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PMP Exam Self-Assessment Test75 Free Sampl e Questions

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1. ________ is typically not referred to as a buffer type in critical chain project manage ment.

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Resource buffer

Free buffer

Feeding buffer

Project buffer

2. A company has to make a choice betwee n two projects, because the available resources inmoney and kind are not sufficient to run bo th at the sa me time. Each project wou ld take 9months and would cost $250,000.

1. The first projec t is a process optimization which would result in a cost reduction of $120,000 peryear. This benefit would be achieved immediately after the end of the project.

2. The second proj ect would be the deve lopment of a new product which could produce the following

net profits after the end of the project:

1. year: $ 15,0002. year: $ 125,0003. year: $ 220,000

Assumed is a discount rate of 5% per year. Looking at the present values of the benefits of these projects in the first 3 years, what is true?

Both projects are e qually attractive.

The first project is more attractive by ap p. 7%.

The second p roject is more attractive by app. 5%.

The first project is more attractive by ap p. 3%.
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3. A production process ha s bee n defined as pa rt of an industrial equipment manufacturingproject. The process is intended to produce s teel bo lts with a length of 20 cm. The control limitsare 19.955cm and 20.045cm.

The measurements made at the end of the process yielded the following results:

20.033cm, 19.982cm, 19,995cm, 20.006cm, 19.970cm, 19.968cm,19.963cm, 19.958cm, 19.962cm, 19.979cm, 19.959cm.

What should be done?

The process is under control. It should not be adjusted.

A special cause s hould be investigated, the process s hould be adjusted.

The control limits sho uld be adjus ted.

The measuring equipment should be recalibrated.

4. Your project management team includes tw o external consultants each from a differentcompany. You found that repeated conflicts betwee n the two consultants already slow downproject progress and jeopardize achievement of objectives.

Which stage of team development can b e difficult to overcome in such a situation?

Storming from Forming, Storming, Norming, Performing

Panic from Enthusiasm, Panic, Hope, Solution

Kickoff from Ass ignment, Kickoff, Training, Communicating

Frustration from Direction, Frustration, Coope ration, Collaboration
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5. During a project, earned value analysis is performed, resulting in the following numbers:

EV: 523,000; PV: 623,000; AC: 643,000.

Which results are correct?

CV: +120,000; SV: +100,000

CV: +100,000; SV: +120,000

CV: -100,000; SV: -120,000

CV: -120,000; SV: -100,000

6. A project manager spent some days to create a multi-page do cument, which he called projectcharter. The document should have been issued by the project sponsor. The sponsor found thedocument outsized and asked for a condensed document.

Which of the following is usually not an element of the project charter?

The authority level of the project manage r

Detailed control account and work package descriptionsThe business ne ed that the project was undertaken to address

High-level risks


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7. A document called ____________ is created by decomposing the project scope into smaller,more manageable elements.

Scope Statement

Netwo rk Logic Diagram

Work Breakdown Structure

Requested Change

8. Which of the following tools is used to create a risk management plan?

Risk planning meetings

Documentation re views

Data precision rankings

Diagramming techniques


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9. In order to spe ed up a project, you made a decision to fast-track a phase currently performedwith five team members, and another one which was planned to begin in four weeks time withanothe r five tea m members.

Which of the following activities s hould you do first?

Make sure tha t all exit criteria of the conse cutive pha se ha ve bee n met to ensure the flowof communications in a te am situation w hich is more complex by a factor of 2.

Make sure tha t all entry criteria of the previous pha se ha ve been met by planning andperforming a phas e ga te meeting to ass ess technical aptness.

Make sure tha t all exit criteria of the previous pha se ha ve bee n met by planning andperforming a phase gate meeting to assess technical performance.

Restructure your team and delega te tasks in orde r to ensure the flow of communications

in a team with the number of communication channels increased by a factor of 4.5.

10. A project manager has been as ked to support an internal project request by developing abusiness case.

What kind of information is the pe rson expe cted to provide in the document?

The detailed information from a business standpoint to determine whether bidding forthe customer project w ill be s uccessful.

The detailed information from a project manag ement standp oint to dete rmine w hetherthe project w ill be success ful.

The detailed information from a technical standp oint to dete rmine whe ther the projectwill be successful.

The necessary information from a business standpoint to determine whether the projectis worth the investment.


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11. You found the following earned value analysis information for a project that was recentlyclosed-out:

SPI = 0.7, CPI = 1.0

The project has been cancelled while it was executed. At that time the project wasbehind schedule and o n budget.

The project's deliverables have a ll bee n finished. The project came in behind schedulebut on budget.

The project's deliverables have a ll bee n finished. The project came in ahead o f schedulebut on budget.

The project's deliverables have a ll bee n finished. The project came in on schedule butover budget.

12. Which should be included in a requirements management plan?

The document should trace requirements to proje ct scope / WBS deliverables.

It should describe how requirements activities will be planned, tracked, and reported.

It should trace high-level requirements to more deta iled requirements.

It should trace requirements to business needs, opportunities, goals, and objectives.


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13. In a traditionally drawn decision tree, a circle represents ___________.

a chance to w hich no expected monetary value can be a ssigned so tha t a likely pay-off can not be shown.

a decision to w hich no expected monetary value can be a ssigned so tha t a likely pay-off can not be shown.

a chance to which an expected monetary value may be assigned to calculate the mostlikely pay-off.

a decision to which an expected monetary value may be assigned to calculate the mostlikely pay-off.

14. A project management team has subcontracted w ork to a s ervice company. Which of thefollowing tools is the be st choice to ass ure that this company will be ab le to meet the qualityrequirements of the project?

Quality audit

Deliverable inspection

Fixed price contract

Service level agree ment


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15. With your team you are using judgment from subject matter experts to identify and analyzeproject risks. There is a small number of expe rts available, but so me of them have long be en ina teacher-student or manager-assistant relationship.

Which of the follow ing techniques can ens ure bes t that there is no d ominating opinion duringan expert review?

Peer review

SWOT analysis

Delphi technique

Monetary value calculation

16. You are running a project for a customer based o n a cost-reimbursable contract with thefollowing terms: Target costs: $ 1,000,000Fixed fee: $ 100,000Benefit /cost shar ing: 80% / 20%Price ceiling: $ 1,200,000

Which is the PTA (= point of tota l assumption, break po int) of the project?

$1,300,000

$1,500,000

$80,000

$1,125,000


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17. During execution of a project w hich is performed for a customer on a T&M (time and material)contract base, a new project manager is taking over the assignment.

He discovers that two members assigned to the project have charged time without performingany wo rk for the project customer. Upon further investigation, he dete rmines that this o ccurredbecause there have been no other project assignments ope n for these employees. Thecustomer is unaware of these facts.

What should the project manager do?

Try to find some productive work for these s taff members in the project and lea ve themon the team.

The best thing is to do nothing. The customer will not realize the prob lem anyway.

Try to find a responsible person for the over-assignment who can be made accountable.

Take the two peop le off the team immediately and arrange for the re fund of the excesscharges to the customer.

18. Start dates in the following netw ork logic diagram are defined as ea rly morning, finish datesare evening.

If tasks are scheduled to begin at early start date, what is true?


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Activity B has a free float of 10 d .Activity B has a to tal float of 10 d .

Activity A has a free float of 10 d .

Activity A has a to tal float of 10 d .


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19. Your project is executed w ith a globally spread virtual team. The project progress has beenfound to be too s low. Which meas ure is most likely to immediately spe ed up the p roject?

Technical training for all team members

Daily phone conferences and detailed reporting

A team meeting a t a location convenient to all team members

Collocation of team members at a s uitable place

20. A project management team wants to procure so me customized products which are a vailablein identical grade and q uality from many vendors . What s hould be included in the procurementpackage to ensure that their offers will be comparable?

A statement of wo rk describing the needs o f the project in sufficient deta il to ena blevendors to make suitable proposals

A statement of wo rk specifying attributes and metrics of the reques ted de liverables indetail to allow vendors submission of bids

The approved project scope statement, the WBS which should be broken down to w orkpackage level and the WBS dictionary

The risk manag ement plan and the reports from those risk management reviews whichhave been made so far


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21. Which of the following becomes increasingly important in a virtual team environment?

Requirements engineeringCommunication planning

Formal procurements closure

Netwo rk diagramming

22. You are assigned as the project manager to a project which is executed for a customer underFP contract. Your customer informed yo u this morning that the y insist on certain "re finements"of the project scope.

You agree that the requested actions make really sense to the project, but believe that theyconstitute a major change increasing the project scope. What should you do next?

Accept the reques t of the custo mer. Diligently document the ad ditional costs a nd wo rkinghours sp ent by yourself and the te am on the implementation of the change a nd invoicethese to the customer at app ropriate rates.

Perform earned value analysis to assess the current status of the project and get all thenumbers you need to communicate the case to the change control board which then willhave to make the best decision regarding the customer request.

Check the contract, the project charter, the scope statement and other documentsrelated to the project a nd the contra ct. Implement ADR (alternative dispute res olution)procedures if the conflict cannot be resolved otherwise.

Talk to the project sales department and find a joint solution with them how to bestreject the reques t considering the commercial and strategic value of the customer to theorganization you are working for.


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23. A prime contractor in a customer project under CPFF contract has run into unexpected technicalproblems. Fixing them will require a lot o f additional wo rk to be do ne.

The company made a de cision to boo k more s taff and equ ipment from their subcontractors inorder to adhere to the agreed timeline. The customer agreed to this decision.

What will most likely happen?

The contractors indirect costs will increase and the customers payment for them willincrease, too.

The contractors indirect costs will increase, but the customers pa yment for them will notincrease.

The contractors indirect costs will not increas e, but the custo mers payment for them will.

Both the contractor's indirect costs a nd the custo mers payment for them will notincrease.

24. A project management team is evaluating the causes that might contribute to unsatisfactoryperformance and qua lity. Which of the following state ments is not true?

Normal process variation is attributable to random causes and so metimes a lso called"white noise".

Special causes are easier to predict and handle than random causes (also called commoncauses).

Special causes are unusual events which are difficult to foresee and often produceoutliers.

A process can be optimized to limit the bandwidth of variations due to random causes.


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25. You are performing a project management audit in your company and find that most of theproject plans are neither consistent nor up-to-date.

Which of the follow ing statements is no t true?

Projects should never be executed without a valid, updated and working projectmanagement plan.

The consistency of the project management plan is secon dary because it is only theresults that matter.

A great deal of effort is required to develop and update a project plan, but the benefitsinclude less pressure on all stakeholders and a resulting product that will satisfy therequirements.

Poo r planning and insufficient updating of project management plans a re commonreasons for cost and time overruns.

26. You want to perform active risk acceptance. What should you do?

Create contingency reserves in resources , money and time.

Develop a plan to minimize impact in case tha t an identified risk occurs.

Develop a plan to minimize the probab ility of occurrence for identified risks.

Make additional resources available to speed up the p roject.


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27. A project manager made 3-point estimates on a critical path and found the following results:

Assuming 3 sigma precision level for each estimate, wha t is the s tanda rd deviation of theallover path?

App. 4.2 days

App. 5.2 days

App. 6.2 days

You can not derive the path s tandard d eviation from the information given.

28. When do bidder conferences normally take place?

After the contract has been a warded to keep a lternatives o pen.

After submission of bid or proposal, but before contract award.

Prior to the submission of a bid or proposal by the bidder.

After technical meetings with bidders to discuss contract requirements.


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29. What is defined by control limits?

A measuring instrument solely used to describe process capability. The process is found capable if the 3 s igma range is exceeded by not more than 0.3% of a tested s ample lot.

The limits of the six sigma area on e ither side of a control chart to plot measured values ;data found outside the area are out of specification and can lead to rejection of an entirebatch.

The area cons isting of typically three sta ndard de viations on either side o f a mean valueof a control chart to plot meas ured values found in statistical quality control

The area cons isting of typically three sta ndard de viations on either side o f a mean valueof a control chart to plot measured values foun d in quality ass urance

30. The scope baseline consists of what?

Scope sta tement, WBS, and WBS dictionary

Cost baseline, quality baseline and schedule baseline

Configuration management plan a nd configuration identification document

Procurement statement of work and project scope statement


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31. Activity 1 has a duration of 20 days, activity 2 of 10 days, activity 3 of 5 days and a ctivity 4 of 6days.

What is the minimum total duration betwe en the milesto nes A and B?

36 days

37 days

39 days

42 days

32. Which tool and technique is used in the processes Create WBS and Define activities ?

Nominal group technique

Human resource assignment

Brainstorming

Decomposition


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33. Which of the following statement(s) on whistleblowing is/are not true?

a. It is a term use d to define an employee s decision to disclose information on unethical, immoralor illegal actions at work to an authority figure.b. An employee should always discuss the matter with people external to the company before

following the "chain of command" and discuss it with the immediate superior.c. The consequences of whistleblowing are often e xtreme and might include being branded as an

owner of bad judgment, layoff, civil action and imprisonment.d. Ca refully perfor med whistleblowing can lead to the end of unethical business practices.

a

b

b, c

c, d

34. Which of the following statements is not true?

Attribute sampling is the process of assessing whether results conform to specificationsor not.

Prevention means keeping errors out of the process by applying actions before theprocess starts changing its input.

Variables sampling means that the res ult is classified into one of the 3 cate gories:"acceptable" - "acceptable after rework" - "rejected".

Inspection is often mainly done to keep errors out of the hands of the customer insteadof as a means of process control.


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35. Which statement describes best why you should document assumptions?

Assumptions might prove to be wrong. Knowing which assumptions were incorrect allowsbase line adjustments in case of project crisis.

Assumption analysis is a valuable tool and technique to explore the validity of ass umptions during risk identification.

Assumptions limit the project manage ment team's options for de cision making becausethey can not be controlled by the te am.

In case of schedule or budget overruns, the documentation of assumptions supports aclear assignment of res pons ibility.

36. Which is normally not regarded as an element of cost of quality?

Prevention costs

Maintenance cost

Appraisal costs

Failure costs


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37. You have recently been assigned as a project manager to a new B-O-T (build, operate,transfer) capital project. Reviewing the initial documentation you found out that it has bee n

calculated w ith a very small margin during operations of its product for the shareho lders. Whatshould you do?

As you are not res pons ible for lifecycle costing, you do n't have to wo rry about ope rationprofits. Focus on project costs from initiation through hando ver.

Ensure maximum profits by buying the best a nd cheape st items, components a ndmodulespotentially from a big number of different suppliersand integrating them.

Create a rea listic plan broken do wn to a sufficient level of deta il. Perform all riskmanagement process es. Ensure re al-time communications with all stakeholde rs.

Try to get a second project manager assigned to share decision making andaccountability to shareholders with the person.

38. A project is handled by departments of an organization and expedited by a project coordinator.Which of the following sta tements is most likely to be true?

The performing orga nization is a w eak matrix.

The performing organiza tion is doing "management by projects".

The performing orga nization is a s trong matrix.

The performing organiza tion is projectized.


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39. You are project manager in a global project with a tea m consisting of peo ple from variouscountries. What can you try to prevent misunderstand ings due to cross-cultural differences?

Use all communication method s available that are suitable for the tea m and follow up inwriting wh en communicating verbally. Remember that cultural and individual diversity mayhelp project teams solving unforeseen problems during the course of the project.

When you a re abo ut to form a team for your project, keep in mind that some cultures aredevelope d, others are more primitive. Some have values , some not. You sho uldconsequ ently avoid choosing members from countries w ith cultures tha t are no t similar toyour own.

Cultural dilemmas can preve nt any pro ject from being successful. They should there forebe smoothed or s uppressed s o as to make sure that they cannot disrupt project work.Your effort should concentrate on communication that can help reach that go al.

As norms reg arding communication hab its differ significantly across various cultures,communicating betwee n peop le from different countries s hould only be done usinglanguage . The nonverbal dimension simply bea rs too many risks.

40. Which statement on conflicts is true?

Conflict resolution should focus on people, not issues.

Conflict i s natural and forces a search for alternatives.

Conflict should alwa ys be hand led in private a nd not in the tea m.

Too much opennes s is a common cause o f conflict.


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41. A change request in a project has bee n rejected some weeks ago . Yesterday, the projectmanager found out that it nevertheless has been implemented by the team members, who

knew of the change request, but not of the rejection.In order to avoid such a situation, rejected change requests should be consistentlycommunicated to stakeholders through which process?

Report pe rformance

Verify scop e

Perform integrated change control

Monitor and control risks

42. What is a trigger in project risk management?

An expected s ituation causing an unide ntified risk to o ccur

A warning sign tha t a pre viously identified risk might be o ccurring or has o ccurred

An unexpected s ituation causing an iden tified risk to occur

An unexpected s ituation causing an unide ntified risk to o ccur


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43. According to the project plan, a contractor is scheduled to deliver some so ftware componentstoday afternoon. A regular payment is due to be made to this contractor tomorrow.

You and your project tea m received a note this morning informing you that the so ftwaredelivery will be delayed by 2 w eeks.

What should you do right now?

You should delay the payment also for 2 weeks.

You must immediately find a different contractor.

You should conduct a meeting with the contractor to res olve the delivery issue s beforemaking the payment.

You should make the payment and res chedule the project plan.

44. In a s oftware company a large number of simultaneously performed projects utilize the s amegroups of human and other resources.

What is the term commonly used for this s ituation?

Concurrent engineering

Resource over-allocationResource pooling


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Program management


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45. What do es the acronym RACI commonly stand for in project manag ement?

R esponsible, A ccountable, to be C onsulted, to be I nformed

R emote, A ttached, C onnected, I ntegrated

R isk A nalysis and C aution I nitiative

R andomly A ccessible C ashflow I nformation

46. You have used e stimates made by your team members and applied the critical path method tocompute a netw ork logic diagram for your project. Then you found o ut that it cannot b esufficiently optimized for scarce resources and fast progress towards a given deadline. Whatshould you do next?

Apply resource leveling heuristics to uncritical activities only.

Reduce es timates o n duration and wo rk efforts by an a dequate pe rcentage.

Apply Three-point e stimation and critical chain project management.

Remove physical constraints a nd replace ha rd logic with soft logic.

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47. Liquidated damages (LDs) are contractually agreed payments in order to...

...give the contractor an incentive to meet an a ggress ive schedule or challenging qua lityobjectives.

...pena lize the contractor for late completion of a p roject or failure to meet spe cifications.

...cover the customer's costs caused by late completion or failure to meet spe cificationsby the contractor.

...make a bid or propo sal binding for the offerer while the customer has time to selectamong various bidders.

48. What should not be covered by a risk management plan?

Roles and respo nsibilities for hand ling proje ct risks

Timing of project risk management activities

The method ological approa ch used for risk manag ement

Individual risks and potential responses to them

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49. You are assigned as the project manager to a project which had a one-time cost variance inthe past caused by unexpected rework which has meanwhile been finished.

You perform earned value analysis and get the following results:

EV: 250,000; PV: 200,000; AC 275,000

BAC is 500,000.

What is right?

EAC = 550,000

EAC = 525,000

EAC = 500,000

EAC = 425,000

50. An estimation has bee n made that the construction of a residential home w ill cost a certainamount per squa re foot of living area . This is an example of what type o f estimating?

Analogous estimating

Bottom-up estimating

Top-down estimating

Parametric e stimating

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51. What is true for prototypes?

Prototyping causes significant costs and should be avoided wherever possible.

They are tangible and allow for early feedback on requirements by stakeholders.

Prototypes are mostly developed tow ard the end of a des ign or build phase.

Prototypes increase the risk of misunderstandings between developers and use rs.

52. What is a constructive change?

A change reque st that helps improving the project and its product, service or result andis discussed gene rally in a friendly style.

A direction by the buyer or a n action taken by the se ller that the other party considers a nundocumented change to the contract.

A field change o r ad-hoc change mandated by the project customer in a publicconstruction project.

A change reque st which will lead to the re-construction of an older version of the pro jectperformance base line by the contractor.

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53. Which of the following is generally not regarded to be a motivator according to FrederickHerzberg?

Working conditions and interpersonal relations

Responsibility for enlarged task

Interest in the task

Recognition for achievement

54. What is true for modern project management? Project managers need...

... to have a strict standing in neg otiating

... to sho w e xperience in tricking busines s partne rs

... to be team players and facilitators instead of "bosses"

... to be strongly linked to local traditions

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55. You are the project manager in an engineering project and have recently signed a contractwith a software vendor for the development of a complicated control solution. The software will

be us ed to control machinery equipment which your project tea m is currently developing. Thecontract is a lump-sum contract. The contractor ha s targe t cost es timated which see m ratherlow to you. Which of the following state ments is not true for this situation?

It is the contra ctor's risk in this type of contract tha t their profit may vanish if costs havebeen underestimated.

This form of contract should only be chos en w hen a ll the requirements for the building of the product are w ell-known by all parties involved.

In a fixed-price contract, change req uests can cause iss ues reg arding add itional time andextra costs for the changes to be applied.

It is likely that your organiza tion may have to assume any une xpected add itional costsfor the software development.

56. A review to determine w hether of project activities comply with organizational and projectpolicies, proces ses , and proced ures is commonly called

Quality auditing

Inspection

Quality testing

Reject screening

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57. Which of the following is true regarding the code of accounts?

It allows one to ea sily identify the brea kdown level of the item in the resource structure.

It describes the cod ing structure used by the pe rforming organization to report financialinformation in its gene ral ledger.

It is the collection of unique identifiers ge nerally assigned to W BS items.

It defines ethical behavior in the project and the res ponsibilities to the customer and theprofession.

58. You are the manager of your company's project management office. The company is runningmany concurrent projects; most of them sha re a res ource poo l of technical staff. Understandinghow resources are utilized across projects has been found essential to overall projectperformance, including cost effectivenes s a nd p rofitability.

This morning you received a messa ge that the resou rce pool members w ill be una ble toperform as planned for the next months because the overall work load has grown too high andwhile delays are adding up, the morale of the staff is going down.

What should you do next?

Ensure tha t quantitative information for all projects is made a vailable in a uniform andreliable fashion and verify that the project manag ement methodology is adhe red to. Thenconsolidate the information to get an understanding of the problems related with the useof shared resources.

Implement an enterprise project manag ement software s olution which is able to levelthe human resources across the various projects and which has the capability to modelresource a ssignment on a pe rcentage level thus op timizing resource utilization for theoverall organization.

Do nothing related to the des cribed p roblem unless you are e xplicitly requeste d by theorganiza tions uppe r manag ement. Supporting decision making on the level on whichproject portfolio manag ement is done, is not the p roject management office's bus iness.

Evaluate project management software which supports planning and scheduling acrossenterprise-wide p roject portfolios. Avoid managing the availability of shared enterprise



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resources for the projects run by an organization because this is not the business of aproject manage ment office.



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59. You have been criticized that certain specifications in your scope statement do not pas s thetest for SMART objectives. What are SMART objectives?

Objectives spe cified in far more de tail than necessa ry for a execution of a s uccessfulproject.

Easily achievable o bjectives which help you reducing the press ure on yourse lf and theteam.

Objectives that sho uld be achieved in order to a ttain formal recognition by both thecustomer and the project sponsor.

Objectives that are d escribed using sp ecific, meas urable, assigna ble, realistic and time-related specifications.

60. You have been assigned as a project manager to a so ftware project. While you and your teamare working on a WBS (work breakdown structure), estimations for activity durations based onthe activity list vary significantly. Which additional documents may help you clarify thissituation?

Milestone list and scope baseline.

Project schedule network diagrams and human resource plan.Activity cost es timates a nd scope base line.

Activity attributes and project scope state ment.



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61. You are performing earned value technique on your project.

After budget approval, an additional and unexpected cost item has been identified, whichmade the project more expensive some weeks ago. The item has meanwhile been paid by theproject team, and it is expected that for the remaining duration of the project, costs w ill be asbudgeted.

In this case, w hich is the b est formula to calculate EaC (Estimate at Co mpletion)?

EaC = BaC - CV

EaC = BaC / CPI

EaC = AC + BtC / CV

You can not compute the EaC.

62. During a company event, you had the opportunity to talk to a colleague project manag er. Hetold you that in his current project actual costs a re 15% under cumulated cos ts budg eted fortoday.

What do you think?

The information given to you by the colleag ue is not sufficient to a sse ss pro jectperformance.

The project will probably be completed w ith total costs remaining under budget until theend.

A significant cost increase d uring the further course o f the project w ill probab ly bring thecosts back to baseline level.

Original cost forecasting and budgeting for the project must have been poor to allow thisvariance.



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63. What is the meaning of a concept called the "Journey to Abilene"?

Project managers s hould visit their customers far more often than wha t is usual in orderto avoid misunderstandings and bad emotions.

International projects may have an increase d nee d for traveling which can lead toadditional costs and troubles with time zones.

Committee decisions can ha ve the para dox outcome, that a jointly made or appro veddecision is not de sired by any individual group member.

A project is a temporary endeavor undertaken to create a unique product, service orresult. Repeating it wo uld be s imilar to making the s ame journey tw ice.

64. Which of the following statements describes bes t the relationship betwee n project phases a ndthe project life cycle?

The project life cycle includes the time w hen the project is performed and the expe ctedproduct lifespan after that.

In project management, the sequence of project phases and phase gates is o ftenreferred to a s project life cycle.

The project life cycle is regarded as a seque nce of project activities while pha ses aredefined to contro l overlapping activities.

The project life cycle describes how iterations of project management processes are usedwhen a project schedule is developed.



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65. Which is an appropriate order in most project situations for the de velopment of scope-relateddocuments?

1. Project SOW (statement of work),2. Project charter,3. Project scope management plan,4. Project scope statement,5. WBS (work breakdown structure) and WBS dictionary.

1. Work breakdown s tructure,2. Scope statement,3. Project charter,4. CSOW (contractual statement of work),5. Contractual work breakdown s tructure

1. Feasibility study

3. Contract,4. CWBS (contractual work breakdown st ructure),5. Scope of work descriptions,6. PID (project initiation document).

1. BOM (Bill of materials),2. CAP (control account plan),3. Project charter 4. Change management plan,5. Scope baseline.

66. What is the S-curve in project management?


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67. An output of the process Estimate activity resources is a document called "activity reso urcerequirements". It identifies the types and qua ntities of resources...

...while the term resources is limited to e quipment and materials.

...required for e ach activity in a wo rk package.

...while the te rm reso urces is limited to human res ources.

...to be obtained solely from the performing organiza tion.

68. What is not the purpose o f configuration control when configuration management is applied ina project?

Verification that the configuration identification for a configuration item is accurate,complete, and w ill meet specified program needs .

Ensuring that proposed and approved changes to configuration items are fully analyzed.

Ensuring that proposed and approved changes to configuration items are fullydocumented.

Managing and controlling the frequently requested changes to a project by applyingagreed rules.



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69. Which statement describes best the meaning of the term cost bas eline?

A cost base line is alwa ys created by trans lating time-phase d cost information into costdata on activity or wo rk-package level.A cost baseline is an approved time-phased budget that will be used to measure andmonitor cost pe rformance on the project.

Data to draw a cost baseline can be easily generated and updated as necessary frominformation related to actual project cost.

A cost bas eline is usually displayed in the form of an inverse S-curve draw n from thebeginning of the project until data date.

70. Which is not true in regard of RoI (return on investment) for a project?

It defines the cumulated ne t income from an investment a t a g iven point in time o r duringa de fined pe riod.

It includes investment, direct and indirect costs and may include allowances for capitalcost, depre ciation, risk of loss , and/or inflation.

It is most commonly state d as a percentage of the investment or as a d imensionles sindex figure.

It is the time w hen cumulated net income is equa l to the investment.


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Both quality and grade can o ften be improved through intelligent meas uring, testing andexamining.

Low q uality is alwa ys a problem as it bea rs on the a bility of an item to meetrequirements; low grade may sometimes be acceptable.



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See referencesMarked for review

73. Network templates which contain only portions of a network are often referred to a s

Sub-networks or fragment networks

Subprojects

Programs

WBS items

74. You have been a sked to calculate the internal rate of return (IRR) of a project? Wha t will youassess?

The time pe riod need ed to pay back the investment from a project wh en future income isdiscounted.

The inherent discount rate or investment yield rate produced by the p roject's deliverablesover a pre-defined pe riod of time.

The rate of negative risk that can be accepted for a project without turning the expectednet present value nega tive.

The expected be nefit from a projects deliverable calculated a s a pe rcentage o f theoriginal investment o ver a s pecified time period.



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75. You have just created the following network logic diagram to describe the planned flow o f activities for your pro ject which will start tomorrow :

Which potential inconsistency in the diagram should you solve right now to e nsure that theactivities and the milestones "Start" and "A-F finished" are correctly linked?

Activity E is ope n ende d (a "da ngle") in relation to the finish milestone path converge nce.Activity F is open en ded in relation to the p ath divergence after the s tart milestone .

You cannot calculate a critical path w hen lags a nd/or leads a re calculated in percent.

Activities E to F need anothe r task draw n as a hammock to calculate level of effort.

Reset all answers Solve Sample Test Print Sample Test

Result: of 75, %

Notes:

- After clic king the Solve Sample Test button, the correct answers will be highlighted in blue color above in thequestions & answers section.

- PM I made a decision in 20 06 to not publish pass ing scores for the exams any more. The actual s core is es timated to bebetween 70 % and 75 %. I recommend to target 75% results or better in this and all other difficult prep tests you are taking,82% in simple tests.

I am...

...gene rally intereste d in the PMPcertification.
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