PMP Exam Prep Ninth Edition 9th Edition Rita Mulcahy - Solutions

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All of the following are characteristics of Project Management Process Groups EXCEPT: A. The Process Groups are linked by the objectives they produce. B. The output of one process generally becomes an input to another process or is a deliverable of the project. C. All of the processes will be
An underlying concept for the interaction among the project management processes is the: A. Plan-do-check-act cycle (as defined by Shewhart and modified by Deming). B. Plan-do-analyze-check-act-standardize cycle (as defined by Shewhart and modified by Deming). C. Ready-aim-fire cycle linked by
For a project to be successful, the project team must generally do all of the following EXCEPT: A. Comply with requirements to meet stakeholder needs, wants, and expectations B. Balance the competing demands of scope, time, cost, quality, resources, and risk to produce a quality product. C. Apply
The schedule control process for a project: A. Focuses on starting the project earlier than scheduled. B. Is necessary for controlling changes to the project schedule. C. Is concerned only with activities that are on the critical path. D. Should focus entirely on activities that are difficult to
Identifying which quality standards are relevant to the project and determining how to satisfy them should be addressed during: A. The conceptual phase. B. The planning process. C. Project implementation. D. Risk identification.
Reviewing the initiating processes at the start of each phase: A. Is wasteful and should be avoided whenever possible. B. Helps to keep the project focused on the business need that the project was undertaken to address. C. Helps ensure that the project continues regardless of changes in the
The relationship between Project Management Process Groups and project life cycle phases is best described by the following: A. They are unrelated, incompatible concepts. B. They are the same concept described by different terms to satisfy application area extensions. C. Phases cross Process Groups
The linkages between Project Management Process Groups are best described by the following: A. The Work Breakdown Structure links Process Groups. B. Process Groups are linked by their planned objectives-the summary objective of one often becomes the detailed action plan for another. C. Process
Project Management Process Groups are: A. Overlapping activities that occur at varying levels of intensity throughout the project. B. Overlapping activities that occur at the same level of intensity throughout each phase of the project. C. Discrete, one-time events. D. Discrete, repetitive events
The five Project Management Process Groups are: A. Planning, checking, directing, monitoring, and recording. B. Initiating, planning, executing, monitoring and controlling, and closing. C. Planning, executing, directing, closing, and delivering. D. Initiating, executing, monitoring, evaluating, and
All of the following statements about the project life cycle and the product life cycle are true EXCEPT: A. The product life cycle generally starts with the business plan, and continues through idea, to product, ongoing operations, and product divestment. B. The project life cycle also identifies
All of the following statements about the level of authority of the project manager are true EXCEPT: A. In a functional organization, the project manager has little or no authority. B. In weak matrices, the project manager role is more that of a coordinator or expediter than that of a manager. C.
For a large, complex project with cross- functional project needs, the following organizational structure gives considerable authority to the project manager: A. A strong matrix organization. B. A balanced matrix organization. C. A weak matrix. D. A functional organization.
Different or conflicting objectives among project stakeholders: A. Should be encouraged. B. Should be ignored. C. Can make it difficult for project managers to manage stakeholder expectations. D. Generally makes it easy for project managers to manage stakeholder expectations.
All of the following are generally true about the project management office (PMO) EXCEPT: A. It may provide project management support functions. B. It should be located in a bright, well-ventilated, centralized area. C. It may provide training, software, standardized policies, and procedures. D.
A common title for the project manager's role in a projectized organization is: A. Project Manager. B. Project Coordinator. C. Project Coach. D. Project Expediter.
The project manager is more likely to have a full-time role in a organization: A. Functional B. Weak matrix C. Projectized D. Small capitalization
A project coordinator may typically be found in a A. Projectized B. Strong matrix C. Weak matrix D. Balanced matrix organization.
The project manager has the lowest level of authority in a organization: A. Functional B. Weak matrix C. Strong matrix D. Projectized
The project manager has the highest level of independence and authority in a A. Strong matrix B. Weak matrix C. Projectized D. Functional organization.
Organizational cultures: A. Are generally similar and indescribable. B. Are generally unique and indescribable. C. Have no impact on a clearly defined project. D. Often have a direct influence on the project.
In considering project stakeholders, the project management team must do all of the following EXCEPT: A. As much as possible, create conflicts among stakeholders to allow the project team to get its work done. B. Identify the stakeholders. C. Determine stakeholders' requirements and expectations.
Which of the following is not true about project stakeholders? A. They are individuals and organizations that are actively supportive of the project. B. They are individuals and organizations that are actively involved in the project. C. They are individuals and organizations whose interests may be
All of the following are true about project phases and the project life cycle EXCEPT: A. The completion and approval of one or more deliverables characterizes a project phase. B. The project life cycle defines the phases that connect the beginning of a project to its end. C. The transition from one
Project managers or the organization can divide projects into phases. Collectively, these phases are known as the: A. Project waterfall. B. Project life cycle. C. Project life stages. D. Project life quality circle.
Key features of a project management office (PMO) generally include all of the following EXCEPT: A. Delivering specific project objectives and controlling the assigned project resources to best meet objectives of the project. B. Identification and development of project management methodology, best
Organizations perform work to achieve a set of objectives. All of the following are true about projects and operations work EXCEPT: A. Both projects and operations are constrained by limited resources. B. Operations are ongoing and repetitive, while projects are temporary and unique. C. Both
In understanding the project environment, all of the following are true EXCEPT: A. Projects are planned and implemented in a social, economic, and environmental context. B. Projects may have intended positive and/or negative impacts. C. Projects may have unintended positive and/or negative impacts.
Cultural and social environmental aspects to be considered by the project team include all of the following areas EXCEPT: A. Economic. B. Occasional. C. Educational. D. Demographic.
International factors to be considered by the project team generally include all of the following EXCEPT: A. Time-zone differences. B. National and regional holidays. C. Travel requirements for face-to-face meetings. D. Project reporting formats.
One goal of portfolio management is to: A. Manage various contents of the project file. B. Manage the levels of financial authority to facilitate project decision-making. C. Maximize the value of the portfolio by careful examination of candidate projects and programs for inclusion in the portfolio
A program is a: A. Grouping of related tasks lasting one year or less. B. Group of related projects managed in a coordinated way. C. Project with a cost over $1 million. D. Sequence of steps constituting a project.
Managing a project includes: A. Balancing the competing demands for quality, scope, time, and cost. B. Integrating requirements of profitability, low cost, and legal responsibility. C. Implementation of software, hardware, and other systems to enhance organizational efficiency. D. Supporting human
Project management is: A. The integration of the critical path method and the Earned Value Management system. B. The application of knowledge, skills, tools and techniques to project activities to meet project requirements. C. The application of knowledge, skills, wisdom, science, and art to
A project is: A. A set of sequential activities performed in a process or system. B. A revenue-generating activity that needs to be accomplished while achieving customer satisfaction. C. An ongoing endeavor undertaken to meet customer or market requirements. D. A temporary endeavor undertaken to
27. You are finalizing the monthly project status report due now to your manager when you discover that several project team members arc not reporting actual hours spent on project activities. 1his results in skewed project statistics. What is the most appropriate action to take?A. Discuss the
26. Three students from another country are working as interns on a project. '!he project manager has arranged for some games to be played as team-bwlding activities to help develop a stronger sense of team with the group members. At the event where the activities are taking place, the three
25. Your company wants to open a plant 111 a country where the law ~tipulates that women can c.irn only 50 percent of what men t:Jrn. Under these c1rcurn~tance;, what shoulJ you recommend to your company!'A. Do not open the pl.int.B. Meet with government offtciab .rnd try to get a waiver th,lt
24. A project manager discovers a defect in a deliverable that is due to the customer under contract today.1he project manager knows the cu~tomer does not have the technical understanding to notice the defect. The deliver.able meets the contract requirements, but it does not meet the project
23. A PMP-certified project manager is contacted by PMl and asked to provide information regarding a team member, who is also a personal friend. 1he !'MP-certified project m.·mager cannot think of a reason he would be cont.1cted by PMI .1bout this indjvidual unless someone h.id reported that this
22. You arc negotiating with .a seller for .1 pi('ce of equipment on a project with a tight budget. 1l1e seller has told you the equipment pnce 1s fixed. Your manager has toltl you to negotiate the cost with the seller. Your asscs~mcnt is thaL the pio.:cc of e~1uipmcnt has been offered at in flated
21. You are the project manager for a new international project, and yonr project team includes people from four countries. Most of the team members have not worked on similar projects before, but the project has strong support from senior management. What is the best thing to do to ensure that
20. While t e~ting the ~trength of concrete poured on your proiect, you dhcover that over 35 percent of the concrete docs not meet your company's quality standards. You are certain, however, that the concrete will function as it is, and you don't think the concrete needs to meet the quality level
19. You just discovered an error in the implementation plan that will prevent you from meeting a milestone date. Up to this point, your project has been running true to its baselines, and you will be delivering a routine status report tomorrow. The milestone in question is not on the critical path,
18. You arc the pro1ect manager for 011e part of a new program in your organization. Four months into a three-year project, your project team has already made some significant discoveries that have led to vastly improved performance and efficiencies on your project. What is the best thing to do?A.
17. Although your company is not the lowest bidder for a project, the client has come to expect good performance from your company and wants to award the contract to you. To be awarded the contract, the client asks you to eliminate your project management costs. The client says your company has
16. You have been assigned a second project with your new company. "Ihis project is a construction project.You have received positive feedback on your performance so far, but are unfamiliar with construction.All the following are your rc sponsibilitic~ as a pro1ect manager except:A. Maintain the
15. You are in the middle of" project when you discover that a software seller for your project is havmg major difficulty keeping employees due to ,1 labor dispute. Many other projects in your company arc als~i using the company's services. What should you d(J?A. Attempt to keep the required people
14. You have always been asked by your management to cut your project cost estimates by 10 percent after you have submitted them. 111e scope ofyour new project is unclear, and there are over 30 stakeholders.M•magement ex-pects a 25 percent reduction in downtime as a result of the project. Which
13. You are a project manager for one of man)' proiect~ 111 a large and important program. At .1 high-level status meeting, you note th.it another proiect manager has reported her pro1ect on ~chcdulc. J ,ooking back on your project ewer the last few weeks, you remember many deliverables from the
12. You are halfway through a major nerwork rollout. 1here are 300 locations in the United States, with another 20 in England. A software seller has just re.leased a major software upgrade for some of the equipment b eing installed. The upgrade would provide the customer with functionality they
11. You've been assigned to take over managing a project that should be half complete ac.:ording to the schedule. After an extensive evaluation, you discover the project is running far behind schedule, and will probably take twice the time originally estimated by the previous project manager.
10. You are responsible for negotiations with all potential government subcontractors, of which there arc many, on a.n important highway project. A major negotiation with a potential subcontractor is scheduled for tomorrow. Theirs was the lowest starting bid, and included a new approach that could
9. A large. complex construction project in a foreign country requires the movement of heavy equipment through crowded city streets. ll1c officials in the city know that you have a large, complicated project and that staying on schedule and v.'ithm budget b important to your company. You have
8. A manager has responsibility for a project that has the support of senior leadership as it will fulfill a strategic organizational objective. From the beginning, you (the project manager) have disagreed wi th the manager as to how the project should proceed and what the deliverables should be.
7. Your team member is three days late with a report. Five minut
6. When checking the calendar of a te;un member to schedule a meeting, you see she has scheduled a meeting with a key stakeholder that you were not mformed of. 1l11S stakeholder has b.:-en vocal in her concern that her requirements for the project h.we been ignored and that she doesn·t think you
5. You arc staffing a project in another country, and the project leader from that country has recommended a project team that consists of members of the project leader's family. Your first course of action should be to:A. Inquire if hiring through family li11es is common practice in the project
4. You are in the middle of a new product development pro ject that has an NPV of $10.5 million. The schedule perfom1ance index (SPI) is 0.99. There arc strict rules in your publicly traded company regarding risk, quality, and procurement. You discover the previous project manager made a $3 million
3. A project manager is working with a seller on a project that is time-sensitive due to government regulations requiring it to be completed by a certain date. She learns one of the sellers has bribed a~ubcontractor to work on this project instead of fulfilling previous commitments to other
2. A project manager gathered data to perform earned ,·alue calculations on his project. He used the results to report to management that the project is under budget and on schedule. After reporting this 111form.1t1on, he disco,·ered the base figures he used in the calculations were incorrect, as
l . A proicct manager 1s bemg consic.ll:'rccl for .1 particular project that will deal exclusively with global virtual te.ims. He only h.1s experience with local teams. What should he do when discussing the opportunity with the sponsor?A. Since the project manager has managed many projects and
20. A project manager on a multinational website implementation project is at a party and talks to friends who will be heavy users of this new website when the project is complete and the sik is rolled out.They describe some annoying aspects of the current website. The project manager takes this
19. ln an effort to identify stakeholders who may be .iffected by your project, you're looking over the organiutional structure of your client's company. As you identify stakeholders on the organizational cha.rt, you request meetings with each stakeholder. You'll document the information you learn
18. 1he deg1ee to which a particular stakeholder may be able to positively or negatively affect a project is their:A. Level of engagement B. Level of interest C. Level of commitment D. Level of influence
17. A stakeholders belief about or mental picture of the future is a(n):A. Requirement B. Heuristic C. Expectation D. Constraint
16. As project manager, you are unable to allocate as much time as you would like to interact with your stakeholders. Which of the following stakeholders w·ill you make it a priority to get to know?A. lne stakeholder who ts an expert on the product of the project, but ts not interested in
15. The key objective of stakeholder management is:A. Commumcation B. Coordination C. Satisfaction D. Relationships
14. You are planning a project to develop a website for a large medical center. The site will be used by patients, medical professionals, support staff, and insurance company representatives. Which tools will best help you determine the current ;1ttitudes of stakeholders toward the project and the
13. The project manager is trying to recall J ~ l.ikcholder 's preferred communication method. \Vhere can she find that infom1ation?A. RACI chart B. Stakeholder engagement assessment matri..'C C. Stakeholder engagement plan D. Resource management plan
12. The team is working on the development of a new product that is designed to appeal to individuals of all ages throughout the world. Bccau~e of the diversity of the stakeholder base, the team has decided to group stakeholders by category, in order to plan effective stakeholder engagement
11. You arc managing a project to update an existing payroll application. You have id
I 0. A primary goal of your project is to decrease the amount of tune it takes for service techntcians to help customers resolve issues via an onJine chat function. The current process includes correctly verifymg client authentic.1lion information, assessing the problem, and then ~olving it. The
9. You are working on a project that requires tl1e use of a stakeholder engagement assessment matrix. This tool can be used to identify:A. Additional stakeholders B. Variances from anticipated stakeholder mvolvcment C. Key relat1onsh1ps between stakeholders D. Skill levels of stakeholders
8. A project m.rnagcrw.ints to more extensively iJivolve the stakeholders on the project.111e project team is colocated, so face-to-face communication with these stakeholders is usually possible, although not all external stakeholders arc available to meet in person. \\Thich of t he following woulu
7. You are managing a project to develop an organization's new website. 1he site will be highly complex and mteractive, and neither your project team nor the client has much experience with this type of website development.The timeline is extremely aggressive. Any delay will be costly for b oth
6. You know that some groups within your organization are gomg to provide input to requirements that may impact your ability to develop a realistic schedule. Managing stakeholder expectations is always important, but achieving stakeholder satisfaction will be more critical with some groups than
5. Which nf the fo!Jowmg statement~ best describe\ how st.1keholdcrs .ire involved on a project?A. They help to determine the project '>chedule, deliverables, and requirements.B. 1l1ey help to dctemune the project co mtramL~ .ind product deliver:ibles.C. 111ey help to delermme the resource needs
4. A parti.:ular stakeholder has ,1 reputation for requesting many ch.rnges on projects. You'll be working with this stakeholder, as you've just been assigned as project maruger of a project with which he' ll also be 1m•olved. 111e newly approved project will create· a website that has a couple
3. You have bt:'en tent.ltiwly assigned to .1 project that h,1s not yet received final .1pproval. Several stakeholders who will likely be involved or impacted by the project have already been identi fied.Stakeholders can be identified Juring which project m.magemcnt process groups?A. Ini tiating,
2. l11e proje.:t h as been going well, except for the number of c h ange~ being mack The product of the project is being inst.ailed into seven different departments within the company and will greatly 1mpro\'e departmental pcrform.mce when operational. l11e team Ju~ selected the appropriate
J. l11e product of your project is a human resource application that will help the company with hiring and onboarding new employe.es. The team will be working on requirements affecting the needs of some of the stakeholders throughout the project. 111e requirements of other stakeholders will only
37. A new project manager is about to begin creating the procurement statement of work. One st.ikeholder wants to add many items to the procurement statement of work. Another stakeholder only wants to describe the functional requirements. The proje1..i: is important for the project manager's
36. Your organizatton has recently been informed that sever.11 of the regulations related to how your products are manufactured will change in six months. ln planning for work to change certain design and production processes, you determine you will need to work with 5evera1 external organizations
35. You are the project manager at a software development company, leading a project to dcvl"lop an innovative application for a client. 1hc project has followed a strict software engineering process. 'TI1c requirements have been specified in detail, resulting in extensive functional and technical
34. 'TI1e $800,000 contract specifies that the seller will bill the buyer at $10,000 per month. However, the seller is able to complete the project work faster than planned. TI1ercforc, they bill the buyer for$15,000 for the work performed in the past month. The buyer should:A. Send a breach of
33. 1be project team is considering the prospective sellers who have submitted proposals. One team member supports a certain seller while another team member wants the project to be awarded to a different seller. 'TI1c project manager should remind the team that the best thing to focus on in order
32. You have just started work on a procurement when management decides to terminate the contract.What should you do?A. Go back to the Plan Procurement Management process.B. Go back to the Conduct Procurements process.C. Complete the Control Procurements process.D. Stop working, and consider the
/ 31. Procurement closure is different from the Close Project or Phase process in that procun•ment closure:/)/A. Occurs before Close Project or Phase D. ls the only one to involve the customer C. Includes the return of property D. May be done more than once for each contract
30. A seller is aw.irded a contract to build a pipeline. 1he contract terms and conditions require a work plan to be issued for the buyer's approval prior to commencing work, but the seller fails to provide one.Which of the following is the best thing for the buyer's project manager to do?A. File a
29. After much hard work, the procurement statement of work for the project is completed. However, even alter g.un1ng agreement that the procurement statement of work is complete, the project manager is unsure of whether it actually addresses .111 the buyer's ne(~ds. The project man.1ger is .1bout
/ 28. TI1e project manager .• the procu.rement manager, and the project sponsor are discussing the project costs and whether it is better to have their own company do some of the project work or hire another company to do all the work. Generally, it would be better for the organization to do the
27. Your project has just been fast tracked, and you arc looking to quickly bring in a subcontractor to complet
26. Negotiations betwee11 two parties are becoming complex, so Party A makes some notes that both parties sign. However, when the work is being done, Party B claims they are not required to provide an item they both agreed to during negotiations, because it was not included in the subsequent
25. Your program manager has advised that you need to protect the organization from financial risk. In/ planning a new project, you realize t_h!re is limited scope definition related to the work needed to fulfill the contract. What is the best type of contract to choose?A. Fixed-price (PP)B. Cost
24. A project manager is m the middle of creating a request for proposal (RFP). What part of the procurement process is he in?A. Conduct Procurements B. P lan Procurement Management C. Admrnister Procuremenl~0. Make-or-Buy Analysis
'23. 'lhe project team is assessing the responses of p rospecuve sellers who have submitted proposals. One team member argues for a certain seller while another team member wants the project to be awarded to a different seller. What part of the procurement process is the team in?A. Plan Procurement
22. You are the project manager of a rcl.1 tively small project to build out improvements to a small shop in a pedestrian mall. The project is using a time and material contract, and you know you must be involved in negotiations. "Which of the following is''° advantage of a time and material
2 1. Your company has an emergency .md needs contracted work done as soon as possible. Under these circumstances, which of the following would be the most helpful to add to the contract?A. A clear procurement statement of work B. Requirements a5 to which subcontractors can be used C. Lnccntivc~D. A
20. \ Vith which type of contract is the ~eller most concerned .1bout project scope?A. Fixed-price B. Cost plus fixed fee C. Time and material D. Purchase order

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PMP Exam Prep Ninth Edition 9th Edition Rita Mulcahy - Solutions

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