| 1. | The answer is C. This is often one of the most difficult parts of a project manager's job. To let a manager know what will happen you have to make sure you have all of the information you need to go to a manager and discuss the requested changes. You must also make sure that you get the person requesting the change to understand that most changes are going to add time or cost to the project. Many times the person requesting the change does not have a full understanding of what the change will mean to the project schedule. Even with proof, it is sometimes difficult to get across how much a requested change will alter the outcome of a project. |
| 2. | The answer is B. When changes are requested, the first task of the project manager is to make sure that the changes would benefit the project as the project is outlined in the Scope Statement. If not, the project manager should note this and relay the information to the person requesting the change. |
| 3. | The answer is C. When a change is requested, the first task of the manager is to analyze the impact of the change on the project. This information is valuable to the people who request changes and to the project team. |
| 4. | The answer is D. Once again, the project manager is an indispensable part of the whole project process. Hooray for project managers! |
| 5. | The answer is A. Keeping track of all change requests is valuable as the project goes on. |
| 6. | The answer is D. All change requests are made against a project plan that has the project baseline. If a change is desired in the baseline, a change request should be submitted. |
| 7. | The answer is A. There will be times when a line manager meets you in the company cafeteria and asks you for a "small" scope change. Maybe he or she even writes it down on a paper napkin. You must have formal processes or else you will have massive "scope creep." |
| 8. | The answer is C. Track everything that changes your original planning. Scope creep is a killer as the project goes on. It can also bring the project to a grinding halt. |
| 9. | The answer is D. The Change Control Board also has to be available. |
| 10. | The answer is C. I know that A and D are the same, but it is a human reaction to want to get out of a bad situation. At least make an attempt to let the CEO know what his or her change requests will do to the project. That is about the most you can do. Unless you have another job waiting, that is. |
| 11. | The answer is D. This is an example of two answers that are alike. You could argue that a PMIS is in fact a management system, and it is. However, you are going to take the exam, so remember the definition of a PMIS. |
| 12. | The answer is C, 1.0. Every version change starts with this baseline number. |
| 13. | The answer is C. Although it is true that a scope change will cause version changes in documents, a professional project manager keeps control of the versions and notes any change that occurs. |
| 14. | The answer is B. If everyone is going to be involved in a discussion of a certain document, it is necessary for control to have the same version of the document in front of the entire meeting. |
| 15. | The answer is D. Notice that the key words are "formal procedure." The document that allocates work is actually the Charter. But the procedure is called a work authorization system. This is a case of memorizing the definition. You will see it on the test. |
| 16. | The answer is A. A formal procedure might be too costly or time-consuming for a smaller project. |
| 17. | The answer is B. This is the document that will give bidders the detail they need to determine whether they should be bidding on a certain item or task. |
| 18. | The answer is C, EV. Learn this definition for Earned Value. |
| 19. | The answer is B, BCWP. This stands for Budgeted Cost of Work Performed. |
| 20. | The answer is A. This stands for Budgeted Cost of Work Scheduled. |
| 21. | A is the correct answer. Fill in the numbers in the formula, EV-AC. $20,000-$25,000 = $5,000. If the number is negative, you are over budget. |
| 22. | The answer is C. Fill in the numbers in the formula. $3,400-$3,000 = $400. This means that you planned to spend $3,400 and only spent $3,000, so you are under budget. |
| 23. | The answer is C. Fill in the numbers. $10,000 is divided by $8,000. This gives us 1.25 as your Cost Performance Index. If the CPI is above the number 1, as it is in this case, this means that you are doing better than the planned budget. |
| 24. | The answer is D. Fill in the numbers. $10,000 is divided by $12,000. This gives you .83 as your Cost Performance Index. If the CPI is lower than one, as it is in this case, it means that you are over budget at this time. |
| 25. | The answer is D. Fill in the numbers. The formula is EV/OV = SPI. (The Schedule Performance Index) EV=8,000, PV=6,000. 8,000/6,000= 1.33 |
| 26. | The answer is A. Let's fill in the numbers. EV=500, PV=600. 500/600=.83. |
