| 1. | The answer is C. The entire chapter deals with this topic. |
| 2. | The answer is A. This is the first document that integrates the project itself with the organizational strategies and objectives. |
| 3. | The answer is D. The methodology is EVM; the technique is EV. |
| 4. | The answer is D. (Be sure to note when the question is asked in the negative. This will occur on the exam.) Earned Value Management is a project management methodology. It is important to note this when you are reporting to a sponsor who does not understand what EVM is. You may either have to rewrite your status reports so you are expressing the variance between plan and actual in terms that the sponsor understands, or you can try to use EVM with an explanation of what it represents. In some cases the sponsor will learn new terminology, in most they will not want to do so. The professional project manager must make sure that he/she is getting information to the sponsor and other stakeholders in forms that they understand. EVM is an excellent methodology but may be one that you will use more for yourself and the project team than for stakeholders outside of the team. |
| 5. | The answer is C. While management of variances is a common business technique, Earned Value Management is specific to projects. |
| 6. | The answer is D. The beginning of total organizational planning should be strategic planning. Only after a goal and objectives have been set can management determine which projects would be the best to execute. |
| 7. | The answer is A. This is the PMBOK definition, and you will see it on the exam. |
| 8. | The answer is D. Assumptions that are not written down are the most dangerous. In order to recognize statements in the project plan that are assumptions, document them as such and write them down. It does not mean that the assumptions will all prove to be true, real, or certain, but it does mean that you will understand which statements are assumptions and which are facts. |
| 9. | The answer is B. The project plan is the final document to be created before the execution of the project. As such, the final choices of the planning team are shown in it. |
| 10. | The answer is C. Because the project plan shows what should be done to execute the project, various team members can communicate about their progress on the project by referring to the project plan. |
| 11. | The answer is B. Not only does the project plan say what, when, and how much you will communicate, but it also tells you with whom you will communicate during the project. |
| 12. | The answer is B. Unless you have definite deliverables as your objective, it is hard to consider a phase completed. |
| 13. | The answer is D. The project plan contains the information you need to start to execute the project as well as to manage it. |
| 14. | The answer is B. Each individual project is unique and should be thought of as a new planning and execution problem. Although past project plans can be helpful, they are not the exact same plan that you will be using. |
| 15. | The answer is D. Using any information that will make your project run more effectively is a good idea. Other people and other information about previous projects that are similar to yours are all useful tools. |
| 16. | The answer is B. The hiring and firing of employees and the way to handle these two extremely important tasks is a major part of organizational policy. This policy may affect whom you hire and the pool of people that you have to work with on your project. It is a good practice to understand any organizational policies that will affect your project before you start to formalize the project plan. |
| 17. | The answer is C. Any contract with another organization or individual has provisions that are constraints. All contracts should be cleared through your own legal department so that you can be certain that you are complying with the contract. The project manager is not expected to be a legal expert, so he or she should rely on professional help to understand the provisions of the contract. |
| 18. | The answer is D. All of these sub-plans are used in the project plan and are important for the execution of the project. |
| 19. | The answer is B. In the language of the PMBOK, mechanical tools are described as hard tools. |
| 20. | The answer is C. Any resource that can be reused as a useful tool is part of the total methodology of project planning. Templates are forms that an organization can use to plan a variety of projects. Each project manager can make up his or her own tools, but in general, standard tools will be available to use as a part of the project planning. |
| 21. | The answer is A. The engineer is a stakeholder and a part of the project team. Using stakeholder skills is an important part of project success. |
| 22. | The answer is A. There are many useful types of systems in the Project Management Information System; some are manual, and others, such as software, are automated. |
| 23. | The answer is C. You should have detail concerning all of the three areas in order to refer to the baseline used as your technical guide. |
| 24. | The answer is D. Reduction in "probability" is the key concept for this type of action. |
| 25. | The answer is C. Corrective action is taken after the variance in plan has occurred. |
| 26. | The answer is A. The specific knowledge areas in the PMBOK, such as scope and risk, are examples of project management skills. |
| 27. | The answer is B. General management skills are extremely important for a project manager. A project manager should always continue learning about the aspects of general management that he or she will use almost every day in managing a project. |
| 28. | The answer is D. No one person knows everything about a given project. It is a major function of putting together a project team to make sure that the various technical and product skills are available for the execution of the project. The more complex the project, the more likely it is that you will have many technical leads and experts working on the project. The project manager should know what kinds of skills are needed to complete the project successfully, but he or she is not responsible for having all of them. |
| 29. | The answer is C. The cost of your work authorization system should be balanced by the value of the system to the project and the project manager. Some highly sophisticated work authorization systems are used in major, complex projects. The costs of these systems would not be balanced by the value they would provide to a small project. So as the project manager, you must balance value against cost. |
| 30. | The answer is A. Putting in times will help you get control of the meeting. |
| 31. | The answer is D. This definition comes directly from the PMBOK. |
| 32. | The answer is C. This is the full definition of Integrated Change Control. Learn it. It is on the exam. |
| 33. | The answer is A. Product scope should be reflected in your project scope. |
| 34. | The answer is D. A change made in one area should not stand alone. Every affected knowledge area should be changed appropriately. |
| 35. | The answer is D. The project plan is always your overall project baseline. |
| 36. | The answer is B. There are several types of change requests, including those that are legally mandated, usually by some form of government intervention, and optional change requests, which are just thatthey are to be done at the option of the project stakeholders. |
| 37. | The answer is C. Any change requests must go through some sort of review. Any of the organizations or people who are conducting the reviews should be listed in the change control system as well as the conditions under which they will be used. |
| 38. | The answer is D. Think of a schematic that explains how a building is going to be wired. This is an example of a document that is used in configuration management. |
| 39. | The answer is A. Any change request that is approved requires a planning sequence in order to include the changes within an approved project plan. It does not matter if the change is small or large, it must be included in a new version of the project plan. Failure to do additional planning because the approved change request seems rather minor will result in serious problems if many small changes occur without being recorded. |
| 40. | The answer is C. These factors are not under the control of the organization and in turn the project manager. However, external factors have as much bearing on the ability to execute a project as internal factors. |
