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pmp® exam practice test and study guide
PMP Exam Prep Ninth Edition 9th Edition Rita Mulcahy - Solutions
15. A project has several teams. Team Chas repeatedly missed deadlines in the past. lhis has caused tea.n1 D to have to crash the critical path several times. As the team leader for team D, you should meet with:A. 111e lt!ader of team C B. 'The project manager C. The project manager and man.1gement
14. A team member is not performing well on the project because they are inexperienced in system development work. There is no one else available who is better qualified to do the work. What is the best solution for the project manabrcr?A. Consult with the functional manager to determine project
13. You arc a project manager leading a cross-functional project team 111 a weak matnx environment. .:\lone of your project team members report to you functionally, and you do not have the ability to directly reward their performance. "!he project is ditficult, involving tight schedule constraints
12. During every project team meeting, the project manager asks each team member to describe the work they are doing, and then assig1\s new activities to team members. The length of these meetings bas increased because there a.re many different activities to assign. This could be happening for all
I I . A project manager must publish a project scheduh.•. Activities, start/end times, and resources are identified. \.Vhat should the project manager do next?A. Distribute the project schedule according to the communications management plan.B. Confirm the availability of the resources.C. Refine
10. During project planmng tn .i matrix e> rganization, the project manager determines that additional human resources are needed. From whom would she request these resources?A. 1he PMO m.mager B. The functional manager C. The team D. The proiect sponsor
9. You have just been assigned as project manager for a large telecommunications project. 1his one-year project is about halfway done. The project team consists of S sellers and 20 of your company's employees. You want to understand who is responsible for doing what on the project. Where would you
8. \,\That does a resource histogram show that a responsibility assignment matrix does not?A. Time B. Activities C. Interrelationships D. lhe person in chargt- of each activity
7. Two stakeholders arc disagreeing via ,1 series of emails as to whether a deliverable meets the acceptance criteria. One of the stakeholders wanted different criteria, but the cost-benefit analysis done in planning did not support delivering that level of performance. The stakeholders agreed that
6. The most common causes of conflict on .i project are schedules, project priorities, and:A. Personalities B. Resources C. Cost D. Management
S. The project is expected to take four years. The project team members will not aU be coming on at the start of the project, but rather will join and leave the team as needed. Historically, projects similar to this one have been volatile, and the work intense. Therefore, conflict between tc,1m
4. The replacement of an important legacy system in the organization will be challenging because there are otlices in seven collntnes, and the business operations cannot be interrupted. Your objective is to have the ~-ystem updated before new regulations go into effect in one of the participating
3. Senior management has been extremely impressed by a new team member on the software development project. 'The team member has enthusiastically and efficiently completed his assigned activities. He has also demonstrated courtesy, respect, and consideration to everyone arollnd him. For these
2. 'TI1e highest point of Maslow 's hierarchy of needs is:A. Physiological satisfaction B. Attainment of survival C. Need for association D. Esteem
I. All the fo llowing are forms of power derived from the project manager's position c..xcept:A. Formal B. Reward C. Penalty D. fapert
34. In a meeting tC' gain approval of the quality m.111.1gcment pl.:m, a stakeh0Jder points out what he believe~to be .in error in the plan. H.:- noll.'s th,1t the plan inclu1.k~ U)mg some of the saml.' tech111q11es in more than one of the q uality processes. \Vhich of the following quality
33. Which of the following would gl·iwrally lead to tlw least amount of qu.1lity improvement?A. Total quality management B. Quality planning C. Implementing .m ISO 9000 standard D. lmp,·ction
32. Vvhile pl'rforming qn.dil>' planning for the dc~1gn and m.inuf,icture of .1 new rnedic.11 Jcvicc, the te;im has iJentified the need to keep van;rn c l'~ to .1 minimum hcca u~c the end product must be of the highest quality poss ible. 'lho:-y arc researching the practices of corn~"1r.1ble
31. Work on a project is ongoing when the proiect m.rnager overhears two workers arguing over what a set I::._ of instructions means. 111e project manager investigates ~mi discovers that the instructions for the construction of the concrete footings currently being poured were poorly translated
.10. Which of the following expla11b why quality ~ho uld be planned in and not mspccted in?J\. It reduces qu.1lit r .rnd is le\S ex pen sh c.R. It improves quality .rnd 1lvc.D. lt improves qu.1hty and i\ ks~ expensive.
29. As the project manager, you arc preparing your quality management plan. You arc looking for a tool that Ciln demonstrate the relationship between events and their resulting effects. You want to use this tool to depict the events that cause a negative effect on quality. \Vhich of the following
28. 1l1e project m.rnager 1wtice' that the project .ictivitics being completed by one department are all taking slightly longer th.m planned. To s in the work packages have been on the uitical path. The project managc.>r 1~ bothered by the problem. since four of the next five critical path
27. During project executing, a project team member infonllS the project manager that a work package has not met the quality metric, and that she believes it 1s not po~sible to meet it. 111e project manager meets with all concerned parties to analyze the situation. V\.11ich p.1rt of the quality
26. At the end of the project, the project manager reports that the project h.1s added four unexpected areas of functionality and thr.:'e ara~ of performance. The customer has expressed satisfaction with the project. \.\!hat Jo
25. An experienced project manager is working with a team chartered to build a bridge near the Arctic Circle. In addition to the usual concerns of safety and longevity, the te.11n must also take into account the extreme weather conditions and their potential impact on the bridge. The sponsor meets
24. A project manager has just taken over the project from another pro1ect manager during pro1ect executing. 1he previous project manager created a project budget, determined comnnmications requirements, and went on to the complete work packages task. What should the new project manager do next?A.
23. I he new software installation project is in progress. The project manager is working with the quality department to improvr stakeholders' confidence that the project will sat isfy the quality standards.Which of the following must they have before they star t this process?A. Quality problems B.
22. You arc askcd to 5clecl tooh and t cdmiq u~·s to supplement exist ing quality control activities. Which of the following would not be appropriate for tlns purpose?A. Performance reviews B. Statistical sampling C. Pareto diagrams D. Focus groups
21. You are in the middle of a major facility construction project. The structural steel is already in place, wd the heating conduits arc being put mto place when .1 senior manager infonns you that he is worried the proiect will not meet the quality standards. What should you do m this situation?A.
20. You arc a project manager for a maior information wstems project. Someone from the qu~l1ty department comes to see you about beginning .1 quality .1udit of your project. The team, already under pressure to complete the project as soon as p ossible, objects to the audit. You should explain to
19. The project team has created a plan for how they will implement the quality policy, addressing responsibilities, procedures, and other details. If this plan changes during the project, which of the following pl.ms will also change?A. Qμality assurance plan R Q..uality management plan C.
I 8. During a team meeting, the te.im adds a specific area of extra work to the project because they have determined it would benefit the customer. \Yhat is wrong in this situation?A. The team is not following the project management plan.13. These efforts shouldn't be done in meetings.C. Nothing.
17. A project manager and team from a firm that designs railroad equipment are tasked to design a machine to load stone onto railroad cars. The design allows for 2 percent spillage, amounting to over two tons of spilled rock per day. In which of the following does the project manager document this
J 6. There are several executing .1ctivities underway on your project. You are beginning to get concerned about the accuracy of the progress reporting your team members are doing. How could you verify whether there is a problem?A. Perform a quality aud it.B. Create risk quantification reports.C.
15. You are managing a project in a just in time environment. ·1his will require more attention because the amount of inventory in such an environment is generally:A. 45 percent B. 10 percent C. 12 percent D. 0 percent
14. A control chart shows seven data points m a row on one side of the mean. What should the project manager do?A. Perform a design of experiments.B. Adjust the chart to reflect the new mean.C. Find an assignable cause.D. Nothing. This is the rule of seven and can be ignored.
13. All the following result from quality audits except:A. Determination ol whether project activi ties comply with organizational policies B. Improved processes to increase productivity C. Creation of quality metrics D. Confirmation of the implementation of approved change requests
12. Standard deviation 1s a mea~ure of:A. How far the estimate is from the highest estimate B. I low far the me
l L Cost ha ~ bel.'n determined to b,, the highest pnNity con:.tramt on a prOJCCt to dt>s1gn and product' .1 new tool that will be used in rest.rnr.mt k.itchem. 'lhe project team has 111cl11dcd random sampling of'these tools in their quality plan. Although cost is a ker factor, the product must
10. Testing the entire pt•pulation would:A. Take too long B. Provide more mformation th.m wanrcd C. Be mutually cxcl11s1ve D. 'how many defects
9. A control chart helps the project m.mager:A. Focus on the most critical issues to improve quality.B. Focus on stimulating thmking.C. Analyze the CJusc of .1 qu.1lity problem.D. Determine if a process is functioning within established metrics.
8. A project manager is experiencing a gre;it dc
7. All the following arc tools .ind t
6. Qpality is:A. Meeting and exceeding the customer's expectatiom B. Adding extras to make the customer happ)'C. 1he dt'gree to which the project meets requi renwnts D. Conformance to management's objectives
5. A manager notices that a project manager is holding a meeting with some of the team and some stakeholders to discuss the quality of the project. The project schedule has been compressed, and the CPl is 1.1. The team has worked hard on the project and has been rewarded according to the reward
4. A pro1ect has faced mOIJOr difficulties m the quality of its deliverables. Management now states that quality is the most important project constraint. If another problem with quality were to occur, what would be the best thmg for the project manager to do?A. FLx the problem as soon as
3. Who is ultimately responsible for quality management on the project?A. The project engineer B. The project manager C. The quality manager D. The team member
2. To wh.1t doe~ the following defimtion refer? "A type of analysis focused on finding the point at which the benefits or revenue to be received from improving qualiry equals the incremental cost to achieve that quality."A. Qμality control analysis.B. Marginal analysis C. Standard quality analysis
l. When a product or service completely meets a customer's requirements:A. Qpality is achieved.B. The cost of quality is high.C. The cost of quality is low.D. The customer pays the minimum price.
38. A project manager is analyzing the project to find ways to decrease costs. It would be best if the project managerlook.~ at:A. Variable costs and fixed costs.B. Fixed costs and indirect costs C. Direct costs and variable costs D. Indirect costs and direct costs
37. Cost risk means:A. There are risks that will cost the project money.B. The project is too risk-y from a cost perspective.C. There is a risk that project costs could go higher than planned.D. There is a risk that the cost of the project will be lower than planned.
36. You provide a project cost cstim~te for the project to the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut l S percent off the project e5timate. What should you do?A. Start the project and constantly look for cost savings.B.
35. There is C()llfusion .unong some of the stakeholders about how the o.:ost fon•ca~ts will be calculated on the project. 111cy also have c
34. 'TI1e replacement of the inventory management and portion control system for an international restaurant chain has been prioriti7cd as a key strategic objective for the organization. Stakeholders are very concerned about many aspects of the project. '!hey have shared these concerns and ideas in
. H. In analyt.ing problems that h:l\'e occurred during testing, the team discovered that causc-.rnd-effect diagramming is helpful in identifying the best place to focus their efforts. 111eir coordin;ition of the interrelationships of the deliver.ibles has improved, and the team has discovered
32. Although the stakeholders thought there was enough money in the budget, halfw;iy through the project the cost performance inde..x (CPI) is 0.7. To determine the root cause, several stakeholders audit the project and discover the project cost budget was t'stirnated analogously. Although the
31. A n1.1nufadunng project has a schedule performance index (SPI) of0.89 and a cost performance index(l "P l) of0.91. Generally, wh.1t is the most likely explanation for why this occurred?A. The scope was chang~d.Il. A supplier went out of business, and a new one needed lo be found.C. Additional
30. You're thinking through what approach will make it easiest for the team to take responsibility for providing work performancc data for all aspects of the project. As part of this appro.1ch1 yon b elieve it will be helpful to make sure the team understands how and why the data will be analyzed.
2\1. i\lon1toring co~t expended to date in order to detect van.mces from the plan occurs during:A. 1hc creation of the cost change control system fl. Recommending corrective actions C. Updating the cost baseline D. Project performance reviews
28. 1he project manager is working with cost estimates in order to estabhsb a baseline for measuring project performance. What process is this?A. Cost i'v1anagement B. Estimate Costs C. Dcrcrmme Bt1dgct D. ( ontrol ( ost~
2-: You have just completed the mitiating proces~cs of a small proje
13. Suggest life cycle costing as a compromise.C. Determine why the sponsor wants such an .1ccurate estimate.D. Ti-y to convince the sponsor to allow expert judgment because it is typic;illy more accurate.
26. Early in the life of your project, you are h.wing a discussion with the sponsor about what estimating techniques should be used. You want a form of expert judgment, but the sponsor argues for analogous estimating. It would be best to:A. Agree to analogous estimating, as it is a form of expert
25. Your cost forcc.:ast ~ h ows you ,,·ill have a cost overrun .\t the end of the project. Which of the following f\should you do? ·A. Elimmatc risks 111 e~t1mat1?s and ree~timatc n. Meet with the sponsor to find out what work can be done sooner.C. Cut quality.D. Decrease scope.
24. You are having difficulty estimating the cost of a project. Which of the following best describes the ,, .most prob
23. You are le.iding a projec.:t to introduce a new health.:are appointment scheduling application. As yon.ire cre.\ting plans detailing how the team will respond to possible events that may impact the project, you and the team dctcrmmc the .imounl of co~t contingency rescn·c needed. 111e cost
22. Your project has a medium amount of risk and is not very well defined. The sponsor hands you .~project charter ,md asks you to confirm that the projel."1: .:;m b.: completed within the project cost budget. What is the best method to handle this?A. Develop an estimate in the form of a range of
21. Which of the following are all items included in the cost management plan?/\. "Jhe level of accur,icy needed for estimate;, mies for me.isuring cost performance, and specifications for how duration estimates should bt? statcJ B. Specifications for how estim.itcs should be stated, rules k)r
20. To gain a clear incUcation of how the project is progressing, the buyer expects periodic reporting that includes analysis of the work that has been accomplished according to plan, the dollars that have been spent and how they reflect the planned expenses, the accepted deliverables, and
19. Which estimating method tends to be most costly for creating,\ project cost estimate?A. Bottom-up B. Analogous C. Parametric D. SO/ SO
18. The quality efforts on the project have gone through some changes during the fir st four months of project work. Two processes in particular have undergone extensive change. The customer is happy with the work to date, but has heard that the competition is working on a similar product. 'Th('
17 Prn1ect setup costs arc an example nf:A. Variable costs B. Fixed costs C. Overhead costs D. Opportunity costs
16. Which type of cost is team training?A. Direct B. NPV C. Indirect D. Fixed
15. D uring which project management process group are budget forecasts created?A. Monitoring and controlling B. Planning C. Initiating D. Executing
14. For each activity on your project, you have worked with designers, engineers, technical experts, and consultants to come up with details on the resources needed to complete the activity. For some of the activities the lists are quite long, as you need raw and finished materials, equipment, and
13. A rough order of magnitude (ROM) estimate is made during which project management process group?A. Planning B. Closing C. Executing D. initiating
12. Which of the following is .m example of a p.1rametnc e~t1 m•ltc :A. Dollars per module B. Learning bend C. Bottom-up D. CPM
13. A network diagr.1111 C. Risks D. Change requests
11. The project management team is busy breakmg down ddiver.1blcs, and tlw procurement department has started looking for possible sellers to help produce the deliverables. There are departmental concerns that the project could go over budget because the scope will be iterated and the planning and
10. ]he team's attitude toward the project is very positive. 'They are ex.cited about the research and development work they arc doing. 'TI1e valt1e of the work completed today is $60 million.1hc potential consumers from the p roduct testing and fl)cus groups have s tated "the product will be
9. A cost performance index (CPI) of0.89 means:A. At this time, we expect the total project to cost 89 percent more than plannl'd.n. Wh(•n the project is completed, we will ha\'C ~pent S9 percent more than planned.C. lhe project is progressing at 89 percent of the rate planned.D. The pro1ect is
8. You're managing a project to develop a new mobile applic.ition for the inventory·t racking-and-control system of a restaurant franchise organiz.~tion. Schedule is the highest-priority rnnstraint for the leader~h1p team, but the franchise owners are most concerned about cost and the quality of
7. The product your project team is working on is a replacement of a device the company launched .1 couple of years ago. That device did not meet market projections for sales, even though it ,,·as revolutionary in its capabilities. 1hc reason it did not meet projections was that the life cycle
6. You h.1w been working with the subject matter experts to estimate the acth'ity durations .md costs on the pro1cct. All the following are outputs of the Estmute Costs process except:A. 1 understanding of the cost risk in the work that h;1s bc
5. You've recently bl.'en a~Sl),'11Cd to manage a m.1rketmg proieo.:t to brand J ~usta11uble development program. Even though you are just starting your effort~. the ~ponsors .ire concerned .1bout the likelihood of reaching pl.urned milestone ~ durmg the project. They .ire wondenng how you will go
.13. Add the 30 percent to your cost estimate hy spreading it evenly across all project activities.C. Create one cost ba ·cline fo.r budget allocation and a second one for the actual project management plan.D. Ask for information on risks that would cause your cstimat(' to be too hJ '"·
I 4. The customer responsible for overseeing your project asks you to provide a written cost estimate that is 30 percent higher th.in your estimate of the project's cost. He explains tb:it the budgeting process requires managers to estimate pcssimistirnlly to ensure enough money is allocated for
3. If earned value (EV) = 3SO, actual cost (AC) - 400, .md planned \ alue ( PV) = 325, what ts the cost\'Jnance (CV)?I • 'A. 350 B. -75 C. 400 D. -SO
2. 1he finance department reqwres that you keep them upd.1ted on the cost~ being >pent on the capital project you .ire leading. You were required to submit a funding plan, .md monthly foreca;ts arc necessary so that .my changes lo the funding plan can be requested in advance and evaluated.
I. One common way to compute eslim.1tc .it completion (EAC) is to take the budget at completion(BAC) and :A. Divide by S PI.B. Multiply by SP!.C. Multiply by Cl'I.D. Divide by CPI.
37. During project executing, a large number of changes are made to the project. Several of the change requests have come from the customer, significantly changing the functionality of tlie originally requested product. Six project team members have been reassigned by management to a higher·
36. 'Ille team is helping the project man.1ger estimate activities on their project. They are experienced and skilled, and many members have been with the company for some time. 1here are several activities they need to estimate that have not been previously done by the company. What is the best
35. Rearranging resources so that a const.mt number of resources 1s u~cd each month is called:A. Crashing B. Floating C. Leveling D. Fast tracking
34. Senior management is complainmg that they are not able to easily determine the status of ongoing pro1ects in the organization. Which of the following types of reports would help provide summary in formation to senior m.m.igement?A. Detailed co~t cstim.1te~B. Project management plans C. Bar
33. A project manager for a small construction company has .1 project that was budgeted for S l J0,000 over a six-week period. According to the schedule, the project should have cost S60,000 to date. Howe\·er, it has cost $90,000 to d.it.c. The prnjcct is also behind schedule, because the original
32. 1he project is calculated to be completed four days after the desired completion date. You do not have acce~s to addHional resources. The project is low risk, the benefit-cost ratio is expected to be 1.6, and the dependencies are preferential. Under these circumstances, what is the best thing
/ 31. As part of a project manager's due diligence, he reviews the ~chcdule, fo.:using on c?.1ch a
30. A team member from research and dcYclopment tells you that her work is too creative to provide you with a fixed single estimate for the activity. You both decide to use the avcragl• labor lwurs {from past, similar projects) to deYelop a prototn>e. This is an example of which of the
29. You arc the project manager for a new product dc1•elopment project that has four levels in the work breakdown structure. 111e network diagram and duration estimates have been created, and a schedule has been developed and compressed. \\i'hich schedule management activity should you do next?A.
28. A new pmduct devdopment project has four levels in the work breakdown s tructure and has been s.:-quenced using the precedence diagramming mcthoJ. 111e activity duration estimates have been rece1wd. \\'hat should be J~•nc next?A. Create an act1\lt)' h~t.B. Bt'gm the work brt'akdown
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