PMI 2

A project manager is in the execution stage of a construction project. Poor weather conditions that have hampered progress on the project caused the project to fall behind schedule. Additionally, two of the vendors have been unable to perform as contracted. The project manager now needs to implement the responses planned for these risks. What tool or technique will be most valuable to the project manager in this scenario?. Influencing to encourage risk owners to take necessary action. Facilitation to improve the effectiveness of risk responses (NO this refers to coordinate, remove impediments, etc.). Reserve analysis to determine if the remaining reserve is adequate to implement the risk responses (NO This means to analyze and review if we have sth left in the contingency reserve to see if it's enough). Probability and impact matrix to assess the odds that the risk responses will be successful.

As a project manager for a small university, you are currently in the process of selecting a vendor to develop a textbook and other training materials for a new course. Several vendors are interested in bidding on the contract. During a bidder conference, one of the prospective suppliers asks about ownership of the intellectual property that will be created from the project. Which project document should have this information at this stage of the project?. Requirements documentation. Seller proposals. Source selection criteria. Procurement contract.

In the midst of the software development project, one of the five programmers working on the project has been reassigned. If not addressed, this situation will cause the project to miss the delivery date. The only available options at this point are to crash the schedule by paying overtime to the remaining four programmers or pay the penalty for late delivery as outlined in the contract. What is the best data analysis tool or technique to use to determine whether to crash the schedule or pay the penalty?. Performance reviews. Perform Quantitative Risk Analysis. Trend analysis. Alternatives analysis.

While updating the monthly cost reports, you have discovered that an error was made in the original funding request. As a result, the budgeted amount approved was higher than the project actually needed. You understand that the cost baseline should be updated. What should you do next?. Issue a change request. Update the cost baseline. Prepare cost estimates. Issue work performance reports.

The project you are leading will use wood pallets supplied by a vendor. During the testing of the first shipment from the vendor, an engineer discovers 10 of the 100 pallets of wood are subpar and do not meet project specifications. What should you do immediately?. Write an email to the stakeholders explaining the situation (NO your list can be very broad). Schedule a meeting with the team to see if the pallets still can be used (NO waste of time and would not be the first thing to do). Record and document the problem in the project issue log. Call the vendor and express your dissatisfaction with the delivery (NO waste of time and would not be the first thing to do.).

Schedule a meeting with the team to see if the pallets still can be used (NO waste of time and would not be the first thing to do). A detailed agenda for the upcoming meeting. A poll. Minutes from the stakeholder meeting. Inviting all of the stakeholders from the previous meeting.

As the project manager in your company, you have contacted the Project Management Office requesting their help in reviewing the results of the latest round of tests on the project's product. They look through the tests and make note of how frequently the tests were carried out to determine whether the team completed the required number of tests and followed proper procedures defined in the quality management plan. What is being described here?. The PMO is performing the Control Quality process. The PMO is using statistical sampling. The PMO is performing inspection. The PMO is performing a quality audit.

The project is not getting the marketing team to update the content of the online magazine website as scheduled. The outdated content is causing confusion among readers. What can the project manager do to engage the marketing team and make the needed changes as soon as possible?. Force the marketing manager to make the changes immediately. Communicate the importance and urgency of the change. Assign another project team member to perform the work. Complain to other managers about the lack of response time.

A project manager sends an email to the product developers notifying them of a critical defect found by the customer and asking them to report back to her so that she could update the sponsor. The next day, the project manager is bombarded by the developers stopping by her office to defend their efforts and point the blame elsewhere. What could the project manager have done differently to obtain a more positive response from the developers?. Used push communication method. Chosen different communication media. Used pull communication method. Asked the developers to update the sponsor directly.

As you execute the quality management plan for a project to develop a new autopilot feature for a vehicle, you have created the diagram below, which compares the vehicle speed with uncommanded lane departures. What can be said about this diagram?. Affinity diagram, which shows a weak correlation between the speed and lane departures. Scatter diagram, which shows a strong correlation between the speed and lane departures. Affinity diagram, which shows a strong correlation between the speed and lane departures. Scatter diagram, which shows a weak correlation between the speed and lane departures.

Four developers have been acquired with a time and materials contract on a software development project. During project execution, the project manager notices that the developers work fewer hours than anticipated, resulting in the project to fall behind schedule. The project manager contracts two more developers, who help bring the project back on track. What should the project manager do after adding the contractors to the team?. Update the schedule baseline. Invoke a disciplinary action against the four developers. Perform individual and team assessments. Update the project team assignments documentation.

After gaining a clear understanding of the problem, a senior manager suggests to a newly promoted project manager that she should emphasize areas of agreement rather than areas of difference when handling the current conflict issues within the team. Which conflict resolution technique is the mentor recommending?. Smoothing. Compromising. Forcing. Collaborating.

A project manager is leading the development of a new car model. During testing, it is discovered that the power seats failed before 1,000 cycles, which is an unacceptable failure rate. The problem is traced to an interference issue with the wiring harness and the seat rail. The wiring diagram is updated to reroute the wiring harness to avoid the interference issue for the production cars and prevent it from occurring in the future. What best describes the measure taken to solve the problem in this scenario?. A preventive action was performed. A corrective action was taken. The defect was repaired. A component was replaced.

The project manager is in discussions with vendors about their bids that came in higher than expected. Additionally, according to the vendors' responses, none of them will be able to deliver by the deadline requested. The project manager talks to the sponsor and other key project stakeholders to see if additional funds are needed to cover the extra costs and deliver on schedule. Which process is the project manager performing?. Control Costs. Control Schedule. Acquire Resources. Conduct Procurements.

You are in the process of obtaining the necessary facilities, equipment, and materials for a cargo ship renovation project. You have just learned that the drydock where you must do the renovation is not available due to delays with an existing ship construction project. With the schedule baseline now unattainable, what is your best course of action?. Utilize the contingency reserves to meet the project deadline. Submit a change request to update the schedule baseline. Update the schedule baseline as needed. Terminate the project since the schedule baseline has been invalidated (this is not your decision).

A product review to demonstrate what has been worked on during this first month is scheduled for Friday. Should the project manager communicate to the customer about this meeting and why or why not?. Yes, the customer is a mandatory participant in every product review. No, it is too early in the project for the customer to see the product. Yes, the customer can join and provide feedback on the work in progress. No, only internal stakeholders should attend the product review.

A team member reports that the risk she is assigned as an owner has occurred and will have a significant negative impact on the project. What should the project manager do first?. Use management reserves to cover the costs associated with the risk response plan. Reprimand the team member for being unable to keep the risk from occurring. Advise the team member to check project documents for the risk response plan. Conduct the root-cause analysis to determine why the risk has happened.

While executing a project to develop a new computer game, the project manager determines that support for the project is waning among some of the key stakeholders. In order to recapture the stakeholders' initial enthusiasm, the project manager arranges an event for the stakeholders to experience the components of the game that have already been developed. Based on the feedback received, the event was an effective way to keep stakeholders engaged. What should the project manager do next?. Update the risk register. Revise the communications management plan. Submit a change request to update the lessons learned repository. Record the information in the lessons learned register.

Your project has just begun its execution when hurricane warnings are issued for the area. The possibility of a hurricane was one of the risks identified during risk management planning. Which of the following should you review first to determine how to respond to this risk?. Risk register. Risk management plan. Risk audit. Risk contingency plan.

A project manager is in the process of obtaining the necessary equipment, materials, and supplies for a prototype development project. The project will require the use of the performing organization's industrial 3D printer, and the project manager has just learned that it is currently committed to another project for the next three days. What should the project manager do first?. Negotiate with the other project manager to have exclusive access to the printer. Submit a change request to update the schedule baseline. Document the printer's availability in the resource calendar. Purchase another 3D printer to avoid any potential scheduling conflicts.

During project planning, a risk was identified that the vendor contracted to supply materials for the project may not be able to meet the contractual requirements. The response to this risk was to contract with a secondary vendor at a higher cost, and contingency reserves were set aside for this risk. Eventually, during project execution, the risk was realized, and the secondary vendor has been contracted to provide the remainder of the needed material. What should the project manager do first?. Perform the Conduct Procurements process. Update the risk register. Implement the agreed-upon risk response. Submit a change request to update the cost baseline.

You are a project manager conducting a meeting with your project team. The goal of the meeting is to improve the overall team environment to enhance project performance. The meeting becomes contentious with team members interrupting each other and being disrespectful to each other's suggestions. You attempt to return civility to the meeting by establishing ground rules for acceptable behavior, but working relationships may already be damaged. What might you have missed that could have prevented this situation?. Sharing the team management plan with the project team. Involving the project team in the creation of a team charter and gaining agreement with the content. Allowing the team members to work independently and avoid interaction. Making sure each team member has a copy of the project charter.

A change request is approved to add functionality to a deliverable. The client's representative agrees to the additional expense in a follow-up call. At the end of the project, the client disputes the charges for the extra functionality. It turns out that the representative has left the company. What should the project manager have done differently to avoid this situation?. Used active listening skills to ensure understanding. Followed up the phone conversation with a different choice of media. Declined the customer's request as it is an example of scope creep. Incorporated interactive communication to ensure a common understanding.

A project manager is leading a large and complex project. During the execution stage, a serious problem occurs that could threaten the successful completion of the project. The project manager checks the risk register and discovers that this risk was not previously identified. With the project at risk, what should the project manager do first?. Create a workaround. Reevaluate the process of identifying project risks. Implement the fallback plan. Execute the contingency plan.

To comply with the customer's contract, the project must use a certified agile practitioner to lead and coach the project team. However, the only certified agile practitioner employed by the company was just assigned to another project. The project manager must now hire an independent contractor to serve as the agile coach, which delays the start of project execution. Which of the following may have helped to avoid the delay in executing the project?. Using different wording in the resource management plan to remove the requirement for an agile coach. Documenting the potential unavailability of the agile coach in the project assumption log. Securing the internal agile certified practitioner with a pre-assignment when this requirement was first identified. Assigning a different team member from the company to serve as the agile coach.

A vendor notifies you that they will be unable to fulfill the terms of the contract after their manufacturing plant was severely damaged by a tornado. After reviewing the contract, you inform the vendor that they will have to fulfill the agreement or face litigation. What clause was most likely missing from the contract?. Escape clause. Arbitration clause. Force majeure clause. Gold clause.

You are leading a corporate restructuring project. During a meeting intended to build support for the project among key stakeholders, a gap is uncovered with regard to conducting monthly audits for regulatory compliance. Specifically, the project management plan does not address who will be responsible for conducting this activity in the new organizational structure. Apparently, this project requirement was missed during project planning. What should be done next to resolve this issue?. Reevaluate the Collect Requirements process. Capture the information in the lessons learned register. Add a new risk to the risk register. Submit a change request.

Although the stakeholders thought there was enough money in the budget, halfway through the project the cost performance index (CPI) is 0.7. To determine the root cause, several stakeholders audit the project and discover the project cost budget was estimated analogously. Although the activity estimates add up to the project estimate, the stakeholders think something was missing in how the estimate was completed. Which of the following describes what was missing?. Estimated costs should be used to measure CPI. SPI should be used, not CPI. Bottom-up estimating should have been used. Past history was not taken into account.

For your project, you are unsure if a part can be manufactured using the new material according to the ultra-precise thickness required. What would be the best tool to determine if the production line is consistently producing parts with the required quality standards. Ishikawa diagrams. Control charts. Flowcharts. Statistical sampling.

A manufacturing project has a schedule performance index (SPI) of 0.89 and a cost performance index (CPI) of 0.91. Generally, what is the most likely explanation for why this occurred?. The scope was changed. A supplier went out of business, and a new one needed to be found. Additional equipment needed to be purchased. A critical path activity took longer and needed more labor hours to complete.

Early in the life of your project, you are having a discussion with the sponsor about what estimating techniques should be used. You want a form of expert judgment, but the sponsor argues for analogous estimating. It would be best to. Agree to analogous estimating, as it is a form of expert judgment. Suggest life cycle costing as a compromise. Determine why the sponsor wants such an accurate estimate. Try to convince the sponsor to allow expert judgment because it is typically more accurate.

The latest iteration in the project went far better than the first iteration. Some claim it was the increased communication. Others credit the change in the social media strategy. While others feel it was due to the inclusion of a training course. What should the project manager do to make the next iteration even more successful?. Include another training course in the next iteration. Update the lessons learned register with what worked well. Double the communications in the next iteration. Increase the usage of the social media tools in the next iteration.

You are planning risk management activities for a small project you are leading. The project team is having trouble assigning cost and schedule impacts to identified risks due to a lack of high-quality numeric data. What is your best course of action?. Make up numeric data and evaluate on a quantitative basis. Release the project team and terminate the project. Proceed directly to the Plan Risk Responses process. Request the numeric data from the project sponsor.

To hire independent contractors for the project team, the project manager follows the resource management plan and advertises the opportunity on social media. The response is overwhelming. After narrowing down the list of applicants to those qualified for the project work, the project manager has a much larger than anticipated candidate pool. What should the project manager do next?. Apply the source selection criteria to the candidate pool. Submit a change request to update the resource management plan. Update the lessons learned repository. Use multicriteria decision analysis to select the team members.

You are leading a project to develop a more energy efficient commercial refrigeration system. During testing of the prototype, a defective component is discovered within the compressor. With the approval obtained to repair the defective part, what should be done next?. Perform the Integrated Change Control Process. Submit a change request. Repair the defect. Replace the compressor.

You are leading a project to design a new and innovative system based on newly developed technology. In past projects, using a traditional waterfall project management approach, you have encountered issues with scope creep. However, given the nature of the current project, you have decided to use an agile approach. As it relates to project scope, how will this project differ from your past projects?. The project scope will evolve during the project. During initial project planning, a more detailed work breakdown structure will be created. Scope creep will be avoided with a strict change management system. The project scope will be better understood at the beginning of the project.

You have just completed the initiating processes of a small project and are moving into project planning when a project stakeholder asks you for the project's budget and cost baseline. What should you tell her?. The project cost baseline can be found in the project charter, which has just been completed. The project budget and baseline will not be finalized and accepted until the planning processes are completed. The project management plan will not contain the project's budget and baseline; this is a small project. It is impossible to complete an estimate before the project management plan is created.

You are creating a quality management plan. Some of the requirements were derived from the standards outlined in various government regulations. What should you do to find an overview of the tests required to verify that those requirements have been met?. Review the requirements register. Read the requirements management plan. Examine the requirements traceability matrix. Conduct a review of the assumption log.

A project to construct a new cruise ship is in the execution stage when a small crack is discovered in the mount of the engine. The decision is made to apply stop-drilling and then weld the crack. After the welding is complete, the part is inspected, painted, and returned to service. Which of the following best describes the action taken in this scenario?. A defect repair was performed. A preventive action has been undertaken. A corrective action has been taken. A proactive measure has been completed.

Early in project planning, your team identified increases in the cost of raw materials as a project risk. Due to a recent natural disaster, raw material costs are expected to quadruple. You had originally set aside a contingency reserve to account for some cost variance. However, after analyzing current prices, you are uncertain if that contingency reserve will be sufficient. What technique should you use to evaluate this uncertainty?. Plan risk management. Risk reassessment. Reserve analysis. Risk audit.

A project manager is executing the quality management plan of a project to develop a prototype medical device. Given the nature of the project, the quality standards are very stringent. With no known cause, it becomes apparent that the product quality does not meet project requirements. What is the best course of action for the project manager to take in this situation?. Direct the project team to improve the quality of their work. Ask the project sponsor what to do. Create an affinity diagram. Develop an Ishikawa diagram.

You are leading a project to introduce a new healthcare appointment scheduling application. As you are creating plans detailing how the team will respond to possible events that may impact the project, you and the team determine the amount of cost contingency reserve needed. The cost contingency reserve should be: Hidden to prevent management from disallowing the reserve. Added to each activity to provide the customer with a shorter critical path. Maintained by management to cover cost overruns. Added to the cost of the project to account for risks.

You are having difficulty estimating the cost of a project. Which of the following best describes the most probable cause of your difficulty?. Inadequate scope definition. Unavailability of desired resources. Lack of historical records from previous projects. Lack of company processes.

You are planning a research and development project, and you need to determine how the project costs will be estimated, budgeted, managed, monitored, and controlled. To complete this process, you need to know if there are any pre approved financial resources from which the detailed project costs can be developed. What should you do next?. Review the project charter. Consult the cost management plan. Examine the basis of estimates for the project. Check the cost baseline.

As part of the routine activities to monitor and control the performance of your project, you determine that the project SPI is 0.8. In order to get the schedule back into alignment with the plan, you authorize the overtime pay for the project team. Which of the following best describes the tool or technique you used to align the schedule?. Scheduling tool. Schedule compression. Leads and lags. Fast tracking.

There is confusion among some of the stakeholders about how the cost forecasts will be calculated on the project. They also have concerns about whether enough money has been set aside to cover the cost of risk responses. You are planning to share information in the upcoming team meeting and in reports to stakeholders to clear up the confusion. You are referencing the stakeholder and communications management plans to determine how best to communicate with the stakeholders. You will explain that the difference between the cost baseline and the cost budget can be best described as: The contingency reserves. The project cost estimate. The management reserves. The cost accounts.

In analyzing problems that have occurred during testing, the team discovered that cause-and effect diagramming is helpful in identifying the best place to focus their efforts. Their coordination of the interrelationships of the deliverables has improved, and the team has discovered efficiencies that have been shared with other projects and the organization for process improvement. This has made a difference in how well the project is aligning to the performance measurement baseline. Stakeholders are anticipating that control efforts and reporting on future projects will be easier. Earned value analysis is the basis for: Performance reporting. Planning control. Collect performance data. Integrating the project components into a whole.

You provide a project cost estimate for the project to the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut 15 percent off the project estimate. What should you do?. Start the project and constantly look for cost savings. Tell all the team members to cut 15 percent from their estimates. Inform the sponsor of the scope that will be removed. Add additional resources with low hourly rates.

During a risk review meeting, the project manager learns that the lead developer for the project has been offered a position with a competitor. The project team members have been with the performing organization for over ten years, so the risk of losing a developer was considered as low probability and placed on the watch list of the risk register. What is the best course of action?. No further action is necessary since the risk has already been placed on the watch list. Begin searching for a replacement just in case the developer leaves the company. Upgrade the risk in the risk register and develop an appropriate risk response. Implement the agreed-upon risk response from the risk register.

A project manager is holding a meeting with relevant stakeholders to perform a benefits analysis for a project that has been selected by the company. The project is codenamed Project Tiger and has a net present value of $3,000,000. One of the meeting participants asks about Project Panther, which was estimated to have a net present value of $2,500,000. The project manager explains that Project Panther was rejected because the company did not have the resources to support both projects. What else might the project manager state in this scenario?. The $500,000 difference is the opportunity cost. The $2,500,000 is considered sunk cost. The $3,000,000 is considered sunk cost. The $2,500,000 is the opportunity cost.

A project manager is leading a project to develop a new gaming console. During a weekly status meeting, you report that the project is over budget with a CPI of 0.9. The project sponsor asks you what level of performance will need to be maintained for the remainder of the project to cover the gap. What tool or technique should you use to address the sponsor's question?. TCPI. EAC. ETC. BAC.

You are leading a project to develop a new bridge. During the execution stage, a small crack is discovered in the mount of the engine. The decision is made to apply stop-drilling and then weld the crack. After the welding is complete, the part is inspected, painted, and returned to service. Which of the following best describes the action taken in this scenario?. A corrective action has been taken. A defect repair was performed. A preventive action has been undertaken. A proactive measure has been completed.

A project manager is holding a meeting with relevant stakeholders to perform a benefits analysis for a project that has been selected by the company. The project is codenamed Project Tiger and has a net present value of $3,000,000. One of the meeting participants asks about Project Panther, which was estimated to have a net present value of $2,500,000. The project manager explains that Project Panther was rejected because the company did not have the resources to support both projects. What else might the project manager state in this scenario?. The $500,000 difference is the opportunity cost. The $2,500,000 is considered sunk cost. The $3,000,000 is considered sunk cost. The $2,500,000 is the opportunity cost.

During project planning, a risk was identified that the vendor contracted to supply materials for the project may not be able to meet the contractual requirements. The response to this risk was the acquisition of equipment that could machine pistons more precisely. With the new equipment in place, what should be done next to determine the effectiveness of the risk response?. Perform technical performance analysis. Produce all of the pistons required by the contract and then scrap any that fall outside the specification limits. Produce a test batch to gather work performance data. Make a test run to gather work performance information.

Your project is nearing its end. All of the internal quality controls have verified deliverables. A flurry of client inspections has successfully resulted in sign-offs. However, you are having trouble composing a report on the status of verified and accepted deliverables, and you have had to make several calls to key stakeholders to verify what they accepted. What is the most likely step that might have been missed?. Updating the requirements traceability matrix with the status of the requirements. Updating the stakeholder engagement assessment matrix with the new engagement levels. Updating the roof-shaped matrix diagram with trade-offs. Updating the decision tree with the expected monetary value.

You are managing a project with a team of junior engineers. You understand that a high-performance team will increase the likelihood of meeting project objectives. To grow a successful project team, you implement activities such as training and team building. Which of the following outputs will help you the most in evaluating the effectiveness of your efforts to develop a successful team?. Team performance assessments. Individual and team assessments. The team charter. Team building register.

A project to build a new bridge is nearly complete. A city council member tells the painting contractor to paint the bridge green instead of blue, but the vendor continues painting the bridge blue. The council member confronts the project manager and demands that the painting stop or payment will not be authorized. The project manager checks the change log and then with the CCB, but no information is available. What is the project manager's most likely next step?. Use the change management plan to educate the city council member on the correct process. Instruct the painting contractor to change the color. Escalate the issue to the executive sponsor. Determine the cost of the change and ask the city council member to approve the change in cost.

In the design phase, external experts verified that the team's blueprints for a new crane complied with requirements. During the build phase, the customer performed a walkthrough and found that some welding joints on the crane were defective. The crane needs to be reworked to ensure it can be operated safely. How could this situation have been avoided?. Testing the welding before the customer walkthrough. Outsourcing the welding to an external vendor. Using the requirements traceability matrix. Defects are part of any project and cannot be avoided.

A project manager is leading a large and complex project. During the execution stage, a serious problem occurs that could threaten the successful completion of the project. The project manager checks the risk register and discovers that this risk was not previously identified. With the project at risk, what should the project manager do first?. Reevaluate the process of identifying project risks. Implement the fallback plan. Execute the contingency plan. Create a workaround.

The project is broken down into four phases: design, build, test, deploy. At the end of the design phase, the project manager would like to determine if the project should be terminated or proceed to the build phase. What should the project manager do next?. Hold a phase gate. Schedule a retrospective. Facilitate a meeting with the project team. Gather the Change Control Board (CCB).

As your project progresses and creates product increments with each consecutive iteration, the project team carries out the Collect Requirements process and Identify Risks process to collect new requirements and identify new risks. You want to ensure that work planned for the upcoming iterations is completed with the consideration of the new risks and requirements. What is your best course of action?. Reprioritize work in a risk-adjusted backlog. Hold an iteration retrospective meeting. Update the requirements-risk repository. Distribute a risk report after each iteration.

You are planning a research and development project, and you need to determine how the project costs will be estimated, budgeted, managed, monitored, and controlled. To complete this process, you need to know if there are any preapproved financial resources from which the detailed project costs can be developed. What should you do next?. Consult the cost management plan. Examine the basis of estimates for the project. Check the cost baseline. Review the project charter.

A project manager is in the process of conducting procurements for a large infrastructure development project, which involves multiple contractors from various countries. How might the project manager reduce problems and claims during execution?. Use internationally recognized standard contract forms. Utilize a preapproved seller list. Authorize the CCB to handle claims administration. Avoid using bidder conferences due to international travel expenses.

The project manager has just been hired to lead a project, which is already in the execution stage. Even though the project team members demonstrate strong social relations and collaborative working environment, the project manager wants to improve the performance of the team and provide the training necessary to achieve the project's objectives. Among the following, what should the project manager do first?. Evaluate the team members' current skills and competencies. Provide one of the courses offered by the company. Schedule a team building meeting. Begin the process of developing the project management plan.

You leave a meeting where the stakeholders accepted some of the project deliverables. The quality engineer approaches you and lets you know that certain quality checks were not done. What is your best action as the project manager?. Instruct the engineer to run the checks on the next set of deliverables. Submit a change request to repair the issues reported by the quality engineer. Inform the stakeholders that the deliverables were not verified. Tell the engineer it's OK because the scope has been validated and formally accepted.

Based on your experience as a project manager, you know that there is a confusion about the difference between the Validate Scope process and the Control Quality process. Which of the following statements would help clarify this confusion?. The Validate Scope process is concerned with the correctness of the deliverables while the Control Quality process is concerned with acceptance of the deliverables. Both the Validate Scope process and the Control Quality process are interchangeable and concerned with the correctness and acceptance of the project deliverables. The Validate Scope process belongs to the Executing Process Group while the Control Quality process belongs to the Monitoring and Controlling Process Group. The Validate Scope process is concerned with acceptance of the deliverables while the Control Quality process is concerned with the correctness of the deliverables.

An alert on the project's dashboard indicates that the project's CPI has gone above the upper control limit on the control chart. What should the project manager do?. Communicate the results as a positive outcome. Find an assignable cause. Communicate the results as a negative outcome. Wait for the CPI to fall back within the control limits.

As a project manager, you contracted with another company to develop a smartphone app. The company has demonstrated the completed app, and you have verified that it meets all technical and quality requirements. Overall, you are pleased with the performance of the seller and plan to use them again in the future. Now that the project deliverables are complete, who is responsible for declaring the formal closure of the procurement contract?. The buyer is responsible for closing out the procurement contract. The seller is responsible for closing out the procurement contract. A procurement contract is considered closed when the deliverables are accepted. Both buyer and seller are mutually responsible for closing out the contract.

A project to construct a new cruise ship is in the execution stage when a small crack is discovered in the mount of the engine. The decision is made to apply stop-drilling and then weld the crack. After the welding is complete, the part is inspected, painted, and returned to service. Which of the following best describes the action taken in this scenario?. A preventive action has been undertaken. A corrective action has been taken. A defect repair was performed. A proactive measure has been completed.

As a project manager for a small university, you are currently in the process of selecting a vendor to develop a textbook and other training materials for a new course. Several vendors are interested in bidding on the contract. During a bidder conference, one of the prospective suppliers asks about ownership of the intellectual property that will be created from the project. Which project document should have this information at this stage of the project?. Requirements documentation. Seller proposals. Source selection criteria. Procurement contract.

Early in the life of your project, you are having a discussion with the sponsor about what estimating techniques should be used. You want a form of expert judgment, but the sponsor argues for analogous estimating. It would be best to: Suggest life cycle costing as a compromise. Determine why the sponsor wants such an accurate estimate. Agree to analogous estimating. Try to convince the sponsor to allow expert judgment because it is typically more accurate.

A project manager needs to secure a vendor to supply the avionics for a new line of small aircraft. There are only two vendors that are capable of meeting the requirements based on the procurement statement of work, and only one of the vendors has responded to a request for proposal (RFP). The project manager needs to evaluate the vendor s proposal. Which procurement document would provide a reasonableness check against the proposal submitted by the vendor?. Bid documents. Proxy estimates. Independent cost estimates. Bidder conference.

The customer responsible for overseeing your project asks you to provide a written cost estimate that is 30 percent higher than your estimate of the project's cost. He explains that the budgeting process requires managers to estimate pessimistically to ensure enough money is allocated for projects. What is the best way to handle this?. Add the 30 percent as a lump sum. Add the 30 percent to your cost estimate contingency fund to handle project risks. Create one cost baseline for budget allocation and a second one for the actual project management plan. Ask for information on risks that would cause your estimate to be too low.

A project is divided into four sequential phases. The second phase of the project has just been completed, and the third phase is about to begin. What should the project manager do first?. Begin the process of directing and managing the project work. Perform the process of identifying the project stakeholders. Start the process of monitoring and controlling the project work. Begin the process of developing the project management plan.

A project manager is in the execution stage of a construction project. Poor weather conditions that have hampered progress on the project caused the project to fall behind schedule. Additionally, two of the vendors have been unable to perform as contracted. The project manager now needs to implement the responses planned for these risks. What tool or technique will be most valuable to the project manager in this scenario?. Facilitation to improve the effectiveness of risk responses. Influencing to encourage risk owners to take necessary action. Reserve analysis to determine if the remaining reserve is adequate to implement the risk responses. Probability and impact matrix to assess the odds that the risk responses will be successful.

In a large-scale corporate restructuring project for a multinational company, the project team consists of operations and human resource managers from each of the 13 countries, where the company has bases of operation. As it pertains to managing the project team, which tailoring consideration is the least important?. Diversity. Physical location. Management of team. Earned value management.

The project iteration's costs are below estimates and work is being completed well ahead of schedule. The resource costs and the scope are being measured in story points. How should the burndown chart look?. The remaining work line is above the ideal burndown rate. The remaining work line is below the ideal burndown rate. The earned value line is below the planned value line. Cannot be determined from the information provided.

You are leading a project to build a new professional sports stadium, and you are in the process of implementing the stakeholder engagement plan. In order to ensure continued support of the project by the most influential stakeholders, you have arranged for a meet and greet with some of the professional athletes that will be playing in the new stadium. What is the best way for you to determine which stakeholders to invite to the meet and greet?. Research the lessons learned register. Meet with the key stakeholders to determine which are the most influential. Read the communications management plan. Review the stakeholder register.

Your project to build a sports arena near a coastal city is well underway to being completed ahead of schedule this year. Suddenly, a long-dormant volcano erupts nearby, destroying your arena site. The ashfall and the potential for coastal winds to remobilize ash render your site and all on-site assets unusable for two years, exceeding your risk threshold and all reserves. What overall project risk strategy should you use?. Exploit: Embrace the opportunity to keep your employees on payroll and help the city recover. Mitigate: For every seismic warning that an earthquake is imminent, physically cover the site. Avoid: Since you cannot remove the threats, recommend the termination of the project. Increase: Request the increase of the management reserves allocated for the project.

A project manager has just been hired to lead a project, which is already in the execution stage. Even though the project team members demonstrate strong social relations and collaborative working environment, the project manager wants to improve the performance of the team and provide the training necessary to achieve the project's objectives. Among the following, what should the project manager do first?. Evaluate the team members' current skills and competencies. Provide one of the courses offered by the company. Schedule a project retrospective. Conduct a team building activity.

A project produces pistons and connecting rods with extremely tight tolerances. The first few pistons were scrapped, as they were not within the limits specified by the contract. The identified risk response was the acquisition of equipment that could machine pistons more precisely. With the new equipment in place, what should be done next to determine the effectiveness of the risk response?. Make a test run to gather work performance information. Perform technical performance analysis. Produce a test batch to gather work performance data. Produce all of the pistons required by the contract and then scrap any that fall outside the specification limits.

A project manager is leading a retrospective for a project that is running behind schedule and over budget. Feedback from the meeting suggests that the project manager was too focused on problem solving and operational issues. What could the project manager have done differently to have been more successful?. Focused more on the bottom line. Spent more time developing the project team and providing a vision for project success. Directed the team using positional power. Emphasized the administrative aspects of the project.

A 4-week project requires that its members work side-by-side. Two developers, a designer, and a specialist were to work every day for the first 2 weeks. Due to limited computers, only three can work simultaneously. You re-evaluate and see the need for developers for 4 weeks, the designer just for the 1st half and the specialist only for 2nd half of the project. What is the best resource optimization technique to use to re-schedule the activities to accommodate three computers?. Crashing. Resource smoothing. Fast tracking. Schedule compression.

Project execution is just getting underway, and the project team is still in the forming stage of team development. What might the project manager do first?. Create the team charter for the team. Create the project resource management plan. Schedule a team building meeting. Move the team to the performing stage of team development.

As part of the Monitor and Control Project Work process, your project team created a project status report which included burndown charts, earned value graphs, and other information. The information contained in the report is of vital importance to several stakeholders who rely on the information to take appropriate action. What should be done next?. Disseminate the report through the Monitor and Control Project Work process. Distribute the report as part of the Monitor Communications process. Carry out the Manage Communications process to communicate the report. Submit a change request to update the communications management plan before communicating the report.

A project is broken down into four phases: design, build, test, deploy. At the end of the design phase, the project manager would like to determine if the project should be terminated or proceed to the build phase. What should the project manager do next?. Hold a phase gate. Schedule a retrospective. Facilitate a meeting with the project team. Gather the Change Control Board (CCB).

You are managing a state-of-the-art technology design project. You have just implemented an approved change request that required crashing with new resources. This requires all of the following to be updated except: Project scope. Project schedule. Project costs. Risk registe.

You are leading a project with some of the deliverables being developed using Scrum while others produced using traditional methods. The project sponsor is replaced midway into project execution. As part of your efforts to bring the new sponsor up to speed, you tell them that the deliverables are produced in a hybrid way. The sponsor requests a confirmation. What is the best course of action for you to address the sponsor's request?. Show the project life cycle description to the project sponsor. Tell the sponsor to talk to the project team so that they can explain how the product is developed. Suggest reviewing the project charter together with the sponsor. Show to the sponsor the development approach specified in the project management plan.

A vendor went out of business before delivering a component for your project. As a result, the previously planned risk response was implemented by contracting with a different vendor. However, the new vendor will not be able to deliver the component in time to meet the deadline even with the use of the contingency reserves. What should you do next?. Terminate the project. Submit a change request. File a claim against the original vendor. Perform the Conduct Procurements process.

Despite the project team's best efforts, the product quality is failing to meet project requirements. The project manager creates the following diagram and asks the project team for assistance in filling in the diagram's components. What should the project team do first? [ DIAGRAM ]. Define the problem statement or effect. Organize potential causes into groups. Record the series of steps that lead to the defect. Organize the potential causes of defects in rows and columns.

A senior manager has just been appointed as a project sponsor for a new project the company is about to undertake. The newly appointed sponsor starts developing a project charter but is not sure what information should be included. The sponsor seeks advice from an experienced project manager. The project manager responds that the project charter does not necessarily needs to include any of the following, except: High-level information about the project. Detailed project scope and schedule. A list of all project stakeholders. A list of vendors selected for the project.

A project has been closed for a week. The project manager for that project has been notified that resources are still charging to the project's account. Which of the following is the most likely reason for this situation?. While closing the project, the project manager did not release all the resources from the project. While planning the project, the project manager did not estimate how long the resources were to be needed. While closing the project, the project manager did not acquire stakeholder acceptance. While initiating the project, the project manager did not clarify the expected end to the project.

You are working in a matrix environment, and your project team has recently been reduced by three team members. As a result, you will need more time from a team member who only spends 50% of their time on your project. Which of the following will have the most significant impact on your ability to acquire more of this employee's time?. Decision making. Issue log. Training. Influencing.

A project is nearing the completion of its first phase. The project has been very well run, and the phase will wrap up on budget and schedule with no changes to the baselines. The customer is happy and eager to start phase two. Which of the following is not likely to happen?. Updating the lessons learned register. Reviewing the change log. Reviewing the issue log. Updating the basis of estimates.

A project manager was asked to prepare a document, which the project sponsor will sign to authorize a new software development project. Which of the following will the project manager want to include in this document?. A work breakdown structure (WBS). The key project deliverables. A project schedule. The project budget.

Your current project is coming to a close. You are highly satisfied with the performance of the vendors and consider to create a database of pre-qualified vendors for use in future similar projects. You have delivered the product and received formal acceptance from your customer. You are also finalizing the contractual agreements with your vendors. In addition to these activities, what else might you do as part of this process?. Thank all vendors for the work performed and add incentives to the payment. Update the procurement documents with vendor details and their performance. Capture the vendor details and their performance in the project management plan. Issue a final report and transfer its contents to the project charter.

As a project is about to close, you arrange a meeting with one of the vendors who delivered low quality parts. You express your dissatisfaction with the vendor s performance and try to find a solution to the issue. However, the meeting does not result in a positive outcome. What is the best thing for you to do now?. Pay the vendor to avoid a conflict. Appoint a lawyer and go to court. Ignore the vendor until they agree to your demands. Seek alternative dispute resolution.

The deliverables of a two-year-long project have just been accepted. It is four months late, but the customer is pleased to have it. The project manager is glad to be done with the deliverables but is concerned about the cost and schedule overruns. He decides to re-run the initial cost-benefit analysis using the actual project costs. Where should the project manager obtain the initial cost-benefit analysis?. From the customer. The project charter. The business case. The benefits management plan.

To utilize a few employees who are not assigned to any projects this month, the functional manager can authorize a project specifically for them. There are two project ideas that have been vetted. One is an IT project to implement a new software tool. Another is a charity project for the community. However, there is only enough budget for one of the projects. How should the functional manager approach the project chartering?. Evaluate the business value of each of the projects to determine which one brings more value to the company. Charter the IT project of the new software tool implementation since it is likely to provide a long-term tangible benefit. Charter the charity project for the community since it is likely to have a positive, long-lasting, intangible, public benefit. Charter both projects with a reduced scope that can be covered by the available budget to gain a little value from each.

You have just taken over a project in the middle of the fourth of five phases. The project is running behind schedule which is attributed to poor performance of the project team. You want to improve their performance and avoid repeating past mistakes. What should you do first?. Review the project team assignments. Examine the lessons learned register. Check out the team charter. Meet with the team and ask for their input.

A project manager is in the process of obtaining administrative closure of the project. Which of the following activities will not be performed as part of this process?. Reassignment of personnel. Release of project resources. Acceptance of project deliverables. Archiving project information.

Halfway through a project, the project sponsor left the organization, and a new sponsor was appointed. You meet with the project sponsor to bring her up to speed and ensure she has the appropriate level of support for the project. The new sponsor is excited about the project, and she decides to expand the project slightly. What should you do first?. Request additional funds for the project. Terminate the existing project and initiate the expanded one. Submit a change request to expand the existing project. Update the work breakdown structure (WBS).

You are managing a project that is currently in the closing stage. You want to confirm that all deliverables were accepted, validate that the exit criteria have been met, evaluate the satisfaction of stakeholders, and gather lesson learned. What should you do?. Conduct data analysis. Obtain expert judgment. Hold meetings. Validate scope.

A project is about halfway complete. As the project manager, you receive formal notification from the customer that they no longer have funds available to continue the project. After further research, you learn that your customer is liquidating the company and selling off all assets to a competitor for pennies on the dollar. What should you do next?. Start the Close Project or Phase process. Stop all work on the project and redeploy the resources to other projects. Release the project team. Put the project on hold until the acquiring company decides on how to proceed with the project.

An inspection of a shipbuilding project has identified consistent welding failures in critical components resulting in substantial rework, schedule delays, and budget overruns. A quality management team has been tasked to identify the root cause of the problem. The team has determined that inadequate welder training was the predominant reason.What should the project manager do next?. Determine training options and prepare a quality report with a summary of the issue and recommendations for corrective actions. Request an audit by the enterprise quality team to confirm the root causes of the issue, its impact on the project, and the cost of future rework. Meet with the welders to emphasize that the quality of work is unacceptable and that future failures will result in disciplinary action. Request extra budget money to cover the cost of the welding rework and additional inspection teams.

A project manager is getting ready to transition the final product to the customer. Which of the following should the project manager issue as part of this process?. Risk report. Final report. Quality report. Transition report.

Which of the following would not be an effective strategy and the least likely choice for a project manager to promote the sharing of tacit knowledge on a project?. Hosting workshops, seminars, and information sessions. Providing work shadowing and reverse shadowing opportunities. Promote attending knowledge-sharing events such as conferences and other networking events. Create a lessons learned register for every project.

A company is experiencing exponential growth and will soon run out of space in their current production facility. A needs assessment has been completed to evaluate alternatives. One of the options to support future growth is to build an expansion on to their existing production facility. What should the company do next?. Collect requirements and develop the project management plan. Understand the business goals and objectives to recommend proposals. Prepare the business case. Perform the processes within the Initiating Process Group.

Two project team members are having a disagreement over how to approach a minor technical detail. The project manager has little experience working with them, and her technical knowledge is limited. What is the best action for the project manager to take?. Abide by the decision of the most senior team member. Avoid being involved in the discussion and decision making. Stop the discussion and direct the team members to get back to work. Request the human resource department's representative to step in.

A construction site is located in an earthquake-prone area. After spending considerable time discussing and analyzing this risk, the team agreed that the best way to deal with this risk was to build an earthquake-resistant foundation using a high-grade concrete. However, several weeks into construction, the project manager learns that this special type of concrete was never ordered, even though the risk response was documented in the risk register. The project will now have to be suspended. What most likely went wrong?. The project team failed to have a fallback plan. The risk was never documented in the risk register. No action has been taken to implement the risk response. The risk response was not approved by the change control board.

A project manager combined and recorded work performance information. The project manager wants to share it with the project stakeholders to raise awareness and generate decisions and actions. Which of the following is the best course of action for the project manager to take to achieve this goal?. Document this information in the lessons learned knowledge base. Present this information at the kick-off meeting in front of the key project stakeholders. Distribute this information in the form of work performance reports. Send this information to the project sponsor and request their approval.

A large and complex project involving the coordination of several vendors is approaching its completion. The project manager wants to find the requirements for formal procurement closure. What should the project manager do?. Review the procurement requirements. Check the requirements traceability matrix. Look at the procurement management plan. Examine the organizational process assets register.

The computer system is hit with a denial-of-service attack for the second time during a project, and the development team is unable to continue working. The project manager immediately reviews the recorded risk response plans and provides the risk owner with an update about this recurring issue. What else should the project manager do in this scenario?. Examine the risk register. Check the lessons learned matrix. Review the risk management plan. Research the lessons learned register.

To develop a charter for the project that you have been assigned to lead, you have reviewed the business documents and studied the agreements. You lack the information about the key project deliverables which should be included in the charter. What is the best way to obtain this information?. Facilitate a meeting with key stakeholders. Ask the project sponsor for their advice. Review the project scope statement. Talk to the end users of the projectity since it is likely to have a positive, long-lasting,intangible, public benefit.

A project manager is assigned to a research and development project for an external client and is currently in the process of developing a list of potential stakeholders. The project is still in the initiation stage, and the project charter has yet to be approved. The project manager has already reviewed an early draft of the project charter and consulted the business documents to find potential stakeholders. What else might the project manager do to identify stakeholders?. Look at the stakeholder register. Review the contract. Research the business case. Read the stakeholder engagement plan.

As the project progresses, the project manager realizes more regular meetings with the project crew working at the customer's location is required. To ensure this need is properly documented, which of the following should be updated?. Performance report. Project charter. Risk register. Project schedule.

A project has short iterative planning and executing cycles where the requirements are progressively elaborated. The key stakeholders are continuously involved and provide frequent feedback allowing the team to respond to changes more quickly. What is the best way for the project manager to manage quality in this type of project environment?. By conducting periodic quality audits. By using the Validate Scope process. By scheduling regular retrospectives. By using the quality control matrix.

Midway into project execution, the director of marketing leaves the company and is replaced by an external candidate. After meeting with the new stakeholder, the project manager learns that the new director of marketing has a much greater interest in the project, and would like to be updated on progress and project specifics with greater frequency. With the stakeholder register updated to reflect the relevant information, what should the project manager do next?. Review and revise the stakeholder engagement plan as necessary. Perform stakeholder analysis for the newly identified stakeholder. Update the project documents with the information for the new stakeholder. Submit a change request to update the communications management plan.

You are managing a proof-of-concept project that is developing a new tunnel boring machine. A small-scale prototype has been designed and is undergoing a thorough test regime. During the tests, your team discovers that the original test equipment will have to be updated with new probes appropriate for the small prototype. This will substantially increase the cost of the project. What is your next step?. Have the team determine the full extent of the changes needed, and update the change management plan to reflect these changes. Determine the full cost of new test gear, then find a way to hide the change by economizing in a variety of other activities. Determine the cost of the new components, and submit a change request to update the cost baseline. Review the requirements traceability matrix to determine why the appropriate cutting tooth alloy was not originally specified.

A project to build a new high-end subdivision has been plagued with quality problems. Customers are arguing about what was actually specified to be built. The last house has been built, and the fixes to five more houses have been completed. The project manager desperately wants to close the project and move on. What does the project manager need to review to ensure proper closure of the project?. All components of the project management plan. The quality management plan to ensure it was followed for these last few houses. The requirements management plan to ensure all the requirements are met. The performance measurements baseline to determine how the project performed.

On a project that you are managing, you have solicited bids from professional design firms and selected the vendor that met all of the source selection criteria. However, during the project, you faced some significant challenges with the selected vendor. The project is now in closure, and you want to document and communicate overall project performance. What should you do?. Prepare the final report and share it with the stakeholders. Document lessons learned in the lessons learned repository. Evaluate the satisfaction of the project stakeholders. Collect, index, and file procurement documentation.

As an employee of a large organization, you have been building a business case for a community outreach project. The project selection steering committee is meeting in a few weeks. What is the best action for you to get your project chartered?. Find a potential sponsor who can champion your project at the meeting. Use pre-assignment to secure the best available team in the organization. Prepare the list of key project deliverables and milestone schedule. Offer to act as both the project sponsor and the project manager.

A construction project has been broken down into overlapping phases, including building design, site selection, construction, and transition phases. The deliverables for the first phase include architectural drawings, a scale model of the building, and a computer-animated virtual walkthrough. A project team completed the architectural drawings and the scale model, which have been accepted. But the computer animation was outsourced to a vendor and has been delayed by several weeks. What should the project manager do next?. Have the project team work on the site selection phase. Perform the Close Project or Phase process for the first phase. Perform the Validate Scope process of the first phase. Wait for the vendor to complete the computer animation before proceeding.

You are the project manager of a construction project that was initiated to build a large shopping mall. As the project progresses you are required to track performance using Earned Value Management. Your current project information shows an EV of $500,000, PV of $800,000 and CV of $100,000. Your sponsor has asked to be notified if the CPI ever falls below 0.8 regardless of the normal status reporting schedule. What should you do?. More information is needed before taking action. Notify the sponsor immediately. This variance exceeds the threshold. Prepare to notify all stakeholders that the project is behind schedule and over budget. Continue to monitor the project. The status does not break the sponsor's threshold.

As Scrum Master for your team, you have been involved in organizing daily standups. In the course of the team's ritual of reporting what they've done and committing to each other, they advise you that there is a software tool they require that has been held up in purchasing for several weeks. You commit to resolving this so that they can continue to get their work done in a timely fashion. This obstacle that prevents the team from realizing its objectives is known as a(n): Issue. Risk. Impediment. Spike.

As a project manager, you are in the process of working with the project stakeholders to foster the appropriate level of stakeholder involvement. Which activity are you least likely to perform in support of this process?. Clarifying and resolving issues that have been identified by the stakeholders. Developing a matrix that compares current and desired stakeholder engagement levels. Addressing any risks or potential concerns related to stakeholder engagement. Managing stakeholder expectations through negotiation and communication.

"According to the Agile Manifesto, ""at regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly."" This practice (also known as a ceremony) is known as a: ". Scrum of scrums. Project reflection. Retrospective. Sprint review.

The project sponsor asks the project manager how they plan to meet customer expectations and ensure the achievement of project objectives. The project manager replies that it would be best to: Identify key deliverables based on the business requirements. Develop a perfect project management plan. Maintain quality of the deliverables within six sigma standard deviation. Make sure each project risk has a response and an owner.

A project manager is in the process of creating a document that formally authorizes a building renovation project. The renovation requires the removal of asbestos insulation, which is a known carcinogen. How might this situation influence the process currently underway?. A contingency reserve needs to be assigned and recorded in the document. The document needs to include a detailed risk response plan for this identified risk. The document needs to incorporate compliance with any applicable government and industry standards. A detailed timeline for the removal of the asbestos should be included in the document.

You have been commissioned by your company to propose a cost-efficient strategy for a new leading-edge server farm. While researching options, you identify the power source to be a large expense of maintaining servers. You narrow the power source choices down to four options with the following attributes: Chemical energy has an investment of $1,000,000 and NPV of $200,000 Solar energy has an investment of $1,500,000, a payback period of 3 years, and NPV of $350,000 Wind energy has an investment of $2,000,000, a payback period of 3 years, and NPV of $100,000 Thermal energy has an investment of $1,800,000 and NPV of $175,000 Which of these power options should you propose based on the net present value (NPV)?. Chemical energy. Solar energy. Wind energy. Thermal energy.

The city has obtained funding to renovate an existing park, which will require closing the park for one year. The project has entered the execution stage, the heavy equipment has been moved into the park, and the construction has begun. The mayor of the city has called the project manager to discuss the displacement of the homeless people who illegally slept in the park. The project manager reviews the stakeholder register and finds the homeless population was not identified as stakeholders. What should the project manager do next?. Remove the homeless people from the park. Disregard the homeless people and proceed with the project as planned. Perform a stakeholder analysis on the homeless population. Update the project charter to include the homeless population.

During the closure of an internal process improvement project, the project manager confirms that one of the improved processes transitioned into operations resulted in a significant improvement in that unit s efficiency. In which of the following would the project manager record this information?. The benefits management plan. The project management plan. The final report. The business case.

During the evaluation of the project's financial statements at the end of a project phase, concerns about some of the charges were raised. The project manager explains that the costs were justified both early in the project and as the project progressed. Which of the following is the best input for the project manager to provide for reconciliation?. Quality reports. Assumption log. Basis of estimates. Project charter.

A project manager is about to close a project that missed its performance goals. The project manager is gathering the information that is most pertinent to the project s poor performance. Which of the following is least likely to help in this task?. Risk report. Project team assignments. Assumption log. Change log.

A hospital is closing a project that resulted in a new business process for managing oncology patients. The hospital realizes that the same process can be used for all its patients, which can save the hospital thousands of dollars. Where should this information be captured?. Benefits management plan. Lessons learned register. Business case. Process improvement plan.

At the end of a design project, a competitor has gained market share with a new technology that has rendered the project s deliverable obsolete. The project sponsor is pleased with the work of the project team who finished within budget and on time but thinks that the project should have been terminated much sooner. What might have the manager of the project done differently in this situation?. Used phases and phase gates. Established a change control board (CCB) to review and render decisions for all submitted change requests. Terminated the project when the new technology was introduced. Scheduled more frequent lessons learned meetings with the project team.

You are a project manager working in a manufacturing environment where traditional waterfall practices have been followed. You have been tasked with implementing a small agile pilot, but you are getting resistance from some of your peers who don't understand the benefits of a self-organized team. You explain that this will allow the team to organize around its strengths and exemplifies one of the main agile principles which is: Generalizing specialists are more effective and efficient. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Individuals and interactions over following a plan. The best architectures, requirements and designs emerge from self-organizing teams.

At a project closing meeting, the project manager declares the project closed because all the requirements have been met and signed off by the customer. The customer representative raises a concern that one of the design components that was supposed to be included in the scope was not delivered. Which of the following should the project manager consult in order to verify the client representative's claim?. Project charter. Requirements documentation. Requirements traceability matrix. Scope baseline.

A project manager is following the resource management plan and needs to gain a better understanding of the team members' preferences and aspirations in order to tailor individual development activities. What is the best course of action?. Conduct a team assessment. Provide ability tests to the project team members. Perform a SWOT analysis. Schedule structured interviews with each team member.

An organization has initiated a large project. As the project manager completes the Identify Stakeholder process, the sponsor informs the project manager that the project charter is approved. What should the project manager do next?. Develop a project schedule network diagram. Hold a project kick-off meeting. Inform stakeholders of the approved project charter. Hold a bidders conference.

You just received an email from your client stating that as a result of changing government regulations, the current project is being canceled. You contact your supervisor, who confirms the news and asks you to terminate the project. What should you do next?. Release payments to your supplier. Relieve the project team from their duties. Identify lessons learned. Check the termination clause of the contract.

A project manager is leading a research and development project and is currently performing the Close Project or Phase process. As part of this process, the project manager is preparing the final project report. Which of the following is least likely to be included in the final report?. Summary level description of the project. Summary of the lessons learned during the project for use on future projects. Summary of risks or issues encountered on the project. Summary of how the final product achieved the business needs identified in the business plan.

You have started working at an engineering company that has used traditional waterfall project for many years. Many of your project's team members are very used to working with Gantt charts and are resistant to move to an agile methodology using Kanban boards. In order to best influence the project and encourage the organization to think differently, the best leadership style to adopt would be: Political. Laissez-faire. Servant leader. Transactional.

You are managing a project that is nearing its end. You have been reviewing the project management plan to ensure that all the project work is completed and that the project has met its objectives. The next thing you need to do before moving on to the next project is to complete the administrative closure of the project. Which of the following activities will not be performed as part of this process?. Closing seller contracts. Handing over the project deliverables to operations. Transferring the knowledge gained to the lessons learned repository. Measuring stakeholder satisfaction.

You overhear a conversation that one team member is having problems, and she is going to miss her deadline on your project work. You know that this work is on your project's critical path and that this could put your schedule in serious jeopardy. What should you do about the conversation you overheard and the potential missed deadline?. Contact the team member to better understand the situation. Ask the team member's manager for help in resolving the issue. Analyze ways to compress the schedule in anticipation of the potential slippage. Ask the second team member, who the other was confiding to, to get involved and to convince the other team member to come to you with the problem.

You and appropriate stakeholders have conducted the project benefit analysis and developed the business case for a project to build a new robotic production line. The business case indicates that the total cost of the project will be $150,000 including installation and setup, and the cost savings are expected to be $40,000 annually. What can be said about this project?. The $150,000 investment is considered a sunk cost at this point in the project. The opportunity cost is too high to continue with this project. The robot will pay for itself within three years. The payback period is 45 months.

Your project to produce a new vending machine is almost over, and you are now in the process of handing over the product to the operations team. You are meeting with the company president who initiated the project and with operations senior managers to demonstrate the vending machine functionality. Which of the following is most important for you to achieve when meeting with these individuals?. Understanding of the specific features of the vending machine. Confirming the formal acceptance of the vending machine. Getting support from operations management. Being recognized for project completion.

One of your developers resigned, which caused the project to fall behind schedule. Fortunately, you have a new developer starting next week. You are preparing for an important meeting with key stakeholders at the end of this week, and you strongly believe that you can bring the project back on track within the next three weeks. However, if you report that the project is behind schedule, you are concerned that the project may be canceled and your reputation damaged. What will you do?. Report that the project is currently behind schedule. Cancel the meeting and reschedule it in three weeks when the project should be back on schedule. Leave the schedule information out of the report and only provide it if asked. Report that you are confident that the project will be completed on time.

Using simple three-point estimation, what is the expected cost of a project which has a most-likely cost of $1M, a pessimistic cost estimate of $2M, and an optimistic cost estimate of $300,000?. $1.05M. $1.1M. $2M. $3.3M.

Management is concerned about the practice of estimators and PMs inflating cost estimates. To deal with this practice in a positive way, management has told you that you will be allowed contingency reserve if you can support it with real data. All of the following are true about contingency reserves except: They are not part of your project cost baselines. Approval to draw from it is usually not needed from the sponsor. They can be used at the good judgment of the project manager. They are set up for some risks.

A retailer has an aggressive expansion plan for four new stores. Each of the four projects is led by a project manager. The projects are being managed in a coordinated manner. Three of the stores are ahead of schedule. The fourth store is well behind schedule, and its project manager wants some construction workers from the other locations to be transferred to help out. What should the project manager do first to secure the additional workers?. Submit a change request to increase the scope baseline. Direct the other project managers to provide additional resources. Capture the information in the lessons learned register. Escalate the issue to the program manager.

An organization has a policy that directs to use only prequalified vendors. A project manager finds a logistics company that offers much better prices than its competitors. The project manager wants to add the vendor to the list, but the procedure can take several months due to the rigorous qualification process. What should the project manager do?. Add the new logistics company to the prequalified vendors list and use their services for the project. Work with the purchasing department to add the new logistics company to the prequalified vendors list. Select the new logistics company since their price is the best among all other prequalified vendors. Ignore the new logistics company since they are not on the prequalified vendors list.

Your lead engineer estimates that a work package will most likely require 50 weeks to complete. It could be completed in 40 weeks if all goes well, but it could take 180 weeks in the worst case. What is the expected duration of the work package?. 45 weeks. 70 weeks. 110 weeks. 140 weeks.

Dan is bringing together a large group of technical experts to determine the best approach for an installation. He's aware that there has been significant conflict and contention between several of the experts. To gain consensus, Dan's best option is to: Use the Herzberg principles. Use the Ishikawa technique. Use the Delphi technique. Choose the expert he trust the most and go with her opinion.

As a project manager, you try to stay up to date on trends in your profession. You are refreshing your knowledge of emerging trends in Project Integration Management. Which of the following is not true?. An increasingly mobile and transitory work force has changed the approach to knowledge management. With the recent availability of so many automated tools the role of the project manager has recently been primarily focusing on the attainment of technical knowledge. There is an evolution in project management methodologies occurring. Project managers often find that they are now involved during the initiation of the project business case.

You are in the process of monitoring your project and assessing the relationships with your project stakeholders. You determine that the relationship with a stakeholder named Mike, who is a particularly difficult stakeholder and someone whom you have only met briefly, requires attention and improvement. Mike is the sole source of some very important project components and requirements information for the project and he is very influential as a stakeholder. His interest in the project seems to be very low and he does not respond to your requests for appointments. Upon review of your options, you determine that one of four following actions would make the situation worse instead of better. Which action should you avoid?. Ask the project sponsor to have a polite discussion with Mike and attempt to enhance his interest in the project and to become more responsive to requests and project communications. Identify ways to elicit the requirements from Mike as efficiently as possible and ensure that your next invitation to meet with him demonstrates that you are well prepared. Invite Mike to officially join the project management team and to attend the weekly meetings. Ask others who have successfully worked with Mike for suggestions on how to engage him on this project.

The project was a tremendous success. The project exceeded expectations by coming in under budget and exactly on schedule. To celebrate the success, a party was announced and scheduled for the project team. The party will be financed from cost savings that have been added to the contingency reserves. But as the project is closing, the project manager and other stakeholders are feeling it is better to use the funds allocated for the party to shore up future business with the customer and appease the project sponsor. What should be done with the funds allocated for the party?. Applied to develop additional features. Reassigned back to the organization. Provided to the customer. Spent on the party as planned.