PMP sixth edition test paper 1



PMP sixth edition questions and answers

PMP sixth edition test paper 1 : Test includes questions from all PMBOK knowledge areas, including the five basic project management process groups.



Total Questions: 50                                                Time Allowed: 1 Hour

Try to Achieve: Gain 40 (80 %) to be best achiever in PMP Examination at One Go
 (In real PMP Exam, 200 questions will be asked- Duration: 4 Hours)

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PMP Test Questions

1. James is managing a shopping mall construction project. During the project execution, he learns the project communications management plan is not effective and requires a major update. Which of the following processes will issue a change request for the required update?
A. Plan Communications Management
B. Manage Communications
C. Perform Integrated Change Control
D. Monitor Communications

2. Laurence is the PMO manager at ANZ Company. The CEO of the company asked Laurence to review the business requirements and develop the current year’s capital management plan. The capital management plan will outline the key business deliverables (capital projects) and will go to the board for final approval. Which of the following organizational artifacts should Laurence review to analyze the business  requirements for the current fiscal year?
A. Lessons Learned
B. Capital budget for the current year
C. Organizational Process Assets
D. Organizational Strategy

3. Maintaining good supplier relationships should be important to all project managers. A good buyer-seller relationship is a partnership that results in a win-win situation that nurtures both parties. Which of the following is both a short- and long-term benefit of treating a supplier with courtesy, honesty, and fairness?
A. There is no need to have formal contracts in place
B. Delivery of quality products and services at the best price
C. The buyer can delay the payments without jeopardizing the relationship
D. The supplier can charge a price higher than the market price

4. A good project manager always gathers, and documents lessons learned throughout the project lifecycle rather than delaying the effort until the project closure. Which of the following is not a risk associated with postponing the lessons-learned gathering effort until the very end of the project?
A. The project manager has fewer resources available.
B. The project’s earned value decreases.
C. Not all lessons learned might get captured.
D. The effort might seem boring and non-value-adding.

5. With a growing awareness of so-called unknowable-unknowns, the existence of emergent risk is becoming clear. These are risks that can only be recognized after they have occurred. Emergent risks can be tackled through developing:
A. Project resilience
B. Project charter
C. Project management plan
D. Project risk management plan

6. The Create WBS process identifies the deliverables at the __________ level in the Work Breakdown Structure (WBS).
A. Lowest
B. Any
C. Tenth
D. Highest

7. What is the primary risk when including reserves, or contingency allowances, in your cost estimate?
A. Cancelling your project
B. Understating the cost estimate
C. Overstating the cost estimate
D. Tracking the funds

8. Which of the following statements most accurately describes a project scenario?
A. Changes in project scope during the initial phases of the project are very expensive.
B. The influence of the stakeholders is the same all through the project.
C. Staffing peaks during the execution phase of a project.
D. The next phase of a project should never start until the deliverables for the previous phase are completely reviewed and approved.

9. Which of the following is not an organizational process asset used during the Plan Resource Management process?
A. Template for resource management plan
B. Resource management policies and procedures
C. Historical information about previous projects
D. Standardized stakeholder list

10. During the Manage Stakeholder Engagement process, a number of project documents might get updated. Which of the following project documents get updated the most during this process?
A. Stakeholder register
B. Risk register
C. Project reports
D. Project presentations


11. If you want to compress a project schedule, what are two of the recommended alternatives to consider?
A. Fast Tracking and Schedule Network Analysis
B. Crashing and Fast Tracking
C. Resource Levelling and What-If Scenario Analysis
D. Crashing and Schedule Network Analysis

12. Large organizations typically manage a wide range of projects; from small projects to large initiatives requiring long-term commitments.
Which of the following factors can be used in scaling such projects:
A. Team size, geographical distribution, regulatory compliance,
organizational complexity, technical complexity, and funds availability.
B. Team size, geographical distribution, regulatory compliance and
organizational complexity.
C. Team size, geographical distribution and regulatory compliance.
D. Team size, geographical distribution, regulatory compliance,
organizational complexity and technical complexity.

13. Which of the following is not a part of the data gathering tools used in Control Quality process?
A. Checklists
B. Control Chart
C. Check sheets
D. Statistical sampling

14. Measuring the quality of items in a sample on a pass/fail basis is:
A. Biased sampling
B. Variable sampling
C. Stratified sampling
D. Attribute sampling

15. George is managing a telecommunication network deployment project. Most of the key project stakeholders are happy with the project so far. However, George has some potential concerns that might become issues in the near future. The next project status update meeting with the key stakeholders is the next day. What should George do?
A. Wait until the concerns become issues
B. Discuss these concerns with the key stakeholders
C. Do not report the concerns in the next meeting but try to mitigate these
concerns
D. Briefly discuss these concerns in the next meeting but do not make them
look significant

16. Various tools and techniques determine project requirements during the Collect Requirements process. These requirements form the basis for defining the project scope. One of the responsibilities of a project manager is to identify key project deliverables during this exercise. Where are the key project deliverables documented?
A. Scope Management Plan
B. Requirements Management Plan
C. Project Scope Statement
D. Accepted Deliverables

17. The most detailed level of the WBS is the _______________ .
A. Control Account
B. Work package
C. Scope statement
D. Accepted Deliverable

18. Which of the following is a hierarchical representation of project risks?
A. Risk Register
B. Risk Mitigation
C. Risk Categories
D. Risk Breakdown Structure

19. If an investment in a project returns 15 percent annually, how much should you invest to get $5 million by the end of the fifth year?
A. 2485884
B. 2857143
C. 2501376
D. 2685292

20. A business is considering more than a dozen infrastructure upgrade projects. These projects, once delivered, will add to the organization’s overall performance but will not contribute to any of the revenue streams. Prior to initiating any such project, the value of the project to the organization must be determined. Which of the following is the most important factor to consider in such a scenario?
A. Net Present Value (NPV) of the projects
B. Internal Rate of Return (IRR) of the projects
C. Alignment with the strategic goals
D. Investment requirement

21. While analyzing a project, the project manager calculated the ratio of the
Earned Value (EV) to the Actual Costs (AC) and obtained a value of 1.2. The project manager decided this was an unfavorable condition for the project and decided to take corrective action. What is your view?
A. The project manager is correct. The ratio of EV to AC is the Cost Performance Index and a ratio greater than 1 is unfavorable to the project
B. The project manager is not correct. The ratio of EV to AC is the Cost Variance and a ratio greater than 1 is favorable to the project.
C. The project manager is not correct. The ratio of EV to AC is the Cost Performance Index and a ratio greater than 1 is favorable to the project
D. The project manager is correct. The ratio of EV to AC is the Cost Variance and a ratio greater than 1 is unfavorable to the project.

22. Which of these is not an established Estimate Activity Durations technique?
A. Three Point Estimating
B. Parametric Estimating
C. Analogous Estimating
D. Critical Path Estimation

23. If you are working on a project where there is no definite detailed scope, but there are similar projects in the past, what is the correct Estimate Activity Durations tool to use?
A. Analogous Estimating
B. Parametric Estimating
C. Critical Path Estimation
D. Three Point Estimating

24. As project manager, you would like to show the relationship between two variables to help your project team understand the quality impact better. Which tool should you use?
A. Scatter Diagram
B. Run Chart
C. Fishbone Diagram
D. Pareto Chart

25. A project manager feels the need of updating one of the project supplier contracts to meet the project’s current needs. However, before any change requests, the project manager must know the right process to incorporate a change into this specific contract. What should he do first?
A. Issue the change request and get it approved through Integrated Change Control process
B. Update the project procurements management plan
C. Review the change request handling procedure as documented in the contract itself
D. Review alternative dispute resolution (ADR) procedures in the contract

26. Each critical project communication requirement must be carefully analyzed. One good way is to use a communication model to design effective communications. What is the sequence of steps in a basic communication model?
A. Encode -> Decode -> Transmit -> Acknowledge -> Feedback
B. Encode -> Transmit -> Decode -> Acknowledge -> Feedback
C. Decode -> Encode -> Transmit -> Acknowledge -> Feedback
D. Encode -> Transmit -> Decode -> Feedback -> Acknowledge

27. Recently, a junior team member has challenged the project management approach since not all requirements identified during the Collect Requirements process were documented in the project scope statement. You are the project manager, what should you do first?
A. Remove the junior team member from the team as this is a disciplinary issue.
B. Analyze the objection and determine if the requirements were deliberately dropped during the Define Scope process.
C. Engage the project sponsor to resolve the issue.
D. Accept your mistake and include the missed requirements.

28. Project knowledge management is concerned with managing which type of project knowledge?
A. Both “explicit” and “tacit” knowledge
B. “Explicit” knowledge; as this can be readily codified
C. “Tacit” knowledge; as this is difficult to express
D. “Tacit” knowledge; as this involves beliefs, insights, experience and “know-how”

29. Jane is currently reviewing a list of project proposals. All the proposed projects achieve some of the organizational strategic objectives and their expected costs are known. However, Jane cannot execute all the projects due to the funding limitation. How shall Jane determine which projects she needs to execute this year?
A. Select the high-budget projects and drop the low-budget projects
B. Select the low-budget projects and drop the high-budget projects
C. Select the projects that maximize organizational revenue
D. Select the projects that maximize the business value

30. Increasing the number of resources in order to crash a project schedule does not always cut the time by the same factor. In worst cases, too many resources assigned to an activity may actually increase the activity duration. This is because:
A. Decrease in cost budget
B. Required additional coordination
C. Funding limit reconciliation
D. Additional risk introduced due to crashing

31. Which of these items are important to address when determining each person's role in the project team?
A. Role, authority, responsibility, and competency
B. Role, responsibility, and competency
C. Role and responsibility
D. Role, authority, and competency

32. If you want to reduce the number of quality inspections and reduce the cost of quality control for your project, which technique should you use?
A. Run Chart
B. Defect Repair Review
C. Statistical Sampling
D. Pareto Chart

33. Performance reports are produced during the Control Procurements process by evaluating work performance data against the agreement requirements. Which of the following is the prime objective of producing such reports?
A. Performance reporting is a good project management practice and must be carried out on all projects.
B. Performance reports are produced so they can be added to lessons-learned database, and the future project might benefit.
C. Performance reports document the analysis of the project manager and does not require supplier’s participation.
D. Providing management with information about how effectively the seller is achieving the contractual objectives.

34. Project managers need to be aware of Student Syndrome. What does that mean?
A. People go through a learning curve whenever they are engaged in a project.
B. People who consider themselves students of project management tend to apply PMBOK principles better.
C. People start to apply themselves only at the last possible moment before the deadline.
D. People who undertake studies during their professional careers tend to be better project managers.

35. A project manager must stress the importance of collecting and documenting lessons learned through the project lifecycle. One good way to collect this information is during weekly status meetings. Usually, weekly status meetings, if not managed properly, end up in firefighting since most of the time, attention goes to the burning issues. How can you ensure that the lessons-learned gathering does not get missed in such a situation?
A. Add a lessons-learned agenda item.
B. Record the minutes of the meeting.
C. Do not discuss burning issues in weekly status meetings.
D. Replace status update meetings with one-on-one meetings with the team members.

36. Which term best describes the Identify Risks process?
A. Finite
B. Redundant
C. Iterative
D. Inconsequential

37. During the Plan Risk Management process, assigning ___________ will help you and the project team identify all important risks and work more effectively during the identification process.
A. Risk factors
B. Blame
C. Risk mitigation plans
D. Risk categories

38. Which of these processes is not a Project Schedule Management process?
A. Create WBS
B. Develop Schedule
C. Define Activities
D. Sequence Activities

39. The technique most commonly used by project management software packages to construct a project schedule model is:
A. Precedence diagramming method (PDM)
B. Finish-to-Start (FS)
C. Activity-In-Node (AIN)
D. Node-On-Activity (NOA)

40. Which of the following defines the total scope of the project and represents the work specified in the current approved project scope statement?
A. Work Breakdown Structure (WBS)
B. Bill of Material (BOM)
C. Project Charter
D. Requirements Breakdown Structure (RBS)


41. A project post-mortem is an activity, usually performed at the project’s conclusion, to determine and analyze a project’s outcome which also includes a lessons-learned gathering exercise. Project post-mortems help to mitigate future risks and are often a key component of, and ongoing precursor to, effective risk management. Which of the following is a terrible mistake when collecting lessons learned?
A. Documenting both the success stories and the failed attempts
B. Calculating project’s final statistics
C. Focusing purely on the negatives and analyzing failures
D. Conducting a comprehensive performance review

42. What does a Cost Performance Index (CPI) of more than 1.0 indicate?
A. The project is over budget.
B. The project is right on budget.
C. The project is under budget.
D. The project is ahead of schedule.

43. Which of the following statements is correct?
A. A collection of unrelated programs can constitute a portfolio.
B. The scope of a portfolio is typically smaller than that of a program.
C. A program is a group of unrelated projects.
D. A program need not consist of projects.

44. A project team member finds that the color scheme of the webpage he is designing appears too gaudy and decides to change it to a melloweddown color scheme. The customer approved the original color scheme and the color palette. The independent testing team flags this as a defect, and a heated discussion ensues between the team member and the testing team. What is your view?
A. The testing team is incorrect in flagging this as a defect. This is an example of expert judgment when historical expertise is brought into the project.
B. The testing team is correct. Even though the new color scheme is more pleasing than the old one, the appropriate change management process was not followed, and the work product is not as per design.
C. The testing team is not right in flagging this. The color scheme is a simple
matter, and the new colors are definitely more pleasing than the old ones.
D. The testing team is correct in flagging this. The team member should have sent a note along with the work product indicating he or she made the color scheme change.

45. Which of the following items needs to be kept in mind when relying on risk identification checklists?
A. They are biased.
B. They are not exhaustive.
C. They are often inaccurate.
D. They are easy to prepare.

46. Kevin is assigned to a software development project that will start in the near future and is currently tailoring the PMBOK processes to satisfy the project’s specific needs. Kevin wants to introduce a new process, “Identify Key Deliverables”, to the existing six project scope management processes. Although he understands that project deliverables identification is already in the PMBOK scope management processes, he believes that having a dedicated process will stress the importance of determining and agreeing to key project deliverables. The best position for the new “Identify Key Deliverables” process should be between which of the following two processes?
A. Define Scope and Create WBS
B. Create WBS and Validate Scope
C. Plan Scope Management and Collect Requirements
D. Collect Requirements and Define Scope

47. During which stages of a project should the project manager be most active in managing project stakeholders’ needs and expectations?
A. Initiating and planning
B. Planning and executing
C. Executing and controlling
D. Controlling and closing

48. Project risks should be identified by:
A. Those invited to the risk identification process only
B. Key project stakeholders only
C. The project manager only
D. All project personnel

49. A control chart should always contain:
A. Upper and lower warning limits
B. The moving average
C. Upper and lower control limits
D. Upper and lower specification limits

50. When is Rolling Wave Planning useful in a project?
A. You should use Rolling Wave Planning to help you achieve the appropriate level of detail in each work package at the right time.
B. You should use Rolling Wave Planning to determine the correct sequencing for long-term items.
C. You should use Rolling Wave Planning to help you organize team members' activities within a large project group.
D. You should use Rolling Wave Planning to help you determine which activities are more important and to do them first.

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Test Paper - IAnswer Key and Explanations

Answer-1. D -Explanation - Change request is an output of the Monitor Communications process. The Monitor Communications process will produce the change request, the Perform Integrated Change Control process will get that approved, and then the Plan Communications Management process will make the
necessary updates.
Reference: PMBOK 6th edition, Page 389, Project Communications Management

Answer-2. D -Explanation - Capital planning is the process of budgeting resources for the future of an organization's long term plans. Capital planning for a business would include budgeting for new and replacement machinery, research and
development and the production of new products, new plants and other major capital projects. Capital projects can only achieve the organizational goals when they are aligned with the organization’s strategy.
Reference: PMBOK 6th edition, Page 12, Project Integration Management

Answer-3. B -Explanation - Charging higher than market price or delaying the payment will damage the relationship in the long-run. Further formal contracts should always be in place as it is a good project management practice and it
mitigates risk for both parties and avoids conflicts. The benefit of good supplier relationship is delivery of quality products at competitive prices.
Reference: PMI best practice; not explicitly stated in PMBOK, Project Procurement Management

Answer-4. B -Explanation: The risk of delaying the lessons learned gathering exercise till the very end of the project is that the gathered information might not be complete because the project manager will not have the whole team available rather than those working on the closing phase. Further, this exercise might seem boring and bureaucratic effort.
Reference: PMBOK 6th edition, Page 100, Project Integration Management

Answer-5. A -Explanation - Emergent risks can be tackled through developing project resilience. This requires each project to have right level of budget and schedule contingencies, flexible project processes, empowered project team and
frequent review of early warning signs.
Reference: PMBOK 6th edition, Page 399, Project Stakeholder Management

Answer-6. A -Explanation - The Create WBS process identifies the deliverables at the lowest level in the WBS, the work package. Project work packages are typically
decomposed into smaller components called activities, which represent the
work that is necessary to complete the work package.
Reference: PMBOK 6th edition, Page 157, Project Schedule Management

Answer-7. C -Explanation - Contingency funds are used to handle cost uncertainty due to unforeseen events during a project. These funds are generally used for items that are likely to occur but are not certain to occur.
Reference: PMBOK 6th edition, Page 245, Project Cost Management

Answer-8. C -Explanation - Staffing is typically highest during the execution phase of the project. The other three responses may not hold true. Projects can move forward into subsequent phases without the deliverables of the prior phase being
completely approved; this is known as fast tracking. Changes during the initial phases of the project are the least expensive. The influence of the stakeholders is highest during the start of the project and declines as the project moves to completion.
 Reference: PMBOK 6th edition, Page 549, Project Framework

Answer-9. D -Explanation - Standardized stakeholder list is not a valid organizational process asset used in the Plan Resource Management process. The other choices are valid assets. Other assets include historical information on organizational structures that have worked in previous projects and organizational
processes and policies.
 Reference: PMBOK 6th edition, Page 315, Project Resource Management

Answer-10. A -Explanation - Project reports and presentation distributed to the stakeholders get archived in the organizational process assets during this process.
Stakeholder register is the project document that gets updated the most during this process.
Reference: PMBOK 6th edition, Page 529, Project Stakeholder Management

Answer-11. B -Explanation - Crashing and fast tracking can compress the project's schedule when necessary, but might come at a higher cost and rework potential.
Reference: PMBOK 6th edition, Page 215, Project Schedule Management

Answer-12. D -Explanation - In large organizations, there may be a mixture of small projects and large initiatives requiring long-term commitments to manage these programs using scaling factors such as team size, geographical distribution, regulatory compliance, organizational complexity, and technical complexity. Funds availability is a constraint applicable to all projects.
Reference: PMBOK 6th edition, Page 178, Project Procurement Management

Answer-13. B -Explanation - Control chart is a monitoring tool, while the rest of the choices are valid data gathering tools used during Control Quality process. Reference: PMBOK 6th edition, Pages 302, 303, Project Quality Management

Answer-14. D -Explanation - Attribute sampling measures the quality of items in a sample on a pass/fail basis; variable sampling measures the quality on a continuous scale.
Reference: PMBOK 6th edition, Page 274, Project Quality Management

Answer-15. B -Explanation - Effective stakeholder management requires addressing potential concerns that have not yet become issues and anticipating future problems that may be raised by stakeholders. Such concerns need to be
identified and discussed as soon as possible to assess associated project risks. Reference: PMBOK 6th edition, Page 524, Project Stakeholder Management

Answer-16. C -Explanation - The project scope statement provides the product description, acceptance criteria, key deliverables, project boundaries, assumptions,
and constraints about the project. The scope management plan and the requirements management plan are the subsidiary plans of the overall project management plan and they detail how the project team needs to manage the project scope and requirements respectively. These plan do not document the actual scope of the project. Accepted Deliverables is the wrong answer since deliverables are accepted post completion and validation, the identification of the key deliverable is done early during the planning phase of the project.
Reference: PMBOK 6th edition, Page 154, Project Scope Management

Answer-17. B -Explanation - The work package is the lowest and most detailed level of the WBS and can be scheduled, cost estimated, monitored, and controlled.
Reference: PMBOK 6th edition, Page 157, Project Scope Management

Answer-18. D -Explanation - The Risk Breakdown Structure (RBS) is a hierarchical presentation of the project risks sorted by risk categories.
 Reference: PMBOK 6th edition, Page 405, Project Risk Management

Answer-19. A -Explanation - Present Value = Future Value / (1 + interest rate)^(Period) = 5,000,000 / (1 + 15%)^5 = 2,485,884 [PMBOK 6th edition, Page 34,
http://www.investopedia.com/walkthrough/corporate-finance/3/timevalue-
money/present-value-discounting.aspx] [Project Integration Management]

Answer-20. C -Explanation - Projects help in achieving organizational goals whey they are aligned with the organization’s strategy. If the projects are misaligned with the organizational strategic goals, they are most likely to produce undesirable results either in the short-term or the long-term. NPV and IRR calculations are great measures, however, these are not applicable since these projects will not contribute to any of the revenue streams. Investment requirement is important but is useless on the projects that are not aligned with the strategic goals of the organization.
Reference: PMBOK 6th edition, Pages 34, 35, Project Integration Management

Answer-21. C -Explanation - The project manager is not correct. Cost Performance Index (CPI) is the ratio of EV to AC. A value greater than one represents a favourable condition for the project. The project manager has misinterpreted the
situation.
Reference: PMBOK 6th edition, Page 263, Project Cost Management

Answer-22. D -Explanation - Analogous, parametric, and three-point estimating techniques are all accepted practices for determining the correct amount of time required for a portion of the project. The Critical Path Analysis techniques
evaluate the whole project schedule.
Reference: PMBOK 6th edition, Pages 200, 201, Project Schedule Management

Answer-23. A -Explanation - Analogous estimation relies on comparing a project to previous projects that were similar in nature.
Reference: PMBOK 6th edition, Page 200, Project Schedule Management

Answer-24. A -Explanation - A scatter diagram plots several occurrences of two variables (one on each axis). Often a relationship between the two variables can then be determined, based on how closely they fit a geometric model.
Reference: PMBOK 6th edition, Page 293, Project Quality Management

Answer-25. C -Explanation - The first step should be to gather enough information so that the right decision and course of action can be determined. The second step should be to issue a change request and follow its approval. The project manager must first review the change request handling procedure specific to the
contract and that can be found in the procurement contract itself.
Reference: PMBOK 6th edition, Page 489, Project Procurement Management

Answer-26. B -Explanation - Encode -> Transmit -> Decode -> Acknowledge -> Feedback is the right sequence.
Reference: PMBOK 6th edition, Page 371, 372, Project Communications Management

Answer-27. B -Explanation - All the requirements identified in Collect Requirements may not be included in the project as the Define Scope process selects the final project requirements from the requirements documentation developed
during the Collect Requirement process. Analyzing the objection and determining if the requirements were deliberately dropped during the Define Scope process is the best response.
Reference: PMBOK 6th edition, Page 151, Project Risk Management

Answer-28. A -Explanation - Knowledge is commonly split into explicit (knowledge that can be readily codified using words, pictures, and numbers) and tacit (knowledge that is personal and difficult to express). Knowledge management is concerned with managing both tacit and explicit knowledge.
Reference: PMBOK 6th edition, Page 100, Project Procurement Management

Answer-29. D -Explanation - Project should never be prioritized based on their budgets. Selecting the projects that maximize organizational revenue or selecting the
projects that maximize the business value seem good options. However, adding to business value takes precedence over adding the organizational revenue, since there can be projects that add more to the revenue but add less to the business value. Reference: PMBOK 6th edition, Page 7, Project Integration Management

Answer-30. B -Explanation - Increasing the number of resources in order to crash a project schedule does not always cut the time by the same factor. In worst cases, too many resources to the activity may actually increase the duration due
to required additional coordination. Other choices are either not applicable or do not directly influence the project schedule.
Reference: PMBOK 6th edition, Page 197, Project Stakeholder Management

Answer-31. A -Explanation - All four of these are important to consider when considering someone for a position within the project team: Role, authority,
responsibility, and competency.
Reference: PMBOK 6th edition, Pages 318, 319, Project Resource Management

Answer-32. C -Explanation - Statistical sampling will provide sufficient inspection to ensure a high likelihood of a quality product while saving money for the project.
Reference: PMBOK 6th edition, Page 303, Project Quality Management

Answer-33. D -Explanation - All of the choices are valid but the question is asking for the prime/main reason for conducting this exercise. The prime objective of
this exercise is to provide management with information about how effectively the sellers are achieving the contractual objectives and obligations.
Reference: PMBOK 6th edition, Page 499, Project Procurement Management

Answer-34. C -Explanation - Student Syndrome – or procrastination – refers to the phenomena where people start to apply themselves only at the latest possible moment before the deadline.
Reference: PMBOK 6th edition, Page 197, Project Scope Management

Answer-35. A -Explanation - A good approach is to add a lessons-learned agenda item to the meeting. As the meeting progresses to the point where you’re ready to
collect lessons-learned information, ask each team member about his or her positive and negative experiences for the week. Don’t mention the words “lessons learned” to them; just capture what went right and wrong from every team member. Do your best to prevent this part of the meeting from devolving into a complaint session.
Reference: PMI best practice; not explicitly stated in PMBOK, Project Integration Management

Answer-36. C -Explanation - The Identify Risks process is an ongoing, iterative process as risks are often identified throughout the project's life cycle.
 Reference: PMBOK 6th edition, Page 409, Project Risk Management

Answer-37. D -Explanation - Risk categories provide a structure that ensures a comprehensive process of systematically identifying risks and that contributes to the
effectiveness and quality of the process.
Reference:  PMBOK 6th edition, Page 405, Project Risk Management

Answer-38. A -Explanation - Create WBS is a process in the Project Scope Management area. The other options are all Project Schedule Management processes.
Reference: PMBOK 6th edition, Page 25, Project Schedule Management

Answer-39. A -Explanation - The method used by most project management software packages to construct a project schedule model is Precedence diagramming method. This method uses boxes or rectangles, called nodes, to represent activities. It connects the nodes with arrows showing the logical relationships among them. Reference: PMBOK 6th edition, Page 189, Project Schedule Management

Answer-40. A -Explanation - The WBS is a hierarchical decomposition of the work to be performed by the project team. It defines the total scope of the project. It
represents the work specified in the currently approved project scope
statement.
Reference: PMBOK 6th edition, Page 157, Project Scope Management


Answer-41. C -Explanation - Documenting both the success stories and the failed attempts are important as these can be very important inputs for future projects. Only focusing on the negatives and analyzing failures will paint half of the picture. The best practice is to ask "What went right" when asking “What went wrong?”. Reference: PMBOK 6th edition, Page 104, Project Integration Management

Answer-42. C -Explanation - The CPI is calculated as the earned value divided by the actual cost. An index of greater than one indicates that you have spent less than you forecasted to this point.
Reference: PMBOK 6th edition, Page 263, Project Cost Management

Answer-43. A -Explanation - A portfolio refers to a collection of projects or programs that are grouped together to facilitate their effective management. The projects or programs need not be directly related or interdependent.
Reference: PMBOK 6th edition, Page 13, Project Framework

Answer-44. B -Explanation - The testing team is correct in their findings. Even though the new color scheme might be a better choice than the old one, all changes need to follow the change management process and go through the appropriate
change and approval process.
Reference: PMBOK 6th edition, Page 115, Project Scope Management

Answer-45. B -Explanation - While the risk identification checklist is a useful tool, it should be used in combination with the other tools, since it is impossible to cover all scenarios in one checklist.
Reference: PMBOK 5th edition, Page 414, Project Risk Management

Answer-46. D -Explanation - The identification of key project deliverables can only be done once the project requirements are collected, analyzed and documented. This is done during the Collect Requirements process. Further, the key project
deliverables are documented in the project scope statement which is an output of the Define Scope process. The best position of the newly proposed “Identify Key Deliverables” process should be between the Collect Requirement and Define Scope processes.
Reference: PMBOK 6th edition, Pages 129, 130-Project Integration Management

Answer-47. A -Explanation - The ability of stakeholders to influence the project is typically highest during the initial stages and gets progressively lower as the
project progresses. The project manager should more actively manage the project stakeholders during the project initiation and planning phases in comparison to the later stages of the project.
Reference: PMBOK 6th edition, Page 549, Project Stakeholder Management

Answer-48. D -Explanation - While it is not feasible to invite everyone to the risk identification meetings, everyone should be encouraged to identify risks as they
encounter them.
Reference: PMBOK 6th edition, Page 411, Project Risk Management

Answer-49. C -Explanation - Upper and lower control limits allow the control chart to serve its purpose of indicating when a process is in or out of control. Reference: PMBOK 6th edition, Page 304, Project Quality Management

Answer-50. A -Explanation - Rolling Wave Planning is a technique used to create a more detailed work plan while keeping the right level of detail for each activity:
Activities happening sooner have more detail than those further in the
future.
Reference: PMBOK 6th edition, Page 185, Project Schedule Management

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