| 1. | The answer is C. The project manager executes the project but does not authorize the project. |
| 2. | The answer is D. The Charter is the document that formalizes the project. Without a Charter, you may be in deep yogurt as the project goes on because you will be using organizational resources and someone above you in the organization must authorize it. It seems obvious, but often is not the case, that the person who is authorizing the work must have the authority to do so |
| 3. | The answer is A. Failure to get a project manager assigned early in the project can lead to delays and problems as the project is executed. |
| 4. | The answer is B. This question is a good example of why you want to look over questions and answers carefully. In this case the reason that Charter (B) is the correct answer is that it precedes everything else. There can be no leader or WBS without a Charter. When you take the test, be sure to look through the exam and determine what the best answer is. Two answers may look correct, but find the one that PMI is looking for. That's what we are doing in this book. |
| 5. | The answer is B. The sooner the project manager is selected, the better for the project manager and the project. |
| 6. | The answer is D. The Product Scope is written confirmation of what the output of the project is going to be. It then shows the features and functions, or in other words, the scope of the output. |
| 7. | The answer is C. Be sure to be able to differentiate between Product Scope and Project Scope. One describes the features and functions (Product Scope), and one defines the work that must be done for the project to be completed (Project Scope). |
| 8. | The answer is C. Having deliverables formally stated throughout the project is one of the traits of a well-run project. |
| 9. | The answer is B. You should formally describe the final deliverable of the project at the beginning of the project. This way, there is formal acceptance of the final output of the project, and you can measure the project's progress against that goal. |
| 10. | The correct answer, D, indicates that the building of the WBS is an important part of the initial bringing together of your project team. This is the first action that the team can complete together and is the basis for building a team on the project. |
| 11. | The answer is C. Scope Planning and Scope Verification are sections that you will see in the PMBOK. It is not necessary to memorize all of the sections, but there are ones that often are asked about on the exam. We will note those. We will also look at the knowledge areas using the systems explanations in the PMBOK so that you will be familiar with them as they pertain to the exam. |
| 12. | The answer is B. It is very rare that a good WBS can be written in one meeting. I have found it is often best to give the team some time to think about the WBS after the first meeting. There are often omissions and misunderstandings that clear up with follow-up meetings. |
| 13. | The answer is D. There are multiple uses for a WBS, and all of them help a project manager gain control of his or her project and manage it professionally. |
| 14. | The answer is C. Although the project team helps do the WBS, the responsibility for getting it done lies with the project manager. |
| 15. | The answer is D. Although you do not always have everyone on the project team participating on the planning, the sooner the team members can be brought together, the better for the project |
| 16. | The answer is C. This is your road map and your bible. Failure to do a WBS almost always means a schedule failure of some sort. The detail in the WBS lets you manage a project professionally. |
| 17. | The answer is C. The default answer for PMI is almost always the project manager. If you see it on the test, use it as the answer. Project managers are apparently wondrous people who can do just about anything. Hooray for project managers! |
