Chapter 1

1.17 The majority of the project budget is expended upon:

a. Project plan development.
b. Project plan execution.
c. Project termination.
d. Project communication.

1.18 Which of the following is the most critical component of the triple constraint?
a. Time, then cost, then quality.
b. Quality, then budget, then time.
c. Scope.
d. They are all of equal importance unless otherwise stated.

1.19 Which of the following best describes a project stakeholder?

a. A team member.
b. The project manager.
c. Someone who works in an area affected by the project.
d. All of the above are stakeholders.

1.20 All of the following are elements in the definition of a project, except:
a. A project is time-limited.
b. A project is unique.
c. A project is composed of unrelated activities.
d. A project is undertaken for a purpose.

1.21 All of the following distinguish project management from other process activities, except:
a. There are no fundamental differences between project and process management.
b. Project management often involves greater certainty of performance, cost, and schedule.
c. Process management operates outside of line organizations.
d. None of the above correctly distinguish projects from process management.
Chapter 2
2.13 What is the main role of the functional manager?
a. To control resources
b. To manage the project when the project manager isn't available
c. To define business processes
d. To manage the project manager

2.14 What is the typical role of senior management on a project?

a. Support the project
b. Pay for it
c. Support the project + resolve resource + other conflicts
d. Resolve resource and other conflicts

2.15 What is an organization that controls project managers, documentation, and policies
called?
a. Project management office
b. Strong matrix
e. Functional
d. Pure project

2.16 A business analyst has a career path that has been very important to her throughout the
10 years of her career. She is put on a project with a strong matrix organizational
structure. Which of the following is likely viewed as a negative of being on the project?
a. Being away from the group and on a project that might make it more difficult to get
promoted
b. Working with people who have similar skills
e. Working long hours because the project is a high priority
d. Not being able to take her own certification tests because she is so busy

2.17 The functional manager is planning the billing system replacement project with the
newest project manager at the company. In discussing this project, the functional manager
focuses on the cost associated with running the system after it is created and the number of
years the system will last before it must be replaced. What best describes what the functional
manager is focusing on?
a. Project life cycle
b. Product life cycle
c. Project management life cycle
d. Program management life cycle

2.18 In a functional organization:

a. Power lies mainly with the project manager
b. Power lies mainly with the functional manager
c. Power is equally divided between the project and functional managers
d. Power lies with the project office

2.19 A project manager is meeting resistance from a functional manager in getting resources
assigned to the project team. Which would be the most appropriate to help resolve this
situation?
a. Senior management
b. The customer
c. Critical project stakeholders
d. The project champion

2.20 In a weak matrix organization:

a. More power resides with the project manager
b. More power resides with the functional manager
c. Power is equally divided between the project and functional managers
d. More power is given to the project's client

2.21 A Project Management Office (PMO) that is intended to function primarily as a tracking
and monitoring device is often referred to as:
a. A resource pool
b. A control tower
c. A weather station
d. A matrix

2.22 An organization in which project managers have ultimate responsibility for their projects
and control of all resources is:
a. Functional
b. Balanced matrix
c. Hierarchical
d. Heavyweight project (projectized) organization
Chapter 4

4.15 The project manager spends a great deal of her time communicating with project
stakeholders. Which of the following represent an example of a stakeholder group for her
project?
a. Top management
b. Customers
c. Project team members
d. Functional group heads
e. All are project stakeholders

4.16 Effective leadership involves all the following, except:

a. Managing oneself through personal time management, stress management, and other
activities
b. Managing team members through motivation, delegation, supervision, and team building
c. Maintaining tight control of all project resources and providing information to team
members only as needed
d. Employing and utilizing project champions where they can benefit the project

4.17 A project manager is meeting with his team for the first time and wants to create an
environment in which relationships develop positively. Which of the following guidelines
should he consider employing to create an effective part-nership with his team?
a. The right to say no
b. Joint accountability
c. Exchange of purpose
d. Absolute honesty
e. All are necessary to create a partnership

4.18 Joan is very motivated to create a positive project experience for all her team members
and is reflecting on some of the approaches she can take to employ leadership, as opposed to
simply managing the process. Which of the following is an example of a leadership practice
she can use?
a. Focus on plans and budgets
b. Seek to maintain the status quo and promote order
c. Energize people to overcome obstacles and show personal initiative
d. Maintain a short-term time frame and avoid unnecessary risks
4.19 Frank has been learning about the effect of emotional intelligence on his ability to lead his
project effectively. Which of the following is not an example of the kind of emotional
intelligence that can help him perform better?
a. Self-awareness and self-regulation
b. Motivation
c. Social skills
d. Results orientation (work to get the job done)

4.20 What is the PRIMARY objective of the project manager?

a. To follow PMI's processes and get certified
b. To amaze the customer
c. To deliver maximum value to the organization
d. To deliver the agreed upon scope of the project within the time and budget constraints

4.21 The best way you can help your project as its leader is to:
a. Manage an open and active communication network among all key stakeholders
b. Present your team with a clear vision of the critical nature of the project and your goals for it
c. Develop motivational techniques that match the needs of each of your team members
d. All of these are critical leadership skills that should be used

4.22. What is the most important function the project manager serves?
a. Communicating
b. Staffing
c. Motivating
d. Rewarding

4.23 An emotional intelligence trait that is critical to effective leadership is:

a. Gate-keeping
b. Empathy
c. Conflict avoidance
d. Team member awareness

4.24 Sarah is a senior manager who, although not part of the project team, has worked actively
with members of a critical project, helping them acquire additional resources, coordinating their
activities with other senior executives from different departments, and at times serving as an
emotional cheer-leader to keep the energy and enthusiasm high among the team. What would
Sarah's role on the project be considered?
a. Project manager
b. Chief Executive Officer
c. Champion
d. None of these are her role
Chapter 5
5.15 What is the lowest level of decomposition in the Work Breakdown Structure called?
a. Work package
b. Deliverable
c. Sub deliverable
d. Project

5.16 All of the following define a work package EXCEPT:

a. A work package has a deliverable result
b. It may be considered by its owner as a project in itself
c. A work package may include several milestones
d. A work package can be created and addressed regardless of other organizational
procedures or cultural considerations

5.17 George has been assigned to be the new project manager for our project. He is eager to
get off to a good start and wants to identify what activities he should first engage in. How
would you advise him to start?
a. Begin with the Work Breakdown Structure (WBS)
b. Begin with a clear scope statement
c. Begin with a problem statement and Statement of Work (SOW)
d. Begin with clear work authorization

5.18 The project manager wants to make sure that he is proceeding in the right order as he
moves to develop a clear scope for his project. During scope definition, what should he be
doing?
a. Involving stakeholders and verifying that they have all provided their input to the
process
b. Developing his WBS and OBS
c. Moving as quickly as possible to the determination of scope reporting methods
d. Identifying all necessary vendors for any outsourcing that must be done

5.19 A hospital expansion is being planned for a community. As part of the scope of this
project, it will be necessary to close down the access routes into the emergency room for major
remodeling. However, because this is the only hospital for trauma cases within 50 miles, it is
not possible to completely shut down the emergency room. The project team will have to find
a means to remodel the emergency room while allowing for continuous operation of the unit.
This is an example of what?
a. Negotiation points with the owner
b. Constraints
c. Initial assumptions
d. Milestone development

5.20 A Responsibility Assignment Matrix (RAM) does NOT include:

a. Who does what activity on the project
b. Job roles and responsibilities for groups
c. Job roles for team members
d. Project reporting relationships

5.21 The work authorization system ensures that:

a. All the work and only the work gets performed
b. Work gets performed in the right order and at the right time
c. Work is done completely and according to specifications
d. Project managers are allowed total control over project budgets and resource assignments

5.22 The project plan should be all the following EXCEPT:

a. Approved by all stakeholders
b. A formal document
c. Distributed to stakeholders according to the project's communications plan
d. Used to manage project execution

5.23 The process for reviewing and accepting project deliverables is called:
a. Scope verification
b. Scope definition
c. Work Breakdown Structure (WBS)
d. Scope authorization

5.24 A project charter (bản tuyên ngôn dự án) should always include:
a. The scope management plan
b. Stakeholder sign-offs
c. The business need behind the project
d. The Work Authorization documentation
Chapter 6

6.15 The project manager is experiencing serious, deep-rooted conflict between two key
project team members. It is apparent that these differences are based on different
interpretations of the project's scope. Which conflict resolution approach would be the most
useful for the project manager to employ?
a. Compromising
b. Withdrawal
c. Punishment
d. Problem solving

6.16 Which of the following is not an example of a team development strategy?

a. Creating a WBS for the project
b. Performance reviews
c. Project team outing to a sporting event
d. Team lunches

6.17 Two programmers are involved in a conflict that is threatening to disrupt the
development of the project. The project manager calls the two programmers into her office and
reminds them that they are both "on the same side" in working to develop the software
application for the company. Her conflict resolution style would best be seen as:
a. Arbitration
b. Defusion
c. Controlling the conflict
d. Eliminating the conflict

6.18 Carrie is from the marketing department and she has become increasingly upset with the
attitude of the production member of the project team, Andrew. He seems to either ignore her
opinions or make disparaging comments every time she speaks, usually referring to marketing
in an unpleasant way. Which stage of group development is the project team addressing, as
evidenced by the interactions of Carrie and Andrew?
a. Norming
b. Performing
c. Storming
d. Adjourning
6.19 Among the useful means to develop a sense of teamwork in personnel from different
functional departments are all of the following EXCEPT:
a. Collocation (physical proximity)
b. Common goals
c. Organizational rules governing their interaction
d. Flexible working hours

6.20 Which of the following is NOT a constructive team role?

a. Compromiser
b. Gate keeper
c. Withdrawer
d. Smoother

6.21 Which stage of group development is most closely associated with "floundering" and
initial engagement?
a. Forming
b. Storming
c. Norming
d. Performing

6.22 A project manager is experiencing prob xe lems when dealing with an engineering
department head. The functional manager from engineering refuses to release resources to the
project despite repeated requests from the project manager. Which of the following would be
best at helping to resolve this conflict?
a. The client
b. A coalition of other functional managers
c. Senior management
d. A member of the engineering department

6.23 Smoothing, forcing, and withdrawing are all forms of?

a. Organizing
b. Power
c. Stakeholder relationship management
d. Conflict resolution

6.24 Joanie is in charge of a project with an extensive virtual team. She routinely deals with
team members from different countries, cultures, and educational backgrounds, All of the
following would be methods for improving the efficiency and effectiveness of her virtual
project team meetings EXCEPT:
a. Augmenting virtual communication with face-to-face interactions when possible
b. Carefully avoid creating codes of conduct
c. Keeping all members in the communications loop
d. Enforcing a clear process for addressing conflict
Chapter 7
7.23 The project manager has just met with her team to brainstorm some of the problems that
could occur on the upcoming project. Today's session was intended to generate possible issues
that could arise and get everyone to start thinking in terms of what they should be looking for
once the project kicks off. This meeting would be an example of what element in the risk
management process?
a. Risk mitigation
b. Control and documentation
c. Risk identification
d. Analysis of probability and consequences

7.24 Todd is working on resource scheduling in preparation for the start of a project. There is a
potential problem in the works, however, as the new collective bargaining agreement with the
company's union has not been concluded. Todd decides to continue working on the resource
schedule in anticipation of a satisfactory settlement. Todd's approach would be an example of
which method for dealing with risk?
a. Accept it
b. Minimize it
c. Transfer it
d. Share it

7.25 A small manufacturer has won a major contract with the U.S. Army to develop a new
generation of satellite phone for battlefield applications. Because of the significant
technological challenges involved in this project and the company's own size limitations and
lack of experience in dealing with the Army on these kinds of contracts, the com-pany has
decided to partner with another firm to collabo-rate on developing the technology. This
decision would be an example of what kind of response to the risk?
a. Accept it
b. Minimize it
c. Transfer it
d. Share it

7.26 All the following would be considered examples of significant project risks except:
a. Financial risks
b. Technical risks
c. Commercial risks
d. Legal risks
e. All are examples of significant potential project risks

7.27 Suppose your organization used a qualitative risk assess-ment matrix with three levels
each of probability and consequences (high, medium, and low). In evaluating a project's risks,
you determine that commercial risks pose a low probability of occurrence but high
consequences. On the other hand, legal risks are evaluated as having a high probability of
occurrence and medium consequences. If you are interested in prioritizing your risks, which of
these should be considered first?
a. Commercial risk
b. Legal risk
c. Both should be considered equally significant
d. Neither is really much of a threat to this project, so it doesn't matter what order you assign
them

7.28 Sanjay is managing a multi-million-dollar construction project that is scheduled to take

nearly three years to complete. During the planning phase, he discovers a serious threat to the
project schedule and budget due to the fact that he is planning to build during monsoon
season in a flood area. After evaluating his options, he decides to build earlier in the year to
complete critical parts of the project before the possibility of damage from monsoon flooding..
This is an example of:
a. Risk avoidance
b. Risk transference
c. Risk mitigation
d. Risk acceptance

7.29 You are managing a project when an unanticipated risk event occurs. You meet with your
project team and company experts and figure out a workaround to keep the project on
schedule. In what process are you engaged?
a. Quantitative risk analysis
b. Qualitative risk analysis
c. Risk response
d. Control and Documentation

7.30 A probability and impact matrix is useful for:

a. Quantitative risk analysis
b. Qualitative risk analysis
c. Risk Identification
d. Control and Documentation

7.31 A workaround is:

a. A technique for managing conflict
b. A non-critical path (one with extra float) through the network diagram
c. An adjustment to the project budget
d. A response to an unplanned risk event

7.32 A fixed-price contract offers the seller (contractor):

a. A higher risk than the buyer (client)
b. The same risk as that of the buyer (client)
c. A lower risk than the buyer (client)
d. Guaranteed reimbursement of actual costs
Chapter 8
8.31 The project administrator is preparing a preliminary budget for a project and adds in the
cost of a new computer for the project team to use. What type of cost would this computer
purchase represent?
a. Variable
b. Direct
c. Indirect
d. Variable direct

8.32 The project manager for a large project being developed in northern Ontario recognizes
that it will be necessary for her to maintain a close presence at the construction site during its
development, and has negotiated the use of a building for her team near the construction
project. The cost of the building must be factored into the project cost and will increase with
use; that is, the cost of heating and other utilities is subject to change depending upon weather
and team use. What type of cost would this building represent?
a. Variable direct
b. Indirect
c. Nonrecurring
d. None of the above

8.33 A project budget identifies $5,000 budgeted for programming costs. The actual amount
for programming costs is $5,450. Which of the following statements is correct?
a. The $450 represents a negative variance to the budget
b. There is no variance to the budget
c. The $450 represents a positive variance to the budget
d. The entire $5,450 represents a positive variance to the budget

8.34 The project planning phase is moving forward. The project team has solicited the opinions
of some senior project managers with experience in similar types of projects to try and develop
a cost estimate for the project. This process is an example of:
a. Activity-based budgeting
b. Contingency planning (kế hoạch dự phòng)
c. Top-down budgeting
d. Cost estimation

8.35 John is putting together his budget for the project and as part of this process, he is
actively discussing and soliciting estimates from each member of the project team for the
overall budget. He presents his budget to senior management and Susan rejects it, stating,
"Team members are always going to pad their estimates. I will give you the figure I want you
to shoot for." Susan is employing what method for project cost budgeting?
a. Bottom-up
b. Top-down
c. Parametric
d. Comparative

8.36 The majority of a project's budget is expended on:

a. Project charter creation
b. Project plan development
c. Project execution
d. Project termination activities

8.37 All the following are needed for creating the project budget except:
a. Deliverables
b. Work breakdown structure
c. Activity cost estimates
d. Cost management plan

8.38 Cost estimating should occur:

a. Before the work breakdown structure is created and before the budget is developed
b. Before the work breakdown structure is created and after the budget is developed
c. After the work breakdown structure is created and before the budget is developed
d. After the work breakdown structure is developed and after the budget is developed

8.39 Any approved budget increase should be:

a. Added to the project contingency fund and only used as a last resort
b. Added to the project's cost baseline
c. Added to the project's lessons learned
d. Offset by budget take-aways from direct cost accounts

3.40 Cost management activities consist of all the following except:

a. Data collection
b. Cost accounting
c. Cost control
d. Account reconciliation (Đối chiếu tài khoản)
Chapter 9

9.30 A building contractor is working on a vacation home and is looking over his schedule. He
notices that the schedule calls for the foundation footers to be poured and then the rough floor
decking to be installed. In this plan, the decking would be an example of what type of activity?
a. Successor task
b. Predecessor task
c. Lag activity
d. Crashed activity

9.31 Your project team is working on a brand-new project with leading-edge technology. As a
result, it is very difficult for your team to give reasonable accurate estimates for how long their
activities are going to take in order to be completed. Because of this uncertainty, it would be
appropriate for you to require team members to use what kind of logic
when estimating durations?
a. Normal distribution.
b. Beta distribution
c. Deterministic estimates
d. Experience

9.32 Suppose a project plan had three distinct paths through the network. The first path
consisted of activities A (3 days), B (4 days), and C (2 days). The second path consisted of
activities D (4 days), E (5 days), and F (5 days). The third path consisted of activities G (2 days),
H (3 days), and 1 (10 days). Which is the critical path?
a. ABC
b. DEF
c. GHI
d. ADG

9.33 Activity slack (also known as float) can be calculated through which of the following
means?
a. Early finish (EF)-late finish (LF)
b. Early finish (EF) - early start (ES)
c. Late finish (LF)-late start (LS)
d. Late start (LS) - early start (ES)
9.34 Your project team is working from a network diagram. This type of tool will show the
team:
a. Activity precedence
b. Duration estimates for the activities and overall schedule
c. The dates activities are expected to begin
d. The network diagram will show none of the above

9.35 What do we mean by an activity's late finish date?

a. The latest an activity can finish without delaying the subsequent activity
b. The latest an activity can finish without delaying the project
c. The pessimistic time from the PERT calculation
d. The earliest starting time for a predecessor activity

9.36 Which of the following would result from activity sequencing?

a. Activity-on-Node diagram
b. External dependencies
c. Resource leveling
d. The project critical path

9.37 Hammock activities are simply:

a. Another name for dependencies
b. An activity sequencing ladder
c. A means for disaggregating the project network into logical summaries
d. The shortest activity path through a network

9.38 The fact that a product must first be prototyped before it can be tested is an example of
a. A mandatory dependency
b. An external dependency
c. A discretionary dependency
d. A milestone gate

9.39 What is the difference between a Gantt chart and a mile-stone chart?
a. There is no difference; they are the same thing
b. A milestone chart shows only major events, while a Gantt chart shows more information,
including dependencies
c. A milestone chart is a project plan and a Gantt chart is not
d. A Gantt chart is a project plan and a milestone chart is not
Chapter 10

10.24 The IT implementation project is bogging down and falling behind schedule. The
department heads are com-plaining that the project cannot help them if it is not implemented
in a reasonable time frame. Your project manager is considering putting extra resources to
work on activities along the critical path to accelerate the sched-ule. This is an example of
what?
a. Rebaselining
b. Crashing
c. Fast-tracking the project
d. Identifying critical dependencies

10.25. Dummy variables are used in what kind of network dia-gramming method?
a. AON
b. Gantt charts
C. AOA
d. OBS

10.26. Suppose you evaluated the best-case, most likely, and worst-case duration estimates
for an activity and deter-mined that they were 3 days, 4 days, and 8 days, respec-tively. Using
PERT estimation techniques, what would be the expected duration for the activity?
a. 4 days
b. 8 days
c. 5 days
d. 4.5 days

10.27. Suppose you created your activity network and discov-ered that you had two critical
paths in your project. You share this information with another project manager, who strongly
argues that a project can have only one critical path; therefore, your calculations are incorrect.
What is the correct response to his assertion?
a. A project can have more than one critical path, although having multiple critical paths is
also likely to increase the risk of the project falling behind.
b. Your coworker is correct: a project can have only one critical path. You need to return to the
network and determine where you erred in developing the net-work logic and diagram.
c. The critical path is the shortest path through the net-work, so having more than one is not a
significant problem.
d. A project can have more than one critical path, although having multiple critical paths is
actually likely to decrease the overall risk of the project.

10.28. Which of the following circumstances would require the creation of a lag relationship in
a network diagram?
a. The critical path
b. The insertion of a dummy variable into a network diagram
c. A delay after painting a room to allow for the paint to dry before beginning to carpet the
room's floor
d. An early finish relationship between two activities

10.29. The goal of project crashing is to:

a. Reduce the schedule by minimizing project risks
b. Reduce the schedule without changing the project scope
c. Reduce project costs
d. Expand the schedule to embrace multiple critical paths

10.30. You have been directed by your boss to find ways to shrink the project schedule. The
boss is also insisting on lowering project costs at the same time. What would be an
appropriate response to these twin demands?
a. Show the boss that these are almost always opposing goals by demonstrating a "Cost
vs. Days Saved" dia-gram to explain the implications of crashing project activities on
schedule and costs
b. Agree to the boss's wishes and recalculate the sched-ule with shorter durations
c. Agree to the boss's wishes and find cheaper resources to do the work
d. Go to top management to adjudicate the disagreement

10.31. What is the difference between a Gantt chart and a mile-stone chart?
a. There is no difference, they are synonymous terms
b. A Gantt chart is a project plan and a milestone chart is not
c. A milestone chart is a project plan and a Gantt chart is not
d. A milestone chart shows only major events, a Gantt chart shows more schedule
information

10.32. Schedule constraints would usually include all of the fol-lowing EXCEPTI
a. Lead times and lag times
b. Key events
c. Major milestones
d. Imposed dates

10.33. Leads and lags are evaluated and, if necessary, modified as part of which process?
a. Scope development
b. Duration estimating
c. Analogous cost estimating
d. Schedule development
Chapter 12

12.27 The project manager identifies 20 tasks needed to com-plete her project. She has four
project team members available to assign to these activities. The process of assigning
personnel to project activities is known as:
a. Resource leveling
b. Resource loading
c. Finding the critical path
d. Creating a Work Breakdown Structure (WBS)

12.28 The correct definition of resource leveling is:

a. A graph that displays the resources used over time on a project
b. The process of applying resources to a project's activities
c. The process of creating a consistent (level) workload for the resources on the project,
driven by resource constraints
d. A project schedule whose start and finish dates reflect expected resource availability

12.29 Project resource constraints can involve any of the following examples?
a. Poorly trained workers
b. Lack of available materials for construction
c. Environmental or physical constraints of the project site itself
d. All the above would be considered examples of project resource constraints

12.30 When adopting resource-leveling heuristics, which of the following are relevant
decision rules?
a. The activities with the least slack time should have resources allocated to them first
b. The activities with the longest duration are the best candidates for receiving extra resources
c. Activities with the fewest successor tasks should have resource priority
d. Activities with the highest WBS identification numbers are the first to receive available
resources

12.31 One of the benefits of resource-loading charts is that they:

a. Represent a method for finding available activity slack
b. Graphically display the amount of resources required as a function of time
c. Help resolve resource conflicts in multi project settings
d. All of the above are benefits of using resource-loading charts
12.32 Your customer has requested a minor change to the project that "shouldn't impact the
schedule." How should you respond?
a. Authorize the change to maintain good customer relations
b. Refuse the change because you wish to avoid scope стеер
c. Evaluate the impact of the change against the other project constraints.
d. Involve top management to determine the best course of action

12.33 Resources should be estimated against which entity:

a. The deliverables level of the WBS
b. Critical project constraints
e. The Risk Breakdown Structure
d. The schedule activities

12.34 When are the resource requirements estimated?

a. After the activities have been defined but before the schedule has been developed
b. After the schedule has been developed but before the activities have been defined
c. As soon as the scope statement is agreed to by the customer
d. After the deliverables are contracted

12.35 Resource leveling is a method to

a. Make sure everyone working on the project has approximately the same amount of work to
accomplish
b. A technique in which start and finish dates are adjusted based on resource constraints
with the goal of balancing demand for resources with the available supply
c. Use a calendar to identify the working days and shifts on which each specific resource is
available
d. None of the above

12.36 The objectives of resource smoothing are:

a. To determine the resource requirements so that they will be available at the right time
b. To allow each activity to be scheduled with the smoothest possible transition across
resource usage levels
c. Both a and b are objectives of resource smoothing
d. Neither a and b are objectives of resource smoothing
Chapter 13

13.44 A software coding project was scheduled to be finished today, after 12 weeks of work.
You receive an updated EVM report on the progress of the coding suggesting that it has a
scheduled performance index (SPI) value of .75. Based on this information, when do you
expect the coding to be finished?
a. One week early
b. In one more week
c. In two more weeks
d. In four more weeks

13.45 Your project control administrator submits an interim report to you stating that, as of the
current period, your project has a CPI of 1.4. How should you interpret this information?
a. You are spending $1.40 for every dollar you are earn-ing on this project
b. You are earning value on this project at 1.4 times the rate you had planned
c. This number is meaningless with the SPI number
d. You are earning value on this project at 0.71 times the rate you planned

13.46 When the schedule variance is equal to zero (SV $0.00), what else is true?
a. Schedule variance can never equal zero
b. The SPI must be greater than one
c. Earned value must equal planned value
d. The CPI must be equal to one

13.47 Your project is scheduled to last 3 months and cost $100,000. At the end of the first
month, the project is 25% complete. What is the Earned Value?
a. Cannot determine from this information
b. $25,000
c. $400,000
d. $20,250
Chapter 14

14.18 When does a project close?

a. When a project is canceled
b. When a project runs out of money
c. When a project is successfully completed
d. All the above are correct answers

14.19 You have just completed your project and have to confront the final activities your
company requires when putting a project to bed. Which of the following activities is not
expected to be part of the project closeout?
a. Lessons learned
b. Project archives
c. Release of resources
d. Supplier verification

14.20 Your project is nearing completion. At your request, members of your project team are
grouping together critical project documentation, including contracts and financial records,
change orders, scope and configuration management materials, and supplier delivery records.
This process involves the creation of which of the following?
a. Archives
b. Lessons learned
c. Contract and legal files
d. Scope document

14.21 The execution phase of the IT project has just finished. The goals of this project were to
update order-entry systems for your company's shipping department. Which of the following
is the next step in the process of completing the project?
a. Gaining acceptance or the project by your shipping department
b. Finishing the work
c. Closing the contract
d. Releasing the resources

14.22 The team has just completed work on the project. By all accounts, this was a difficult
project from the beginning and the results bear this out. You were over budget by 20% and
significantly behind your schedule. Morale became progressively worse in the face of the
numerous challenges. At the close of the project, you decide to hold an informal meeting with
the team to discuss the problems and identify their sources, all with the goal of trying to
prevent something like this from happening again. This process is known as what?
a. Closing the project
b. Procurement audit
c. Lessons learned
d. Early termination

14.23 During project closeout, you are required to attend to activities related to all the
following except:
a. Conducting post-project review
b. Obtain acceptance by the customer or sponsor to formally close the project
c. Document lessons learned
d. All are required activities for closeout

14.24 During project closeout, you are required to attend to all these additional activities
except:
a. Apply appropriate updates to all organizational processes
b. Archive relevant project documentation
c. Retain project resources into the foreseeable future as a precaution
d. Close out procurement activities

14.25 The Closing Process Group in PMBOK refers to:

a. Processes performed to finalize all activities to formally close the project or phase
b. Processes performed to complete the work defined in the project management plan
c. Processes required to track, review, and regulate the progress and performance of the
project
d. Processes performed to define a new project or new phase of an existing project

14.26 Which of the following is a critical document to prepare during the closeout phase?
a. Change requests
b. Lessons learned
c. Control charts
d. Integrated communications plan

14.27 You have completed a transportation hub project for a difficult customer who has been
dissatisfied with the manner with which your organization managed his project. The project
has been delayed for several reasons-mostly due to the client's repeated change requests and
unexpected adverse weather conditions that have led to a final close-out that was six months
delayed past the original plan. Because of these delays, the customer's organization was
unable to market a series of scenic summer bus tours through the wine region of the Napa
Valley in time for the summer season. He plans to make a claim based on what he considers a
commercial obligation on your part to compensate him for this lost business opportunity. What
type of claim is he likely to make?
a. A default claim
b. An ex-gratia claim
e. A liquidated damages claim
d. A punitive claim