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pmp® exam practice test and study guide
PMP Exam Prep Ninth Edition 9th Edition Rita Mulcahy - Solutions
19. \Vhich of the following is an advantage o~ centralized contracting?A. increased expertise n. Easier access C. 'Ihe proicct manager doesn't have to be uwolved D. More loyalty to the pro1ect
18. A project has a tight budget when you begin negotiating with a seller for a piece of equipment. The seller has told you the equipment price is fixed. Your manager has tol
17. You are trying to make sure all records from the procurement are documented and indexed. \Vhich of the following do you not have to worry about?A. Proposal B. Procurement statement of work C. Terms and conditions D. Negotiation process
16. 'Jhc sponsor and the project manager are discussing what type of contract the project manager plans to use on the project. The sponsor points out that the performing organization paid a design team a lot of money lo come up with the design. The project manager is concerned that the risk for the
15. As part of closing a co~t-reimbursablc contraf t on a proiect, what must the buyer remember to do?A. Dccr;ascthe risk rating of the project.B. Audit seller's cost submittah.C. Evaluate the fee she is paying.D. Make sure the seller is not adding resources.
14. You arc considering using a fixed-price (FP) contract, because you have well-defined requirements for your construction project. With your requirements and your understanding of the seller's competition, you are confident you will be able to establish a complete statement of work. 1he fee or
13. 1he sponsor is woO"ied about the seller deriving extra profit on the cost plus fu:ed fee (CPFF) contract.Eat·h month he requires the project manager to submit CPI calculations and an aniilysts of theCOStTo complrtc. 1he project manager explains to the sponsor that extra profits should not be a
~- Which of the following is thebestthingfora projectmanagerto do in the Conduct Procurements process?A. Evaluate risks.B. Select a contract type.C. Perform market resean:h.D. Answer sellers' questions about the procurement documents.
11. You are working to plan procurements for a project that will develop a prototype cruise ship. The prototype will be tested, perfected, and then used to create .i small fleet. In addition to creating a procurement management plan, you must put together bid documents describing the project needs
l 0. You are the project manager working on a complex structural rngmcering proiect. Not an engineer yourself, you will reqmre the assistance of sc,·eral subject m,ltter experts durmg the procurement process. In addition to the subject matter expert~. the org.mization ha< a procurement department
9. You have narrowed down the prospective sellers, and conducted a bidder conference. You are prepared to enter into a contract with the desired seller, and are checking that everything is in order for final contract negotiations and contract finalization. You have only a couple of points to
8. A seller is working on a cost-reimbursable (CR) contract when the buyer decides he would like to expand the scope of services and change to a fixed-p rice (FP) contract. All the following arc the sel ler's options except:A. Completing the original work on a cost-re1mbursablc baSlS ,m
7. Buyers and sellers have many common goals, but some goals of the b uyer will not benefit the seller.Likewise, the seller will ~omctimes have go.1ls that conflict with those of the buyer. These could negatively affoct the project if contracts are not negotiated appropriately. The primary
A 6. A routine audit of a cost-reimbursable (CR) contract determines tli.tt overcharges are being made. If the contract does not specify corrective action, the buyer should:A. Continue to make project payments.B. H;1lt p.1ymcnts until the problem is corrected.C. Void the contract and start legal
Js. All the following statements about change control are incorrect except:A. A fixed-price contract will minimize the need for change control.B. Changes seldom provide real benefits to the project.C. Contracts should include procedures to accommodate changes.D. More detailed specifications
y' 4. A project m.rnager for the seller is told by her management that the project team should do whatever possible to be awarded incentive money. TI1e primary objective of incentive clauses in a contnct is to:A. Reduce costs for the buyer.B. Help the seller control costs.C. Synchronize
V3. You are preparing procurement documents for the- building of a community center. TI1cre will be government standards, guid
')( 2. With a dear procurement statement of work, a seller completes work as specified, but the buyer is not pleased with the results. The contract is considered to be:A. Null and void B. Incomplete C. Complete D. W,1ived
\./""!. Once signed, a contract is legally binding unless:A. One party is unable to perform.B. One party is unable to finance its part of the work.C. It is in violation of applicable law.D. It is declared null and void by either party's legal counsel.
38. Since a template for tc.un meetrngs docs not appear to be .wa1lablc, you MC cr.:,1tmg om•. You th ink 1t could also be used for futu re projc
37. During the Identify Risks process, a project manager and ~takeholdcrs used various methods to identify risks and created a long list of those risks. ' lhe project manager then made sure all the risks wen• understood and that triggers had been iden tified. Later, in the Pl.tn Risk Responses
36. A watch list is an output of which ri~k man.1gcmcnt procc~s?A. Plan Risk Rcspomes B. Pe rfom1 Quantitative Risk Analysis C. Perform Quali tative Risk Analysis D. lmplement Risk Responses
35. ;\ project manager 1s creating a risk response plan. However, every time a ri~k response is suggested,.mother risk is identified that is caused by the response. Which of the following is the best thing for the project manager to do?A. Get more people involved in the Identify Risks process,
34. A project team is creating a project management plan when management asb them to identify projcd risks and provide some form of gu.1litative output as soon .ls possible. Wh.1t should the proicct team provide?A. Risk triggers B. Prioriti7.ed list of risks C. Contingency re~ervcs D. Probability
33. Monte Carlo analysis is used to:A. Get an indication of the risk involved in the project. "/B. Estimate an activity's length. 'I C. Simulate possible quality issues on the project.D. Prove to management that extra staffis needed. y.
32. A pro1ect ha:. had ~ome problem:., but now seems under control. In the last few months, almo~t all the reserve ha ~ been used, and mo~t of the negative impacts of events that had been predicted haw occurred. There are only four acuvitie5 lcft, .md two of them are on the crit1c.1l
31. Which of the following is the primary responsibility of a risk owner?A. Identify new risks and create workarounds.B. Respond to risk triggers and 1111plemcnt the pl.urned risk responses.C. Report to the project man.1ger that a mk ha~ occurred, and note the consequence~.D. Quantitatively analyze
30. During pro1ect cAecuting, the t.:am member who is most experienced in the programming work required for the project mforms you that he has accepted a new position at another company, and has given his two weeks' notice. This is a maJOr problem that was not included in the risk register. What
29. During project executing, a team member is coordinating with a supplier, and identifies a risk that 1s not in the risk register. It appears that the pieces ofheaq equipment you have ordered from a supplier are larger than anticipated, and they may not all fit into the warehouse the team has
28. You believe that the project you have undertaken is relativclystraightfonvard, with less risk than most other projects you have worked on. 111erefore1 you do not spend a long time on risk identification.While preparing your risk responses, you identify secondary risks that could result in
27. The cost performance index (CPI) of a project is 0.6, .rnd the schedule pe1formance index (SPI) is 0.71. "l11e project has 625 work packages and is being completed over ,1 four-year period. The team members are inexperienced, and the project received little support for proper pl.mning. Which of
26. A system development project is nearing proiccl closing when a previously unidentified risk i~discovered. 1his could potentially affect the project';, (lvcraJI ability to deliver. Whal should be done next?A. Alert the project sponsor of potential impacts to cost, scope, or schedule.B. Qi.1alify
25. You were in the middle of a two-year project to deploy new tedmology to field office.~ across the country. A hurricane ..:aused power out,1gcs just when thl' upgrade was near completion. V..'hen the power was restored, all the project reports .md historical data were lost, with no way of
24. You have been appointed .1~ the man,1gcr of a new, large, .md complex project. Because this project is business-critical and highly visible, senior management has told you to ;malyze the project's risks and prep.ire response strategies for them as soon as possible. The organization has risk
23. Havmg just been hired to manage a project to improve the efficiency of data proceso;ing 111 the accounting department, the proj('ct manager 1s most concerned about managmg risk on the projc..:t.TI1e timeline is short, and the sponsor's cxpe,·t,1tions ,e high. Which of the following would be~t
22. A project manager is quantifying risk for her project. Several ofher experts art~ off-site, but wish to btinduded.How can this be done?A. Perform Monte Carlo analysis using the internet .is a tool.R. Apply tht- critical path method.C. Determine options for n~co rnmend e d corrective action.D.
21. Your tt-am has come up with 434 ri~h and 16 maior causes of those risks. 1he p roiect b the I.1st m a series of projects that the team has worked on together. '!he sponsor is very supportive, and a lot of time was invested in making sure the project work was complete and signed offby all key
20. You arc a project manager for the construction of a major new manufacturing plant that is unlike any that has been done before. The project cost is estimated at $30,000,000, and the proicct will make use of three sellers. Once begun, the project cannot be cancelled, as there will be a large
19. A project manager has assembled the project team. They have identified 56 risks on the project, determined what would trigger the risks, rated them on a risk rating matrix, tested their assumptions, and as>esscd the quality of the data used. The team is continuing to move through the risk
18. A project manager analyzed the quality of risk data and asked various stakeholders to determine the probability and impact ofanumber ofrisks. He is about to move to the next process of risk management.Based on this information, what has the project manager forgotten to do?A. Evaluate trends in
17. A proiect manager has just fi ni~hed the risk response plan for a $387,000 engmeering project. Which of the following should he probably do next?A. Determine the overall risk rating of the project.B. Begin to analyze the risks that show up m the proiect drawing~ .C. Add work packages to the
16. During which risk management process is a determination made to transfer a risk?A. Identify Risks B. Implement Risk Responses C. Plan Risk Responses D. Monitor Risks
15. Workarounds are determined during which risk marugemcnt process?A. Identify Risks B. Perform Quantitative Risk Analysis C. Plan Risk Responses D. Monitor Risks
14. Outputs of the Plan Risk Responses process include:A. Residual risks, fallback plans, and contingency reserves B. Risk triggers, contract.~, and a risk list C. Secondary risks, process updates, and risk owners D. Contingency plans, p roiect management plan updates, and sensit ivity analysis
l3. 111e project has been chartered to address concerns oflow levds of customer satisfaction with the help desk of a large onlinc retailer. You and your team are considering options including upgrading computer systems and software programs, a
12. You have identified several risks on your project for which purchasing msurancc 1s a possibility. The insurance company your firm uses has quoted reasonable rates, and your analysis shows that purchasing insurance makes sense as a contingency plan in these cases. Your organization has a low
11. A new project manager is beginning work on her first project. She is planning to use her training to implement many risk identification methods. She realizes that some identified risks will be managed throughout the project, while others will not be considered important enough to deal with. She
10. Risk thr~>hokh :ire determined tu help:A. The te,1m r.mk the project risks r3. ·rhe project manager estimate the project C. The team schedule the project D. Management know how other managers will .ict on the project
9. You are embarking on a new technology upgrade project that is considered key to future growth of the business. Ilecause of the critical nature of the project, you recognize the importance of performing thorough risk management, and you want to make sure you have considered all relevant project
8. You are iterating the project management plan and will be meeting with the sponsors to get approval.There have been some problems on recent projects because the projects were started quickly and it was assumed that there would be iew challenges. You know that the sponsors will want assurances
7. Most of the project risks will be identified during whi.:h risk management processes?A. Perform Quantitative Risk Analysis and Jdentify Risks B. Identify Risks and Monitor Risks C. Perform Qualitative RlskAnalysis and Monitor Risks D. Identify Risks and Perform Qpalitative Risk Analysis
6. If a risk event has a 90 per.:cnt chance of occun ing, and the consequences will be SI 0,000, what doc~$9,000 represent? ~ ") "\!) ~1 A. Risk value B. Present value C. Expected monetary value D. C
5. If a risk has a 20 percent chance of happening in a given month, and the. project is expected to last fivi:: r_ months, what is the probability that this risk event will occur during the fourth month of the project?A. Less than l percent B. 20 percent C. 60 percent D. 80 percent
4. Which of the following risk events is mo't likely to interfere with attaining a project's schedule objective?A. Delays in obtaining required approvals B. Substantial incre.1ses in the cost of purchased materials C. Contract disputes that generate claims for increased paymi::nt~D. Slippage of the
3. Assuming the e1ids of a range of estimates are +/-3 sigma from the mean, which of the following range estimates invo1vl's the least risk?A. 30 days, plus or minus 5 days ~ ") ' ·B. 22 to 30 liJys C. Optimistic = 26 d.1ys, most likely= 30 d.1ys, pess1mi5tJc = 33 d.1y~ ' -'D. Mean of 28 days
2. If a project has a 60 percent chanc.e of a S 100,000 profit and a 40 percent chance of a 5100,000 loss, the expected monet.i.ry value (EMV) for the project is:A. $100,000 profit B. $60,000 loss C. $20,000 profit D. $40,000 loss
I. Your team has worked diligently to identify a large number of risks on a pharmaceutical development D project. At th is time, the risk register includes risks related to government regulations, risks involved in production and testing, and rish related to inlroducmg a new product to the already
23. TI1c p roject manager is trying to recall a stakcholdcr's preferred communic.1tion method. Where can she find that information?A. RAC! chart B. Stakeholder engagement assessment matrLx C. Stakeholder engagement plan D. Resource ma1Mgement plan
22. A successful project manager i~ required to use knowledge, skills, and abilitie~ in a number of different areas of expertise. Planning ability is very important, as is the ability to execute, man;ige .1nd control the project Jccording to the project management plan. \\' hich area of expertise
21. A project man.1gcr Jt a large consulting firm is asked to report on the actual project results versus planned results. Tiie project is going well, .md the marketing dep artment wants to sec iJ the current results can be used in a future marketing c;unpaign. 1his project man.1ger should prepare
20. Th ... pw1cct manager 1s expecting a deliverable tu be ~ubmittcd by em.ul from a team member today. At the end oi the day, the project manager .:ontacts the tc,1m member to notify him that it has not been received. 'Die team member apologizes .uul explains that hl' was not able to email the
19. 1hc requirements of many stakeholder, were not approved for inclusion in your project. 'llierefore, you had a difficult time gaining formal approval of the project management pbn. The st.1keholders argued and held up the project while ther held mcetmg after meeting about their requirements. The
18. lhe project has 13 te.un members and affects more than 15 departments in the organization. Because the project is 20 percent complete to date and the team has had successful performance reports from five of the affected departments, the project manager holds a party to celebrate. 'Die project
l 7. A pro1cct mana~er has just been .1ss1gned a team compnscd of team members from many countries induding Br.wl,J.1pan, the Un11ed St.1te~ .. 111d Britain. \'\I hat is her hest tool for success?A.. ·rh~ rc~pons1b1hty .i.ssignmcnt matnx (R.\M)LI. ·rhc teleconference C Team communication with the
.16. Things have been going well on the project. 'Ihc work authoriz.it1on system has
J 5. A project manager overhears a conversation between two s t.1keholders who are discussing how unhappy they are with the 11npacts of the project on their own departments. St.ikeholder A asks if the project is on time, and st.1keholdcr B replies that the SPI is 1.05. Stakeholder A asks if the
14. A team mem ber is visiting the manufacturing plant of l'nc of the suppliers. \Nhich of the following is the most important thmg to be do ne in any telephone calls the project manager might make to the team member?A. Ask the team im:mber lo rL'pC".it back what the project m.m.1gcr says.B. Review
13. You h ave just been assigned as project manager for a large manufacturing proiect. This one-year project is about halfway done. It involves five differc·nt sellers .ind 20 members of your company on the project team. You want to quickly rev1ew where the project now stands. \Vhich of the
12. '[he project team meeting is not g
11 . A pwjcct manager has a project team consisting of people in four countries. 111e project is very important to the comp.my, and the project manager is concerned about its success. The length of the project schedule is acceptable. What type of communication should he u~c?A. Informal verbal
10. Two people are arguing about what needs to be done to complete a work package. In addition to the words being spoken, if th,~ project manager wants to know what is going on, she should pay most attention to:A What is being said and when n. What is being said, who is saying it, and the time of
( 'ommunicatinn is key to the success of a project. As the project manager, you had three stakeholders with whom you needed to communicate. Therefore, you had six channels of communication. A new stakeholder has been added with whom you .llso need to communicate. How many communication channels do
9.A. Determine why the stakeholder did not receive the information, and let him know when it was published.B. Ask tbe functional manager why the stakeholder did not understand his responsibility.C. Review the communications management plan, and make revision~ if necessary.0. Address the situation
._./ 8. Changes to some project deliverables hav!.' been docmm•nted in the project management plan. 'These changes, along with other project information, have been distributed according to the communications management plan. One stakeholder expressed surprise to the project manager upon hearing
7. A large, one-year telecommunications project is about h;1lfway done when you take the place of the previous project manager. The project involves three different sellers and a project team of 30 people.You would like to sec the project's communications requireme11ts and what technology is being
6. You arc m.rnaging a project on which considerable negotiations will be involved. You are confiden t that these negotiations will go well and that all agreements will be finalized into formal, written contracts,\.\Then you are engaged tn negotiations, nonverbal communication skills are of:A.
S. Formal written corrc~pondl.'ncc with the wstomer 1' reqmrcd when:A. Defects are detected.B. 111e customer request~ .1ddition.1l work not cowred under contract.C. Th.:> projc.:t has a schedule slippage th,1t includes changes to the critical path.D. The project has cost overruns.
4 Cun11nu111c.lt1om .ire ofkn l'nhanceJ when the c.cnder ____ thc re.:.-ivcr.A. Spl',1b up to B. Uses gestures when i.pl'.iking to C. Spcab slowly to D. Shows concern lnr the pl'r.;pl' ctin~ l,f
3. 111e new project man.1ger h.i ~ a team including ~everal mdiv1duals for whom English 1s not their first language. He frequently us
2. Extensive u~e of ___ communication 1s mo~t likely to aid in solving complex problems.A. Form.ii verh,tl R. Informal written C. Formal written D. Nonverbal
I. A team member IMs been late to several recent team meetings, .\l\d the la~t two deli verables he ,,ubmitted were not acceptable. The pro1ect manager decides he can no longer wait for thmgs to improve and must ;1ddrcss the issue with lhl' t
32. A team member has missed the last two team meetings. Several of his assigned deliverables were , ,..completed late, and not all were of acceptable 'luality. He requests a meeting with the project manager, t ../when~ he explains that he has been dealing with a number of personal issues, which he
31. A project is being completed by a virtual team with team members from six countries. From their various locations, the team members are arguing about which office will take the lead on the project, disagreeing over meeting schedules, and questioning the abilities of individuals whom they have
30. In determining tl1e physical resource requirements of the project, the team has identified the need for a highly specialized piece of testing equipment that will be used for approximately six months. '!he organi7.ation only owns one of these units, and it has been committed to other projects
29. Many work packages have been successfully completed on the project, and the sponsor has made some recommendations for improvements. 1hc project is on schedule to meet an aggressive deadline when /the successor activity to a critical path activity suffers a major setback. 111e activity has 14
28. A large project is underway when one of the team members reviews the project status report. I le sees the project is currently ruru11ng late. As he looks at the report further, be notices the delay will cause one of his activiues to be scbedult.'d during a time he will be out of the. country
27. 1he project manager is looking at the project's resource needs and lessom learned from past projects.This information causes the project manager to be concerned about her ability to acquire enough [3.resources for the project in sLx months. Which of the following would be the least effective
26. During the first half of the project, five team members left for other projects without being replaced, two team members went on vacation without informing yon, and other team members expressed D uncertainty about the work they were to complete. [n this situation, it is best if you update which
25. You just found out that a major subcontractor for your project consistently provides deliverables late.The subcontractor approaches you and asks you to continue accepting late deliverables in exchange for a decrease in project costs. This offer is an example of:A. Confronting B. Compromise C.
24. The project cost performance index (CPI) is 1.02, the benefit-cost ratio is 1.7, and the latest round of performance reviews identified few required adjustments. The project team was colocated in a new building when the project started. Everyone commented on how excited they were to have all
23. A project manager had a complex problem to solve and facilitated a team decision about what needed to be done. A few months later, the problem resurfaced. What did the project manager most likely not do?A. Perform proper risk analysis.B. Confirm the decision solved the problem.C. Have the
22. Project performance appr.iis..ils are different from team performance .1ssessments in th at project performance appraisals focus on:A. How an individual team member is performing on the project B. An evaluation of the project team's effectiveness C. A team-building effort D. Reducing the staff
21. The project has been challenging to manage. Everyone has been on edge due to pressure to complete the project on time. Unfortunatdy, the tension has grown to the point where team meetings have become shouting matches, with little work accomplished during the meetings. One team member asks to be
Although the sponsor is h;1ppy with the status of the project, one of the team members is always complaining about how much time bis project work is taking. Which of the following is the best thing for the project manager to do?A. Review the reward system for the project.B. Try to improve schedule
20. 'Dle installation project has a CPI of 1.03 and an SPI of l .0.1here are .14 team members, and each team member had input into the final project management plan. 111c cu:;tomer has accepted the three deliverables completed so far without complaint, and the responsibility assignment matrix has
19. A project h in the middle of the executmg effort when a stakchokler suggc~ts a change that would result in the third major overhaul of the project. .At the same time, the proicct manager discm·crs that a large work pack.1gc W.I• not completed bcc.1usc a team member's manager m(weJ he1 lo
13. Let's calm down and get the job done.C. Let's deal with this again next week after we all c.1lm down.D. Let's do limited testing before integration and finish testing after integration.
l S. A pro1,·ct m.mager 1s trying to \t•ttlc .1 d1~putc llC'tw(·en two team members. One says the sy~tems should be integrated before testing, anJ the other maintains each system should be tested before 111tegration. 11u~ project involves over 30 people, and J 2 systems need to be integrated.
17. The project is ju~t starting out and consists of people from 14 different departments. The project charter was signed by one person and contains over 30 major project requirt•mcnts. The sponsor has informed the project m;mager that the SPl must be kept between 0.95 and l.l. A few minutes of
16. "!he project man.1ger and the team arc t.>xcited about the new project. lh1s 1~ !he project manager's first.1s~1gnment as proicct manager, and the team feels they will be able to compldc work that has ne\·er been tried before. There arc 29 people contributing to the product description, and
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