QUESTION 704
The probability and impact matrix is primarily used to:

A. Quantify risk issues for trends during a quality audit.
B. Develop a risk register for risk planning.
C. Evaluate each risk’s importance and priority during Perform Qualitative Risk Analysis.
D. Define risk and compare impacts during Perform Quantitative Risk Analysis.

Correct Answer: C 

Explanation:

Probability and impact matrix. A probability and impact matrix is a grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs. Risks are prioritized according to their potential implications for having an effect on the project’s objectives.

A typical approach to prioritizing risks is to use a look-up table or a probability and impact matrix. The specific combinations of probability and impact that lead to a risk being rated as “high,” “moderate,” or “low” importance are usually set by the organization.

Perform Qualitative Risk Analysis

Definition: The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.

Key Benefit: The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.

Inputs
1. Risk management plan
2. Scope baseline
3. Risk register
4. Enterprise environmental factors
5. Organizational process assets

Tools & Techniques
-Risk probability and impact assessment
-Probability and impact matrix Risk data quality assessment Risk categorization
-Risk urgency assessment Expert judgment

Outputs
Project documents updates

QUESTION 705
A car company authorized a project to build more fuel-efficient cars in response to gasoline shortages. With which of the following strategic considerations was this project mainly concerned?

A. Market demand
B. Legal requirements
C. Strategic Opportunity
D. Technological advance

Correct Answer: A 

Explanation:
Projects and Strategic Planning

Projects are often utilized as a means of directly or indirectly achieving objectives within an organization’s strategic plan. Projects are typically authorized as a result of one or more of the following strategic considerations:

Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages); Strategic opportunity/business need (e.g., a training company authorizing a project to create a new course to increase its revenues); Social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water systems, latrines, and sanitation education to communities suffering from high rates of infectious diseases);
Environmental consideration (e.g., a public company authorizing a project to create a new service for electric car sharing to reduce pollution); Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park);

Technological advance (e.g., an electronics firm authorizing a new project to develop a faster, cheaper, and smaller laptop based on advances in computer memory and electronics technology); and
Legal requirement (e.g., a chemical manufacturer authorizing a project to establish guidelines for proper handling of a new toxic material).

Projects, within programs or portfolios, are a means of achieving organizational goals and objectives, often in the context of a strategic plan. Although a group of projects within a program can have discrete benefits, they can also contribute to the benefits of the program, to the objectives of the portfolio, and to the strategic plan of the organization.

Organizations manage portfolios based on their strategic plan. One goal of portfolio management is to maximize the value of the portfolio through careful examination of its components—the constituent programs, projects, and other related work. Those components contributing the least to the portfolio’s strategic objectives may be excluded.

In this way, an organization’s strategic plan becomes the primary factor guiding investments in projects. At the same time, projects provide feedback to programs and portfolios by means of status reports, lessons learned, and change requests that may help to identify impacts to other projects, programs, or portfolios. The needs of the projects, including the resource needs, are rolled up and communicated back to the portfolio level, which in turn sets the direction for organizational planning.

QUESTION 706
A Pareto chart is a specific type of:

A. control chart
B. histogram
C. cause-and-effect diagram
D. scatter diagram

Correct Answer: B

Explanation:
Pareto diagrams, exist as a special form of vertical bar chart and are used to identify the vital few sources that are responsible for causing most of a problem’s effects. The categories shown on the horizontal axis exist as a valid probability distribution that accounts for 100% of the possible observations.

 

The relative frequencies of each specified cause listed on the horizontal axis decrease in magnitude until the default source named “other” accounts for any non specified causes. Typically, the Pareto diagram will be organized into categories that measure either frequencies or consequences.
Histograms, are a special form of bar chart and are used to describe the central tendency, dispersion, and shape of a statistical distribution. Unlike the control chart, the histogram does not consider the influence of time on the variation that exists within a distribution.

QUESTION 707
A process is defined as:

A. A set of interrelated actions and activities performed to achieve a certain objective.
B. A set of guidelines that explains how to carry out a particular task.
C. The inputs for a task and the tools and techniques required to carry out the task.
D. A collection of logically related project activities, usually culminating in the completion of a major deliverable.

Correct Answer: A 

 

Explanation:
PROJECT MANAGEMENT PROCESSES

Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. This application of knowledge requires the effective management of the project management processes.

A process is a set of interrelated actions and activities performed to create a pre-specified product, service, or result. Each process is characterized by its inputs, the tools and techniques that can be applied, and the resulting outputs.

As explained in Section 2, the project manager needs to consider organizational process assets and enterprise environmental factors. These should be taken into account for every process, even if they are not explicitly listed as inputs in the process specification. Organizational process assets provide guidelines and criteria for tailoring the organization’s processes to the specific needs of the project. Enterprise environmental factors may constrain the project management options.

QUESTION 708
A project can be defined as a:

A. Temporary endeavor undertaken to create a unique product, service, or result
B. Temporary endeavor that produces repetitive outputs
C. Permanent endeavor undertaken to create a unique product, service, or result
D. Permanent endeavor that produces repetitive outputs

Correct Answer: A 

Explanation/Reference:
Explanation:

What is a Project?

A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates that a project has a definite beginning and end. The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. A project may also be terminated if the client (customer, sponsor, or champion) wishes to terminate the project.

 

Temporary does not necessarily mean the duration of the project is short. It refers to the project’s engagement and its longevity. Temporary does not typically apply to the product, service, or result created by the project; most projects are undertaken to create a lasting outcome. For example, a project to build a national monument will create a result expected to last for centuries. Projects can also have social, economic, and environmental impacts that far outlive the projects themselves.

 

QUESTION 709
A project manager needs to deliver the project 2 weeks before the planned date without changing the scope. Which of the following techniques may be applied to reevaluate the schedule?

A. What-if scenario analysis
B. Critical chain method
C. Schedule crashing
D. Resource leveling

Correct Answer: C 

Explanation:
Schedule Compression

Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to:

Crashing:  A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity’s duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.

Fast tracking:  A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration.

QUESTION 710
A risk may be graded into different priorities by which process?

A. Risk monitoring and controlling
B. Risk response planning
C. Qualitative risk analysis
D. Quantitative risk analysis

Correct Answer: C 

 

Explanation:
“Qualitative Risk Analysis assesses the priority of identified risks using their probability of occurring, the corresponding impact […] as well as other factors such as the time frame and risk tolerance […].”

 

QUESTION 711
Activities on the critical path have which type of float?

A. Zero free float
B. Zero or negative float
C. Negative and positive float
D. Zero or positive float

Correct Answer: B 

Explanation:
Critical Path Method

The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6-18.

 

In this example the longest path includes activities A, C, and D, and, therefore, the sequence of A-C-D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The resulting early and late start and finish dates are not necessarily the project schedule, rather they indicate the time periods within which the activity could be executed, using the parameters entered in the schedule model for activity durations, logical relationships, leads, lags, and other known constraints. The critical path method is used to calculate the amount of scheduling flexibility on the logical network paths within the schedule model.

 

On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed “total float.” A CPM critical path is normally characterized by zero total float on the critical path.

 

As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied.

 

Any activity on the critical path is called a critical path activity. Positive total float is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation. Negative total float is caused when a constraint on the late dates is violated by duration and logic. Schedule networks may have multiple near- critical paths. Many software packages allow the user to define the parameters used to determine the critical path(s).

 

Adjustments to activity durations (if more resources or less scope can be arranged), logical relationships (if the relationships were discretionary to begin with), leads and lags, or other schedule constraints may be necessary to produce network paths with a zero or positive total float.

 

Once the total float for a network path has been calculated, then the free float—the amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint—can also be determined. For example the free float for Activity B, in Figure 6-18, is 5 days.

QUESTION 712
An associate who calculates fees daily to support the department is doing which of the following?

 

A. Phase work
B. Project work
C. Lifecycle work
D. Operations work

Correct Answer: D

QUESTION 713
An imposed date for completion of the project by the customer is an example of a project:

A. deliverable
B. assumption
C. constraint
D. exclusion

Correct Answer: C 

QUESTION 714
An input required to develop a preliminary project scope statement is:

A. Organizational Structure
B. Organizational Process Assets
C. Organizational Matrix
D. Organizational Breakdown Structures

Correct Answer: B 

Explanation:
Organizational Process Assets

Described in Section 2.1.4. All organizational process assets are used as inputs for the Plan Stakeholder Management process. Of these, lessons learned database and historical information are of particular importance, because they provide insights on previous stakeholder management plans and their effectiveness. These can be used to plan the stakeholder management activities for the current project.

The project team must complete a scope statement for developing a common understanding of the project scope among stakeholders. This lists project deliverables – summary level sub-products, whose full and satisfactory delivery marks the completion of the project.

QUESTION 715
An output of the Manage Project Team process is:

A. project management plan updates
B. project staff assignments updates
C. team performance assessments
D. resource calendar updates

Correct Answer: A

Explanation:
Project Management Plan Updates

Elements of the project management plan that may be updated include, but are not limited to, the human resource management plan. For example, the person assigned to a predefined role may not fulfill all staffing requirements outlined in the human resource management plan. When gaps occur, the project management plan needs to be updated to change the team structure, roles, or responsibilities.

Process: Manage Project Team

Definition: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.

Key Benefit: The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.

Inputs
1. Human resource management plan
2. Project staff assignments
3. Team performance assessments
4. Issue log
5. Work performance reports
6. Organizational process assets

Tools & Techniques
1. Observation and conversation
2. Project performance appraisals
3. Conflict management
4. Interpersonal skills

Outputs
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Enterprise environmental factors updates
5. Organizational process assets updates

 

QUESTION 716
Budgets reserved for unplanned changes to project scope and cost are:

A. Contingency reserves.
B. Management reserves.
C. Authorized budgets.
D. Cost baselines.

Correct Answer: B 

Explanation:
Reserve Analysis

Definition: estimates may include contingency reserves, sometimes referred to as time reserves or buffers, into the project schedule to account for schedule uncertainty. Contingency reserves are the estimated duration within the schedule baseline, which is allocated for identified risks that are accepted and for which contingent or mitigation responses are developed. Contingency reserves are associated with the “known-unknowns,” which may be estimated to account for this unknown amount of rework.

As more precise information about the project becomes available, the contingency reserve may be used, reduced, or eliminated. Contingency should be clearly identified in schedule documentation.

Estimates may also be produced for the amount of management reserve of time for the project. Management reserves are a specified amount of the project duration withheld for management control purposes and are reserved for unforeseen work that is within scope of the project. Management reserves are intended to address the “unknown-unknowns” that can affect a project.

 

Management reserve is not included in the schedule baseline, but it is part of the overall project duration requirements. Depending on contract terms, use of management reserves may require a change to the schedule baseline.

QUESTION 717
Cost aggregation is typically performed by aggregating work packages in accordance with the:

A. Program evaluation and review technique (PERT).
B. Cost of quality (COQ).
C. Rough order of magnitude (ROM).
D. Work breakdown structure (WBS).

Correct Answer: D 

Explanation:
 Cost Aggregation

Cost estimates are aggregated by work packages in accordance with the WBS. The work package cost estimates are then aggregated for the higher component levels of the WBS (such as control accounts) and ultimately for the entire project.

QUESTION 718
Cost of quality (COQ) refers to total cost of/to:

A. All efforts related to quality.
B. Product inspection activities.
C. Maintain plan quality.
D. Perform quality control.

Correct Answer: B

QUESTION 719
Cost variance (CV) is equal to earned value:

A. Minus actual cost [EV – AC].
B. Minus planned value [EV – PV].
C. Divided by actual cost [EV/AC].
D. Divided by planned value [EV/PV].

Correct Answer: A

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Explanation/Reference:
Explanation:
CV = EV – AC CPI = EV / AC SV = EV – PV SPI = EV / PV

QUESTION 720
Decomposition, rolling wave planning, and templates are all tools and techniques for which of the following?

A. Define Activities
B. Estimate Activity Durations
C. Develop Schedule
D. Sequence Activities

Correct Answer: A 

Explanation:
 Decomposition

Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. The work package is the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed. The level of decomposition is often guided by the degree of control needed to effectively manage the project. The level of detail for work packages will vary with the size and complexity of the project. Decomposition of the total project work into work packages generally involves the following activities:

 

Identifying and analyzing the deliverables and related work; Structuring and organizing the WBS;
Decomposing the upper WBS levels into lower-level detailed components; Developing and assigning identification codes to the WBS components; and Verifying that the degree of decomposition of the deliverables is appropriate.

Rolling Wave Planning

Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration.

Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning, when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can be decomposed into activities.

Define Activities

Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.

Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
Inputs

1. Schedule management plan
2. Scope baseline
3. Enterprise environmental factors
4. Organizational process assets

1. Decomposition
2. Rolling wave planning
3. Expert judgment

Outputs
1. Activity list
2. Activity attributes
3. Milestone list

QUESTION 721
Design of experiments (DOE) should be used during which of the following processes?

A. Perform Quality Assurance
B. Total Quality Management
C. Perform Quality Control
D. Plan Quality Management

Correct Answer: D 

 

Explanation:
 Plan Quality Management

Definition: The process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements and/or standards.

Key Benefit: The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.

Inputs
1. Project management plan
2. Stakeholder register
3. Risk register
4. Requirements documentation
5. Enterprise environmental factors
6. Organizational process assets
Tools & Techniques
1. Cost-benefit analysis
2. Cost of quality
3. Seven basic quality tools
4. Benchmarking
5. Design of experiments
6. Statistical sampling
7. Additional quality planning tools
8. Meetings

Outputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality checklists
5. Project documents updates

 Design of Experiments
Design of experiments (DOE) is a statistical method for identifying which factors may influence specific
variables of a product or process under development or in production. DOE may be used during the Plan Quality Management process to determine the number and type of tests and their impact on cost of quality.

 

DOE also plays a role in optimizing products or processes. DOE is used to reduce the sensitivity of product performance to sources of variations caused by environmental or manufacturing differences. One important aspect of this technique is that it provides a statistical framework for systematically changing all of the important factors, rather than changing the factors one at a time.

 

Analysis of the experimental data should provide the optimal conditions for the product or process, highlight the factors that influence the results, and reveal the presence of interactions and synergy among the factors. For example, automotive designers use this technique to determine which combination of suspension and tires will produce the most desirable ride characteristics at a reasonable cost.

QUESTION 722
In the Initiating Process Group, at what point does the project become officially authorized?

A. When the project charter is signed
B. When all the stakeholders agree on the scope of the project
C. When the project manager is appointed
D. When the necessary finance or funding is obtained

Correct Answer: A

 

Explanation:
 Initiating Process Group

The Initiating Process Group consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Within the Initiating processes, the initial scope is defined and initial financial resources are committed. Internal and external stakeholders who will interact and influence the overall outcome of the project are identified. If not already assigned, the project manager will be selected. This information is captured in the project charter and stakeholder register.

 

When the project charter is approved, the project becomes officially authorized.
Process: Develop Project Charter

Definition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

Key Benefit: The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.

Inputs
1. Project statement of work
2. Business case
3. Agreements
4. Enterprise environmental factors
5. Organizational process assets

Tools & Techniques
1. Expert judgment
2. Facilitation techniques

Outputs
1. Project charter

QUESTION 723
In which of the following types of organizations is resource availability moderate to high?

A. Weak matrix
B. Balanced matrix
C. Strong matrix
D. Projectized

Correct Answer: C 

QUESTION 724
In which process group is the scope first defined?

A. Initiating
B. Planning
C. Executing
D. Controlling

Correct Answer: A

QUESTION 725
Inputs to the Define Activities process include:

A. Project scope statement, resource calendars, and work performance information.
B. Scope baseline, enterprise environmental factors, and organizational process assets.
C. Project scope statement, approved change requests, and WBS dictionary.
D. Scope baseline, enterprise environmental factors, and activity duration estimates.

Correct Answer: B 

Explanation:
 Scope Baseline
The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan. Components of the scope baseline include:

Project scope statement. The project scope statement includes the description of the project scope, major deliverables, assumptions, and constraints.

WBS. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly detailed definition of the project work. The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts.

 

These identifiers provide a structure for hierarchical summation of costs, schedule, and resource information. A control account is a management control point where scope, budget, actual cost, and schedule are integrated and compared to the earned value for performance measurement. Control accounts are placed at selected management points in the WBS. Each control account may include one or more work packages, but each of the work packages should be associated with only one control account.

 

A control account may include one or more planning packages. A planning package is a work breakdown structure component below the control account with known work content but without detailed schedule activities.

 

WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS. Information in the WBS dictionary may include, but is not limited to:

○ Code of account identifier,
○ Description of work,
○ Assumptions and constraints,
○ Responsible organization,
○ Schedule milestones,
○ Associated schedule activities,
○ Resources required,
○ Cost estimates,
○ Quality requirements,
○ Acceptance criteria,
○ Technical references, and
○ Agreement information

 

Organizational Process Assets
Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. The process assets also include the organization’s knowledge bases such as lessons learned and historical information.

 

Organizational process assets may include completed schedules, risk data, and earned value data. Organizational process assets are inputs to most planning processes. Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base.

 

 Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.

Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

Inputs
1. Schedule management plan
2. Scope baseline
3. Enterprise environmental factors
4. Organizational process assets

Tools & Techniques
1. Decomposition
2. Rolling wave planning
3. Expert judgment

Outputs
1. Activity list
2. Activity attributes
3. Milestone list

QUESTION 726
On what is project baseline development established?

A. Approved product requirements
B. Estimated project cost and schedule
C. Actual project cost and schedule
D. Revised project cost and schedule

 

Correct Answer: B

Schedule Baseline
A schedule baseline is the approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results. It is accepted and approved by the appropriate stakeholders as the schedule baseline with baseline start dates and baseline finish dates. During monitoring and controlling, the approved baseline dates are compared to the actual start and finish dates to determine whether variances have occurred. The schedule baseline is a component of the project management plan.

 

Cost Baseline
The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change control procedures and is used as a basis for comparison to actual results. It is developed as a summation of the approved budgets for the different schedule activities.

 

Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes. Project baselines include, but are not limited to:
Scope baseline, Schedule baseline, and Cost baseline

QUESTION 727
One of the fundamental tenets of modern quality management states that quality is:

A. planned, designed, and built in.
B. planned, designed, and inspected in.
C. built in, created, and reviewed.
D. built in, created, and standardized.

Correct Answer: A 

QUESTION 728
Organizational process assets can be divided into which of the following two categories?

A. Project files and corporate knowledge base
B. Templates, and processes and procedures
C. Standards, and processes and procedures
D. Corporate knowledge base and processes and procedures

Correct Answer: D

Explanation:
 Organizational Process Assets

Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. The process assets also include the organization’s knowledge bases such as lessons learned and historical information.

Organizational process assets may include completed schedules, risk data, and earned value data. Organizational process assets are inputs to most planning processes. Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base.

QUESTION 729
Outputs from constituent processes might be used as:

A. Inputs to other processes.
B. Proof of process completion.
C. Identification of project tasks.
D. Indicators to eliminate project redundancies.

Correct Answer: A 

QUESTION 730
Overlooking negative stakeholders can result in a/an:

A. decreased likelihood of conflicting interests between stakeholders.
B. decreased likelihood of the projects progress being impeded
C. increased likelihood of project failure.
D. increased likelihood of project success.

Correct Answer: C 

QUESTION 731
PMBOK Guide is a standard that describes:

A. product-oriented processes.
B. project management processes.
C. product-oriented and project management processes.
D. program management and project management processes.

Correct Answer: B

Explanation/Reference:

QUESTION 732
Project Management Process Groups are linked by:

A. the outputs they produce
B. discrete or one-time events
C. the project management plan
D. common tools and techniques

Correct Answer: A

QUESTION 733
Project management processes are:

A. Static; they must not change across different projects.
B. Applied globally and across all industry groups.
C. Discrete elements with well-defined interfaces.
D. Project phases, applied as required in different projects.

Correct Answer: B 

QUESTION 734
Projects are authorized by which of the following individuals?

A. Project managers
B. Stakeholders
C. Functional managers
D. Sponsors

Correct Answer: D 

QUESTION 735
Projects can intersect with an organization’s operations at various points during the product life cycle such as:

 

A. When there is an operations shutdown (i.e. a strike).
B. When developing new products, upgrading products, or expanding outputs.
C. When a project transitions from a temporary to a permanent status.
D. When the project manager is promoted to operations manager.

Correct Answer: B 

 

Explanation:
Operations and Project Management

Changes in business operations may be the focus of a dedicated project—especially if there are substantial changes to business operations as a result of a new product or service delivery. Ongoing operations are outside of the scope of a project; however, there are intersecting points where the two areas cross.

 

Projects can intersect with operations at various points during the product life cycle, such as:
At each closeout phase; When developing a new product, upgrading a product, or expanding outputs;
While improving operations or the product development process; or Until the end of the product life cycle.

 

At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. This implementation occurs through a transfer of project resources to operations toward the end of the project, or through a transfer of operational resources to the project at the start.

Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle. Unlike the ongoing nature of operations, projects are temporary endeavors.

QUESTION 736
Quality and credibility of the qualitative risk analysis process requires that different levels of the risk’s probabilities and impacts be defined is the definition of what?

A. Risk breakdown structure (RBS)
B. Risk probability and impact
C. Qualitative risk analysis
D. Risk response planning

Correct Answer: B

QUESTION 737
Schedule milestones and a predefined budget are examples of:

A. Project constraints.
B. Requirements documentation.
C. Organizational process assets.
D. Activity cost estimates.

Correct Answer: A 

QUESTION 738
Scope verification is PRIMARILY concerned with which of the following?

A. Acceptance of the work deliverables.
B. Accuracy of the work deliverables.
C. Approval of the scope statement.
D. Accuracy of the work breakdown structure.

Correct Answer: A 

Explanation:
Scope verification is not referenced by PMBOK v5

QUESTION 739
Soft logic is also known as what type of dependency?

A. External
B. Discretionary
C. Mandatory
D. Internal

Correct Answer: B 

Explanation:

Dependency Determination

Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.
Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.
Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for Explanation:
4.1.2.1 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization, Consultants,
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Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups,
Subject matter experts (SME), and Project management office (PMO).
Process: 4.2. Develop Project Management Plan
Definition: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project’s integrated baselines and subsidiary plans may be included within the project management plan.
Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.
Inputs
1. Project charter
2. Outputs from other processes
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
5. Expert judgment
6. Facilitation techniques
Outputs
7. Project management plan
4.2.3.1 Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes. Project baselines include, but are not limited to:
Scope baseline (Section 5.4.3.1), Schedule baseline (Section 6.6.3.1), and Cost baseline (Section 7.3.3.1).
Subsidiary plans include, but are not limited to:
Scope management plan (Section 5.1.3.1), Requirements management plan (Section 5.1.3.2), Schedule management plan (Section 6.1.3.1), Cost management plan (Section 7.1.3.1),
Quality management plan (Section 8.1.3.1), Process improvement plan (Section 8.1.3.2),
Human resource management plan (Section 9.1.3.1), Communications management plan (Section 10.1.3.1), Risk management plan (Section 11.1.3.1), Procurement management plan (Section 12.1.3.1), and Stakeholder management plan (Section 13.2.3.1).
Among other things, the project management plan may also include the following:
Life cycle selected for the project and the processes that will be applied to each phase; Details of the tailoring decisions specified by the project management team as follows:
○ Project management processes selected by the project management team,
○ Level of implementation for each selected process,
○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.
Description of how work will be executed to accomplish the project objectives;
Change management plan that documents how changes will be monitored and controlled; Configuration management plan that documents how Configuration management will be performed; Description of how the integrity of the project baselines will be maintained;
Requirements and techniques for communication among stakeholders; and
Key management reviews for content, the extent of, and timing to address, open issues and pending
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decisions.
The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.
modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
External dependencies. External dependencies involve a relationship between project activities and non- project activities. These dependencies are usually outside the project team’s control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.
Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.
QUESTION 740
Team performance assessments is an output of which of the following processes?
A. Develop Human Resource Plan
B. Perform Quality Control
C. Develop Project Team
D. Manage Project Team
Correct Answer: C Section: Volume E Explanation
Explanation/Reference:
Explanation:
Process: 9.3 Develop Project Team
Definition: The process of improving competencies, team member interaction, and overall team environment to enhance project performance. The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.
Key Benefit: The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.
Inputs
1. Human resource management plan
2. Project staff assignments
3. Resource calendars
Tools & Techniques
1. Interpersonal skills
2. Training
3. Team-building activities
4. Ground rules
5. Colocation
6. Recognition and rewards
7. Personnel assessment tools
Outputs
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1. Team performance assessments
2. Enterprise environmental factors updates
QUESTION 741
The cost of nonconformance in a project includes:
A. testing
B. rework
C. inspections
D. training
Correct Answer: B Section: Volume E Explanation
Explanation/Reference:
QUESTION 742
The cost performance baseline is typically displayed in the form of:
A. An S-curve.
B. A normal curve.
C. A U-curve.
D. A positive slope line.
Correct Answer: A Section: Volume E Explanation
Explanation/Reference:
QUESTION 743
The Process Group in which the internal and external stakeholders interact and influence the overall outcome of the project is the:
A. Monitoring and Controlling Process Group.
B. Initiating Process Group.
C. Planning Process Group.
D. Executing Process Group.
Correct Answer: B Section: Volume E Explanation
Explanation/Reference:
QUESTION 744
The Process Group that involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan is known as:
A. Initiating.
B. Planning.
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C. Executing.
D. Monitoring and Controlling.
Correct Answer: C Section: Volume E Explanation
Explanation/Reference:
QUESTION 745
The process of developing a detailed description of the project and product is known as:
A. Create WBS.
B. Verify Scope.
C. Collect Requirements.
D. Define Scope.
Correct Answer: D Section: Volume E Explanation
Explanation/Reference:
Explanation:
Process: 5.3 Define Scope
Definition: The process of developing a detailed description of the project and product.
Key Benefit: The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.
Inputs
1. Scope management plan
2. Project charter
3. Requirements documentation
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Product analysis
3. Alternatives generation
4. Facilitated workshops
Outputs
1. Project scope statement
2. Project documents updates
QUESTION 746
The project charter is an input to which process?
A. Develop Project Charter
B. Develop Project Management Plan
C. Monitor and Control Project Work
D. Perform Integrated Change Control
Correct Answer: B Section: Volume E Explanation
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Explanation/Reference:
Explanation:
4.2.1.1 Project Charter
Described in Section 4.1.3.1. The size of the project charter varies depending on the complexity of the project and the information known at the time of its creation. At a minimum, the project charter should define the high- level boundaries of the project. The project team uses the project charter as the starting point for initial planning throughout the Initiating Process Group.
4.1.3.1 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer’s needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:
Project purpose or justification,
Measurable project objectives and related success criteria, High-level requirements,
Assumptions and constraints,
High-level project description and boundaries, High-level risks,
Summary milestone schedule, Summary budget, Stakeholder list,
Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project),
Assigned project manager, responsibility, and authority level, and
Name and authority of the sponsor or other person(s) authorizing the project charter.
Process: 4.2. Develop Project Management Plan
Definition: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project’s integrated baselines and subsidiary plans may be included within the project management plan.
Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.
Inputs
1. Project charter
2. Outputs from other processes
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
1. Project management plan
4.2.3.1 Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes. Project baselines include, but are not limited to:
Scope baseline (Section 5.4.3.1), Schedule baseline (Section 6.6.3.1), and Cost baseline (Section 7.3.3.1).
Subsidiary plans include, but are not limited to:
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Scope management plan (Section 5.1.3.1), Requirements management plan (Section 5.1.3.2), Schedule management plan (Section 6.1.3.1), Cost management plan (Section 7.1.3.1),
Quality management plan (Section 8.1.3.1), Process improvement plan (Section 8.1.3.2),
Human resource management plan (Section 9.1.3.1), Communications management plan (Section 10.1.3.1), Risk management plan (Section 11.1.3.1), Procurement management plan (Section 12.1.3.1), and Stakeholder management plan (Section 13.2.3.1).
Among other things, the project management plan may also include the following:
Life cycle selected for the project and the processes that will be applied to each phase; Details of the tailoring decisions specified by the project management team as follows:
○ Project management processes selected by the project management team,
○ Level of implementation for each selected process,
○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.
Description of how work will be executed to accomplish the project objectives;
Change management plan that documents how changes will be monitored and controlled; Configuration management plan that documents how Configuration management will be performed; Description of how the integrity of the project baselines will be maintained;
Requirements and techniques for communication among stakeholders; and
Key management reviews for content, the extent of, and timing to address, open issues and pending decisions.
The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.
QUESTION 747
The project governance approach should be described in the:
A. change control plan
B. project scope
C. statement of work
D. project management plan
Correct Answer: D Section: Volume E Explanation
Explanation/Reference:
Explanation:

Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes. Project baselines include, but are not limited to:
Scope baseline, Schedule baseline, and Cost baseline .

Subsidiary plans include, but are not limited to: Scope management plan, Requirements management plan, Schedule management plan, Cost management plan, Quality management plan, Process improvement plan, Human resource management plan, Communications management plan, Risk management plan, Procurement management plan, and Stakeholder management plan.

Among other things, the project management plan may also include the following:
Life cycle selected for the project and the processes that will be applied to each phase; Details of the tailoring decisions specified by the project management team as follows:

○ Project management processes selected by the project management team,
○ Level of implementation for each selected process,
○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.

 

Description of how work will be executed to accomplish the project objectives; Change management plan that documents how changes will be monitored and controlled; Configuration management plan that documents how Configuration management will be performed; Description of how the integrity of the project baselines will be maintained; Requirements and techniques for communication among stakeholders; and Key management reviews for content, the extent of, and timing to address, open issues and pending decisions.

The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.

QUESTION 748
The project manager has requested all expert team members to complete an anonymous questionnaire to identify possible risks. This is an example of a technique known as the:

A. interview technique
B. information gathering technique
C. Delphi technique
D. feedback technique

Correct Answer: C 

Explanation:
Delphi technique. The Delphi technique is a way to reach a consensus of experts. Project risk experts participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important project risks. The responses are summarized and are then recirculated to the experts for further comment.

Consensus may be reached in a few rounds of this process. The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome.

Group Decision-Making Techniques
A group decision-making technique is an assessment process having multiple alternatives with an expected outcome in the form of future actions. These techniques can be used to generate, classify, and prioritize product requirements.

There are various methods of reaching a group decision, such as:

• Unanimity. A decision that is reached whereby everyone agrees on a single course of action. One way to reach unanimity is the Delphi technique, in which a selected group of experts answers questionnaires and provides feedback regarding the responses from each round of requirements gathering. The responses are only available to the facilitator to maintain anonymity.
• Majority. A decision that is reached with support obtained from more than 50 % of the members of the group. Having a group size with an uneven number of participants can ensure that a decision will be reached, rather than resulting in a tie.
• Plurality. A decision that is reached whereby the largest block in a group decides, even if a majority is not achieved. This method is generally used when the number of options nominated is more than two.
• Dictatorship. In this method, one individual makes the decision for the group. All of these group decision- making techniques can be applied to the group creativity techniques used in the Collect Requirements process.

QUESTION 749
The run chart created during the Perform Quality Control process on a project is used to show the:

A. relationship between two variables
B. data points plotted in the order in which they occur
C. most common cause of problems in a process
D. frequency of occurrence

Correct Answer: B 

QUESTION 750
The three types of estimates that PERT uses to define an approximate range for an activity’s cost are:

A. Parametric, most likely, and analogous.
B. Least likely, analogous, and realistic.
C. Parametric, optimistic, and pessimistic.
D. Most likely, optimistic, and pessimistic.

Correct Answer: D 

 

QUESTION 751
The traditional organization chart structure that can be used to show positions and relationships in a graphic top-down format is called a:

A. Responsible, accountable, consult, and inform (RACI) chart.
B. Matrix-based chart.
C. Human resource chart.
D. Hierarchical-type chart.

Correct Answer: D 

QUESTION 752
Using the following data, what is the Schedule Performance Index (SPI)? EV= $500 PV= $750 AC= $1000 BAC= $1200

A. 0.67
B. 1.5
C. 0.75
D. 0.5

Correct Answer: A 

Explanation:
SPI = EV / PV

QUESTION 753
Verification of project deliverables occurs during which process?

A. Develop preliminary project scope statement
B. Close Project or Phase
C. Develop project charter
D. Create WBS

Correct Answer: B 

Explanation:
Process: Close Project or Phase

Definition: The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project.

Key Benefit: The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.

Inputs
1. Project management plan
2. Accepted deliverables
3. Organizational process assets

Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings

Outputs
1. Final product, service, or result transition
2. Organizational process assets updates

QUESTION 754
What are the components of the “triple constraint “?

A. Scope, time, requirements

B. Resources, time, cost
C. Scope, management, cost
D. Scope, time, cost

Correct Answer: D

QUESTION 755
What are the five Project Management Process Groups?

A. Initiating, Planning, Executing, Monitoring and Controlling, and Closing
B. Introduction, Planning, Executing, Monitoring and Controlling, and Closing
C. Initiating, Planning, Executing, Monitoring and Controlling, and Ending
D. Introduction, Planning, Implementation, Monitoring and Controlling, and Closure

Correct Answer: A

 

Process groups Overview
Projects exist within an organization and do not operate as a closed system. They require input data from the organization and beyond, and deliver capabilities back to the organization. The project processes may generate information to improve the management of future projects and organizational process assets.

The PMBOK® Guide describes the nature of project management processes in terms of the integration between the processes, their interactions, and the purposes they serve. Project management processes are grouped into five categories known as Project Management Process Groups (or Process Groups):

 

Initiating Process Group: Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Within the Initiating processes, the initial scope is defined and initial financial resources are committed. Internal and external stakeholders who will interact and influence the overall outcome of the project are identified.
Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.

 

The Planning processes develop the project management plan and the project documents that will be used to carry out the project.

Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.

Monitoring and Controlling Process Group. Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.

Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.

QUESTION 756
What are the key components of the communication model?

A. Encode, message and feedback-message, medium, noise, and decode
B. Encode, messaging technology, medium, noise, and decode
C. Sender, message and feedback-message, medium, noise, and translate
D. Receiver, message and feedback-message, medium, noise, and decode

Correct Answer: A

 

QUESTION 757
What entity is assigned various responsibilities related to the centralized and coordinated management of those projects under its domain?

A. Project management office
B. Project team office
C. Executive sponsor office
D. Program management office

Correct Answer: A

 

QUESTION 758
What is Project Portfolio Management?

A. Management of a project by dividing the project into more manageable sub- projects.
B. Management of a project by utilizing a portfolio of general management skills, such as planning, organizing, staffing, executing and controlling.
C. Management of all projects undertaken by a company.
D. Management of a collection of projects that are grouped together to facilitate effective management and meet strategic business objectives.

Correct Answer: D

 

Explanation:
Portfolio Management
A portfolio refers to projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related. For example, an infrastructure firm that has the strategic objective of “maximizing the return on its investments” may put together a portfolio that includes a mix of projects in oil and gas, power, water, roads, rail, and airports. From this mix, the firm may choose to manage related projects as one program.

 

All of the power projects may be grouped together as a power program. Similarly, all of the water projects may be grouped together as a water program.
Thus, the power program and the water program become integral components of the enterprise portfolio of the infrastructure firm.

QUESTION 759
What is the critical chain method?

A. A technique to calculate the theoretical early start and finish dates and late start and finish dates
B. A schedule network analysis technique that modifies the project schedule to account for limited resources
C. A schedule compression technique that analyzes cost and schedule trade-offs to determine how to obtain the greatest amount of compression for the least incremental cost
D. A technique to estimate project duration when there is a limited amount of detailed information about the project

Correct Answer: B 

 

Critical Chain Method
The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method.

 

To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses activities with durations that do not include safety margins, logical relationships, and resource availability with statistically determined buffers composed of the aggregated safety margins of activities at specified points on the project schedule path to account for limited resources and project uncertainties. The resource-constrained critical path is known as the critical chain.

 

QUESTION 760
What is the lowest level in the Work Breakdown Structure called?

A. Work Packages
B. Activities
C. Schedules
D. Tasks

Correct Answer: A

 

QUESTION 761
What is the minimum a project schedule must include?

A. Variance analysis
B. A planned start date and a planned finish date for each schedule activity
C. A critical path diagram
D. Critical chain analysis

 

Correct Answer: B