PMP Exam Prep : Accelerated Learning To Pass The Project Management Professional (PMP) Exam 10th Edition Rita Mulcahy; Barbara A. Cakenord - Solutions

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A (An) . . . . . . . . . . . . . . . . . . . . . . Project Manager deals with Human Intelligence in multi-Aptitudes.A) Intellectual B) Courteous C) Creative D) Cultural ANSWER: A
A (An) . . . . . . . . . . . . . . . . . . . . . . Project Manager is sensitive to other Cultures including Values, Norms, and Beliefs.A) Authentic B) Courteous C) Creative D) Cultural ANSWER: D
A (An) . . . . . . . . . . . . . . . . . . . . . . Project Manager thinks abstractly, sees things differently, and innovates.A) Authentic B) Courteous C) Creative D) Innovative ANSWER: C
A (An) . . . . . . . . . . . . . . . . . . . . . . Project Manager applies appropriate Behaviors.A) Authentic B) Courteous C) Creative D) Innovative ANSWER: B
A (An) . . . . . . . . . . . . . . . . . . . . . . Project Manager accepts others for what and who they are.A) Authentic B) Courteous C) Creative D) Innovative ANSWER: A
A . . . . . . . . . . . . . . . . . . . . . . Leader is a Bureaucratic Leader, but he/she uses Technological Systems to reach the details of the needed Bylaws and Regulations.He/she also uses the Decision Support Systems (DSS).A) Autocratic B) Charismatic C) Technocratic D) Bureaucratic ANSWER: C
The . . . . . . . . . . . . . . . . . . . . . . Leadership Style implies that all of the Software Project Team Members are encouraged to participate in the Decision-Making Process, and that their Software Project Manager takes the Final Decision based on the Outcomes of the Team’s Discussions and
The . . . . . . . . . . . . . . . . . . . . . . Leadership Style implies that a Software Project Manager acts in accordance with the situation he/she is going through. He/she must spread Hope and Enthusiasm among his/her Team; and encourage his/her Team to move forward.A) Autocratic B) Charismatic
The . . . . . . . . . . . . . . . . . . . . . . Leadership Style implies that a Software Project Manager and his/her Team are supposed to follow a set of predefined Processes, Procedures, Guidelines, and/or Regulations.A) Autocratic B) Charismatic C) Democratic D) Bureaucratic ANSWER: D
An . . . . . . . . . . . . . . . . . . . . . . Customer would not give the Project Manager enough room for Discussion and Negotiation. That Customer simply issues instructions to the Project Manager who in turn obeys and executes these instructions by simply acting . . . . . . . . . . . . . . . . .
An . . . . . . . . . . . . . . . . . . . . . . Project Manager handles Projects with Customers that have . . . . . . . . . . . . . . . . . . . . . . Work Environments such as Military and Security Services.A) Autocratic/Autocratic B) Autocratic/Charismatic C) Autocratic/Democratic D)
The . . . . . . . . . . . . . . . . . . . . . . Leadership Style is not different from Dictatorship.A) Autocratic B) Bureaucratic C) Charismatic D) Democratic ANSWER: A
With the . . . . . . . . . . . . . . . . . . . . . . Style of Leadership, the Project Manager should possess a combination of the Transactional, Transformational, and Charismatic Leadership Styles.A) Charismatic-Leadership-Style B) Interactional-Leadership-Style C) Servant-Leader-Leadership-Style
With the . . . . . . . . . . . . . . . . . . . . . . Leadership Style, a Project Manager inspires his/her Teams by being High-Energetic, Self-Confident, and Enthusiastic.A) Charismatic-Leadership-Style B) Laissez-Faire-Leadership-Style C) Servant-Leader-Leadership-Style D)
With the . . . . . . . . . . . . . . . . . . . . . . Leadership Style, a Project Manager empowers his/her Team through Idealized Behaviors, and Inspirational Motivation and Encouragement.A) Transactional-Leadership-Style B) Laissez-Faire-Leadership-Style C) Servant-Leader-Leadership-Style D)
With the . . . . . . . . . . . . . . . . . . . . . . Leadership Style, a Project Manager commits to serve other People by focusing on their Growth, Learning, Development, and Autonomy.A) Transactional-Leadership-Style B) Laissez-Faire-Leadership-Style C) Servant-Leader-Leadership-Style D)
With the . . . . . . . . . . . . . . . . . . . . . . Leadership Style, a Project Manager focuses on the Project Goals, Feedback, and Accomplishments.A) Transactional-Leadership-Style B) Laissez-Faire-Leadership-Style C) Servant-Leader-Leadership-Style D) Transformational-Leadership-Style ANSWER: A
With the . . . . . . . . . . . . . . . . . . . . . . Leadership Style, a Project Manager allows his/her Team to make their own Decisions and establish their own Goals.A) Transactional-Leadership-Style B) Laissez-Faire-Leadership-Style C) Servant-Leader-Leadership-Style D)
The Leadership Styles can change in accordance with several Factors such as:A) The Leader-Characteristics Factor that refers to the Leader’s Attitude, Mood, Needs, Values, and Ethics; the Team-Members-Characteristics Factor that refers to the Team-Members’ Attitudes, Moods, Needs, Values, and
Authorities and People from three layers can influence Project Managers. In addition, Project Managers can influence these Authorities and People. These layers are:A) Layer #1 that includes the Project Team Members, the Peer-Managers, and the Resource-Managers. Layer #2 that includes the Project
Radaideh’s Classification of the essential Skills for Software Project Managers includes but not limited to:A) Project Management Skills Class that implies that a Software Project Manager must be well knowledgeable and experienced in the various Project Management Principles, Methods, Processes,
A Project Manager, as a leader must be equipped with a set of Qualities and Skills such as . . . . . . . . . . . . . . . . . . . . . .A) Being a Visionary, Optimistic, Positive, Collaborative, Respectful, Courteous, Friendly, Kind, Honest, Trustworthy, Loyal, Ethical, Life-Long Learner,
The . . . . . . . . . . . . . . . . . . . . . . imply that a Software Project Manager must be able to understand his/her own Organization as well as the Customer’s Organization;to know enough about the targeted Product and/or Solution; to be wellexperienced in the Profession of Project Management
The . . . . . . . . . . . . . . . . . . . . . . implies that a Software Project Manager must be able to effectively communicate, negotiate, and make Decisions; and to build Teams and deal with People.A) Ability to Communicate and Negotiate Effectively B) Ability to organize and lead C) Ability to
The . . . . . . . . . . . . . . . . . . . . . . implies that a Software Project Manager must be able to Handle CHANGE-REQUESTS; to set Directions; to provide Vision; to delegate Authority whenever there is a need for that; to be Positive and Energetic, Flexible, Creative, Patient, and Persistent
The . . . . . . . . . . . . . . . . . . . . . . implies that a Software Project Manager must be able to handle the Project Complexities, to analyze the Project Artifacts; to set the Project Goals, Scope, and Implementation Plan; to plan for the Project Budget; to staff for the Project Team; to
The PMI Talent Triangle composes three sets of Skills that Project Managers must have. These sets are:A) Technical Project Management Knowledge and Skills, Leadership Knowledge and Skills, and Strategic and Business Management Knowledge and Skills.B) Innovative Project Management Knowledge and
A . . . . . . . . . . . . . . . . . . . . . . must balance the Constraints on his/her Project using the available Resources and to use his/her Soft Interpersonal Skills to communicate with the Stakeholders and/or balance their Goals.A) Project Manager B) Functional Manager C) Program Manager D)
The . . . . . . . . . . . . . . . . . . . . . . Role. An Operational Manager is responsible for ensuring that Business Operations go Smooth, Effective, and Efficient.A) Project Manager B) Functional Manager C) Operational Manager D) Portfolio Manager ANSWER: C
The . . . . . . . . . . . . . . . . . . . . . . Role. A Functional Manager manages a Functional or a Business Unit.A) Project Manager B) Functional Manager C) Operational Manager D) Portfolio Manager ANSWER: B
A . . . . . . . . . . . . . . . . . . . . . . is assigned by his/her Organization to lead a Team that will be responsible for carrying-on a Project to achieve its Objectives and Requirements.A) Project Manager B) Functional Manager C) Operational Manager D) Portfolio Manager ANSWER: A
. . . . . . . . . . . . . . . . . . . . . . are used to manage the Authority within the Organization.They include the Organizational Rules, Processes, Policies, Procedures, and Systems. OGFFs influence Projects in how to set and achieve the Organization’s Objectives in Alignment with their
Organizational Systems-Related Factors (OSFs) impact the . . . . . . . . . . . . . . . . . . .to act within the Organizational System. The OSFs include the People’s Power, Influence, Interests, Competencies, and Political Capabilities.A) People’s Ability B) Project Team Ability C) Both Options
The second set of the Organizational Process Assets Factors (OPAFs) includes the Organizational Knowledge Repositories containing the Configuration Management Data, Financial Data, Historical Data, Issues Management Data.A) _TRUE_ B) _FALSE_ ANSWER: A
The first set of the Organizational Process Assets Factors (OPAFs) includes the Organizational Policies for managing:A) Human Resources, Health and Safety, Security and Confidentiality, Quality, and Environment B) Organizational Procedures and Methods for Managing Projects, Estimation and
Organizational Process Assets Factors (OPAFs) are Internal to the Organization itself. They come from the Organization’s Portfolios, Programs, Projects, and/or Operations.A) _TRUE_ B) _FALSE_ ANSWER: A
External to the Organization Enterprise Environmental Factors (EEFs) include the Marketplace Competition, Recognition, and Trademarks; Legal Restrictions(e.g., Local Regulations related to Security, Data, Business Conduct, and Employment);and Governmental and Industrial Standards.A) _TRUE_ B)
Internal to the Organization Enterprise Environmental Factors (EEFs) include the Organizational Culture, Structure, and Governance (e.g., Project Vision, Mission, Values, Culture, Leadership Style, and Code of Ethics); Geographic Distribution of Facilities and Resources (e.g., Project Locations,
The main Environmental Factors that can influence Projects include:A) The Enterprise Environmental Factors (EEFs)B) The Organizational Process Assets Factors (OPAFs)C) The Organizational Systems-Related Factors D) The Organizational Governance Frameworks-Related Factors E) All of the above are
Projects are not influenced by the surrounding Environments.A) _TRUE_ B) _FALSE_ ANSWER: B
A . . . . . . . . . . . . . . . . . . . . . . is SUCCESSFUL if and only if all of its Integral Components are SUCCESSFUL.A) Project B) Program C) Portfolio D) Both Options of B and C are Correct.E) All Options above are Correct.F) All Options above are Incorrect.ANSWER: D
A . . . . . . . . . . . . . . . . . . . . . . is SUCCESSFUL if and only completed . . . . . . . . . .(as per the predetermined Schedule), . . . . . . . . . . . . . . . . . . . . . . (Spendeture should not exceed the allocated Budget), . . . . . . . . . . . . . . . . . . . . . . (Product’s Quality
. . . . . . . . . . . . . . . . . . . . . . Managers must monitor any Strategic Change across the Components of their . . . . . . . . . . . . . . . . . . . . . .A) Project/Projects B) Program/Programs C) Portfolio/Portfolios D) Super Project/Projects.ANSWER: C
. . . . . . . . . . . . . . . . . . . . . . Managers must monitor the Progress of the Components of their Programs. This is to ensure the Satisfaction of the Goals, Schedules, Budget, and Benefits of their . . . . . . . . . . . . . . . . . . . . . .A) Project/Projects B) Program/Programs C)
. . . . . . . . . . . . . . . . . . . . . . Managers must conduct a series of Quality Assurance andQuality ControlActivities throughout the Execution of their . . . . . . . . . . . . . . . .A) Project/Projects B) Program/Programs C) Portfolio/Portfolios D) Super Project/Projects.ANSWER: A
. . . . . . . . . . . . . . . . . . . . . . Managers must accept CHANGE-REQUESTS as necessary to facilitate theDelivery of the Components of their . . . . . . . . . . . . . . . . . . . . . .A) Project/Projects B) Program/Programs C) Portfolio/Portfolios D) Super Project/Projects.ANSWER: B
In a . . . . . . . . . . . . . . . . . . . . . . managing CHANGE-REQUESTS is used to keep changes Controlled by implementing the necessary Change Processes.A) Project B) Program C) Portfolio D) Super Project ANSWER: A
The Purpose of Managing a . . . . . . . . . . . . . . . . . . . . . . is to coordinate and supervise its Integral Programs, Projects, and Operational Activities.A) Project B) Program C) Portfolio D) Super Project ANSWER: C
The Purpose of Managing a . . . . . . . . . . . . . . . . . . . . . . is to coordinate the Activities of its Integral Projects, Subsidiary Programs, and Operational Activities.A) Project B) Program C) Portfolio D) Super Project ANSWER: B
The Purpose of Managing a . . . . . . . . . . . . . . . . . . . . . . is to ensure that its Team Members are executing the Project Plan carefully such that the . . . . . . . . . . . . . . .. . . . . . . Objectives and predefined Requirements are accomplished as expected and as they were planned
A . . . . . . . . . . . . . . . . . . . . . . is used to guide and monitor the progress of the Plans of its Integral Programs, Subsidiary Portfolios, and Operational Activities and to identify and watch for their Inter-Dependencies.A) Project Planning Method B) Program Planning Method C) Portfolio
A . . . . . . . . . . . . . . . . . . . . . . is used to guide and monitor the progress of the Plans of its Integral Projects, Subsidiary Programs, and Operational Activities and to identify and watch their Inter-Dependencies.A) Project Planning Method B) Program Planning Method C) Portfolio
A . . . . . . . . . . . . . . . . . . . . . . is used to transform the High-Level Information of the Project Objectives, Scope of Work, and Requirements into a set of Detailed Action Plans for managing, executing, Monitoring, and Controlling that Project throughout its life cycle.A) Project
A . . . . . . . . . . . . . . . . . . . . . . Scope of Work composes the Objectives and a high level Description of the Requirements of that Project along with a Description of the Tasks and Activities that will be carried on throughout the life cycle of that Project.A) Project’s B) Program’s
A Portfolio’s Scope of Work composes the Scopes of Work of its Integral Programs, Subsidiary Portfolios, Projects, and Operational Activities. It composes the overall Scope of the concerned Organization, which must be aligned with its Strategic Objectives.A) _TRUE_ B) _FALSE_ ANSWER: A
A Program’s Scope of Work composes the Scopes of Work of its Integral Projects, Subsidiary Programs, and Operational Activities.A) _TRUE_ B) _FALSE_ ANSWER: A
A Portfolio’s Scope of Work composes the Scopes of Work of its Integral Projects, Subsidiary Programs, and Operational Activities.A) _TRUE_ B) _FALSE_ ANSWER: B
Program Management and Portfolio Management are different from Project Management in terms of their Objectives, Focus, Activities, life cycles, and Benefits.However, Portfolios, Programs, Projects, and Operations share the same Stakeholders, Human Resources, and Physical Resources.A) _TRUE_ B)
An Organizational Portfolio is a Group of Projects, Programs, Subsidiary Portfolios, and other Operational Activities, which is managed by a Project Management Office (PMO) leveled at the Top-Management of that Organization.A) _TRUE_ B) _FALSE_ ANSWER: A
An Example of a Program of Projects would be the Hospital Program of Projects at JUST, which includes all Projects running for that hospital such as the hospital’s building maintenance Project, and the hospital’s Information Systems and Infrastructure Upgrade Projects.A) _TRUE_ B) _FALSE_
A Program is a Group of Projects and probably Subsidiary Programs and Activities managed together by the same entity.A) _TRUE_ B) _FALSE_ ANSWER: A
“Responding to Customers’ Requests” indicates that if a Customer expresses their need for a new Product, or for changing an existing one, then a concerned firm may initiate a new Project in accordance with the Specifications and Requirements requested by that Customer.A) _TRUE_ B) _FALSE_
“Responding to Customers’ Requests” is among the main factors that can lead to initiating new Projects.A) _TRUE_ B) _FALSE_ ANSWER: A
“Responding to Changes in the Market Demand” indicates that if a demand arises for a new Product, then a concerned firm may initiate a new Project to produce that new Product.A) _TRUE_ B) _FALSE_ ANSWER: A
“Responding to Changes in the Market Demand” is among the main factors that can lead to initiating new Projects.A) _TRUE_ B) _FALSE_ ANSWER: A
“Remaining at the Competitive Edge” indicates that if a competing Product’s Price is lowered, then an affected firm may initiate a new Project to implement a new or modify an existing Business and/or Technological Strategy such that they lower the Cost of their Production in order to continue
“Remaining at the Competitive Edge” is among the main factors that can lead to initiating new Projects.A) _TRUE_ B) _FALSE_ ANSWER: A
A firm may initiate a new Project to create a new Computer and/or Software System using such advanced Components to build that new System, improve/fix one of their existing Computer and/or Software Systems, and/or implement a new or modify an existing Business and/or Technological Strategy.A)
“Technological Advancements” includes advancements in CPU Speed and Capacity, and Memory Storage and Capacity.A) _TRUE_ B) _FALSE_ ANSWER: A
“Utilizing Technological Advancements” is among the main factors that can lead to initiating new Projects.A) _TRUE_ B) _FALSE_ ANSWER: A
The main Challenge is to achieve the Goals of that Project given the Constraints imposed on the Project by the Customer.A) _TRUE_ B) _FALSE_ ANSWER: A
A Project can be referred to as a:A) Temporary Mission that leads to a unique Product, Solution, and/or Service with specific start and end Dates, and within predefined Schedule, Budget, and Specifications.B) Group of Individuals assembled to carry-on a set of Tasks and Activities related to
Honesty is one of the main concepts involved in the Project Management Code of Ethics and Conduct.A) _TRUE_ B) _FALSE_
Fairness is one of the main concepts involved in the Project Management Code of Ethics and Conduct.A) _TRUE_ B) _FALSE_
Respect is one of the main concepts involved in the Project Management Code of Ethics and Conduct.A) _TRUE_ B) _FALSE_
Responsibility is one of the main concepts involved in the Project Management Code of Ethics and Conduct.A) _TRUE_ B) _FALSE_
Poor Project Management leads to:A) Disturbing the Project Schedule and Missing its Deadlines;B) Disturbing the Project Spendeture and its Allocated Budget; and C) Failing to meet the Project’s predefined Specifications.D) All of the above options are Correct.E) None of the above options is
Effective Application of Project Management in Software Projects can lead to:A) Meeting Business Objectives; Satisfying Shareholders Expectations; Satisfactory Managing Change Requests; Managing and Utilizing Resources; and Handling Problems, Issues, Risks, and Threats.B) Disturbing the Project
“SMART Objectives” refers to the:A) Objectives identified at the beginning of any Software Project.B) Software Engineering Objectives.C) Project Management Objectives.D) Objectives that are Specific, Measurable, Achievable/Attainable, Realistic, and Time-Bound.
Software Project Management is a discipline of:A) The Computing and IT.B) The Software Engineering.C) The Project Management and that is specific to Software Engineering Management and Software Projects.D) The Mechanical and Aviation Engineering.
During the 1950s, Project Management started to develop mainly from A) The Civil and Construction Engineering Projects.B) The Electrical and Computer Engineering Projects.C) The Mechanical and Aviation Engineering Projects.D) The Bio-Medical Engineering Projects.
PERT stands for “Program Evaluation and Review Technique.”A) _TRUE_ B) _FALSE_
CPM stands for “Critical Path Method.”A) _TRUE_ B) _FALSE_
Project Management is something new emerged during the 1980s of the century.A) _TRUE_ B) _FALSE_
In an effort to identify stakeholders who may be affected by your project, you're looking over the organizational structure of your client's company. As you identify stakeholders on the organizational chart, you request meetings with each stakeholder. You'll document the information you learn about
As project manager, you overhear three of your agile team members debating the best way to design the acceptance test for a user story. They have reached a stalemate and can't decide how to proceed. What should you do? A. Join the conversation and explain the requirements needed for the test B.
The degree 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
A stakeholder's belief about or mental picture of the future is a(n): A. Requirement B. Heuristic C. Expectation D. Constraint
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 will you make it a priority to get to know? A. The stakeholder who is an expert on the product of the project, but is not interested in imple-
The key objective of stakeholder management is: A. Communication B. Coordination C. Satisfaction D. Relationships
When would it be worthwhile for your agile team to take the time to develop a set of personas for the project? A. When they need to document a complex web of requirements B. When they want to stay focused on what the users really need C. When delivering maximum business value is their top priority
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 attitudes of stakeholders toward the project and the level
The project manager is trying to recall a stakeholder's preferred communication method. Where can she find that information? A. RACI chart B. Stakeholder engagement assessment matrix C. Stakeholder engagement plan D. Resource management plan
You've managed to get the key stakeholders for your upcoming agile project together for a visioning session to reach agreement on what the project needs to accomplish. The participants might not have another chance to meet in person. How will you recommend they spend this time? A. Write an elevator
The team is working on the development of a new product that is designed to appeal to individuals of all ages throughout the world. Because of the diversity of the stakeholder base, the team has decided to group stakeholders by category in order to plan effective stakeholder engagement strategies.
You are managing a project to update an existing payroll application. You have identified and analyzed your stakeholders and taken measures to ensure positive stakeholder engagement and to ensure that requirements will meet project objectives. The stakeholder register has been an important part of
A primary goal of your project is to decrease the amount of time it takes for service technicians to help customers resolve issues via an online chat function. The current process includes correctly verifying client authentication information, assessing the problem, and then solving it. The team
In managing a change-driven project, which aspect of stakeholder management is most important? A. Making sure the team members are fully occupied at all times B. Planning the team members' interactions with other stakeholders C. Leaving the team alone to solve their own problems D. Ensuring a
You are managing a project to develop an organization's new website. The site will be highly complex and interactive, 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 both your
You are working on a project that requires the use of a stakeholder engagement assessment matrix. This tool can be used to identify: A. Additional stakeholders B. Variances from anticipated stakeholder involvement C. Key relationships between stakeholders D. Skill levels of stakeholders

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PMP Exam Prep : Accelerated Learning To Pass The Project Management Professional (PMP) Exam 10th Edition Rita Mulcahy; Barbara A. Cakenord - Solutions

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