PMP TRAINING COURSE

Stevbros Training and Consultancy

ĐỖ CÔNG NGUYÊN PMP®

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 QUESTIONS #1
You work for a software development company that has followed the
waterfall development model for more than 20 years. Lately, a number
of customers have complained that your company is taking too long to
complete its projects. You attended a class on agile development
methods and believe that if the company used the agile approach, it
could provide products to clients in a shorter time period. However, it
would be a major culture change to switch from the waterfall
methodology to the agile approach and to train staff members in this
new approach. You mentioned this idea to the director of the PMO, and
although she liked the idea, she would need approval from the
company’s portfolio review board to move forward with it. She
suggested that you document this idea in a—
a. Business need
b. Product scope description
c. Project charter
d. Business case

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 QUESTIONS #2
You are managing a large project with 20 key internal
stakeholders, eight contractors, and six team leaders. You
must devote attention to effective integrated change
control. This means you are concerned primarily with—
a. Reviewing, approving, and controlling changes
b. Maintaining baseline integrity, integrating product and
project scope, and coordinating change across knowledge
areas
c. Integrating deliverables from different functional
specialties on the project
d. Establishing a change control board that oversees the
overall project changes

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 QUESTIONS #3
3. You plan to hold a series of meeting as you execute the
Project plan. While different attendees will attend each
meeting, a best practice to follow is to:
a. Group stakeholders into categories to determine which
ones should attend each meeting
b. Not mix the types of meetings on your project
c. Be sensitive to the fact that stakeholders often have
very different objectives and invite them to determine
the meeting’s agenda
d. Recognize that roles and responsibilities may overlap
so focus on holding meetings primarily for decision
making

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 QUESTIONS #4
You are the project manager in charge of developing a
new shipping container for Globus Ocean Transport,
which needs to withstand winds of 90 knots and swells of
30 meters. In determining the dimension of the container
and the materials to be used in its fabrication, you
convene a group of knowledgeable professionals to
gather initial requirements, which will be included in
the—
a. Project charter
b. Bill of materials
c. WBS
d. Project Statement of Work

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 QUESTIONS #5
You have assembled a core team to develop the project
management plan for the next generation of fatigue
fighting drugs. The science is complex, and the extended
team of researchers, clinicians, and patients for trials
exceeds 500 people. The content of your project
management plan will be directed primarily by two
factors. They are—
a. Project complexity and the capability of resources
b. Number of resources and project schedule
c. Team member experience and budget
d. Application area and complexity

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 QUESTIONS #6
Progressive elaboration of product characteristics on your
project must be coordinated carefully with the—
a. Proper project scope definition
b. Project stakeholders
c. Scope change control system
d. Customer’s strategic plan

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 QUESTIONS #7
You are examining multiple scope change requests on a
project you were asked to take over because the previous
project manager decided to resign. To assess the degree
to which the project scope will change, you need to
compare the requests to which project document?
a. Preliminary scope statement
b. WBS
c. Change management plan
d. Scope management plan

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 QUESTIONS #8
You and your project team recognize the importance of
project scope management to a project’s overall success;
therefore, you include only the work required for
successful completion of the project. The first step in the
Project Scope Management process is to—
a. Clearly distinguish between project scope and product
scope
b. Prepare a scope management plan
c. Define and document your stakeholders’ needs to
meet the project’s objectives
d. Capture and manage both project and product
requirements

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 QUESTIONS #9
An example of an organizational process asset that could
affect how project scope is to be managed is—
a. Personnel administration
b. Marketplace conditions
c. Historical information
d. Organizational culture

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 QUESTIONS #10
You are managing a complex project for a new method of
heating and air conditioning in vehicles. You will use both
solar and wind technologies in this project to reduce
energy costs. Therefore, you must ensure that the work
of your project will result in delivering the project’s
specified scope, which means that you should measure
completion of the product scope against the—
a. Scope management plan
b. Project management plan
c. Product requirements
d. Requirements management plan

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 QUESTIONS #11
Your company, which operates one of the region’s largest
chemical processing plants, has been convicted of
illegally dumping toxic substances into the local river. The
court has mandated that the required cleanup activities
be completed by February 15. This date is an example
of—
a. A key event
b. A milestone
c. A discretionary dependency
d. An external dependency

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 QUESTIONS #12
You are managing a construction project for a new city
water system. The contract requires you to use special
titanium piping equipment that is guaranteed not to
corrode. The titanium pipe must be resting in the ground
a total of 10 days before connectors can be installed. In
this example, the 10-day period is defined as—
a. Lag
b. Lead
c. Float
d. Slack

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 QUESTIONS #13
Of the following tools and techniques, which one is NOT
used for schedule control?
a. Fast tracking
b. What-if scenario analysis
c. Three-point estimates
d. Adjusting leads and lags

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 QUESTIONS #14
You are planning to conduct the team-building portion of
your new project management training curriculum out-
of-doors in the local park. You are limited to scheduling
the course at certain times of the year, and the best time
for the course to begin is mid-July. One of the more
common date constraints to use as you develop the
project schedule is—
a. “Start no earlier than”
b. “Finish no earlier than”
c. “Fixed late start”
d. “Fixed early finish”

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 QUESTIONS #15
Project schedule development is an iterative process. If
the start and finish dates are not realistic, the project
probably will not finish as planned. You are working with
your team to define how to manage schedule changes.
You documented your decisions in which of the
following?
a. Schedule change control procedures
b. Schedule management plan
c. Schedule risk plan
d. Service-level agreement

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 QUESTIONS #16
You are using earned value progress reporting for your current project in
an effort to teach your software
developers the benefits of earned value. You plan to display project
results on the cafeteria bulletin board so that the team knows how the
project is progressing. Use the current status, listed below, to answer
questions 16 through 19:
PV = $2,200
EV = $2,000
AC = $2,500
BAC = $10,000
According to earned value analysis, the SV and status of the project
described above is—
a. –$300; the project is ahead of schedule
b. +$8,000; the project is on schedule
c. +$200; the project is ahead of schedule
d. –$200; the project is behind schedule

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 QUESTIONS #17
What is the CPI for this project, and what does it tell us
about cost performance thus far?
a. 0.20; actual costs are exactly as planned
b. 0.80; actual costs have exceeded planned costs
c. 0.80; actual costs are less than planned costs
d. 1.25; actual costs have exceeded planned costs

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 QUESTIONS #18
The CV for this project is—
a. 300
b. –$300
c. 500
d. –$500

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 QUESTIONS #19
What is the EAC for this project, and what does it
represent?
a. $12,500; the revised estimate for total project cost
(based on performance thus far)
b. $10,000; the revised estimate for total project cost
(based on performance thus far)
c. $12,500; the original project budget
d. $10,000; the original project budget

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 QUESTIONS #20
You have now prepared your cost management plan so
now you are preparing your project’s cost estimate. You
decided to use analogous estimating. Which of the
following is NOT characteristic of analogous estimating?
a. Supports top-down estimating
b. Is a form of expert judgment
c. Has an accuracy rate of ±10% of actual costs
d. Involves using the cost of a previous, similar project as
the basis for estimating current project cos

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 QUESTIONS #21
Quality is very important to your company. Each project
has a quality statement that is consistent with the
organization’s vision and mission. Both internal and
external quality assurance are provided on all projects
to—
a. Ensure confidence that the project will satisfy relevant
quality standards
b. Monitor specific project results to note whether they
comply with relevant quality standards
c. Identify ways to eliminate causes of unsatisfactory
results
d. Use inspection to keep errors out of the process

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 QUESTIONS #22
Benchmarking is a technique used in—
a. Inspections
b. Root cause analysis
c. Plan quality management
d. Perform quality control

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 QUESTIONS #23
In quality management, the practice “rework” is—
a. Acceptable under certain circumstances
b. An adjustment made that is based on quality control
measurements
c. Action taken to bring a defective or nonconforming
component into compliance
d. Not a concern if errors are detected early

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 QUESTIONS #24
The quality function deployment process is used to—
a. Provide better product definition and product
development
b. Help products to succeed in the marketplace
c. Improve the functional characteristics of a product
d. Support production planning and the just-in-time
approach

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 QUESTIONS #25
As it applies to quality, the law of diminishing returns
says that—
a. 100% quality is unattainable
b. 100% inspection is not cost effective
c. Beyond a certain point, additional investment in
quality has a negative ROI
d. Providing quality products will stop, or at least
diminish, the number of returned items

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 QUESTIONS #26
You have been assigned as project manager on what
could be a “bet the company” project. You realize that to
be successful you need to exercise maximum control over
project resources. Which form of project organization
should you establish for this project?
a. Strong matrix
b. Projectized
c. Project coordinator
d. Weak matrix

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 QUESTIONS #27
Which of the following is a ground rule for project team
building?
a. Perform frequent performance appraisals
b. Ensure that each team member reports to his or her
functional manager in addition to the project manager
c. Start early
d. Try to solve team political problems

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 QUESTIONS #28
Project A is being administered using a matrix form of
organization. The project manager reports to a senior vice
president who provides visible support to the project. In this
scenario, which of the following statements best describes the
relative power of the project manager?
a. The project manager will probably not be challenged by
project stakeholders.
b. In this strong matrix, the balance of power is shifted to the
functional line managers.
c. In this tight matrix, the balance of power is shifted to the
project manager.
d. In this strong matrix, the balance of power is shifted to the
project manager.

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 QUESTIONS #29
You are leading a team to recommend an equitable reward
and recognition system for project managers . Before finalizing
the plan, you want to ensure that executives understand the
basic objective of reward systems. This objective is to—
a. Be comparable with the award system established for
functional managers to indicate parity and to show the
importance of project management to the company
b. Make the link between project performance and reward
clear, explicit, and achievable
c. Motivate project managers to work toward common
objectives and goals as defined by the company
d. Attract people to join the organization’s project
management career path

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 QUESTIONS #30
Which of the following factors contributes the most to
team communication?
a. External feedback
b. Performance appraisals
c. Smoothing over of team conflicts by the project
manager
d. Collocation

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 QUESTIONS #31
As project manager, you plan to conduct a “kickoff”
meeting at which you will discuss all the following
EXCEPT—
a. Establishing working relationships and standard
formats for global communication
b. Reviewing project plans
c. Establishing individual and group responsibilities and
accountabilities
d. Discussing specific legal issues regarding the contract

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 QUESTIONS #32
One purpose of the communications management plan is
to provide information about the—
a. Methods that will be used to convey information
b. Methods that will be used for releasing team
members from the project when they are no longer
needed
c. Project organization and stakeholder responsibility
relationships
d. Experience and skill levels of each team member

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 QUESTIONS #33
Project managers for international projects should
recognize key issues in cross-cultural settings and place
special emphasis on—
a. Establishing a performance reporting system
b. Using good communication planning
c. Establishing and following a production schedule for
information distribution to avoid responding to requests
for information between scheduled communications
d. Using translation services for formal, written project
reports

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 QUESTIONS #34
Having worked previously on projects as a team
member, now you are managing a project with team
members located at customer sites on three different
continents. As you plan communications with your
stakeholders, you should review—
a. Stakeholder management plan
b. Stakeholder register
c. Communications model
d. Communications channels

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 QUESTIONS #35
Having worked previously on projects as a team member, you
are pleased to now be the project manager to develop a new
process to ensure that software projects in your IT
Department are considered a success and are not late or over
budget. However, many of your team members are new to the
organization. As you work to establish a high-performing team,
you realize the importance of—
a. Mentoring
b. Coaching
c. Moving quickly through the forming and storming stages
d. Safeguarding information

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 QUESTIONS #36
As the project manager, you have the
option of proposing one of three
systems to a client: a full-feature system
that not only satisfies the minimum
requirements but also offers numerous
special functions (the “Mercedes”); a
system that meets the client’s minimum
requirements (the “Yugo”); and a system
that satisfies the minimum requirements
plus has a few extra features (the
“Toyota”). The on-time records and
associated profits and losses are depicted
on the below decision tree. What is the
expected monetary value of the “Toyota”
system?
a. $9,900
b. $44,000
c. $45,000
d. $48,000
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 QUESTIONS #37
A risk response strategy that can be used for both threats
and opportunities is—
a. Share
b. Avoid
c. Accept
d. Transfer

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 QUESTIONS #38
The risk urgency assessment is a tool and technique used
for—
a. Plan risk responses
b. Identify risks
c. Perform qualitative risk analysis
d. Perform quantitative risk analysis

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 QUESTIONS #39
Projects are particularly susceptible to risk because—
a. Murphy’s law states that “if something can go wrong,
it will”
b. There is uncertainty in all projects
c. Project management tools are generally unavailable at
the project team level
d. There are never enough resources to do the job

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 QUESTIONS #40
As project manager, you have assembled the
team to prepare a comprehensive list of
project risks. Which one of the following
documents would be the most helpful in this
process?
a. OBS
b. WBS
c. RBS
d. CBS

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 QUESTIONS #41
What doctrine causes a party to relinquish rights under a
contract because it knowingly fails to execute those
rights?
a. Assignment of claims
b. Material breach
c. Waiver
d. Warranties

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 QUESTIONS #42
Which term describes those costs in a contract that are
associated with two or more projects but are not
traceable to either of them individually?
a. Variable
b. Direct
c. Indirect
d. Semivariable

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 QUESTIONS #43
Contract type selection is dependent on the
degree of risk or uncertainty facing the project
manager. From the perspective of the buyer, the
preferred contract type in a low-risk situation is—
a. Firm-fixed-price
b. Fixed-price-incentive
c. Cost-plus-fixed fee
d. Cost-plus-a-percentage-of-cost

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 QUESTIONS #44
Which term describes the failure by either the
buyer or the seller to perform part or all of the
duties of a contract?
a. Termination of contract
b. Partial performance
c. Breach of contract
d. Contract waiver

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 QUESTIONS #45
In some cases, contract termination refers to—
a. Contract closeout by mutual agreement
b. Contract closeout by delivery of goods or
services
c. Contract closeout by successful performance
d. Certification of receipt of final payment

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 QUESTIONS #46
During your project, you will have a number of different
types of meetings. Some will be informational, others will be
key updates, and some will be for decision-making purposes.
While different attendees will attend each meeting, a best
practice to follow is to:
a. Group stakeholders into categories to determine which
ones should attend each meeting
b. Invite those stakeholders who have a high level of interest
in your project to attend each meeting
c. Be sensitive to the fact that stakeholders often have very
different objectives
d. Recognize that roles and responsibilities may overlap but
practice a policy of ‘no surprises’ and inform your
stakeholders about any upcoming meetings

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 QUESTIONS #47
You are managing a project with team members located
at customer sites on three different continents. You have
a number of stakeholders on your project, and most of
them are located outside of the corporate office. Who
should be responsible for stakeholder management?
a. A specific team member in each of the three locations
b. You, because you are the project manager
c. The project sponsor
d. A core team including you, as the project manager ,
and three representatives from the three different
locations

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 QUESTIONS #48
Analyzing stakeholders is a part of the identify
stakeholders process. Common approaches for analyzing
stakeholders in a qualitative manner includes all the
following two-axis grids, EXCEPT—
a. Comparing power and influence
b. Comparing power and interest
c. Comparing influence and location
d. Comparing influence and impact

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 QUESTIONS #49
You are responsible for a project in your organization that
has multiple internal customers. Because many people in
your organization are interested in this project, you
decide to prepare a stakeholder management strategy.
Before preparing this strategy, you should—
a. Conduct a stakeholder analysis to assess information
needs
b. Determine a production schedule to show when each
stakeholder needs each type of information produced
c. Determine the potential impact that each stakeholder
may generate
d. Prioritize each stakeholder’s level of interest and
influence

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 QUESTIONS #50
Recognizing the importance of preparing a stakeholder
management plan, you met with your team to obtain their
buy in and to discuss it. You explained the key benefit of
plan stakeholder management is to—
a. Determine appropriate strategies for a continual focus
on identifying stakeholders throughout the life cycle
b. Provide a clear plan that is actionable to interact with
stakeholders to support the project’s interests
c. Develop appropriate management strategies to
effectively engage stakeholders
d. Plan a series of meetings to ensure stakeholders remain
interested and to address their concerns

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 THANKS YOU VERY MUCH
FOR YOUR ATTENTION.
ANY QUESTION?

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