QUESTIONS

The Monitoring and Controlling process group consists of those processes

required to measure and correct the progress and performance of the project;
identify any areas in which changes to the plan are required; and trigger
change requests. The 12 processes in Monitoring and Controlling are
essential to maintaining an efficient and effective workflow throughout the
project.
The Monitoring and Controlling domain accounts for 25% (50) of the
questions on the PMP exam. The PMBOK Guide, Sixth Edition, Sections 4.5,
4.6, 5.5, 5.6, 6.6, 7.4, 8.3, 9.6, 10.3, 11.7, 12.3, and 13.4, cover the 24 tasks in
the Monitoring and Controlling domain.
The 100 practice questions in this chapter are mapped to the style and
frequency of question types you will see on the PMP exam.

1. On your project, a configuration audit has been scheduled. Your best

C++ programmer, Radhika, asks you what this process entails. Your
response should indicate that:
A. Configuration audits involve reviewing deliverables with the
customer or sponsor to ensure they are completed satisfactorily
and obtaining formal acceptance by the customer or sponsor
B. Configuration audits ensure that the composition of a project’s
configuration items is correct and that corresponding changes are
registered, approved, tracked, and correctly implemented
C. Configuration auditing is the process of monitoring and recording
results of executing quality activities to assess performance and
recommend necessary changes, and it is done throughout the
project
D. Configuration audits include the process of tracking, reviewing,
and regulating the progress to meet the performance objectives
defined in the project management plan, and they are done
throughout the project
2. Your company, Stay Home Shopping Network (SHSN), a creative and
fluid family business that sells products using television network
combined with a data streaming service, is about to be bought out by a
corporate conglomerate that already owns 18% of the company stock,
Home Quality Value Convenience (HQVC). This takeover will affect
your project, and all the other projects in the organization’s portfolio.
You understand how risky this is. While you are performing the
Implement Risk Responses process, you may identify new risks. What
document might be updated now, to help you later, with identifying
overall project risk?
A. PESTLE framework
B. Prompt list
C. VUCA list
D. TECOP log

3. You are the project manager for a small project team for a project that
has a set of approved functional requirements. In one of the regular
meetings, your software developer team member, Patty, proposes an
additional feature to the system. As project manager, you remind the
team that they must concentrate on completing only the work
approved. Your statement was guided by your adherence to:
A. Quality management
B. Change management
C. Scope management
D. Configuration management

4. You have been assigned as the project manager on a project focused

on developing a new process for your organization called
configuration management. Which of the following identifies the
functions this process performs?
A. Identifying, submitting, approving, tracking, and validating
changes
B. Submitting, approving, tracking, measuring, and validating
changes
C. Identifying, requesting, assessing, validating, and communicating
 changes
D. Reviewing, approving, tracking, validating, and proving changes

5. You are managing a project that is in progress. Many tasks have been
completed, some are in progress, and others are yet to start. You are
reviewing your work load related to the work performance monitoring
of the activities in the project. When is the best time to collect this
information?
A. At the start of the activity
B. Routinely and regularly
C. At the end of the task only
D. Monthly for progress reports

6. When running a project, the project manager must manage the project
work. Which of the following is part of effectively monitoring and
controlling the project progress?
A. Email the team the schedule according to the plan.
B. Record the actual progress on tasks daily.
C. Compare actual activity performance against the plan.
D. Report only completed activities, schedules, and costs.

7. One of the tools you use during project management is the “earned
value technique.” Which of the following best explains why you are
using the earned value technique?
A. Future performance can be made to exactly meet the plan.
B. Past performance can be measured to an accuracy of less than 5%.
C. Future performance can be predicted to within 10% of the budget.
D. Future performance can be forecasted based on past performance.

8. Which of the following statements best describes the purpose of using

preventive actions in a project?
A. It reduces the probability of negative consequences related to
risks.
B. It reduces the impact of negative consequences related to risks.
 C. It increases the project budget to allow for some cost overruns.
D. It increases the reporting frequency on activities that are critical.

9. You are planning a project and wish to introduce the concept of

integrated change control to your team. What is the best way to
describe the use of integrated change control to the team?
A. Change control applies to the inception stage to define the scope
only.
B. Change control applies from the beginning of the project to the
end.
C. Change control is used only when there are substantial changes to
the budget.
D. Change control is used at the execution stage to control schedule
creep.

10. You are managing a section of a large project and have adopted an
integrated change control system for the constant flow of changes from
the project team. Which of the following describes how you would act
on changes?
A. Approve changes that cost less than 10% of the budget.
B. Automatically approve all changes to the schedule.
C. Review, then approve or reject project changes.
D. Reject all changes to the budget, scope, or deliverables.

11. You are asked to describe why you are using the Perform Integrated
Change Control process in your projects. You refer to the systems and
processes that are in place in your workplace. Which of the following
best describes your reasons for using change control?
A. We have a form that we always use on every project.
B. We always use change control to limit budget overspending.
C. It is required on our project because of legislation.
D. It is part of our project management methodology.

12. A project that is using the Perform Integrated Change Control process
will have many outputs. A member of your team suggests that the
 project management plan is an output of this process. What should
your answer be?
A. Disagree because project management plan updates are outputs.
B. Disagree because the project management plan is not an output.
C. Agree that the project management plan is an output.
D. Disagree because the project management plan is not used in this
process.

13. The project team you are working with is doing the work of obtaining
formal stakeholders’ acceptance of the completed project and
associated deliverables. Each deliverable is reviewed to check that it
has been completed satisfactorily. What is this process called?
A. Validate Scope
B. Define Scope
C. Control Scope
D. Plan Scope Management

14. You are discussing your project roles with a colleague. She states that
she is working on developing a process that ensures all scope changes
make use of the company-wide change control system. What project
work is she performing?
A. Defining change control
B. Validating configuration management
C. Developing a risk register
D. Validating scope

15. The project team is involved in the following tasks: measuring,

examining, and verifying that the work and deliverables meet the
product and acceptance criteria. Which of the following is a summary
description of the work your team is doing?
A. Define Scope: Inputs
B. Validate Scope: Outputs
C. Validate Scope: Inspection
D. Plan Scope Management: Inputs
16. You have been working on defining the procedures by which the
project scope and product scope can be changed. In which process is
your team engaged?
A. Validate Scope
B. Plan Configuration Management
C. Initial Scope Definition
D. Control Scope

17. You are writing a procedure for ensuring that changes to product scope
and project scope are considered and documented. These artifacts will
be processed through Perform Integrated Change Control. What title
should you put on this process?
A. Configuration management
B. Scope validation
C. Integrated change control
D. Project Scope Management

18. Many changes to the project schedule and requirements have been
suggested by the project team and the customer. These are urgent, and
all affect the resources you are using. What is the next step to take?
A. Submit the changes to Perform Integrated Change Control for
review.
B. Notify the project sponsor that the work on the changes will start
immediately.
C. Ignore the changes to eliminate the risk to the project schedule.
D. Reschedule resources to begin the changes immediately.

19. What does the term variance analysis mean for a project manager?
A. Recording the actual start date of critical activities in the project
B. Analyzing the calendar contract start date and finish date
C. Calculating the difference between total slack and free slack
D. Comparing activity target start date with actual start date

20. The project archives you are reviewing show that the project has had
 several changes to the start and finish dates of the approved baseline
schedule. These changes are known as:
A. Schedule variance analysis
B. Schedule baseline updates
C. Approved change requests
D. Performance measurement

21. What factors are needed to calculate the ETC for a project?
A. EAC and PV
B. BAC, AC, and PV
C. BAC, EV, and AC
D. ECA and AC

22. You have been asked to report to the project sponsor on project
performance. She asks you for an estimate of the project completion
date. Which of the following would help you to provide this estimate?
A. CPI
B. SPI
C. ETC
D. EAC

23. The values for CV, SV, CPI, and SPI for the activities in a project are
used to calculate:
A. Schedule estimates
B. Cost estimates
C. Earned value
D. Corrective actions

24. A new team member is monitoring and recording results of executing

quality activities to assess performance and recommend necessary
changes. He asks for clarification on what his activities are related to.
Which of the following is the best answer to his question?
A. Control Quality
B. Manage Quality
 C. Plan Quality Management
D. Quality Improvement

25. In the process of Control Quality, when is time normally allocated to

do this work?
A. At every project milestone
B. At termination of the project
C. At the initiation stage only
D. Throughout the project

26. The project you are managing has a fundamental problem that will
compromise the delivery of a key component. Your team is trying to
find the reasons for the failure of the system, using a tool consisting of
a diagram that shows how several factors might be linked to the
problem or the effects. This diagram is called:
A. Variable scatter diagram
B. Cause-and-effect diagram
C. Process control chart
D. Statistical sampling matrix

27. Your mentor suggests that you use a chart that shows, by frequency of
occurrence, events and defects in the project. The common name for
this chart is:
A. Scatter diagram
B. Flowchart
C. Pareto chart
D. Control chart

28. A common tool used in analyzing problems on a project is a diagram

that shows the relationship between two variables. This is called a:
A. Control chart
B. Pareto chart
C. Run chart
D. Scatter diagram
29. Your team has proposed that a resource optimization strategy should
be adopted for the project schedule from this point on. Which of the
following best describes what they are suggesting?
A. No change to the resources and reducing the project schedule
B. Adding resources and reducing the project schedule
C. Reducing resources but not changing the project schedule
D. Adding more resources or modifying the project schedule

30. The document that covers the topics of identifying project successes
and failures, and making recommendations on how to improve future
performance on other projects, is referred to as the:
A. Lessons learned documentation
B. Project management plan
C. Issue log
D. Change log

31. As part of your role as project manager, you must frequently update
and reissue work performance information as the project proceeds.
This information concerns how the project’s past performance could
affect the project in the future. This information is called:
A. Performance reports
B. Corrective actions
C. Change requests
D. Variance analysis

32. One of the tools a project manager uses to help document and monitor
the resolution of issues in the project is a(n):
A. Risk register
B. Issue log
C. Change requests
D. Corrective actions

33. Sally is reviewing the risk management plan for the current project.
How often should she monitor the project work for new and changing
 risks?
A. At the beginning of project planning
B. Continuously throughout the project life cycle
C. At the beginning of each project phase
D. At the end of each project phase

34. A consultant has been reviewing your Monitor Risks process outputs.
She lists many actions that are required to bring the project into
compliance with the project management plan. What are these actions
called?
A. Recommended preventive actions
B. Risk register updates
C. Recommended corrective actions
D. Project management plan updates

35. You have been asked by the project sponsor to ensure that the seller’s
performance meets the contractual requirements and that your
organization, as the buyer, performs according to the contract. What
best describes your efforts?
A. Control Procurements
B. Plan Procurement Management
C. Conduct Procurements
D. Selected Sellers

36. The project you are managing has a problem that requires the contract
with a seller to be modified. The alteration to the contract is in
accordance with the change control terms of the contract and project.
The best time to make this change to the contract is:
A. Never; the contract cannot be modified at any time
B. At any time, regardless of the response from the seller
C. At any time prior to the contract being awarded to the seller
D. At any time prior to contract closure by mutual consent

37. You are managing a system that includes the following information:
 contract documentation, tracking systems, dispute resolution
procedures, and approved levels of authority for changes. What is this
system called?
A. Short-listing the qualified sellers
B. Change control system
C. Procurement management plan
D. Contract change control system

38. As part of the Control Procurements process, contested changes will

arise where the buyer and seller cannot reach an agreement on
compensation for the change, or cannot agree that a change has
occurred. These are called claims, disputes, or appeals. If the parties
cannot resolve a claim by themselves, it may need to be resolved using
what method?
A. Alternative dispute resolution (ADR)
B. Compromising technique
C. Integrated change control
D. Economic price adjustment

39. A document produced by the contract manager that rates how well
each seller is performing the project work is called a:
A. Seller selection criteria
B. Seller performance evaluation
C. Procurement management plan
D. Work performance information

40. In a project, the seller is performing below the contracted level of

work consistently. What is the most appropriate procedure to follow?
A. Continue until the seller provides an explanation.
B. Add time to the project schedule.
C. Terminate the seller’s contract early.
D. Increase the budget allocated to the contract.

41. The project management office wants to do a structured review on

 your project of the Project Procurement Management knowledge area
from Plan Procurement Management to Control Procurements. This
review is called:
A. Performance reporting
B. Contract management
C. Procurement audit
D. Claims administration

42. What is the objective of the use of a procurement audit on a project

when conducted in the Close Project or Phase process?
A. Identify when legal action should be started.
B. Terminate the nonperforming suppliers’ contracts.
C. Identify who signed the nonperforming contracts.
D. Identify success and failure for use in future contracts.

43. What is the most common logical relationship in a PDM?

A. Finish-to-start (FS)
B. Start-to-finish (SF)
C. Finish-to-finish (FF)
D. Start-to-start (SS)

44. The ADM is visually the opposite of __________:

A. MDA
B. PDM
C. AON
D. AOA

45. As the project manager for a major shipyard, you are responsible for
ensuring that safety regulations and quality standards are complied
with for all activities. Your project involves nuclear work. Last month
a nuclear incident occurred. The root cause was an uncertified
technician being tasked to work on a shift without the change being
reviewed and approved. Which of the following control processes is
most related to preventing the unauthorized worker from being
 assigned and most likely would have prevented the incident?
A. Control Schedule
B. Control Costs
C. Manage Quality
D. Perform Integrated Change Control

46. After the incident, a thorough review of the work packages to perform
nuclear repair work was conducted to make sure each repair plan
included specific instructions to follow the procedures for
reassignment of personnel. Which of the following is least related to
this action?
A. Perform quality audit
B. Evaluate additional training and resourcing needs
C. Apply earned value techniques
D. Apply change management tools and techniques

47. You are managing a project for the new nuclear power facility due to
go live in the next six months. In nuclear repair work, changes must be
controlled without error to prevent risk to the health and welfare of the
workers and possibly the public. These risks demand careful attention
to change control and management through which framework of the
project life cycle?
A. Starting the project, organizing and preparing, carrying out the
work, and ending the project
B. Initiating, planning, executing, monitoring and controlling, and
closing
C. Feasibility study, requirements, analysis, design, coding, and
testing
D. Goal, plan, status

48. Which of the following processes is most needed to monitor and

measure resources to ensure the committed resources are made
available to the project consistent with commitments and to ensure
resources are allocated to the project according to the project
management plan?
 A. Control Staffing
B. Control Team
C. Control Scope
D. Control Resources

49. In preparation for a major political election, your political party has
tasked you with increasing voter participation by 10% nationwide for
the primary elections. You have established a separate polling group to
perform polls in various geographic areas and determine the
effectiveness of your project. As the poll results are received, you need
to change the scope of your project to improve the project results and
better accomplish the benefits delivery and achieve the strategic goals
for your party. Which of the following tasks will be least useful in
changing the scope of the project?
A. Ensuring a project manager is assigned to the CCB
B. Evaluating each requested change
C. Deciding the disposition of each change
D. Archiving change requests and the supporting detail for them

50. You assign one of your junior staff to track the actual start and finish
of activities and milestones to ensure they are being performed against
the planned timeline. They report regularly any deviations and keep
the plan updated as changes occur. Which of the following processes is
most consistent with these activities?
A. Control Scope
B. Control Schedule
C. Monitor Communications
D. Monitor Risks

51. From your experience with other projects, you know that the Control
Schedule process results in people focusing on slippage and many
times forgetting to look for:
A. Lag
B. Slack
C. Opportunities
 D. Critical tasks

52. Which of the following documents is least useful in managing your

program scope?
A. Scope management plan
B. Scope baseline
C. Change management plan
D. Procurement management plan

53. As a part of your quality control efforts, you are required to monitor
repetitive activities to make sure they are operating inside three
standard deviations of the mean. Which tool are you required to
understand and use?
A. Scatter diagrams
B. Pareto diagrams
C. Control chart
D. Failure mode effects analysis (FMEA)

54. As a part of your quality control efforts, you are required to use a
procedure to test ways in which components fail and determine the
impact of the failures. Which tool should you be required to
understand and use?
A. Mean time between failure (MTBF)
B. Pareto diagrams
C. Control chart
D. Failure mode effects analysis (FMEA)

55. It is imperative that you keep your budget in control. Project

governance has been established to keep budgets within 10% of what
was planned and report weekly when costs are more or less than this
threshold. Which of the following facets of cost control is least useful
in controlling your budget?
A. Contracting outsource services vs. using capable in-house staff
B. Holding down costs so the project remains on budget
C. Bringing the project back on budget when an overrun occurs
 D. Identifying opportunities to return project funding to the
enterprise

56. The project management plan directs monitoring and controlling of

specific project deliverables and reviewing results to determine if the
deliverables fulfill specified requirements. Which process ensures this
best?
A. Control Project Work
B. Risk Monitoring and Control
C. Control Quality
D. Schedule Control

57. It was identified during project planning that a strong potential of

going over budget might exist. What process did you put into place to
identify this possibility, define how to react to it, and evaluate how
effective your response to its occurrence was?
A. Monitor Risks
B. Plan Risk Management
C. Validate Scope
D. Manage Risk

58. Which process group or process provides the most primary interface
with the project governance structure?
A. Executing
B. Monitoring and Controlling
C. Direct and Manage Project Work
D. Monitor and Control Project Work

59. As a newly assigned project manager, you find that your stakeholder
list contains every functional manager and all executive managers, as
well as users of the future solution. You send scope, schedule, cost,
quality, and value reports to several key stakeholders. No one seems to
agree on the expectations from your project. You check with
stakeholders’ involvement as you proceed through your project’s life
cycle and focus on strategies and plans with all stakeholders. You are
 performing:
A. Plan Stakeholder Management
B. Monitor Stakeholder Engagement
C. Develop Project Life Cycle
D. Maintain Project Management Plan

60. You are a project manager documenting corrective actions that have
been taken on your project and their associated outcomes. In
performing this activity across your project life cycle, what document
would you use to best log this information for subsequent analysis and
archiving?
A. Historical information
B. Supporting details
C. Lessons learned
D. Risk log

61. You are a project manager reviewing the benefits management plan
with a key member of the organization’s executive staff to determine
effort and cost for a set of current tasks. What term best describes the
technique you are applying?
A. Walkthrough
B. Performance review
C. Root cause analysis
D. Expert judgment

62. You are a new project manager attempting to understand what is

expected of you when you are managing the relationships with sellers
and buyers. What process best describes what work activities are
required?
A. Control Procurements
B. Perform Qualitative Risk Analysis
C. Identify Stakeholders
D. Develop Team
63. For the last nine months you have been the project manager for the Rio
Grande railroad upgrade project. Several of the activities are on track,
but some have started to derail. During project planning, a strong
potential of going off the tracks (over budget) was identified. What
process should be in place to identify this possibility, define how to
react to it, and evaluate how effective your response to its occurrence
has been?
A. Control Quality
B. Control Costs
C. Control Resources
D. Monitor Risks

64. In one of the project status meetings, you find several team members
have conflicts between tasks for the functional manager and the project
team. Which control process is most related to preventing
unauthorized or conflicting assignments to prevent future occurrences
of these incidents?
A. Monitor and Control Project Work
B. Perform Integrated Change Control
C. Control Resources
D. Monitor Human Resources

65. As a part of your efforts to ensure quality, you require each project
manager to monitor repetitive activities to make sure they are
operating inside three standard deviations of the mean. Which tool
should they be required to understand and use?
A. Control chart
B. Scatter diagram
C. Mind mapping
D. Failure mode effects analysis (FMEA)

66. Which of the following processes is most related to managing the

project’s staff and supplies correctly and the associated costs related to
them in accordance with the project management plan?
A. Perform Integrated Change Control
 B. Control Resources
C. Monitor Stakeholder Engagement
D. Develop Staff Release Plan

67. A pharmaceutical company is developing three new drugs. Each one is

a part of a line of products. One of the drugs is used over the counter.
The second is a prescription for retail purchase. The third is used
exclusively in hospitals during critical operations as a router point for
small businesses to provide broadband capability to customers. You
are over budget by 20% and your schedule for the project has slipped
by several weeks. To compound your problems, marketing is
recommending releasing the products simultaneously to the market at
least three weeks earlier than planned. Your budget is thin, and your
sponsor has informed you that no additional funding is available at this
time. In this case, to deliver ahead of schedule, which of the following
constraint adjustments will be most useful in resolving this challenge?
A. Scope
B. Budget
C. Schedule
D. Quality

68. Joyce is a senior project manager. Her team successfully completed

the SellMe project. The collection of all SellMe documents are
archived into a SharePoint repository and full text indexed for easy
searching for reusability downstream. Joyce’s company is about to be
bought out by a corporate conglomerate that already owns 18% of the
company stock. Semaj, the CIO, asks Joyce to “protect the cost
baseline.” What is a key to effective cost control (managing the
approved cost baseline)?
A. Monitoring cost performance to isolate and understand variances
from the approved cost baseline
B. Controlling the work performance data, information, and reports
C. Updating the cost management plan using earned value analysis
D. Preventing approved change requests from being included in the
reported cost or resource usage
69. As a project manager, you gather final values of work and compare
them to planned values for quality, cost, schedule, and resource usage
to determine project performance and generate performance reports for
the project. Which of the following skills is least related to these tasks?
A. Communicating results of project performance
B. Managing stakeholder expectations
C. Organizing cost, resource, and schedule data
D. Rebudgeting and financial modeling

70. A pharmaceutical company is developing three new drugs. Each one is

a part of a line of products. One of the drugs is used over the counter.
The second is a prescription for retail purchase. The third is used
exclusively in hospitals during critical operations as a router point for
small businesses to provide broadband capability to customers. You
are over budget by 20% and your schedule for the project has slipped
by several weeks. To compound your problems, marketing is
recommending releasing the products simultaneously to the market at
least three weeks earlier than planned. In your performance report on
the drug project, you note a change because there is new technology
that can add features to the router point for small businesses. This
technology was not included in the project management plan. You
have issued a change request, but because it requires corrective action
beyond your approval level, your next step is to:
A. Schedule a meeting with your PMO.
B. Receive governance approval to proceed.
C. Set up a change control board to see if the change should be
implemented.
D. Use your project management information system.

71. As the project manager in your drug company, you know you are over
budget by 20% and your schedule for the project has slipped by
several weeks. You have set up a system of regularly reporting on
progress to:
A. Forecast completion because you are using earned value
management (EVM)
 B. Describe each task/activity benefit and when it is scheduled for
completion
C. Provide stakeholders with metrics to show the benefits realized
D. Provide stakeholders with overall customer and sponsor feedback

72. The work on the drug project has not gone according to plan. Even
though you are tracking its progress, it appears to be missing its due
dates. On Friday, you meet with your project steering committee.
Many issues have resulted because of lack of resources. The first thing
to do is:
A. Tell the steering committee you have analyzed the work
performance data, and the work performance reports are wrong
B. Start with general and background information about the project’s
performance
C. The problems from lack of resources have been noted in variance
and trend analysis reports, which you are bringing to the project
steering committee to justify more resources
D. You now need to rebaseline the project’s schedule because of the
resource shortage

73. Finally, on your drug project, you have a meeting with your project
management team tomorrow. While you will discuss the resource
problem, you also should include in your meeting:
A. Your scope management plan
B. A discussion of the schedule management plan
C. An analysis of the BAC, VAC, and ETC
D. Feedback from customers

74. When you met with the steering committee, given the difficulties with
the schedule slippages, the committee members felt you should inform
your stakeholders about what was happening. What is the most likely
action to take in this situation?
A. Assign a member of your team to meet individually with each
stakeholder.
B. Use the information management system to distribute information
 between the project team and the stakeholders.
C. Submit a change request to the CCB.
D. Rebaseline your schedule so your stakeholders have a collective
understanding of when deliverables will be due.

75. Recently, your drug company conducted an OPM3 assessment and

found that it had 349 of the 488 best practices in place. The resulting
improvement report showed little work needed to be done in
stakeholder engagement, while more emphasis was required in project
cost management. As you continue your work on the drug project, you
consequently:
A. Should be adept at keeping costs under control
B. Need to regularly meet with the financial auditors and other
stakeholders and show them your progress in cost-controlling
techniques
C. Need to redefine your budget because of the size of the project
D. Will not need regular status reviews of the cost status of your
project’s activities

76. Your program manager says you should use earned value management
(EVM) on your drug project. You decide to implement the milestone
method of tracking project progress. This means that:
A. You can also use other methods such as CCM and CPM
B. Stakeholders must be kept fully informed to establish realistic
expectations
C. You will not need to use EAC, ETC, or BAC
D. You will need to consider dependency types and integration

77. The PMO has suggested that you use the EAC as your principal means
of forecasting costs for your drug project. You should:
A. Also calculate the CV, SV, SPI, and CPI
B. Communicate the cost forecasts to the key stakeholders according
to the cost forecast plan
C. Follow the cost forecast strategy in the stakeholder management
plan
 D. Know that you can use three common methods to calculate EAC
values

78. As the project manager for the AISecure project, you have awarded
two contracts. Every two weeks you receive performance reports from
both contractors. Contractor 1 is not achieving its objectives and had
made no progress in the last two 2 weeks. This contractor’s work is
important because it affects three major components of the AISecure
product. As the project manager, the next thing to do is:
A. Schedule a contract performance review
B. Ask the procurement department to conduct an audit of
Contractor 1
C. Update the seller-developed technical documentation
D. Ask the contracts department to begin alternative dispute
resolution (ADR) procedures

79. You recognize the importance of monitoring contract performance and

closing out contracts in your drug project. As the project manager, it is
important to focus on:
A. Including contractors in the project governance process
B. Ensuring contractors understand the benefits management plan
C. Prequalified seller lists updates
D. Setting up a lessons learned repository for ease of archiving

80. The major focus of the drug project is on value and quality. You also
want to focus on benefits delivery because of the competition you face
in the market. You decide to conduct inspections. A key purpose is to:
A. Ensure the process improvement plan is being followed
B. Decrease the payback period as described in the business case
C. Avoid the need for walkthroughs, reviews, and audits
D. Promote fitness for use

81. You are conducting these inspections on your project so you can focus
on:
A. Taking corrective actions
 B. The need for issue resolution
C. Inspecting the correctness of deliverables resulting in verified
deliverables
D. Overall project deliverable validity

82. A senior project manager recommends that you use checklists in the
Control Quality process on your project. A best practice is to:
A. Ensure completed checklists are documented and archived
B. Rely on the senior project manager’s judgment in determining
whether a checklist fits your project
C. Use them as part of walkthroughs for works in progress
D. Use a corporate-approved template

83. Many quality control measurements can be used, but given the nature
of this drug project, the most effective is:
A. Root cause analysis (RCA) versus design for X (DfX)
B. Planned versus actual project performance reviews
C. Customer satisfaction surveys
D. Retrospectives/lessons learned

84. In the early phases of your drug project, you prepared a resource
management plan, which included a project organization chart and a
recognition plan. Now, because of a rise in interest rates, resource cuts
are going to result in a 12% reduction in force throughout the
company. As the project manager, your next step is to:
A. Carefully monitor and control the scarce resources
B. Request a preassigned contractor for needed resources
C. Suggest that a contractor officer representative (COR) be used for
all project procurements
D. Use MoSCoW to reprioritize the work in your project

85. Recognizing the resource capacity constraints that now affect your
project, you built a responsibility assignment matrix (RAM) to
determine if any resources were underallocated. Several team
members work in a weak matrix structure, and another is in a strong
 matrix. A best practice is to:
A. Prepare a RACI chart to show an overall picture of project
resource requirements
B. Release resources back to their functional managers when they
are not required
C. Work with other project managers to share scarce resources
D. Update your resource management plan and present it to the
sponsor to determine alternative approaches

86. You realize that a key part of your sphere of influence is to establish
relationships with subject matter experts (SMEs). You have three
SMEs “on loan” to your project. Two of the SMEs are overallocated
on your project, and other project managers need them, too. You may
be required to assign alternative resources. Your best course of action
is to:
A. Meet with the project sponsor to show the impact on benefit
delivery if you cannot keep the three SMEs
B. Meet with the change control board and plead your case that your
project deserves the necessary resources to meet the strategic
goals
C. Reprioritize each work package in your WBS and the milestone
due dates and present this information to your steering committee
D. Use resource leveling in your schedule to show overallocation

87. You are a PMI-RMP. You know that risk management planning takes
a considerable amount of time in a project. Risk identification is an
agenda item at your project status meetings, and you include risk
analysis as part of the status reports you submit on a biweekly basis to
the project management team. You and your team work actively to
perform the Monitor Risks process. An example is:
A. Unresolved project risks that require resolution by the risk
management department
B. Identifying and analyzing new risks at the work package level
C. Time and cost contingency reserves allocated to each work
package in the project
 D. Fallback plans in the risk register

88. Having been a project manager for over 20 years and passed the PMI-
RMP exam, you recognize the importance of preparing a risk
management plan early on in projects and then monitoring and
controlling the risks throughout the project. You also had the
opportunity to work as a risk management officer on your last project.
You realize a key action to reduce the risk that may affect the delivery
of the project’s benefits is to:
A. Use communication as a risk mitigation strategy
B. Focus on maximizing business value delivery
C. Make sure the right team members are chosen for the project team
D. Decompose and progressively elaborate project risks

89. The measure used to forecast the final project completion estimates is:
A. CPI
B. ETC
C. EAC
D. BAC

90. A project was estimated to cost $1.5 million and scheduled to last six
months. Halfway through the project, the earned value analysis shows
the following:
EV = $650,000
PV = $750,000
AC = $800,000
What are the schedule and cost variances?
A. SV= +$100,000 / CV= +$150,000
B. SV= +$150,000 / CV= −$100,000
C. SV= −$50,000 / CV= +$150,000
D. SV= −$100,000 / CV= −$150,000

91. Configuration management is a technique for:

A. Overall change control
 B. Project plan execution
C. Project scope
D. Perform qualitative risk analysis

92. In anticipation of a corporate merger completion, your business

analyst team has been tasked with the business process and software
system integration effort with an emphasis on determining which
processes and systems should be absorbed into the new company and
which aren’t needed, what data is important to migrate, and how much
integration is needed before the companies are technically joined. You
anticipate that your new project, the actual integration work, will be a
matter of extracting the data from one system and putting in another.
Throughout the project, you will verify that project deliverables and
work meet the requirements specified by key stakeholders for final
acceptance. What process are you performing?
A. Manage Quality
B. Validate Scope
C. Control Scope
D. Control Quality

93. Reviewing work products and results to ensure that all were completed
satisfactorily and formally accepted is part of:
A. Plan Risk Acceptance
B. Control Quality
C. Perform Integrated Change Control
D. Validate Scope

94. Through no fault of your own, your project has been canceled. The
Validate Scope process:
A. Will be delayed until the project is continued
B. Should determine the correctness of the work results
C. Should establish and document the level and extent of completion
D. Will form the basis of the project management audit

95. If the CPI is expected to be the same for the remainder of the project,
 you should calculate the project’s estimate at completion (EAC) by
using the following formula:
A. AC + ETC
B. BAC / CPI
C. AC + (Remaining PV / CPI)
D. AC + BAC − EV

96. You are halfway through a 12-month project. Your BAC is $12,000.
The contractor’s performance to date is PV = $8,000, EV = $7,000,
and AC = $9,000. Your SPI = 0.87, and CPI = 0.77. The contractor
tells you this is okay because the project still has six months to go, and
they can make it up in the last half of the project. This is the first time
you have worked with this contractor, so you have no history of past
performance. For the contractor to get back to the original due date,
the performance level must be:
A. 60%
B. 80%
C. −133%
D. 167%

97. If you feel your initial plan is no longer valid for your project, you
should calculate your estimate at completion (EAC) using the
following formula:
A. AC + EV
B. AC + Bottom-up ETC
C. AC + (BAC − EV)
D. AC + [(BAC − EV / (CPI * SPI)])

98. According to your schedule baseline, you should have completed

$2,000 worth of work by this date. The latest status report says you
have completed $1,500 worth of work. This means you are:
A. Behind schedule by $500
B. Ahead of schedule by $500
C. Behind schedule by $750
 D. Ahead of schedule by $750

99. On the AISecure project, you have completed $30,000 worth of work.
The value of the work scheduled is $25,000. Your schedule
performance index (SPI) is:
A. 0.33
B. 1.2
C. 5,000
D. −5,000

100. As recommended by your PMO, you are using the earned value
technique on your AISecure project. Your project is 25% complete,
your cost performance index (CPI) is 0.75, and your schedule
performance index (SPI) is 0.80. How do you interpret these results?
A. You cannot complete your project without the use of additional
resources.
B. It seems that your CPI and SPI will never reach 1.0.
C. You need to control costs and improve the project progress.
D. A risk officer should be appointed immediately.