PMP - Full Exam 1

Market Demand

Ecological Impacts

Social Need

Availability of Funds

Statistical sampling

Metrics

Benchmarking

Operational definitions

Contract closure and scope verification

Close Procurements and Close Project

Project closure and product verification

Project closure and lessons learned

Critical Path Method, GERT, Resource Requirements

Resource Leveling Heuristics, Mathematical Analysis, Calendars

Schedule compression, Resource optimization techniques, Critical chain method

GERT, PERT, Leads and Lags

Problem solving

Withdrawal

Forcing

Smoothing

Culture

Semantics

Language

Distance

Knowledge

40-60%

50-70%

60-80%

75-90%

Team building A project manager facilitates communication

Analysis of alternatives

Convergent thinking

Uninhibited verbalization

Progress report

Project directive

Project manager

Customer

Assuring that the pieces of a project come together at the right time

Planning for contingencies that may occur throughout the life cycle of the project

The pieces of the project function as an integration unit

a and c

Correct the project manager's mistakes.

Provide for answers for upper levels of management

To assess project status or progress

To apprise the project costs and cost trends of the project

Functional

Cross-functional

Matrix

Balanced

1.4

1.1.1.1

1.2.3.4

a and c

b and c

Plan Scope Management

Define Scope

Validate Scope

Control Scope

Create WBS

phase exit

kill point

stage gate

a and c

a, b and c

All the work that must be done in order to deliver a product according to the specified features and functions, only

The features and functions that are to be included in a product or service.

A narrative description of work to be performed under contract.

a and b

all of the above

The work package codes

The project identifiers

The code of accounts

The element accounts

Confirming the message is understood

Ensuring the receiver agrees with the message

Scheduling communication exchange

Presenting the message in the most agreeable manner

Used in the planning phase to do " what if for the project.

Assist in the controlling of changes to the project.

Is used in the process of preparing a WBS for the project.

To measure future consequences of activities.

a and d.

An external event such as a change in government regulation.

An error or omission in defining the scope of the product.

An error or omission in defining the scope of the project.

a and c

all of the above

A formal, approved document used to guide project execution, monitoring, and control.

A document issued by senior management that provides the project manager with the authority to apply organizational resources to project activities.

A narrative description of products or services to be supplied.

D.A document describing the organizational breakdown structure of the company.

Gantt chart

Milestone chart

Fishbone diagram

Network diagram

Stakeholder's vision

Low cost opportunity

Environmental consideration

Capability

Foaming, Steaming, Norming, Perfuming, Dispersing

Forming, Storming, Protecting, Norming, Adjourning

Forming, Storming, Norming, Performing, Adjourning

Framing, Storming, Norming, Protecting, Adjourning

Staff recruitment, project staff planning and team building

Plan HRM, Acquire Project Team and Develop Project Team

Rewarding, salary reviews and penalties

Staff acquisition, staff training, staff deployment

A process of considerable scope that implements a plan.

An endeavor, which is planned, executed, and controlled; performed by people; and constrained by limited resources.

A temporary endeavor undertaken to create a unique product or service

An objective based effort of temporary nature.

Make-or-buy analysis

Analysis of alternatives

Applying PMBOK concepts

Lateral thinking

Initiating, planning, executing, monitoring, and closing

Designing, developing, testing, and implementing

Initiating, designing, planning, executing, controlling, and closing

Initiating, planning, executing, monitoring and controlling, and closing

Stakeholder requirements

Project performance

Schedule progress

Cost

Setup project team and announce the PM assignment

To draft project charter

Build up team spirit

Define project scope and develop WBS

Changes in government regulations

Natural hazards

Unexpected environmental side effects

Inflation

Self actualization; self promotion; social; security and physiological needs

Self esteem; self actualization; social; security and physiological

Self actualization; self esteem; social; security and physiological

Self fulfillment; self esteem; social; security and physiological

A fixed price contract contains the most risk for the buyer.

Cost reimbursable contracts offer sellers the highest profit potential.

Time and materials contracts are hybrid of cost reimbursable and fixed-price contracts

Unit price contracts are illegal in many jurisdictions

Good supervision

Job security

Regular promotions

Good salary

Refuse to do the work

Agree to do the work at no charge

Do the work and bill him later

Assess the cost and schedule impact and tell them you will formalize the change request

Hold a bidders conference

Establish the appropriate contract type

Implement the contract change control system

Develop a statement of work

Replacement of the project manager or key project team members; changes in priorities by senior management; and contractual difficulties

Changes in the relative importance of time, resources, or cost ; new knowledge about the deliverable; and technological uncertainty

Errors in the initial assessment of how to achieve the goal of the project; new information about the project deliverable; and a new mandate

Unavailability of resources promised by the functional managers; cost overruns; and changes in customer requirements

Determine how many resources are required to complete the project according to the project baseline

Adjust the schedule and cost baselines based on past performance

Obtain customer acceptance of project deliverables

Determine whether the project should continue to the next phase

Get the list of the changes and estimate all of them. If the total cost is still within the baseline, you will do it

Estimate the costs and send this to your customer requesting contract modification

Ask the customer to file a change request

Sit with the customer to review the product specs and tell him/her that you have completed the project.

Decision-making

Cost Control

Overhead rate estimating

Team discussions

Project Office Memo

Project office directive

Project team meeting

Formal project report

Stakeholder's pressure

Business needs

Technological obsolescence

All of the above

Owner

Sponsor

Customer

Client

Staffing Management Plan

Responsibility Assignment Matrix (RAM ).

Organizational Breakdown Structure (OBS).

Resource Assignment Chart

Functional

Projectized

Matrix

Project expediter

Scope Definition Matrix

Responsibility Assignment Matrix

Roles Assignment Matrix

Project Scope and Roles Matrix

Project records

Communications management plan

Performance reports

Formal acceptance

Process Groups are same as Project Phases

Each Process Group has a mapped Project Phase

Process Groups are not Project Phases

Monitoring and Control Process Group applies only in monitoring and control phase

Networking

Transmitting

Encrypting

Promoting

Written and oral, and verbal and nonverbal

Verbal, formal documentation, informal documentation

Verbal, written, and graphic

Verbal, written, and electronic

Memos

Grapevine

Videos

Instant messaging

Manager in a weak matrix

Manager in a projectized environment

Coordinator

Expeditor

Sending, Receiving, Decoding, and Comprehending

Sender, Message, Medium, Receiver

Communicator, Message, Receiver, Decoder

Communicating, Transmitting, Receiving, Comprehending

Win-Lose

Win-Win

Lose-Lose

None of the above

Balanced matrix

Weak matrix

Projectized

Strong matrix

Balanced matrix

Weak matrix

Projectized

Strong matrix

Initiation Process Group

Planning Process Group

Executing Process Group

Monitoring & Controlling Process Group

Weak matrix

Functional

Balanced matrix

a and b

Risk Quantification

Risk Response Control

Risk Analysis

Risk Identification

A contingency reserve is a separately planned quantity used to allow for future situations which may be planned for only in part.

Contingency reserves may be set aside for known unknowns.

Contingency reserves may be set aside for unknown unknowns.

Contingency reserves are normally included in the project's cost and schedule baselines.

A risk can be deflected or transferred to another party through a contract or insurance policy.

Risks involve the chance of both a profit and a loss.

No opportunities are associated with a risk, only losses.

a and b

A planned response that defines the steps to be taken if an identified risk event should occur.

A workaround

A reserve used to allow for future situations which may be planned for only in part.

a and c

Risk Mitigation

Risk Acceptance

Risk Avoidance

Strategy for negative risks

Unknown unknowns

Known unknowns

business risks

pure risks

Whether to procure

How to procure and how much to procure

What and when to procure

A, B, and C

Procurement planning should include consideration of potential subcontracts

Procurement planning does not include consideration of potential subcontracts since this is the duty of the contractor.

Subcontractors are first considered during the Solicitation Process

none of the above

Procurement documents are used to solicit proposals from prospective sellers.

Invitation for Bid and Request for Proposal are two examples of procurement documents.

Procurement documents should be structured to facilitate accurate and complete responses from prospective sellers.

A, B, and C

Weighting system

Screening system

Selecting system

none of the above

Salaries of corporate executives

Salaries of full-time project staff

Overhead costs

A and C

Cost-plus-fixed-fee contract

Cost plus-incentive-fee contract

Fixed-price-incentive contract

Firm-fixed-price contract

Cost-plus-percentage-cost contract

Cost-plus-fixed-fee contract

Fixed-price-plus-incentive

B and C

$143,000

$142,000

$140,000

$132,000

Approved Change Requests

Change Log

Change Requests

Project Management Plan Updates

The subcontractor possesses special technical and engineering skills that the contractor does not have.

The work to be subcontracted represents almost all of the overall work effort.

The subcontractor can perform the work at a lower cost than the contractor.

a and c

Accepted Deliverables

Enterprise Environmental Factors

Project Management Plan

Organizational Process Assets

Be ready to get the deal at any cost

Ensure that you get the most out of it

Offer more for less

Ask high and offer low

Project Statement of Work

Strategic Plan

Product Scope Description

Project Management Plan

If there are seven points on one side of mean, then an assignable cause must be found.

Seven consecutive points are ascending, descending, or the same.

At least seven quality inspectors should be in place for every thousand employees

A process is not out of control when at least seven measurements fall outside the lower and upper control limits.

Over budget and hard to complete

Under budget

Over budget and early in its evolution

No inference can be made

Project life cycle

Portfolio management

Product life cycle

Program management

Document lessons learned

Applying appropriate updates to OPA

Recommending preventive action

Performing team members assessment

Project manager

Project team member

Project stakeholder

Functional Manager

(Optimistic + (4 X Most Likely) + Pessimistic ) x 6

(Optimistic + (4 X Most Likely) + Pessimistic ) divided by 6

(Optimistic + (4 X Most Likely) x Pessimistic ) divided by 6

(Optimistic + (4 + Most Likely) + Pessimistic ) divided by 6

is less costly, less time consuming and less accurate.

an algorithm is used to calculate cost or duration based on historical data and project parameters.

uses an average of most likely, optimistic and pessimistic activity durations

A and B

Implementing a new business procedure or process

Constructing a building or facility

Designing a new transportation vehicle

All of the Above

True

False

They are not related to each other

Neither true nor false

Time Quality Managed

Target Quality Management

Total Quality Management

Time Quote Management

Overall

Project Chart

Temporary

Duration

Project Statement of Work

Agreements

Business Case

Organizational Process Assets

The Project Manager.

The customer.

The Sub-contractors/vendors.

All of the above.

A reimbursement of allowable cost of services performed plus an agreed upon percentage of the estimated cost as profit.

A reimbursement of allowable costs plus a fixed fee which is paid proportionately as the contract progresses.

The supplier with a fixed price for a delivered performance plus a predetermined fee for superior performance.

None of the above.

Planning with their personnel.

Planning with top management.

Communicating with project team.

Studying project results.

Customer acceptance of deliverables

Customer satisfaction irrespective of outcome

Customer compromise in defining its needs

Exceeding customer requirements through gold plating.

Statistical sampling.

100% inspection

user review

A and C

Knowledge Area

Domain Knowledge

Project Management Process

Project Management Group

Control.

Assurances.

Planning.

Verification.

Problem-solving through different approaches.

Learning and communication

Partnerships, strong alliances and joint ventures

Negotiations.

Conflict of interest

Favoritism

Resolved prior conflicts

Both A and B

Conflict is bad.

Conflict is caused by trouble makers.

Conflict should be avoided.

Conflict is often beneficial

Project justification, background, scope, objectives, available resources, organizational responsibilities, a project schedule, estimates, procurement schedule, and any imitations that top management wants to apply.

Project justification, background, scope, objectives, available resources, organizational responsibilities, detailed project schedules, estimates, and detailed procurement schedules responsibilities, a project schedule, and any limitations that top management wants to apply.

Project justification, description, details of sponsor and project manager,, budget, assumptions and constraints, boundaries to apply.

Project scope, objectives, available resources, responsibilities, a project schedule, estimates, procurement schedules, and any limitations that top management wants to apply.

Resource leveling

Duration compression

Crashing

Fast tracking

Lag is the maximum amount of time a task can be delayed without delaying the early start of its successor.

Lag may be determined by making a forward pass

Lag is delay in start time, caused by delay in finish of predecessor activity.

Lag is the maximum amount of time a task can be delayed without delaying the project.

Managing all changes immediately as they surface.

Formally documenting all changes.

Communicating authorized changes to senior management and key stakeholders.

Preventing unnecessary changes

Regulatory Personnel

The legal environment

Environmental Issues

All of the above

Organize and summarize the information so that all stakeholders are informed

Inform upper management of the project problems

Inform the client about the changes that have completed

Provide information to management and client

Personal characteristics of the project manager

Personal traits of the subordinates

Behavioral styles of the project manager

Usefulness of authority and power and leadership

Initiation

Planning

Implementation

Execution

Predict trends, highlight problems

Analyze successes, shortfalls

Analyze strengths, document results

Justify results, set standards

Update the schedules and assume an active role since the client has not given you the specifics of the potential problem

Make sure that the team has increased productivity so the client can see how efficient your team is performing

Assemble the team and ask them to prepare an agenda for topics to discuss

Make sure that each team member has his assignment in preparation for any handouts and needed plans

Contract phase

Post award phase

Award phase

Requirement phase

Gantt Chart

WBS

Project Charter

Scope statement

2 sigma

3 sigma

4 sigma

5 sigma

Risk avoidance

Risk acceptance

Risk mitigation

Contingency planning

Initiating

Planning

Executing

Controlling

Meet with the supplier along with his team and establish yourself as the authority in charge.

Bring your team in for introductions and establish a communications exchange

Bring out the communication management plan

Bring out the project plan.

Meet with the supplier along with his team and establish yourself as the authority in charge.

Bring your team in for introductions and establish a communications exchange

Bring out the communication management plan

Bring out the project plan.

The scope of work should be general to allow the seller to make its own decisions.

The scope of work should be general but the management must allow clarifications later.

The scope of work should be detailed to allow clarifications later.

The scope of work should be as detailed as necessary for the type of project.

The second team member should send the other team member an e-mail describing what he discovered.

At the next project meeting, the team member should ask the mistaken team member to describe his interpretation so the project manager can get everyone on the same page.

The project manager should send out an e-mail to the team restating the project objectives and deliverables

At the next project meeting, the project manager should spend time reviewing a documented scope statement with the goal of identifying this and other false assumptions.

Continue with the project

Document the situation

Contact management for help

Call a meeting of the team

Risk monitoring and control.

Schedule control

Regular walkthroughs and sign-offs

Scope change control

Provide project feedback to the team

Obtain sign off from the customer

Review project documentation for completeness

Update the project plans

Time reporting

Standard contract provisions

Process audits

Accounting codes

Re-evaluate the effectiveness of the reward system the project manager has put in place

Talk to each team member's boss

Re-plan the project

Tell the team he needs its support

Meet with management alone

Meet with the project manager alone

Meet with the project manager and management

Meet with the project manager and the team C leader

Communication management planning

Scope management planning

Team trust

Schedule planning

What is each team member's favorite color

Each team member's objectives for working on the project

A list of each team member's tasks

Each team member's role in the project plan

Any variances and the causes of the variances

Reports from the customer

Reports from management

A list of all the plans

Newspaper Archives

Organizational Process Assets

Management Information System

Enterprise Environmental Factors

Repeatedly ask for final acceptance

Ask the team for assistance

Document the situation

Do nothing because there is nothing that can be done

Human Resource Management

Project Management

Financial Management

Project Management Process

has finish-to-start task relationships and provides the flexibility of lead and lag time to the activities;

has the activity on the arrow

is also known as Arrow Diagramming Method

is used to make precedence diagrams

Showing tasks relationships

Tracking actual vs planned

Optimum Resource utilization

b and c

Project engineer

Purchasing agent

Quality manager

Team members

identifies which factors may influence specific variables of a process or product

identifies which variables don't have any influence on quality

determines what a quality outcome is

is a method for research and development

part of an ISO 9000 investigation

to check if the customer is following its quality process

to identify lessons learned that can improve performance on the project

to check the accuracy of the costs submitted by the team

Laissez-faire

Democratic

Autocratic

Directive

Formal & expert

Reward & penalty

Expert & referent

Formal & referent

Negotiate with management to get the resource

Assess your alternatives

Begin the task early

Use reserves to increase resources assigned to those tasks

Discuss with team

Use schedule reserves

Use alternate vendor

Go to customer or management

Re-baseline the schedule to reflect the new date

Analyze the critical path activities for potential to fast track or crash the schedule

Document the lack of progress and associated issues to management

Identify tasks that have required more time than planned

Senior management

The functional manager

The project manager

The team member performing the work

General Project Management

Project Human Resource Management

Project Execution

A Projectized organization

Is a project because the work will be performed by people

Is not a project because Continuous Process Improvement will continue indefinitely

Is a project because it is constrained by limited resources

Is a project because improvements must be planned, executed, and controlled

Project Quality Management

Project Procurement Management

Project Configuration Management

Project Risk Management

Authority

Accountability

Responsibility

Fiduciary

Project management

Functional management

Facility management

Program management

Represent units of work at a level where work is performed.

Distinguish one package from all others assigned to a single functional group.

Limit work to be performed to relatively short periods of time.

All of the above.

Are usually too complicated for practical use on most projects

Require highly trained specialists for effective use

Always require computer support to be practical

Are based on flow charts and they allow observation of what happens to the project schedule when changes occur to a task's start and stop dates

The value of the equipment that has been installed as of the current date

The sum of the labor costs that have been incurred on the project date

A method of measuring project performance

A method of measuring the amount of money that has been spent to date

issue change requests

represent top management interests in initiating innovation

review the impact of change requests on project costs, schedule, and specifications

identify new areas of project work

identifying which quality standards are relevant to the project and determining how to satisfy them

monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance

evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards

taking action to increase the effectiveness and efficiency of the project so as to provide added benefits to both the performing organization and the project customer

the cost necessary for ensuring conformance to requirements

the life cycle cost of the project

all research and development costs related to the project

only the cost of the quality control function

Quality is free

Doing it right the first time

Zero defects

B and C

top management's intention regarding quality

functions determining implementation of the quality policy

actions to provide confidence of satisfying quality requirements

responsibilities and processes which implement quality management

is a performance standard for management

is a motivational technique that promotes "doing it right the first time"

is used by management to communicate to all employees that everyone should do things right the first time

A and C

absolute, direct, and indict

direction, coordination, and liaison

formal, informal, and persuasive

formal, reward, and penalty

confrontation

compromise

smoothing

forcing

leadership

project management

the project manager's responsibilities

team building

Cost plus percentage of cost

Cost plus incentive fee

Lump sum

Fixed price plus incentive fee

Sensitivity Analysis

Expected Monetary value Analysis

Modeling and Simulation

Expert Judgment

Severity of impact, duration of impact and cost of impact

Identification, type of risk category and probability of impact

Risk event, risk probability and the amount at stake

Occurrence, frequency and cost

PMI Policy of Ethics

PMI Code of Ethical Conduct

PMI Code of Professional Ethics & Standards

PMI Code of Ethics and Professional Conduct

Agreement

Purchase Order

Proposal

Memorandum of Understanding

Accepting a gift that is within the customary guidelines of the country or province you are currently working in.

Use of confidential information to advance your position or influence a critical decision.

Complying with laws and regulations of the state or province in which project management services are provided

Disclosing information to a customer about a situation that may have an appearance of impropriety.

Provide the customer with a copy of your company code of conduct and refuse the gifts

Exchange gifts with the customer and keep the exchange confidential

Report the matter to your project sponsor and /or your legal office for assistance.

Ask the project sponsor or project executive to exchange gifts.

As a public official you make a decision about a contract award that will benefit you personally

You and a functional manager disagree with a task cost estimate

Your sponsor decides to cancel your project because it no longer supports the company strategy

Your personality conflicts with that of a key member of your project team.

Avoid

Mitigate

Transfer

Accept

Developing and implementing a project review and lessons learned process

Establishing strict guidelines for protecting intellectual property

Promote the use of ad hoc project management

Ensuring that all project plans are developed before the project team is formed

Complete your work within the budget

Comply with regulations.

Provide accurate information.

Save company costs.

Do nothing. It's not your problem

Start by asking management if they are aware that regulations are being violated

Talk to the corporate legal department

Inform the appropriate government agencies about the violations

Accept the information and agree to keep it confidential between you and the new hire.

Review the condition of employment with the new hire and advise him to reconsider the offer.

Review the information and only accept only what may have a direct impact on the project's financial status.

Ignore the offer to share and move forward with the project

Determine the risks associated with the violation

Ensure there is a reasonably clear and factual basis for reporting the violation

Ignore the violation until it actually affects the project results

Convene a committee to review the violation and determine the appropriate response

Work Item

Work Package

Workaround

Work breakdown structure

Initiation Process Group

Planning Process Group

Executing Process Group

Monitoring and Controlling Process Group

Initiating Process Group

Planning Process Group

Executing Process Group

Monitoring and Controlling Process Group

To increase the likelihood and impact of positive events

To decrease the likelihood and impact of negative events

Only A

Both A & B

5

3

10

20

There are only some core processes and some facilitating processes in the PMBOK

PMI is not responsible for producing the PMBOK.

PMBOK will be changed every year in December

PMBOK has 10 process groups and 47 processes

Contract

Project Statement of Work

Enterprise Environmental Factors

Project Management Information System

Organizational Process Assets

Decomposition

WBS Dictionary

Configuration Management System