Set an audit policy in the project scope management plan.
C Audit less frequently.
D Use a walk-through instead of audits.
60 During a walk-through of a work package, you discover that a team member is

completing the work differently than
A Replace the team member.

B Determine if the alternative way is acceptable to the functional manager.
C Ask the team member if the changes are necessary.
D Determine if the changes also change the scope of the work package.
61 You are managing a project where your team is physically located with client personnel
at a remote location. There is a high level of interaction between your team and client
personnel, and client satisfaction is considered very important. Since the client is expressing a
very high level of satisfaction with the project's progress, your management has indicated no
concerns about the project. However, you are behind schedule and over budget. In addition,
morale among team members is low, and several team members have talked about quitting.
Team members complain regularly about priority adjustments and alteration of activities. The
weekly reports you receive about activities completed are often difficult to relate to the WBS
and the project management plan. What action should you take to MOST effectively address
these problems?
A You should enforce scope control.

B You should identify ways to make team members' work more satisfying using the
most applicable motivational theory.
C You should incur the extra expenses necessary to be on-site to more closely
monitor the activities of the project team.
D You should create a reward and punishment system to ensure that project team
members complete activities within the timeframes outlined in the project
management plan.
Question 21/69
62 A customer has given you a contract statement of work for a complex, eight-month
project that has a few unknowns. The customer has asked you to just "get it done" and only
wants to see you at the end of eight months when you deliver the finished project. Under
these circumstances, which of the following is the BEST thing to do?
A Complete the project as requested, but verify its scope with the customer
occasionally throughout.
B Complete the project within eight months without contacting the customer during
this time.
C Ask management to check in with the customer occasionally.
D Complete the project, but document that the customer did not want contact.
63 During project executing, your project team member delivers a project deliverable to the
buyer. However, the buyer refuses the deliverable, stating that it does not meet the
requirement on page 300 of the technical specifications. You review the document and find
that you agree. What is the BEST thing to do?
A Explain that the contract is wrong and should be changed.

B Issue a change order.
C Review the requirements and meet with the responsible team member to review the
WBS dictionary.
D Call a meeting of the team to review the requirement on page 300.
64 A project manager is assigned to a new, high priority project. There are only five
available resources because other resources are already committed to projects. The time
available to complete the project is less than half the time needed, and the project manager
cannot convince management to change the end date. The project manager should:
A coordinate with team members the overtime necessary to complete the work.
B provide the team with opportunities to produce acceptable quality on the work that
can be accomplished.
C look for any scope that can be cut from the project.
D use more experienced resources to complete the work faster.
Question 22/69
65 A client has asked you to add to the scope of the project. The project is under budget and
a little ahead of schedule. What should you do?
A Approve the change.

B Determine the effects of the change on the project.
C Ask the sponsor for approval to make the change.
D Get approval from the configuration change board.
66 Your project team is spending so much time reviewing potential changes to a project
that you do not have time to complete project work. Which of the following is the LEAST
likely reason for this problem?
A No change control board

B Not enough of an effort to identify the project stakeholders
C A poor communications management plan
D An unclear project charter
67 A project manager discovers that two team members discussed what was needed to
complete a work package on the project and made many scope changes. The work package is
now completed and the team members are planning to go on to the next work package. In
looking at what was done, the project manager determines that the work does NOT meet the
requirements of the project. What is the BEST course of action for the project manager?
A Add another work package, formatted with the correct scope, to the project.
B Refuse the submittal of the work package.
C Have the team begin the work package again and include the incident in their
performance reviews.
D Ask the team member's manager to assign different people to the work package.
68 Which of the following is CORRECT in regard to scope control?
A Effective scope definition can lead to a more complete project scope statement.
B Scope control must be done before scope planning.
C Scope control must be integrated with other control processes.
D Controlling schedule is the most effective way of controlling scope.
Question 23/69
69 The project has been going relatively well, although there have been some problems
with resource availability and the project scope has changed more than was expected. The
project is now completing one of its phases. Of all decisions the sponsor must consider during
an end-of-phase review meeting, the MOST difficult is:
A authorizing scope change for the next phase.

B authorizing budget increases for the next phase based on scope changes.
C canceling the project.
D decreasing scope to maintain the budget.
70 While completing work, a project team member tells you that a work package has been
forgotten in the WBS. What is the BEST thing to do?
A Wait for a change request to be processed.

B Include it in the WBS.
C Include it only in the network diagram.
D Include it in the estimate, but not the activity list.
71 Which of the following is NOT a factor in the project manager's acquiring the best
resources for the project?
A Schedule model
B Activity attributes
C Quantified resource requirements by activity
D Directive
Question 24/69
72 A project has seven activities: A, B, C, D, E, F, and G. Activities A, B, and D can start

anytime. Activity A takes three weeks, Activity B takes five weeks, and Activity D takes 11
weeks. Activities A and B must be completed before Activity C can start. Activity C takes six
weeks. Activities B, C, and D must be completed before Activity E can start. Activity E takes
two weeks. Activity F can start as soon as Activity C is completed and requires four weeks.
Activity E must be completed before Activity G can start. Activity G takes three weeks.
Activities F and G must be completed for the project to be completed. Which activities have
float available?
A Activity A has two weeks float; Activity F has one week.

B Activity F has one week float.
C There is no float available in the project.
D Activity A has eight weeks float.
73 You have a project with the following activities: Activity A takes 40 hours and can start
after the project starts. Activity B takes 25 hours and should happen after the project starts.
Activity C must happen after activity A and takes 35 hours. Activity D must happen after
activities B and C and takes 30 hours. Activity E must take place after activity C and takes 10
hours. Activity F takes place after activity E and takes 22 hours. Activities F and D are the
last activities of the project. Which of the following is TRUE if activity B actually takes 37
hours?
A The critical path is 67 hours.

B The critical path changes to Start, B, D, End.
C The critical path is Start, A, C, E, F, End.
D The critical path increases by 12 hours.
74 You are a project manager for a new product development project that has four levels in
the work breakdown structure, and has been sequenced using the arrow diagramming method.
The activity duration estimates have been received. What time management activity would
you do NEXT?
A Duration compression
B Collect historical records from previous projects
C Create an activity list
D Update the work breakdown structure
Question 25/69
75 Based on the network diagram in the chart, you complete the initial schedule and find
out that the scheduled completion date for activity G is after an imposed delivery date. In
order to shorten the project length and meet that milestone, what should you do?
A Decrease the work of activity E.

B Move more resources to activity B.
C Outsource activity I.
D Fast track activities H and J.
76 Which of the following BEST explains why the team needs to approve the final
schedule?
A To ensure activities can be completed as scheduled

B To enhance team buy-in and loyalty
C To get a better cost estimate
D To improve communications
77 Which of the following is the BEST method of completing "what if" scenarios to
determine what combination of resources and interdependencies will produce the best
schedule.
A Critical chain method

B Monte Carlo
C Parametric estimating
D Resource leveling
Question 26/69
78 You have a project with four activities as follows. Activity 1 can start immediately and
has an estimated duration of one. Activity 2 can start after activity 1 is completed and has an
estimated duration of four. Activity 3 can start after activity 2 is completed and has an
estimated duration of five. Activity 4 has an estimated duration of eight. It can start after
activity 1 is completed. Both activity 3 and activity 4 must be completed before the project is
complete. What is the critical path of the project?
A Start, 1, 2, 3, End
B Start, 1, 4, 3, End
C Start, 1, 4, End
D Start, 1., 2, 3, 4, End
79 What is the duration of the near-critical path based on the chart?
A 33
B 44
C 31
D 43
Question 27/69
80 An activity-on-node (AON) network diagram shows the following activities on two

critical paths; Start, D, E, J, L, End and Start, D, E, G, I, L, End. Each activity is at least three
days in duration, except for activity L, which is one day in duration. If you are directed to
reduce the project by one day, which activities are MOST likely to change?
A Activity L
B Activity E or activity J
C Activity G or activity I
D Activity D or activity E
81 The WBS, estimates for each work package and the network diagram are completed.
The NEXT thing for the project manager to do is:
A activity sequencing.
B schedule development.
C scope verification.
D resource simulation.
82 A project manager is taking over a project from another project manager during the
planning process group. If the new project manager wants to see what the previous project
manager planned for managing changes to the schedule, it would be BEST to look at the:
A communications management plan.

B project management plan.
C staffing management plan.
D schedule management plan.
83 Why is reverse resource allocation scheduling done?
A To ensure activities can be completed as scheduled

B To accommodate a finite and critical project resource
C To delay resource allocation
D To allocate the main body of resources to the project
Question 28/69
84 When the project manager completes the detailed project schedule, it would be MOST
important to get it approved by the:
A project sponsor.
B team.
C functional managers.
D customer.
85 The project manager has performed schedule network analysis, compressed the schedule
and completed a Monte Carlo analysis. What time management activity should be done
NEXT?
A Update resource requirements

B Recommend corrective actions
C Activity duration estimates
D Create a milestone list
86 The project deadline is the end of the year. The project consists of two activities.
Activity A has a duration of two months and activity B has a duration of three months.
Activities A and B can be performed concurrently. The start date for the project is set for the
beginning of July. What is the MAXIMUM duration of the project?
A Two months
B Three months
C Five months
D Six months
87 Which of the following is the MOST beneficial result of the project manager knowing
the critical path?
A She would know where extra resources should be placed.

B She would know what activities she needs to focus on while managing the project.
C She would know where stakeholders need to be assigned to the project.

D She would know where there is float on the project.
Question 29/69
88 During project planning, you estimate the time needed for each activity and then add the
estimates to create the project estimate. You commit to completing the project by this date.
What is WRONG with this scenario?
A The team did not create the estimate and estimating takes too long using that
method.
B The team did not create the estimate and a network diagram was not used.
C The estimate is too long and should be created by management.
D The project estimate should be the same as the customer's required completion date.
89 Based on the chart, while working on the project, you are told that you have to remove
some resources to support a more important project for your customer. From which activity
would it be BEST to remove resources?
A Activity A
B Activity B
C Activity C
D Activity D
Question 30/69
90 You need to shorten the project by exactly four months, but spend no more than U.S.
$22,000 to do it. Based on the information in the chart, you would include activity AB as part
of the solution. However, during planning, the resource completing activity AB strongly
argued for a particular method of completing the scope in order to agree to be on the team.
His scope was accepted because his expertise was needed on the project. The BEST way to
crash this project would be to crash which activity(s)?
A Activities AB and GH
B Activity FD
C Activities CF and GH
D Activity BC
91 Using the chart, a new activity, (R) with the duration of 5 is added to this project.
Activity R has a predecessor of activity A and a successor of activity B. How long will the
project now take?
A 49
B 48
C 38
D 52
Question 31/69
92 During the executing process group, a functional manager asks you to use a model C
generator instead of model B on your project. The functional manager says that model C will
solve the needs of the project and provide some benefits to the manufacturing department.
You look at the cost associated with model C and discover that it is substantially higher than
model B. If you are not sure you can justify the more expensive model, what is the BEST
thing to do?
A Review the specifications of each to validate the manager's claims.

B Analyze the differences in using each model and present them to the sponsor.
C Use model C and cut other activities to make up for the added cost.
D Do a life cycle analysis and present the results to your boss.
93 As per the chart, the resource completing activity E is not performing very well. After
much argument, the functional manager agrees to assign a different resource to activity E, but
this will increase activity E's duration to seven months. What is the effect of this change?
A None, because activity E was not on the critical path.

B The project will be delayed because activity E is on the critical path.
C The project will be delayed because activity E has float of five.
D None, because activity E has float of four.
Question 32/69
94 Based on the chart, while completing the project, a team member tells you that the team
forgot something during planning. Activity D-F needs the results of activity Start-E before it
can begin. If activity E-D were added to this project to account for this new dependency,
what would the effect on the project be?
A It would increase the critical path.

B Communication would be more complex.
C There would be no effect.
D It would delay activity D-F.
95 As project progress is tracked according to the project management plan, the project
manager discovers that final deliverables will be completed two months after the deliverable
dates imposed by management. What should the project manager do?
A Look for options with stakeholders using some combination of scaling back work,
re-evaluating discretionary dependencies or adding resources.
B Evaluate the impact on the company of completing this project late.
C Drive the project team to work faster to make up for lost time.
D Recalculate the project schedule and distribute it according to the communications
management plan.
Question 33/69
96 Which of the following does NOT need to be done if there is a major delay on a
non-critical path activity?
A Investigate the delay.

B Reevaluate which path is critical.
C Change the project schedule.
D Review the float time for the activity.
97 During its first winter, a multi-year construction project experienced weather-related

schedule delays that all the local parties involved described as typical for this area. What
should the project manager do to integrate this information into the project schedule?
A Lengthen the estimated activity duration for all activities scheduled to occur the
following winter.
B Reevaluate the revised schedule to determine the potential impact.
C Leave the current project schedule unchanged and work the issues as they arise
next year.
D Make changes to the project management plan in order to maintain the current
project schedule.
98 The sponsor of the project you are managing asks you to compress the schedule. Which
of the following is CORRECT?
A Crashing always shortens the timeline but often increases risk.

B Fast tracking often results in rework, and crashing often results in increased cost.
C Crashing is only a viable alternative if earned value analysis indicates that the
project is ahead of schedule and under budget.
D Fast tracking will result in less parallel activities than crashing the project.
Question 34/69
99 You evaluate your critical path and determine the project will be completed two weeks
ahead of management's expected due date. What should you do?
A Delay the project for two weeks.

B Prepare a list of identified risks that did not occur.
C Pull resources off the critical path to work on non-critical path activities.
D Add extra features that will enhance the project and require two more weeks to
complete.
100 While reviewing project performance, the project manager determines that the schedule
variance is -500. What is the BEST thing to do?
A Let the sponsor know.

B Determine the cost variance.
C Look for activities that can be done in parallel.
D Move resources from the project to one that is not failing.
101 A project manager for a large information technology consulting firm was assigned to
manage a software integration project for a large client. The schedule was already established.
Management at the client site responsible for the project explained to the project manager that
the project duration was too long. Changing market pressures require the project to be
brought in one month earlier than scheduled. He has already reviewed the scope of the project
and nothing can be cut. He explained to the project manager that cutting each activity by 10
percent duration should accomplish the goal. What would be the MOST appropriate thing for
the project manager to do in this situation?
A Initiate change control processes, explain that the project schedule needs to stand,
and review the risks involved.
B Meet with the team and evaluate how each activity can be cut by 10 percent to
accomplish the goal.
C Do more critical path activities in parallel.
D Meet with management to review the original project management plan and discuss
scope changes that would reduce project timeline.
Question 35/69
102 Management wants the project completed in 40 days. The cost performance index (CPI)
is 1.1, the project critical path duration is 38 days with a standard deviation of two days.
What is the maximum project float?
A Zero days
B Two days
C Four days
D One day
103 You have been assigned as the project manager for a construction project that has had
two previous project managers, when you discover that a deliverable will be late. Your
analysis shows that the item can be purchased from another seller at a higher price without
affecting the schedule. What is the BEST thing to do?
A Evaluate the impact of the decision.

B Discuss the impact with the customer and ask for a decision.
C Crash or fast track the project.
D Change the project management plan to reflect the new due date.
104 You are trying to decide whether to lease or buy an item for your project. The daily lease
cost is U.S.$150. The investment cost to purchase the item is U.S. $2,000 and the daily cost is
U.S. $50. In how many days will the lease cost be the same as the purchase cost?
A 10
B 15
C 20
D 25
Question 36/69
105 While completing human resource planning for your project, you visited the functional
manager of engineering many times, but she refused to supply resources for the project. First,
the excuse was that her department was too busy. The next time, the department was
undergoing a reorganization. This is causing your project to slip the schedule. The lack of
which of the following is the MOST probable reason for her lack of support?
A The project is more closely meeting company objectives

B The project does not have a project charter and the functional manager was not
involved in approving the project management plan.
C The project schedule network diagram was not time-phased.
D The WBS did not include all resources needed on the project.
106 A project manager wants to make sure his plans for meeting the training needs of
resources, and plans for releasing resources are complete. All of the following are inputs to
this activity EXCEPT?
A Enterprise environmental factors

B Historical information
C Project organizational charts
D Activity resource requirements
107 A project manager is staying in touch with the work of project team members, managing
conflicts, and requesting changes to the project management plan. What process is she
involved in?
A Performance reporting
B Manage project team
C Human resource planning
D Acquire project team
Question 37/69
108 A project manager has completed a detailed WBS and cost estimates for each work
package. To create a cost baseline from this data, the project manager would:
A use the highest level of the WBS to estimate analogously.

B sum up the work package and risk contingency reserve estimates.
C roll up work package estimates into a project total and add management reserves.
D gain expert opinions of the project total costs.
109 You have just completed the initiating processes of a small project and are moving into
the planning processes when a project stakeholder asks you for the project's budget and cost
baseline. What should you tell her?
A The project budget can be found in the project's charter, which has just been
completed.
B The project budget and baseline will not be finalized and accepted until the
planning processes are completed.
C The project management plan will not contain the project's budget and baseline;
this is a small project.
D It is impossible to complete an estimate before the project management plan is
created.
110 Your boss has asked you for a cost baseline for the project, but it is early in the project
management process and there is very little project information. In this circumstance, what is
the BEST way to estimate this project?
A Extrapolate from historical data.

B Ask the team for estimates of each activity.
C Provide a rough order of magnitude estimate.
D Calculate an estimate using the schedule model.
111 The cost contingency reserve should be:
A hidden to prevent management from disallowing the reserve.

B added to each activity to provide the customer with a shorter critical path.
C maintained by management to cover cost overruns.
D added to the base costs of the project to account for risks.
Question 38/69
112 All of the following are outputs of cost estimating EXCEPT?
A An understanding of the cost risk in the work that has been estimated
B The prevention of inappropriate changes from being included in the cost baseline
C An indication of the range of possible costs for the project

D Documentation of any assumptions made while cost estimating
113 You are having difficulty estimating the cost of a project. Which of the following BEST
describes the most probable cause of your difficulty?
A Inadequate scope definition

B Unavailability of desired resources
C Lack of historical records from previous projects
D Lack of company processes
114 A new testing center is going to be constructed over the next two years. The project
sponsor and project manager have been identified and high-level estimates begun. It is
expected that the project can be completed within budget and on schedule. The only difficulty
is in acquiring the number of resources with the correct expertise to complete the work.
Under these circumstances, the project manager should spend more time creating a:
A risk analysis.
B responsibility assignment matrix.
C responsibility chart.
D resource-limited schedule.
Question 39/69
115 You are managing a multi-million dollar project that is a joint venture between your
company and another organization. You have repeatedly tried to get the contract and the
project charter finalized between the two organizations, but there has been a great deal of
arguing over language and details. The project's scope has been expanding, costs have been
increasing, and the schedule has been regularly lengthening. You learn very suddenly that the
project has been cancelled, because the other organization withdrew its share of the funding
for the project. What is the MOST likely reason that this occurred?
A Failure to understand the budgetary process

B Inadequate scope management
C Lack of sponsor commitment
D Poorly done initial cost-benefit analysis
116 You have a choice of four ongoing projects that you can take over as project manager.
Project 1 has a benefit cost ratio (BCR) of 1.4, is a high priority project and has a critical path
length of 16 months. Its cost performance index (CPI) is 1.2. Project 2 has a schedule
performance index (SPI) of 1.1, is using three critical resources, has a low priority and has a
BCR of 1.1. Project 3 has a CPI of 1.2, an SPI of 0.89, a BCR of 1.6 and a critical path length
of 19 months. Project 4 has a CPI of 0.82, an activity with 33 days of float, a hard-to-get
resource assigned to activity L, and a priority of keeping cost low. Based on the above, which
project would you prefer to take over?
A Project 1
B Project 2
C Project 3
D Project 4
117 You are the project manager on a project that has a total project float of negative 20.
What should you do FIRST?
A Use less experienced team members.

B Request an extension of the project due date.
C Acquire more resources for critical path activities.
D Fast track the project if overall project risk is already too high.
Question 40/69
118 Your cost forecast shows that you will have a cost overrun at the end of the project.
Which of the following should you do?
A Eliminate risks in estimates and re-estimate.

B Meet with the sponsor to find out what work can be done sooner.
C Cut quality.
D Decrease scope.
119 A parking lot fencing project was bid at U.S. $11 per foot, and one company is doing all
the work. The parking lot has four equal sides of 125 feet and requires the installation of a
six-foot diameter culvert on one side. Fencing should be installed at a rate of 100 feet per day.
The culvert installation will cost U.S. $500 and take one day to complete. The culvert must
be installed before work can begin on that side of the fence. After three days of work, one
side is complete, another has 75 feet installed, and the culvert is completely installed. What is
the current status of the project?
A The budget is neutral with a cost variance of $0.

B It is over budget, with a cost variance of -$1,100.
C It is under budget, with a cost variance of +$500 due to the completion of the
culvert installation.
D It is over budget with a cost variance of +$125.
120 You are a project manager for a small construction project. Your project was budgeted
for U.S. $72,000 over a six week period. As of today, you've spent U.S. $22,000 of your
budget to complete work that you originally expected would cost U.S. $24,000. According to
your schedule, you should have spent U.S. $30,000 by this point. Based on these
circumstances, your project could be BEST described as:
A under budget.
B over budget.
C on budget.
D not having enough information provided.
Question 41/69
121 A project manager is determining the factors that might influence specific quality
variables. He has chosen to analyze the color/size combination that will contribute most to
the functionality of the new product. In what part of the quality management process is the
project manager involved?
A Quality analysis
B Perform quality assurance
C Perform quality control
D Quality planning
122 During the execution of the project, a new ISO version of standard 9000 is issued and
the project team is meeting with the quality department to determine how the standard will
apply to the project. This is part of which quality process?
A Quality planning
B Perform quality control
C Quality analysis
D Perform quality assurance
123 A project manager discovers that a work package has been completed for substantially
less cost than planned. All of the following would be BEST for the project manager to do
FIRST except:
A make sure all project processes were followed.

B make sure the right resources were used.
C make sure all the work was done.
D identify ways to increase the result.
124 During the completion of the project work, a project manager wants to ensure that the
quality of the end product is acceptable. The BEST way to do this is by:
A checking quality against the standards set in the quality plan.

B identifying the quality standards you want the end product to meet.
C performing cost-benefit analysis.
D determining the cause of a problem using a fishbone diagram.
Question 42/69
125 A project is considered out of control and the previous project manager has quit. You are
assigned as the new project manager and have been asked to verify the quality level of the
project and to recommend corrective action. What do you do FIRST?
A Review the project management plan.

B Meet with the team.
C Draw a control chart.
D Create a risk mitigation plan.
126 The code development phase of a software project is nearly complete when the first code
review is conducted. During the review, it is discovered that the application is missing
functionality required to complete a key business process. However, the product scope never
specified this functionality. What should the project manager do?
A Reject the functionality as out of the project's scope.

B Agree to include the functionality in the current release.
C Agree to include the functionality in the next release.
D Assess the impact on the project of including the functionality, and inform the
sponsor.
127 A project manager needs to determine if the manufacturing process planned for the new
micro-satellites will meet quality standards. Each satellite takes about three days to
manufacture and costs U.S. $125,000. The satellites are so small that inspection would
destroy them. Under these circumstances, what should the project manager do?
A Outsource the inspection to another company with more expertise.

B Evaluate the attributes of the population.
C Inspect a sample of the satellites.
D Decrease the costs of quality.
Question 43/69
128 During every project team meeting, the project manager asks each team member to
describe the work he or she is doing, and the project manager assigns new activities to team
members. The length of these meetings has increased because there are many different
activities to assign. This could be happening for all the following reasons EXCEPT?
A Lack of a WBS
B Lack of a responsibility assignment matrix
C Lack of resource leveling
D Lack of team involvement in project planning
129 The project manager is in the process of staffing the project. Available resources are as
follows: Mary always works overtime. Danny works very hard. Alexis meets the project
requirements. Nicole is very enthusiastic about the project and will work overtime if
necessary. Who is the MOST appropriate resource for this project?
A Mary
B Danny
C Alexis
D Nicole
130 A resource assigned to your project contacts you, trying to get off the team. He knows
that an important project in his department is going to be approved and will take place at the
same time as yours. He wants to work on the other project. Under the circumstances, what is
the BEST thing to do?
A Keep him if he is a valuable resource.

B Talk to the functional manager about releasing him from the team.
C Release him after he finds a suitable replacement.
D Wait until the last minute to see if the other project is approved.
Question 44/69
131 A project team is scattered across North America, South America, and Europe. There are
seven companies working on the project and 67 core team members. Which of the following
would have the GREATEST impact on making the situation easier to manage?
A Preliminary project scope statement

B A staffing management plan
C A change control system
D More time spent in scope planning
132 You are planning a project. The functional managers will not commit any particular
people to your project, because it will not begin for a few months. All of the following
methods could be used to handle this situation EXCEPT?
A Use the average productivity factor for each department.

B Use the average daily rate of the resources in each department times the number of
resources needed of each resource type.
C Use the results of the Delphi Technique for the number of hours.
D Use the average probability of successful completion multiplied by the number of
resources needed each day.
133 A project manager needs to determine the resources needed for the project. Select the
primary tool from the following choices.
A Activity resource estimating

B Schedule
C Expert advice from functional managers
D Human resource planning
Question 45/69
134 You are a project manager leading a cross-functional project team in a weak matrix
environment. None of your project team members report to you functionally and you do not
have the ability to directly reward their performance. The project is difficult, involving tight
date constraints and challenging quality standards. Which of the following types of project
management power will likely be the MOST effective in this circumstance?
A Referent
B Expert
C Penalty
D Formal
135 A project manager has been working on a project for six months with the same team, yet
the team still shows a lack of support for the project. The BEST thing the project manager
can do to obtain the team's support for the project is to:
A reevaluate the effectiveness of the reward system in place.

B talk to each team member's boss with the team member present.
C find someone else to be project manager.
D tell the team members he needs their support, and ask the team members why they
do not support the project.
136 A new project manager has just been assigned a project that is in progress. The project is
two weeks behind schedule. The team members are about to be distributed to another project
based on original time estimates provided by the functional manager. What is the FIRST step
the project manager should take?
A She should first revise the bar chart with new timelines.
B She should initially contact the sponsor and begin with a new team.
C She should first show sympathy with the current team and delay decision making
for another week.
D She should check the project management plan for contingencies concerning
resources and talk to the functional manager.
Question 46/69
137 You are managing a project with part-time resources in a weak matrix organization.
Several of the team members attend team meetings and have not completed their activity
assignments as scheduled. At your next team meeting, the MOST important agenda item
would be:
A to review the work breakdown structure.

B team building.
C to review project schedule and assignments.
D define the impact of the delays.
138 The engineering resource group, a matrixed organization of which a project manager's
project team is a part, has a policy of no salary bonuses for project work. The project
manager's current project has an aggressive timeline and a difficult technical obstacle to
overcome. A new product offering is dependent on this project's success in the current
timeline. The project manager has heard grumbling from his team members about the fact
that they cannot be rewarded for their effort. What is the FIRST thing the project manager
should do?
A The project manager should determine whether other team members from another
department can help with the project.
B The project manager should talk to management to determine other rewards that
can be given.
C The project manager should negotiate a less aggressive schedule from the client.
D The project manager should talk with the team about the importance of getting this
done on time and explain the company policy.
Question 47/69
139 You are a project manager for a large electrical system implementation. One of your key
people has started to miss deadlines and work quality is beginning to suffer as well. This
person has participated in project planning, and in fine-tuning the earned value estimating,
and developing the reward systems for the project. You are confident that this person is well
aware of the work deadlines and required quality specifications. What action should you
take?
A Report the problem to the personnel or human resource department for corrective
action.
B Reassign some work to other team members until performance starts to improve.
C Discuss the issue with the employee at the next team meeting and try to determine
the factors impacting performance.
D Escalate the situation to the employee's functional manager and ask for assistance.
140 Two team members are having a big disagreement about how to accomplish an activity.
The project is low risk and is taking place in a strong matrix environment with 34 team
members. To resolve this dispute, the project manager should:
A make the decision.

B send the team members to their managers for advice on resolving the dispute.
C ask for a benchmark analysis.
D have the team members compromise.
141 A project team member has completed his work on the project. Which of the following
MUST the project manager do then?
A Provide the team member with copies of his work on the project.
B Update the employee's records with the new skills acquired.
C Invite him to the project closure party.
D Check to make sure he is happy with his performance.
Question 48/69
142 At the end of a two-year project, the key stakeholders agree that the project has met all
its objectives outlined in the project charter and further defined in the scope and statement of
work. The project was within budget and has finished on time. The management of one of the
functional areas is quite upset because over half of his staff quit during the project citing long
hours and lack of management support. What is the MOST correct statement about this
project?
A The project was within budget and time and achieved its objectives. Upper
management is responsible for providing adequate resources, and the project
manager successfully managed the project with available resources.
B The project should be measured against how successfully it met its project charter.
This was not done during this project.
C The project manager did not obtain adequate resources and did not set a realistic
deadline based on resources available.
D The functional manager is responsible for his staff and obtaining adequate
resources to meet the schedule once it has been set. The project and project
manager achieved all of its objectives set forth in the project charter.
143 The project manager is working to clearly describe the level of involvement expected
from everyone involved in the project in order to prevent rework, conflict and coordination
problems. Which of the following BEST describes the project manager's efforts?
A Develop project management plan and quality planning

B Problem solving, control and discovering gold plating
C Scope verification, quality control
D Risk assessment, develop project team, and lessons learned
Question 49/69
144 You are a project manager for a U.S. $3,000,000 product development project. Your
project is well into the executing process group and remains on time, on budget, and on
specification. This morning your project sponsor called to express concern about the project.
Based on the schedule baseline, the project should be nearing implementation, but the
sponsor does not know the current status of the project. You remind the sponsor that your
team produces a detailed status report weekly and distributes it via e-mail. The sponsor
indicates that e-mail is too impersonal and verbal updates are preferred. This situation
suggests problems with which of the following project management processes?
A Communications planning
B Information distribution
C Performance reporting
D Stakeholder management
145 You are a project manager of a construction project that is financially challenged and
behind schedule. A foreman fails to deliver a deliverable of the project on time as promised.
You need to address the issue with the foreman. How should you approach the foreman?
A You are the project manager responsible for the whole of the project. To ensure you
have control, remain firm and reprimand the foreman and the team to ensure they
do not slow down.
B You disregard the issue, acknowledging that what is done is done and develop a
plan for moving forward.
C You meet with the foreman inquiring about what happened and seek to understand
and solve the problem.
D You reprimand the foreman in private and ask that he keep you better informed in
the future.
146 The purpose of status meetings is to:
A exchange information about the project.

B have team members report on what they are doing.
C issue work authorizations.
D confirm the accuracy of the costs submitted by the team.
Question 50/69
147 You are project manager leading a U.S. $3,000,000 chemical engineering project. To
date, you've been leading the other 11 people who comprise the overall project team. Lately
you've noticed that you are spread too thin and the schedule is being negatively impacted.
Because the project is date-constrained, you convinced senior management to accept a cost
variance and add a senior quality assurance analyst to the project team. This new resource
will work directly with the three project team members who comprise the testing sub-team.
How many more communication channels will there be on the project team?
A 12
B 11
C 78
D 66
148 You are having a very difficult time keeping the project schedule on track. The project is
13 months long and requires 220 people to complete. You have just fixed all the project
problems to your satisfaction, but the schedule performance index (SPI) is currently 0.67, the
cost performance index (CPI) is 1.26, there are over 23 activities on the critical path and the
project PERT duration is 26. In the monthly status report, you should report:
A that the project is doing well.

B that the project will be late.
C that the project cost is behind budget.
D the issues and options.
149 The communications management plan for the project has been completed and approved
by the customer when a major stakeholder requests that the project manager issue reports on
the amount of testing done throughout the life of the project. However, testing is only a minor
aspect of the quality control plan. It would be BEST for the project manager to:
A issue the report, as this is a major stakeholder. Her needs would have been included
in the staffing management plan.
B not issue the report. Project resources should be expended on communicating
information that contributes to success.
C request details of the information the stakeholder needs in the report. Provide that
information to those handling the quality control function on the project.
D have the stakeholder meet with the project sponsor to get the sponsor's agreement
that project funds should be expended on this effort.
Question 51/69
150 Your project is managed in a projectized organization. It has just entered closure. Under
the circumstances, which of the following should be your GREATEST concern?
A Setting yourself up to take over a large multi-year project

B The team is not focused on completing the project.
C You will have extra pressure from the customer.
D Making sure your manager knows the project is almost completed
151 The first phase of your project has come to an end. What should you ensure is done
BEFORE beginning the next phase?
A Verify that the resources are available for the next phase.
B Check the project's progress compared to its baselines.
C Confirm that the phase has reached its objectives, and formally accept its
deliverables.
D Recommend corrective action to bring the project results in line with project
expectations.
152 You have a U.S. $100,000,000 project that has 34 team members in four different
countries. At the completion of project planning, you have identified six risks, 225 work
packages, 13 stakeholders and seven phases to the project life cycle. What part of this project
management plan needs to be revisited?
A Risk identification
B Staffing management plan
C Network diagram
D Communication management plan
Question 52/69
153 You have assumed responsibility for a complex, business-critical project involving new
technology and approaches. All of the project's stakeholders have emphasized to you that this
is a high-risk effort, and that you are responsible for effectively identifying and addressing
the project's risks. There are a number of risk management tools and approaches you have
been encouraged to use, but there is no agreement from the stakeholders as to which is the
superior approach. The organization sponsoring the project has recommended risk
management methodologies and templates, but does not consistently or effectively use them.
In addressing risk management planning for this project, what is the MOST important
consideration you should keep in mind?
A Ensure risks have been identified and mitigation strategies have been developed for
the most important ones.
B Complete at least a moderately thorough examination of available risk management
tools and methodologies to select the best ones for the project.
C Create a high quality risk management plan and risk response plan.
D Tailor the level, type and visibility of risk management to match the risks
associated with the project and the project's importance.
154 A project manager asked various stakeholders to determine the probability and impact of
a number of risks. He then analyzed assumptions. He is about to move to the next step of risk
management. Based on this information, what has the project manager forgotten to do?
A Evaluate trends in risk analysis.

B Identify triggers.
C Provide a standardized risk rating matrix.
D Create a fallback plan.
Question 53/69
155 During risk identification, a project manager made a long list of risks identified by all
the stakeholders using various methods. He then made sure that all the risks were understood
and that triggers had been identified. Later, in risk response planning, he took all the risks
identified by the stakeholders and determined ways to mitigate them. What has he done
wrong?
A The project manager should have waited until qualitative risk analysis to get the
stakeholders involved.
B More people should be involved in risk response planning.
C The project manager should have created workarounds.
D Triggers are not identified until risk identification.
156 Which parts of the risk management process uses the project scope statement as an
input?
A Risk management planning and risk monitoring and control

B Qualitative risk analysis and quantitative risk analysis
C Quantitative risk analysis and risk response planning
D Risk response planning and risk monitoring and control
157 There is a probability of 0.1 that a given risk will occur in a project. If it occurs, it will
result in a loss of U.S. $10,000. The insurance cost for this event is U.S. $700, with a
deductible amount of U.S. $250. Should a rational project manager buy this insurance?
A Yes, since $1,000 > $950.

B Yes, since $1,000 > $700.
C No, since the deductible amount changes the expected monetary value of the risk
event.
D No, since $1,250 > $1,000.
158 If a project has a 60 percent chance of a U.S. $100,000 profit and a 40 percent chance of
a U.S. $100,000 loss, the expected monetary value for the project is:
A $100,000 profit
B $60,000 loss
C $20,000 profit
D $40,000 loss
Question 54/69
159 During project initiating, a project manager is planning the upcoming project execution
team meetings. What should she include in these meetings that would have the biggest impact
on the project?
A Review of the action item list

B Review of upcoming identified risks
C Assignment of activities to team members
D Estimating costs
160 Which of the following risk events is MOST likely to interfere with attaining a project's
schedule objective?
A Delays in obtaining required approvals

B Substantial increases in the cost of purchased materials
C Contract disputes that generate claims for increased payments
D Slippage of the planned post-implementation review meeting
161 You are in charge of a project developing a complex product that does not resemble
anything your organization has done previously. You are using a resource to develop this
product who is in high demand elsewhere in your organization. The project's timeframe is
very aggressive. In order to meet the schedule, only a limited amount of testing is done. Once
the testing is completed, the resource is released. The product works fine when being tested,
but in production, it performs badly. This results in a substantial amount of rework and extra
costs to reacquire the resource on an overtime basis. Which of the following BEST describes
why this project had problems?
A Poor quality management

B Poor reporting
C Poor risk identification
D Poor resource management
Question 55/69
162 You are a project manager for a major telecommunications network upgrade with a net
present value (NPV) of U.S. $10,000,000. You are heavily dependent on a third party vendor
for your project and your contract office informs you that there is a 30 percent chance that the
vendor will go out of business at the end of the quarter. If that occurs, your project will incur
a U.S. $3,000,000 cost overrun due to rework. There is also a 30 percent chance that a new
legislation will pass that will decrease government oversight of your team's work. If this
legislation passes, you estimate that your project will save U.S. $1,600,000 in time delays.
Lastly, your technical lead indicates that there is 20 percent chance that a new software
package will be available by month end that could save U.S. $1,800,000 in testing time. If
available, the software will cost U.S. $500,000 to procure, install and train. What is the total
expected monetary value of these three risk events?
A $60,000
B $1,640,000
C $5,900,000
D $160,000
163 According to the project manager's earned value (EV) analysis of a software
development project on June first, the cost performance index (CPI) computes to 1.0 and the
schedule variance (SV) is zero. On June third, the banks of the nearby river overflow and
flood the development computer room, shutting down all operations for two weeks. This
project has been struck by a(n):
A unknown unknown risk.

B known unknown risk.
C known risk.
D foreseen risk.
164 During project executing, the project manager is spending a lot of time solving problems
that arise. It would be BETTER for the project manager to transfer his efforts to:
A having the team solve the problems, thus freeing his time to hold more meetings.
B executing the project management plan and making sure the quality management
plan is viable.
C identifying additional risks and following the risk management process.
D performing sensitivity analysis on past problems and transferring them to other
projects.
Question 56/69
165 You are performing an audit of one of your project manager's projects and notice that
she did not consider the network diagram as part of the risk identification process. As a result,
the project manager will probably do which of the following?
A Forget some activities in her risk evaluation.

B Forget activity precedence in her risk evaluation.
C Forget some path convergence issues in her risk evaluation.
D Forget some stakeholders in her risk evaluation.
166 Once a risk response is created, which of the following statements BEST describes the
project manager's role regarding risks while the project work is being completed?
A Take actions when identified risks occur.

B Look for unexpected impacts of implemented risk responses.
C Implement planned workarounds.
D Make sure that risk response owners are assigned to identify risks.
167 The cost performance index (CPI) of a project is 0.6 and the schedule performance index
(SPI) is 0.71. The project has 625 work packages and is being completed over a four year
period. The team members are very inexperienced and the project received little support for
proper planning. Which of the following is the BEST thing to do?
A Update risk identification and analysis.

B Spend more time improving the cost estimates.
C Remove as many work packages as possible.
D Reorganize the responsibility assignment matrix.
168 Assuming that the ends of a range of estimates are +/- 3 sigma from the mean, which of
the following range estimates involves the LEAST risk?
A 30 days, plus or minus five days

B 22 - 30 days
C Optimistic = 26 days, most likely = 30 days, pessimistic = 33 days
D Mean of 28 days
Question 57/69
169 You are a project manager for a U.S. $3,000,000 product development project. Your
project is well into the executing process group and remains on time, on budget and on
specification. This morning, a project team member alerts you to a newspaper article
detailing unusually high defect rates in materials that your team has been using to develop
your product prototype. You had no reason to suspect quality issues in these materials before
now. What should you do FIRST in response to this concern?
A Stop work on the prototype.

B Quantify the risk.
C Develop a risk mitigation plan.
D Determine a workaround.
170 A project manager for a large manufacturing concern is working on a project that calls
for a new building to be constructed to house a new clean system manufacturing process that
is critical to the success of the project. Construction is not a core competency of his company.
His team has the ability to create a detailed contract statement of work with penalties if
specific statements of work deliverables are not met. He is in the plan purchases and
acquisitions process, evaluating which contract would work the best. Which of the following
is BEST type of contract for this situation?
A Fixed price (FP)

B Cost plus fixed fee (CPFF)
C Cost plus incentive fee (CPIF)
D Time and material (T&M)
171 You receive 25 new computers from the seller, but were expecting only 20. In looking at
the contract, you see that it says "seller to provide twenty (25) computers." What should you
do FIRST?
A Issue a change order through the contract manager.

B Return the five extra computers.
C Make payment for the 25 computers.
D Call the seller and ask for clarification.
Question 58/69
172 While working on your contract, you receive a claim from the seller for additional costs
for the reports the team members have requested. You know that the reports are not in the
contract and you were not aware that the team needed the information. What should you do?
A Deny the claim and investigate why they were requested.

B Pay the claim and institute better procedures.
C Let the contracting officer know that you had not required reports.
D Amend the contract to include the reports.
173 During the construction of a large manufacturing facility, the expected delivery of a very
critical piece of manufacturing equipment purchased by the buyer, but to be installed by the
project's general contractor, was delayed by six weeks. The original estimated delivery date
for this equipment was provided to all the general contractors that bid the project as part of
the bid documents. The bidders were specifically instructed to depend on this delivery date
during the preparation of these bids. How should the buyer's project manager deal with the
general contractor?
A The project manager should inform the general contractor immediately of the
pending problem, and direct him to adjust his schedule to accommodate the new
equipment delivery date.
B The project manager should inform the general contractor immediately of the
pending problem, and request an estimate of the impact on the general contractor's
work as provided under the changes clause of the contract documents.
C the project manager should inform the general contractor of the problem just before
the equipment arrives.
D The project manager should work with the general contractor to get schedule relief
from the equipment manufacturer.
174 In the middle of the project, a seller tells you that he cannot get the resources to
complete the project. Generally, what is the BEST thing to do?
A The contract has been breached. Contact your lawyer.

B Try to help uncover more resources, but continue the project.
C Remind the seller of the penalties for not meeting the next deliverable due date.
D Move the project into project closure and begin closure activities.
Question 59/69
175 A seller on your project tells you that he no longer thinks the project will provide the
benefits he wanted when he signed the contract. Because of this, he no longer thinks it is in
his best interest to continue. What should you do FIRST?
A Remind him that you have a contract, and he is required to continue.

B Document his issues.
C Send a letter to terminate the contract.
D Hold a meeting to determine the details of the problem.
176 You are the seller to develop the software needed for your client's new product. The
project work is underway when you discover that the client is going to make a major change.
This change will dramatically change the software requirements. What is the BEST thing to
do?
A Stop work on the software and await instructions.

B Inform the client of the impact on the project of making such a change.
C Ask the client when the change will be finalized and manage the project
accordingly.
D Stop work on parts of the project that will not change.
177 The project work is underway when you discover that your specifications are incomplete.
However, you are not sure of the extent of the problem. Unfortunately, the project has a very
tight timeline for your review of the seller's submittals and for completing the project. What
should the project manager do FIRST?
A Hold a meeting with the stakeholders to determine what areas are incomplete.
B Tell the seller to stop work until further instructed.
C Begin comparing your requirements to the specifications at the same time you hold
a meeting with the stakeholders to determine what areas are incomplete.
D Have the seller stop work on the parts of the project that are completely defined.
Question 60/69
178 A seller is giving you so much trouble that your time available allocated to the project
has gone from 20 percent to over 80 percent for this small piece of the overall project. Most
of the seller's deliverables are late and inadequate, and you have little confidence in his
company's ability to complete the project. What should you do?
A Terminate the seller for convenience, and hire another seller.

B Assign a group within your team to meet with the seller, and reassign project work
so that the seller has easier work to accomplish.
C Meet with the seller to discover the cause of the problem.
D Provide some of your own staff to augment the seller's staff.
179 While completing work for your project, the seller's subcontractor suffers a major fire.
The fire destroys the heating system they were building for your project. What is the BEST
thing to do?
A Stop payment on invoices for the heating system until work begins again.
B Check to ensure the subcontractor was covered by insurance.
C Be prepared to extend the deliverable due date.
D Tell the seller to stop work on the part of the project that involves the heating
system until their subcontractor can recover from the fire.
180 Your company is receiving a shipment of goods from the seller when you get a call from
the contracting officer who tells you that the shipment does not meet the requirements of the
contract. You look at the shipment yourself and determine that the shipment meets the needs
of the project. What should you do NEXT?
A Send the shipment back.

B Accept the shipment.
C Issue a change order to change the contract specifications.
D Expect to receive a claim from the seller.
Question 61/69
181 You have just discovered that one of the sellers on your project has not submitted the
weekly status report, as is required in the contract, for the last four weeks. What is the BEST
thing to do?
A Send a letter to the seller letting him know he has breached the contract and
demanding corrected performance in the future.
B Determine if the report is important to the project before doing anything.
C Suspend payment.
D Call the seller and ask when the report will be issued.
182 An equipment seller provided a buyer with all the O&M (operations and maintenance)
manual information on their equipment in electronic disk format, compatible with the
computer hardware/software used by the buyer. The buyer's project manager demanded that
written copies of these manuals be provided. The seller refused, stating that the information
had been supplied in the "useable & complete" format required in the contract. This
disagreement is an example of an oversight made during which stage of the project's
development?
A Contract administration
B Quality control
C Plan purchases and acquisitions
D Scope verification
183 You are assigned a U.S. $2 million project with the standard deviation of the estimated
costs of U.S. $200,000. What type of contract do you recommend?
A Fixed price (FP)

B Cost plus fixed fee (CPFF)
C Fixed price plus incentive fee (FPIF)
D Cost plus percentage of costs (CPPF)
Question 62/69
184 A company asks one of the project managers to lead a project to create a substantially
improved version of one of the company's best selling products. The project manager is given
total freedom of decision and resources, including whether to utilize contractor services
and/or the company's resource pool. Under these circumstances, which of the following
would be the BEST way for the project manager to build the team?
A She should choose her team from the top developers and fabrication workers in the
company.
B She should create a team of company line workers and contract the development
services under a "cost reimbursable" contract with provisions to protect
confidentiality.
C She should contract the entire team utilizing a "cost plus incentive fee" type of
contract.
D She should contract selected team members on an ad hoc and as needed basis
utilizing a time and material contract.
185 One of the project objectives for your company was to acquire additional expertise
completing a large scale design project. The project is mostly completed when your client
terminates the contract. A change in their business means the work is no longer needed. What
is the MOST effective thing to do?
A Stop work immediately.

B Complete the project, but do not charge the client for the time.
C Tell the client that work will stop after it is completed.
D Move on to closure.
186 With a clear contract statement of work, a seller completes work as specified, but the
buyer is not pleased with the results. The contract is considered to be:
A null and void.

B incomplete.
C complete.
D waived.
Question 63/69
187 A project activity on the critical path is delayed. What is the BEST thing to do?
A Obtain more resources.

B Tell the customer the project will be late.
C Compress the schedule.
D Cut scope.
188 A trend report was given to the project manager, who reacted to the report by
investigating what activity or activities had not been done, but should have been done, to date.
What did the report show?
A Actual cost was below planned and schedule progress was less than planned.
B The cost performance index (CPI) was 0.8 and the schedule performance index
(SPI) was 1.2.
C The budget at completion (BAC) was higher than planned.
D The schedule performance index (SPI) was 1.3 and the estimate at completion
(EAC) was greater than planned.
189 The project for the accounting department has been going well when the company says
that it must reduce the cost of the project without changing the quality requirements. The
project manager has looked to trim any resources, paid more attention to risk on upcoming
activities and even has reduced product scope but the project remains over the new budget
limit. Which of the following should the project manager do NEXT?
A Get an extension of time.

B Review expensive customer requirements that add the least benefit.
C Suggest the project be terminated.
D Cut 10 percent off the cost estimate of each remaining activity.
Question 64/69
190 You are finishing the prototype that was planned as a risk mitigation strategy when you
find out that the benefit cost ratio (BCR) has been improved and the project cost performance
index (CPI) is 1.03. The standard deviation of the project time estimate has decreased and
you discover that the prototype, already almost finished, can fulfill the needs of another
project requirement as well. What should you do FIRST?
A Look for ways to help get the prototype accepted faster and thus cut cost.
B Review the benefits of the project with the customer and determine if the prototype
will improve the benefits.
C Compress the project to get it completed faster using the prototype.
D Look for the risk impacts of fulfilling another requirement with the prototype.
191 Three calls were received today inquiring whether one of your resources could be
released from your project. There were nine such calls last week. The project is going well
and its risk rating is low. Activity R has an early start of 4 and a late start of 45 and an early
finish of 14. The project has a cost performance index (CPI) of 1.05 and a schedule
performance index (SPI) of 0.893. The project float is zero and even through tough times, the
project manager believes the reward system he put in place during project planning is
working. What is the BEST thing to do?
A Crash the project.

B Crash Activity R.
C Deal with diminishing the impact of the phone calls.
D Look for areas to cut cost.
192 While holding a risk reassessment meeting, the sponsor is looking at the latest list of top
risks in the project report. A newly identified risk has undergone qualitative risk analysis and
it was determined that it did not rank higher than already identified risks to continue through
the risk process. Two fallback plans have been adjusted based on the severity of previous risk
impacts. What has the project manager NOT done?
A Provide the sponsor with the full list of non-critical risks.

B Perform quantitative risk analysis for the new risk.
C Look at the impact of the new risk to the project as a whole.
D Look for contingency risks from the fallback plan.
Question 65/69
193 Though it was difficult, the project manager received agreement to the project charter
from all four sponsors involved on the project and the U.S. $4,000,000 project was approved.
Now the cost variance for the project is -$500 and the last performance review was positive.
Just when the project entered its second phase, a team member on a non-critical path activity
announced she was leaving the company. The float of activity L changed from 2 to 4 days.
Only one unidentified risk has occurred with a minor impact. The last quality review showed
that the project has made use of the results of the last design of experiments. Based on this
information, what should the project manager do NEXT?
A Complete closure of the first phase.

B Fast track the project to add more float.
C Review the management plans.
D Investigate additional risks caused by the difficulty with the senior managers.
194 A project has suffered many delays and the project manager has moved resources
around, spent more time with risk management, and even fast tracked the project where
possible. The project must be completed by its originally agreed to date as resources are
needed for another project at that time. The project manager is about to meet with the
customer to tell them that product scope needs to be cut when you stop him. What would you
advise him to do?
A Cut quality before cutting scope.

B Move resources from a non-critical path to a critical path.
C Work overtime.
D Reevaluate the project's business case.
Question 66/69
195 Your project has a cost performance index (CPI) of 1.1 and a schedule performance
index (SPI) of 1.03 and has completed to the customer's satisfaction all the deliverables to
date. Getting formal acceptance of the project management plan was difficult because the
schedule was compressed beyond reason. Activity B has float of 2 weeks, activity C has float
of zero, activity D has zero float and activity E is being done by a new employee and has
float of 3 weeks.
The hardest part of the project is about to start and even the project management office has
asked you to increase your management oversight and report more often on the status of the
project. In preparing your report you find out that the team member completing activity E
reports a one day delay, the team member completing activity D reports that the material
needed to complete the activity has not arrived. The team member for activity B tells you his
activity will be delayed by two days because the customer has delayed formal acceptance
during scope verification. Another team member reports that the earned value-related trend
report is favorable. What would you do if you were the project manager?
A Investigate why it was difficult to get formal acceptance of the project management
plan and whether that problem added any risks to the project.
B Hold a meeting to walk through the upcoming difficult activities with those doing
the work.
C Investigate the reason for the delayed material and the effect on the project.
D Reassign resources from non-critical path activities to critical path activities and
meet with the customer about activity B.
196 A project manager is managing his second project. It started one month after the first
and both are ongoing. Though his first project is small, this one seems to be growing in size
every day. As each day passes, the project manager is beginning to feel more and more in
need of help. The project manager has recently heard that there was another project in the
company last year that is similar to his second project. What should he do?
A Contact the other project manager and ask for assistance.

B Obtain lessons learned and guidance from the PMO.
C Wait to see if the project is impacted by the growth in scope.
D Make sure the scope for the project is agreed to by all the stakeholders.
Question 67/69
197 A project manager had a complex problem to solve and made a decision about what
needed to be done. A few months later, the problem resurfaced. What did the project manager
MOST likely not do?
A Proper risk analysis

B Confirm that the decision solved the problem
C Have the project sponsor validate the decision
D Use an Ishikawa diagram
198 Requested changes are an output of which processes?
A Manage project team and performance reporting

B Manage stakeholders and cost control
C Scope planning and communications planning
D Plan contracting and develop project team
199 The project manager is looking at the project's resource needs and lessons learned from
past projects. This information causes the project manager to be concerned about the ability
to acquire enough resources for the project in six months. Which of the following would be
the LEAST effective preventive action?
A Make sure functional managers have a copy of the resource histogram.

B Show the sponsor the data, and explain the project manager's concern.
C Determine metrics to use as an early warning sign that resources will not be
available.
D Ask functional managers for their opinions.
Question 68/69
200 While working with the contracts department to create the procurement documents for a
project, the project manger is told this is the ninth time similar items have been purchased by
your company and each procurement was administered easily. After asking a few questions
and having a few discussions about the project manager's needs, the contract administrator
produced the procurement documents quickly and called this a commodity purchase.
Instead of receiving bids from four companies as expected, you receive 11 bids. A few of
the bidders express interest in giving you a chance to tour their facilities. Other bidders
provide in their bids substantially more valuable services than were requested.
Your company has a policy of selecting the lowest bidder for the type of work. The bids
come in and one seller's bid is 35 percent lower than your own independent estimate. Which
of the following is the MOST likely reason for this?
A The contract statement of work was clear.

B The seller misunderstood the contract statement of work.
C The seller made an error in calculation.
D The marketplace has changed making the prices lower than previously estimated.
Question 69/69

Hardest

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Hardest

Uploaded by

Copyright:

Available Formats

Practical Test - Hardest

1 The engineering department wants the project objective to be a 10 percent improvement

A put a plan together that meets all the objectives.

A Make sure the requirements are defined in measurable terms.

4 The role of each stakeholder is determined by:

A the stakeholder and the sponsor.

A Because each individual order is a "temporary endeavor," each order is a project.

A Obtain a project charter for each work product.

A Clearly define the work to be supplied by other companies.

A In a functional organization, project managers have more authority than they do in

A They have not identified the project objectives.

A The project sponsor should be leading this kind of meeting.

A Go with the first representative's opinion because a project management office is

14 A project manager is assigned to an environmental engineering project chartered to build

A The project is over budget and behind schedule.

A Replace this team member with someone more qualified.

A begin project closure.

A The project is incomplete because the project needs to be re-planned.

D use a different project leader to prevent problems later in the project.

A Contact your manager.

A Try to determine if the team should continue to work on the project.

A Determine when resources will become available.

A let the sponsor know of the stakeholders' request.

A Ignore the question and refuse to meet with him again.

A that the project is doing well.

A Cancel the meeting and reschedule when the report is fixed.

A Change to component A from component B. Component A costs more to purchase,

A Provide the manager with what she needs.

A Eliminate your project management costs and rely on experience.

A Create WBS and activity definition

A a team functioning throughout the project at a very high level, demonstrating

A show how the resources were originally promised to your project.

A Better identification of risks and development of risk mitigation strategies

A An emergency project change has taken place.

A Implement change control processes to track the change.

A Have the stakeholders periodically review the list of project requirements.

A Compress the schedule to recover the two weeks.

A meet with the project sponsor.

A The project manager for the project or a company functional manager

51 Which of the following is an output of scope planning?

A Project scope management plan

54 Where should a new project manager look to determine resource requirements?

A Resource leveling chart

A Decrease the cost.

A Generate a change request for the user's requirements.

57 Scope verification is normally done in parallel with:

A perform quality control.

A discuss it with the team member.

60 During a walk-through of a work package, you discover that a team member is

A Replace the team member.

A You should enforce scope control.

A Explain that the contract is wrong and should be changed.

A Approve the change.

A No change control board

68 Which of the following is CORRECT in regard to scope control?

A authorizing scope change for the next phase.

A Wait for a change request to be processed.

72 A project has seven activities: A, B, C, D, E, F, and G. Activities A, B, and D can start

A Activity A has two weeks float; Activity F has one week.

A The critical path is 67 hours.

A Decrease the work of activity E.

A To ensure activities can be completed as scheduled

A Critical chain method