IO4PM™ - International Organization for Project Management

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Examination Start Date and Time: 14/02/2020 14:57:31

QUESTION 1
Which of the following models of conflict resolution allows a cooling off period, but seldom resolves the issue in the long term?
Problem solving
Withdrawal
Forcing
Smoothing

QUESTION 2
The receiver filters messages based on all but the following:
Culture
Semantics
Language
Distance

QUESTION 3
Group brainstorming encourages all of the following except:
Team building
Analysis of alternatives
Convergent thinking
Uninhibited verbalization

QUESTION 4
Performance reviews are held to:
Correct the project manager‘s mistakes.
Provide for answers for upper levels of management
To assess project status or progress
 To apprise the project costs and cost trends of the project

QUESTION 5
A complex project will fit best in what type of organization?
Functional
Cross-functional
Matrix
Balanced

QUESTION 6
Project scope is:
The work that must be done in order to deliver a product with the specified features and functions.
The features and functions that are to be included in a product or service.
A narrative description of work to be performed under contract.
A and B

QUESTION 7
The most important criteria in selecting project selection method is:
Ease of use
Cost of using it
Available expertise
Realism

QUESTION 8
A project is defined as:
A process of considerable scope that implements a plan.
An endeavor, which is planned, executed, and controlled; performed by people; and constrained by limited resources.
A temporary endeavor undertaken to create a unique product or service.
 An objective based effort of temporary nature.

QUESTION 9
A project kick off meeting is usually conducted to:
Setup project team and announce the PM assignment
To draft project charter
Build up team spirit
Define project scope and develop WBS

QUESTION 10
Which of the following statements concerning contract type is correct?
A fixed price contract contains the most risk for the buyer.
Cost reimbursable contracts offer sellers the highest profit potential.
Lump sum contracts offer sellers the greatest profit potential.
Unit price contracts are illegal in many jurisdictions.

QUESTION 11
The three major causes of change on a project are:
Replacement of the project manager or key project team members; changes in priorities by senior management; and contractual
difficulties.
Changes in the relative importance of time, resources, or cost; new knowledge about the deliverable; and technological uncertainty
Errors in the initial assessment of how to achieve the goal of the project; new information about the project deliverable; and a new
mandate
Unavailability of resources promised by the functional managers; cost overruns; and changes in customer requirements

QUESTION 12
Your project is in the final test stage, the user acceptance test. It meets all the product specs and is under planned costs. In term of schedule,
this project is ahead. Your customer meet you and requested that he will not accept the product unless you make several changes. What you
should do is:
Get the list of the changes and estimate all of them. If the total cost is still within the baseline, you just do it
 Estimate the costs and send this to your customer requesting contract modification
Ask the customer to file a Change request
Sit with the customer to review the product specs and tell him/her that you have completed the project.

QUESTION 13
The Delphi Method is best suited for:
Decision-making
Cost Control
Overhead rate estimating
Team discussions

QUESTION 14
Which of the following methods is least likely to be used for explaining project planning guidelines to the team?
Project Office Memo
Project office directive
Project team meeting
Formal project report

QUESTION 15
Projects are initiated in response of:
Stakeholder‘s pressure
Business needs
Technological obsolescence
All of the above

QUESTION 16
The party that needs the change resulting from the project, and who will be its custodian on completion is the change
Owner
 Sponsor
Customer
Client

QUESTION 17
A document or tool which describes when and how human resources will be brought onto and taken off the project team is called a:
Staffing Management Plan
Responsibility Assignment Matrix (RAM ).
Organizational Breakdown Structure (OBS).
Resource Assignment Chart

QUESTION 18
In which type of organization is team building likely to be most difficult?
Functional
Projectized
Matrix
Project expediter

QUESTION 19
A tool which links the project roles and responsibilities to the project scope definition is called:
Scope Definition Matrix
Responsibility Assignment Matrix
Roles Assignment Matrix
Project Scope and Roles Matrix

QUESTION 20
Which of the following are outputs from the Communications Planning process?
Project records
 Communications management plan
Performance reports
Formal acceptance

QUESTION 21
The receiver filters messages based on all but the following:
Culture
Semantics
Language
Distance

QUESTION 22
The sending or conveying of information from one place to another is the process of:
Networking
Transmitting
Encrypting
Promoting

QUESTION 23
Project Risk Management includes all of the following processes except:
Risk Quantification
Risk Identification
Risk Analysis
Risk Response Control

QUESTION 24
Which of the following is true about pure risk?
The risk can be deflected or transferred to another party through a contract or insurance policy.
 Pure risks involve the chance of both a profit and a loss.
No opportunities are associated with pure risk, only losses.
A and C

QUESTION 25
A contingency plan is:
A planned response that defines the steps to be taken if an identified risk event should occur.
A workaround
A reserve used to allow for future situations which may be planned for only in part.
A and C

QUESTION 26
Under what circumstances is it better for a contractor to subcontract?
The subcontractor possesses special technical and engineering skills that the contractor does not have.
The work to be subcontracted represents almost all of the overall work effort.
The subcontractor can perform the work at a lower cost than the contractor.
A and C

QUESTION 27
In which stage of the negotiation meeting are points of concession identified?
Probing
Closure
Agreement
Scratch bargaining

QUESTION 28
The "rule of seven" as applied to process control charts means that :
If there are seven points on one side of mean, then an assignable cause must be found.
 Seven consecutive points are ascending, descending, or the same.
At least seven inspectors should be in place for every thousand employees.
A process is not out of control even though seven measurements fall outside the lower and upper control limits.

QUESTION 29
A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or
organizations involved in the project, is called:
Project life cycle
Product life cycle
Project life event
All of the above

QUESTION 30
Who is responsible for risk identification, risk quantification, risk response development, risk Monitor and Control?
Project Communications Management
Project human resource Management
Project Procurement Management
Project Risk Management

QUESTION 31
A Project Manager is at the project kick-off meeting. He confidently states the vision and mission for the project. This PM is exhibiting the
following leadership style:
Hierarchal
Authoritarian
Charismatic
Associative

QUESTION 32
During the schedule development process the Project Manager may have to go through several iterations of the schedule before establishing
the schedule baseline. All of the following are tools and techniques that may be used during this process:
Critical Path Method, GERT, Resource Requirements
Resource Leveling Heuristics, Mathematical Analysis, Calendars
Duration compression, Resource Leveling Heuristics, PERT
GERT, PERT, Leads and Lags

QUESTION 33
Who should be involved in the project planning phase?
The Project Manager.
The customer.
The Sub-contractors/vendors.
All of the above.

QUESTION 34
A project manager has increased project costs by US $75,000, but completed the project six weeks earlier than planned. What tool is best
described here?
Resource leveling
Duration compression
Crashing
Fast tracking

QUESTION 35
As project manager you should dedicate a primary focus to:
Managing changes immediately as they surface.
Formally documenting all changes.
Communicating authorized changes to senior management and key stakeholders.
Preventing unnecessary changes.
QUESTION 36
In which of the following project management process groups are the most time and money typically spent?
Initiating
Planning
Executing
Controlling

QUESTION 37
A new project manager is about to begin creating the project‘s scope of work. One stakeholder wants to add many items to the scope of
work. Another stakeholder only wants to describe the functional requirements. The project is important for the project manager‘s company
but a seller will do the work. Which of the following would you advise the project manager to do?
The scope of work should be general to allow the seller to make its own decisions.
The scope of work should be general to allow clarification later.
The scope of work should be detailed to allow clarifications later.
The scope of work should be as detailed as necessary for the type of project.

QUESTION 38
After the kickoff meeting, two team members engage in a casual conversation about the project objectives and deliverables. It is clear they
heard different messages during the meeting. One member is so adamant that the other member gives up arguing the point. After talking to
the project manager, the second member confirms that the first member is mistaken. At this point, what is the BEST course of action?
The second team member should send the other team member an e-mail describing what he discovered.
At the next project meeting, the team member should ask the mistaken team member to describe his interpretation so the project
manager can get everyone on the same page.
The project manager should send out an e-mail to the team restating the project objectives and deliverables.
At the next project meeting, the project manager should spend time reviewing a documented scope statement with the goal of identifying
this and other false assumptions.

QUESTION 39
A project manager has been working on a project for six months with the same team yet the team still shows a lack of support for the
project. The best thing for the project manager to do would be to?
Re-evaluate the effectiveness of the reward system the project manager has put in place
 talk to each team member‘s boss
Re-plan the project
Tell the team he needs its support

QUESTION 40
A project manager is assigned a project with a team that has already been selected. The first thing the project manager should find out about
the team is?
What is each team member‘s favorite color
Each team member‘s objectives for working on the project
A list of each team member‘s tasks
Each team member‘s role in the project plan

QUESTION 41
You manage a project whose team members have diverse skills and expertise. You want to encourage your staff to pool its knowledge on
project issues to make the best decisions possible. The most appropriate management style to use is:
Laissez-faire
Democratic
Autocratic
Directive

QUESTION 42
When appointed, a project manager has the inherent forms of legitimate power conveyed to him. The three forms of legitimate power are:
absolute, direct, and indict
direction, coordination, and liaison
formal, informal, and persuasive
formal, reward, and penalty

QUESTION 43
Project Managers can contribute to their organization‘s knowledge base and to the profession of project management most effectively by:
 Establishing strict guidelines for protecting intellectual property
Promote the use of ad hoc project management
Ensuring that all project plans are developed before the project team is formed

QUESTION 44
During your assignment as project manager you add a new member to your project team. This new team member was recently hired from a
competitor and offers to share a substantial amount of proprietary information from his previous company. This information could put you and
your team in a very strong position for future business. You are aware of a non-compete clause in the new hire‘s condition of employment.
You should:
Accept the information and agree to keep it confidential between you and the new hire.
Review the condition of employment with the new hire and advise her to reconsider the offer.
Review the information and only accept only what may have a direct impact on the project‘s financial status.
Ignore the offer to share and move forward with the project

QUESTION 45
Before reporting a perceived violation of an established rule or policy the project manager should:
Determine the risks associated with the violation
Ensure there is a reasonably clear and factual basis for reporting the violation
Ignore the violation until it actually affects the project results
Convene a committee to review the violation and determine the appropriate response

QUESTION 46
What if a new project manager asks you what the 50/50 rule is used for. What would be your reply:
Crashing.
Quality.
Performance reporting.
Cost estimating.

QUESTION 47
Suppose you are a Project Manager and the project budget is proving to be inaccurate. The SPI is 1.1. The team has had negative deviation
from the activity attributes, and the sponsor has inserted herself on the change control board. What is the BEST thing for you to do?
You will try to encourage the sponsor to remove herself from the change control board.
You will recompute the project schedule.
You will re-estimate the activity attributes.
You will calculate the cost performance index.

QUESTION 48
The project manager needs to do which of the following defines things regarding cost:
Never just accept constraints from management, periodically recalculate the estimate to complete, meet any agreed-upon estimates
Meet any agreed-upon estimates, estimate larger-sized work components, accept constraints from management
Periodically recalculate the estimate to complete, increase estimates by eliminating risks, re-estimate when changes are requested
Never recalculate the estimate to complete, never just accept constraints from management, only use historical records for accurate
estimates

QUESTION 49
What if you are a project manager working on a project that requires 100 items to be tested, spaced evenly over five weeks. You have just
begun week three, with an overall budget of US $10,000. To date, you have spent US $2,000 with 40 items tested successfully. So what if
one calculates the cost variance (CV), then what does it tell you in this circumstance?
The project is proceeding at 100 percent of the expected rate.
The project is $2,000 under budget.
The project is on budget.
The project is getting $2 of work for every dollar spent.

QUESTION 50
You are a Project manager and the project you have has a team member assigned to the project full time. So according to you what is the
MOST likely effect on the project if that resource completes his activity sooner than planned?
Lower quality deliverables
Wasted cost
A subsequent activity will be delayed
Changes to the risk response plan

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