| 1. | The answer is C. The project manager executes the project but does not authorize the project. |
| 2. | The answer is C, Planning, because you have not committed the major part of your resources. |
| 3. | 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 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. |
| 4. | The answer is C. Only with this will you have a project that will have closure. |
| 5. | The answer is B. This is not an easy situation to be in. This is also a time when asking other PMP project managers for input will be extremely useful. As with anything where you will be accusing someone of infractions of the rules, make sure you have your facts straight before going to anyone. There is always the possibility that you do not have an understanding of the actual situation. This is a good time to be professional and circumspect in how you handle the problem. Gather up all the information you can to make sure of what you are saying about another person. There may be nothing worse in business life than to accuse someone or be accused of wrongdoing. Great care and sensitivity are needed in this case. |
| 6. | 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 progresses 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. |
| 7. | The answer is D, the Scope Statement. The Scope Statement controls pretty much everything that goes on in execution. All the rest of the plans are done based on the content of the Scope Statement, and it is the document that supplies information about what is to be done and what isn't. If you don't look at your Scope Statement often, it's likely you'll have added or subtracted something from the original project plan. Keep it easily accessible. |
| 8. | 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. |
| 9. | The answer is A. If you define your final deliverable any later than this, you may find that you have a moving target, and you are back in the "project from hell." |
| 10. | The answer is D. You don't have to write a guide to be helpful. A wide variety of resources are available for the person getting ready for the exam. Part of your responsibility after you pass the exam is to give help and guidance to those who are taking it after you. This is the way that a profession becomes stronger, and by this type of conduct, you can give back to the profession, which professionals should want to do. Referring them to the main library or the PMI website is an excellent start. I also believe that you should be willing to give up some of your time to help interested parties to understand the profession. This occurs in most professions. It should in ours, too. |
| 11. | 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. |
| 12. | The answer is A. You have to have a Scope Statement before doing any of the other parts of the plan. |
| 13. | The answer is C. When a change is requested, the first task of the manager is to analyze the impact of the change and the project. This information is valuable to the people who request change and to the project team. |
| 14. | The answer is D. Surprised? |
| 15. | The answer is C. The more information you have, the more you can plan for dealing with the problem, if there is one. This is a always a good idea when you are gathering information concerning potential conflicts. Get as much information as you can. When you think you have enough, get some more. |
| 16. | The answer is B. This question is a good example of why you should look over questions and answers carefully. In this case, B, Charter, is the correct answer because 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 both appear to be correct. Find the one that PMI is looking for. That's what we are doing in this book. |
| 17. | The answer is D, Executive Communication. There are two parts of this question that you should consider. First, be careful when the questions are phrased in the negative. Second, although Executive Communication might be a part of your overall communication plan, it is the name of a plan that is found in the PMBOK. It is important that you know the parts of the project plan. As we go through the knowledge areas later in the book, we will look at each of these plans in much more detail. |
| 18. | The answer is D. Once again, the project manager is an indispensable part of the whole project process. Hooray for project managers! |
| 19. | The answer is C. You can work with all of the people listed as answers, but you need to get agreement from all of your stakeholders. Until you have everyone on the same page, you may find it very difficult to get agreement at the end of the project that the project is actually finished. |
| 20. | The answer is A. The more written information you have, the better off you are. If you only have verbal information, you probably shouldn't proceed. There is nothing quite as awkward as confronting someone and then having to go through the "I said, you said" meeting. Make sure that everything you are going to discuss is available in written form and that it shows dates of the activities about which you are going to talk. |
| 21. | The answer is B. The sooner the project manager is selected, the better for the project manager and the project. |
| 22. | The answer is C, the project manager. I say again, usually on this exam, if there is a chance to pick "project manager" as the answer to a question, do it. Because this entire exam is about project managers, it stands to reason that they will be the answer to several questions. |
| 23. | The answer is A. Keeping track of all change requests is valuable as the project goes on. |
| 24. | The answer is B. We need to review and close each phase, not only the project. This is particularly true if the project is run in multiple phases. The project manager must have formal acceptance for each milestone, which occur at the end of each phase. If you don't have acceptance for all phases, major arguments will occur about the final outcome of the overall project. |
| 25. | The answer is D. By working with this PMP, you may be able to avoid a serious conflict. If he or she refuses to change the WBS, you have a responsibility to go to stakeholders and voice your concerns. How you do that depends in great part on your personality and your relationship with the other project manager. In any case, you should construct a WBS that more fully shows all the tasks involved in the project in question and make sure of their accuracy before going to any stakeholders. |
| 26. | The answer is D. The product scope is written confirmation of what the output of the project will be. It then shows the features and functions, or in other words, the scope of the output. |
| 27. | The answer is C, line structure. Be sure to note when reading if more than one word describes the answer. You may see both on the exam. |
| 28. | 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. |
| 29. | The answer is D. This is another example where several answers to the question are included. However, the communication plan is where you list people that should receive information and the type of information they will receive. Although A, B, and C are all correct, D is actually more inclusive. |
| 30. | The answer is C. This is another example where there is more than one correct answer. It would be good to do self-study about the topics that you missed. However, this would not give you permission to put it in your resume. Only show the classes you have taken and your actual experience. |
| 31. | 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). |
| 32. | The answer is A, strong. Next to a projectized form of organization, a strong matrix gives the most authority to the project manager. |
| 33. | 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 down the request on a paper napkin. You must have formal processes in place, or else you will have massive scope creep. |
| 34. | The answer is A. You should save any versions that you have and make sure that each version is put under version control as it comes out. You do not have to do a completely new WBS unless the approved change actually changes the entire project. |
| 35. | The answer is C. No matter how well known the materials are, if they are someone else's, then you have the responsibility to cite the source. It is not only a conduct violation to fail to cite another person's work; it is also a professional discourtesy. If that person worked hard to prepare the research, give him or her the credit. |
| 36. | The answer is C. Having deliverables formally stated throughout the project is one of the traits of a well-run project. |
| 37. | The answer is C, matrix, functional, projectized. |
| 38. | 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. |
| 39. | The answer is D. It does not matter if the project is ahead or behind schedule, above or below cost. Whenever there is variance from the plan, you should work to ascertain how it came about. |
| 40. | The answer is A. When there are conflicts between one culture and another, it is a good idea to get your own management involved. Do not try to resolve problems like this without telling your management. Although it may be acceptable in the country in which you worked to accept gifts, it may not be acceptable in your own country. Because your management already has some relationship with the sponsors, get them involved so that no one will be offended by the actions you take. |
| 41. | 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 manage against it. |
| 42. | The answer is D, all of the above. Although different types of organizational structures offer more or less authority to a project manager, project management skills can and should be used in a variety of environments. |
| 43. | The answer is D. The Change Control Board also has to be available. |
| 44. | The answer is A. The key word to get this question correct is "indexed." If you see that word, you are talking about project archives. |
| 45. | The answer is D. It is both bad and unprofessional to knowingly offer an estimate that is incorrect. It is bad for both the buyer and seller because the budget will be affected immediately by the changes. This makes it almost impossible to have good budget and schedule. It is also unethical to state information that is incorrect if you know it to be so. |
| 46. | 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. |
| 47. | The answer is D. A program manager manages multiple projects and project managers. |
| 48. | The answer is C. I know that A and D are the same, but it is a normal 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. |
| 49. | The answer is B. By saving your project archives in an electronic database, you can call up records as you need them. It is possible that some of the records you are saving do not come to you in electronic form. In that case, you can use your good old filing system. In any case, save your materials. |
| 50. | The answer is C. Estimates are just that, estimates. The Merriam-Webster Online Dictionary defines estimate as "to judge tentatively or approximately the value, worth, or significance of." Unless the numbers used to make an estimate are known completely, you are getting an approximate value, not a concrete one. |
| 51. | 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 are often 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. |
| 52. | The answer is C, complex. This is because the project team members may have reporting lines to more than one person, which causes very complex communication and authority issues. |
| 53. | 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. |
| 54. | The answer is A. The acceptance should be formal. |
| 55. | The answer is B. Given that estimates are roughly the correct number, your task as a PMP is to get as close as you can to the actual costs. This can often be very difficult. You owe it to the project sponsor to make a concerted effort to get close to actual costs every time you do an estimate. |
| 56. | 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. |
| 57. | The answer is C, the functional manager. |
| 58. | The answer is C, 1.0. Every version change starts with this baseline number. |
| 59. | The answer is B. If you do not have written acceptance, you do not have formal acceptance. You need to have something that is permanent. Verbal is not enough. Written acceptance is the only type that will give you the permanent record you need for any future discussions. |
| 60. | The answer is C. Most of the questions on the exam that are concerned with the code of ethics are like this one. They have several sentences in the explanation, briefly describing a situation, and then they ask you to choose the correct answer. The best way to study for these questions is to go to the PMI Certification Handbook and completely familiarize yourself with the code of professionalism. |
| 61. | The answer is C. Although the project team helps to create the WBS, the responsibility for getting it done lies with the project manager. |
| 62. | The answer is B. For the most part, if you see the choice "Project Manager" in any question on the exam, choose it. PMI is very strong on the importance of project managers, and this is evident in the exam. |
| 63. | 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. |
| 64. | The answer is D. As with most things in business, the customer must be satisfied before work is complete. You may need to get project acceptance from various people in your organization, but the final acceptance always comes from the customer. |
| 65. | The answer is D. The customer has the final say over any service scope change. Without the signoff of the customer, do not make any changes. |
| 66. | 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. |
| 67. | The answer is C. The observer is not a stakeholder, whereas the other three clearly are. |
| 68. | The answer is B. If everyone is going to be involved in a discussion of a certain document, it is necessary to have the same version of the document in front of the entire meeting. |
| 69. | The answer is A. If there are tasks for Administrative Closure that pertain to the delivering organization, these must be finished before complete Administrative Closure is possible. As important as the customer is, the project manager must make sure that he or she has formal acceptance from all of the pertinent parties. |
| 70. | The answer is A. Even if you have talked with the customer about the possibility of making a service scope change, when it occurs, you must create a written trail to include in your project records. No changes should occur without having a permanent record of their occurrence. |
| 71. | The answer is D. Although you do not always have everyone on the project team participating in the planning, the sooner the team members can be brought together, the better for the project. |
| 72. | The answer is B, even though it would really be handy to have people who knew exactly whom to talk to in order to get things done. |
| 73. | 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. |
| 74. | The answer is B. Without a formal contract, there is no real need for contract closeout. |
| 75. | The answer is B. The customer and the project manager should be in agreement concerning the objectives of the project before executing the project plan. That means that one of the first tasks of the project manager is to meet with the customer and make sure that there is agreement on the objectives to be reached at the closing of the project. |
| 76. | The answer is C. This is your road map and your bible. Failure to create a WBS almost always means a schedule failure of some sort. The details in the WBS enable you to manage a project professionally. |
| 77. | The answer is A, 18. Here is how to work this out. Remember the formula N (N1)/2. 5(51)/2 = 10 or 5(4)/2 = 10 and 8(81)/2 = 28 or 8(7)/2 = 28 Subtract 10 from 28, and you get 18. |
| 78. | The answer is A. A formal procedure might be too costly or time-consuming for a smaller project. |
| 79. | The answer is D. Otherwise the inmates are running the asylum, and we know where that has gotten us with some of the financial misdoings in large companies that have been a major part of the news lately. |
| 80. | The answer is C. This is another example of a question where there are two possible correct answers. The customer is also a stakeholder, but the correct answer is C, not B. The customer has the final say over any objective changes, and without buy-in from the customer, no changes should be allowed. |
| 81. | 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! |
| 82. | The answer to the problem is B, 21. Using N (N1)/2, 6 (61)/2 = 15 or 6 (5)/2 =15 and 9 (91)/2 = 36 or 9 (8)/2 = 36. Again you subtract, this time 15 from 36, and the answer to the problem is 21. |
| 83. | The answer is B. This is the document that will give bidders the detail they need to determine if they should be bidding on a certain item or task |
| 84. | The answer is D. Lessons learned should be useful to any future project manager and his or her project team. |
| 85. | The answer is C. If you were invited to the meeting in the first place, it is highly likely that the president knows whom you are. Email him or her, explaining that your manager would like more information and request a reply. Usually this can get done more quickly if you call the president's assistant and explain what you are trying to do. But do not in any case go against the express wishes of the president of a client company. |
| 86. | The answer is C, EV. |
| 87. | The answer is C. You should be monitoring and discussing lessons learned all throughout the project. |
| 88. | The answer is all of them, except perhaps D. (Running is an option in fight-or-flight response theory but not very often in corporate life.) There is no simple answer to this. The best is C. Check with your own manager. But there are situations where even that is not possible. So, this is one that you have to work out by yourself, considering the situation and the people. I wish it were easier than that. But real life in the project management lane is sometimes uncomfortable. We are not paid for doing the easy parts of the job, only the hard ones. Anyone who tells you differently has not been a project manager. |
| 89. | The answer is B, the people listed in the communication plan. It is easy to get too many people involved in status meetings. Put a list of necessary people in the communication plan and stick to it. |
| 90. | 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. |
| 91. | 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. |
| 92. | The answer is A. Do not depend on memory to keep track of lessons learned. By writing down the lessons learned, you have a permanent record of them, and you can show them to others and store them for future reference. |
| 93. | The answer is B. The tickets were not particularly expensive, cheaper than those of our football (US) team. There was no intent to influence the man's actions, and in any case, the contract was already signed for the project. He later bought me a lunch, and we were even. I also believe it made him more comfortable with our city and the people in it, and that is good for both sides. (Yes, the US national team did win.) |
| 94. | The answer is B, once a week. Any longer than this, and problems might arise that aren't dealt with promptly. The only time that daily meetings are needed may be at the beginning of the project when the project team is getting to know each other. |
| 95. | 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. |
| 96. | 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. |
| 97. | The answer is C, the agenda. It can be your most important tool in keeping a meeting on track. |
| 98. | The answer is D, all of the above. |
| 99. | The answer is C, scribe. The scribe may or may not be the project manager. It depends on the size of the project and the staff. |
| 100. | The answer is B. This is something you should memorize for the test. |
| 101. | The answer is B. Memorize, memorize, memorize. |
| 102. | The answer is A. Again proving how valuable a project manager is. |
| 103. | The answer is D, workarounds. |
| 104. | The answer is D. Fill in the numbers. The formula is EV/OV = SPI (Schedule Performance Index). EV=8,000, PV=6,000. 8,000/6,000= 1.33 |
| 105. | The answer is C. If you simply put all the contracts in a big file without an index, you will have nightmarish times trying to find a specific contract three years after the project has been completed. |
| 106. | The answer is B, both. |
| 107. | The answer is A. Let's fill in the numbers. EV=500, PV=600. 500/600=.83 |
| 108. | The answer is B. It is important to get the subs paid. The project manager can check on this or make it a requirement of the vendor. |
