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Question Answer Explanation

1.ProjectManagementFramework
Understandingtheculture,policies,andproceduresoftheorganizationinwhichtheprojectis
beingperformedisespeciallychallenginginglobalorganizations.Culture,policies,and
1.Understandingtheculture,policies,andproceduresoftheorganizationinwhich
A.Globalorganizations. proceduresintheperformingofficemaybedifferentfromthoseoftheofficefromwhichthe
theprojectisbeingperformedisMOSTchallengingin:
projectismanaged,andmayalsovarybetweeninternationalofficesofthesameorganization.
Thiswillinfluencehowtheprojectismanaged.
Themaindrawbackofaprojectizedorganizationisthatattheendoftheproject
2.Inaprojectizedorganization,theprojectteam: D.Willnotalwayshaveahome. whentheteamisdispersed,theydonothaveafunctionaldepartment(home)towhichto
return.

3.Aprojectmanageristryingtocompleteasoftwaredevelopmentproject,but
Inafunctionalorganization,theprojectmanagerhastheleastsupportforthe
cannotgetenoughattentionfortheproject.Resourcesarefocusedoncompleting
A.Functional projectandhaslittleauthoritytoassignresources.Projectexpediterandprojectcoordinator
processrelatedwork,andtheprojectmanagerhaslittleauthoritytoassign
arerolesinaweakmatrixorganization.
esources.Whatformoforganizationmusttheprojectmanagerbeworkingin?

4.Aprojectmanagerhasverylittleprojectexperience,buthehasbeenassigned
Becauseaprojectdoneinamatrixorganizationinvolvespeoplefromacrossthe
astheprojectmanagerofanewproject.Becausehewillbeworkinginamatrix C.Complex.
organization,communicationsaremorecomplex.
organizationtocompletehisproject,hecanexpectcommunicationstobe:

5.Aprojectteammemberistalkingtoanotherteammemberandcomplaining
Inafunctionalorganization,thefunctionalmanageristheteammembersbossand
thatmanypeopleareaskinghimtodothings.Ifheworksinafunctional B.Thefunctionalmanager
probablyalsotheprojectmanagersboss.
organization,whohasthepowertogivedirectiontotheteammember?
6.Twoprojectmanagershavejustrealizedthattheyareinaweakmatrix
organizationandthattheirpowerasprojectmanagersisquitelimited.Onefigures
A.Theprojectexpeditercannotmake Theprojectcoordinatorreportstoahigherlevelmanagerandhasauthorityto
outthatheisreallyaprojectexpediter,andtheotherrealizesheisreallyaproject
decisions. makesomedecisions.Theprojectexpediterhasnoauthoritytomakedecisions.
coordinator.
Howisaprojectexpediterdifferentfromaprojectcoordinator?
Inaprojectizedorganization,theentirecompanyisorganizedbyprojects,giving
7.WhohastheMOSTpowerinaprojectizedorganization? A.Theprojectmanager
theprojectmanagerthemostpower.
Itrepeatsitselfeverymonthimpliesthatthewholeprojectrepeatseverymonth.
8.AllofthefollowingarecharacteristicsofaprojectEXCEPT: D.Itrepeatsitselfeverymonth. Generally,theonlythingsthatmightrepeatinaprojectaresomeactivities.Thewholeproject
doesnotrepeat.
Organizationalprojectmanagement(OPM)providesaframeworkanddirectionforhow
A.Organizationalproject
9.Aframeworkforkeepinganorganizationfocusedonitsoverallstrategyis: projects,programs,portfolios,andorganizationalworkshouldbedonetomeetthe
management.
organizationsstrategicgoals.
C.Scope,time,cost,quality,risk, Scope,time,cost,quality,risk,resources,andcustomersatisfactionisthemostaccuratelistof
10.WhichofthefollowingBESTdescribesthemajorconstraintsonaproject?
resources,andcustomersatisfaction constraints,orcompetingdemands,thataprojectmanagermustdealwith.

11.Ifaprojectmanagerisconcernedwithgathering,integrating,and ThescopemanagementplanandtheWBSfocusonprojectscope.Thecommunications
C.Projectmanagementinformation
disseminatingtheoutputsofallprojectmanagementprocesses,sheshould managementplanaddresseswhowillbecommunicatedwith,when,andinwhatformat.The
system(PMIS).
concentrateonimprovingthe: onlychoicethataddressesgathering,integrating,anddisseminatinginformationisthePMIS.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Therearemanythingstheprojectmanagercoulddo.Askingtheotherprojectmanagerfor
12.Aprojectmanagerismanaginghissecondproject.Itstartedonemonthafter assistanceisnotthebestchoice,astheotherprojectmanagermightnotbeanexperienced
thefirst,andbothareinprocess.Thoughhisfirstprojectissmall,thisoneseems mentor.Hisadvicemightnotbeadequatetohelpthisprojectmanager.Waitingtoassessthe
B.Obtainhistoricalrecordsand
tobegrowinginsizeeveryday.Aseachdaypasses,theprojectmanageris impactontheprojectisreactive;aprojectmanagershouldbeproactive.Gainingagreementof
guidancefromtheproject
beginningtofeelmoreandmoreinneedofhelp.Theprojectmanagerhas allthestakeholdersontheprojectscopeisalsonotthebestchoice.Itwouldbehelpful,but
managementoffice(PMO).
recentlyheardthattherewasanotherprojectinthecompanylastyearthatis doesnotspecificallyaddresstheissueinthissituation.BycontactingthePMO,theproject
similartohissecondproject.Whatshouldhedo? managercanaccesstheknowledgeofmanyprojectmanagers,historicalinformationfrommany
projects,andtheassistanceofsomeonewhosejobitistohelp.

TheprojectmanagementprocessALWAYSincludestheworkofinitiating,planning,executing,
13.Tireprojectlifecyclediffersfromtheprojectmanagementprocessinthatthe
A.Isthesameforeveryproject. monitoringandcontrolling,andclosingaproject.Thismethodologyisthesameforprojects
projectmanagementprocess:
withinanyindustry.Theworkoftheseprocessgroupsmayberepeated(iterated).

Connectingtheprojecttothesponsorsobjectivesmightbeagoodidea,butitdoesnotaddress
theissueofobtainingsupportthroughouttheperformingorganization.Neithera
14.Toobtainsupportfortheprojectthroughouttheperformingorganization,its B.Correlatestheneedfortheproject
communicationsmanagementplannoranoverallmanagementplandirectlyaddresses
BESTiftheprojectmanager: totheorganizationsstrategicplan.
obtainingsupportfortheproject.Correlatingtheneedfortheprojecttotheorganizations
strategicplanisthebestwaytogainsupportfortheproject.

15.Yourmanagementhasdecidedthatallorderswillbetreatedasprojectsand
thatprojectmanagerswillbeusedtoupdateordersdaily,toresolveissues,andto
ensurethecustomerformallyacceptstheproductwithin30daysofcompletion. Becauseordersarenumerousandofshortduration,thissituationisarecurring
C.Thisisarecurringprocess.
RevenuefromtheindividualorderscanvaryfromUS$100toUS$150,000.The process,notaproject.
projectmanagerwillnotberequiredtoperformplanningorprovide
documentationotherthandailystatus.Howwouldyoudefinethissituation?

Developinglessonslearnedwouldhelpimprovesubsequentphases,butwoulddonothingfor
16.Thepreviousprojectmanagerforyourprojectmanageditwithoutmuch
controlordeliverables.Havingplansforeachworkpackagewouldhelpcontroleachphase,but
projectorganization.Thereisalackofmanagementcontrolandnoclearlydefined
A.Adoptalifecycleapproachtothe wouldnotcontroltheintegrationofthosephasesintoacohesivewhole.Adescriptionofthe
projectdeliverables.WhichofthefollowingwouldbetheBESTchoiceforgetting
project. productoftheprojectwouldhelp,butthatwouldnotimprovebothcontrolanddeliverablesfor
yourprojectbetterorganized?
eachphase.Effectiveprojectmanagementrequiresalifecycleapproachtorunningtheproject.
Adoptingalifecycleapproachistheonlyanswerthatcoversbothcontrolanddeliverables.

Manufacturingaproductisanongoingprocess;itisoperationalwork,notprojectwork.
17.Aprojectteamisworkingonmanufacturinganewproduct,buttheyare
B.Theyareworkingonaprocessand Therefore,themanufacturingteamwouldhavenoreasontocreateaprojectcharterandwould
havingdifficultycreatingaprojectcharter.WhatistheBESTdescriptionofthereal
notaproject. havedifficultydoingsoiftheytried,becauseoftheongoingnatureofthework.Ifthequestion
problem?
referredtoateamdevelopinganewproduct,however,thatwouldqualifyasaproject.

18.Oneofyourteammembersinformsyouthathedoesnotknowwhichofthe C.Theprojectmanagementoffice Becausethequestiontalksaboutprioritiesbetweenprojects,thiscannotbetheroleofthe


manyprojectsheisworkingonisthemostimportant.Whoshoulddeterminethe (PMO) projectmanager,theprojectmanagementteam,ortheprojectteam.Determiningpriorities
prioritiesbetweenprojectsinacompany? betweenprojectsisaroleofthePMO.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
C.Aprojectisatemporaryendeavor
withabeginningandanend,a Aprojectisatemporaryendeavorwithabeginningandanend,aprogramisagroupofrelated
programisagroupofrelatedprojects, projects,andaportfolioisagroupofprojectsandprogramsrelatedtoaspecificstrategic
19.Thedifferencebetweenaproject,program,andportfoliois:
andaportfolioisagroupofprojects objective.Remembertousetheprocessofelimination,rulingoutanyanswerthatisnot
andprogramsrelatedtoaspecific completelycorrect.
strategicobjective.
20.Operationalworkisdifferentfromprojectworkinthatoperationalworkis: C.Ongoingandrepetitive. Operationalworkisthatwhichisongoingtosustainanorganization.

Noticethatthisquestionasksabouttheuseofatoolofprojectmanagement.Many
peoplecanlearnfromabookwhatalessonslearneddocumentis,butquestionslikethiscan
21.Companyproceduresrequirethecreationofalessonslearneddocument. A.Historicalrecordsforfuture morereadilybeansweredifyouactuallyusethetoolandknowfromexperienceitsvalue.Ask
WhichofthefollowingistheBESTuseoflessonslearned? projects yourselfabouttheothertoolsofprojectmanagement.Whyaretheybeneficial?TheBESTuse
oflessonslearnedisashistoricalrecordsforfutureprojects.Thereareothertoolsthatare
betterforaccomplishingthethingslistedintheotherchoices.

Thebestanswerisstakeholders,astheirinputiscriticalforcollectingallthelessonslearnedon
22.LessonslearnedareBESTcompletedby: D.Thestakeholders.
eachproject.Thetermstakeholdersincludesalltheothergroups.
Rememberthedefinitionofaproject:temporaryandunique.Operationsandmaintenanceare
23.Considerationofongoingoperationsandmaintenanceiscruciallyimportantto
C.Notbeviewedaspartofaproject. consideredongoingactivities,nottemporary.Therefore,suchworkisnotconsideredaproject
productsofprojects.Ongoingoperationsandmaintenanceshould:
orpartofaproject.
B.Ameanstogainbenefitsand Didyouselectagroupofunrelatedprojectsmanagedinacoordinatedway?Ifso,youmissed
24.Whatisaprogram?
controlofrelatedprojects thewordunrelated.Programsaregroupsofrelatedprojects.

25.Acompanyismakinganefforttoimproveitsprojectperformanceandcreate Lessonslearnedhelptoavoidfuturepitfallsandusethegoodideasofpastprojects.Thisleads
B.Createlessonslearned.
historicalrecordsofpastprojects.WhatistheBESTwaytoaccomplishthis? toimprovementsinfutureprojects.

2.ProjectManagementProcesses
1.Inwhichprojectmanagementprocessgroupisthedetailedprojectbudget
C.Planning Noticetheuseoftheworddetailed.Suchabudgetiscreatedduringprojectplanning.
created?
Theprojectcharterisneededbeforeplanningandexecutionoftheworkcanbegin.
2.Theprojectcharteriscreatedinwhichprojectmanagementprocessgroup? D.Initiating
Therefore,itiscreatedandapprovedinprojectinitiating.

Communicationsrequirementsandqualitystandardsareneededbeforerisks(especiallyrisks
relatingtocommunicationsandquality)canbedetermined.Iterationscannotbeginuntilthe
3.Theprojectteamhasjustcompletedtheinitialprojectscheduleandbudget.Hie C.Determinecommunications risksareidentified,qualifiedandquantified,andresponsesaredeveloped.Throughiterations,
NEXTthingtodoisto: requirements. theWBSandotherpartsoftheprojectmanagementplanarerevised.Abarchartwouldhave
beendoneduringthecreationoftheschedule,soitcannotbethenextthing.Ofthechoices
listed,determinecommunicationsrequirementsisthebestoption.

Intheprojectmanagementprocess,theprojectbudget,detailedriskassessment,andproject
4.Adetailedprojectschedulecanbecreatedonlyaftercreatingthe: B.Workbreakdownstructure. managementplancomeafterthescheduleiscreated.Theonlyanswerthatcouldbeaninputis
theworkbreakdownstructure.
5.Thepersonwhoshouldbeincontroloftheprojectduringprojectplanningis
Theprojectmanagershouldbenamedearlyintheproject,duringprojectinitiatingifpossible.It
the: A.Projectmanager.
isthenhisorherresponsibilitytocontroltheprojectthroughoutitslife.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
NoticethequestionaskswhichisNOTaninputtoprojectinitiating.Didyoureaditcorrectly?
Companiesshouldhaveprocessesinplaceforhiringresources,reporting,andmanagingriskson
6.WhichofthefollowingisNOTaninputtotheinitiatingprocessgroup? D.Projectscopestatement
projects(tonameonlyafew).Theseareinputstoprojectinitiating,asarecompanycultureand
historicalWBSs.Theprojectscopestatementisanoutputofprojectplanning.

Toanswerthistypeofquestion,lookforthechoicethatoccursclosesttotheprocess
groupyouarein.Theprojectcharteriscreatedduringprojectinitiating.Completingwork
7.Theprojectsponsorhasjustsignedtheprojectcharter.WhatistheNEXTthing
D.Starttocreatemanagementplans. packagesisdoneduringprojectexecuting.Validatingscopeandperformingintegratedchange
todo?
controlaredoneduringprojectmonitoringandcontrolling.Startingtocreatemanagement
plansisthebestchoice,asitispartofprojectplanning.
8.Thehighlevelprojectscheduleconstraintshavejustbeendetermined.What
Highlevelconstraintsareidentifiedintheprojectcharter,whichiscreatedduring
projectmanagementprocessgroupareyouin? A.Initiating
projectinitiating.

Lookattheorderofplanningtheprojectthattheteamhaschosen.Althoughunderstandingthe
9.TheWBSandWBSdictionaryarecompleted.Tireprojectteamhasbegun experienceofthesponsormightsoundlikeagoodidea,thesponsorisastakeholderand
workingonidentifyingrisks.Thesponsorcontactstheprojectmanager,requesting understandingthestakeholdersispartofstakeholderanalysis.Thatshouldhaveoccurred
thattheresponsibilityassignmentmatrixbeissued.Theprojecthasabudgetof beforethecreationofaWBS.ProjectscopemustbedefinedbeforeaWBScanbecreated.
B.Createanactivitylist.
US$100,000andistakingplaceinthreecountriesusing14humanresources. Completingriskmanagementandissuingtheresponsibilityassignmentmatrixcannotbebest,
Thereislittleriskexpectedfortheproject,andtheprojectmanagerhasmanaged asthatworkdoesnotcomenextintheprocess.Otherworkmustbedonebeforerisk
manyprojectssimilartothisone.WhatistheNEXTthingtodo? managementcaneffectivelybecompleted.CreatinganactivitylistcomesnextaftertheWBS
andWBSdictionary.

Thisquestionisaskingwhichofthechoicesisthemosteffectivewaytomovethroughproject
10.Aprojectmanagerdoesnothavemuchtimetospendonplanningbeforethe planning.StartingtheWBSimmediatelyafterobtainingaprojectcharterskipstheimportant
B.Createanactivitylistbefore
mandatorystardatearrives.Hethereforewantstomovethroughplanningas stepsofdefiningthescopeandotheractivities.Highlevelassumptionsaredeterminedin
creatinganetworkdiagram.
effectivelyaspossible.Whatadvicewouldyouoffer? projectinitiating.Qualitymetricsaredeterminedaspartofthequalitymanagementplan,not
afterit.Theactivitylistiscreatedbeforethenetworkdiagram,sothatisthebestoption.

11.TheBESTtimetoassignaprojectmanagertoaprojectisduring: C.Initiating. Theprojectmanagershouldbeassignedduringprojectinitiating.


12.Aprojectmanagergetsacallfromateammembernotifyinghimthatthereisa
variancebetweenthespeedofasystemontheprojectandthedesiredorplanned
Eventhoughthemeasurementwasnotidentifiedinplanning,theprojectmanager
speed.Theprojectmanagerissurprisedbecausethatperformancemeasurement
C.Monitoringandcontrolling wouldstillhavetoinvestigatethevarianceanddetermineifitisimportant.Theproject
wasnotidentifiedinplanning.Iftheprojectmanagerthenevaluateswhetherthe
managerisinprojectmonitoringandcontrolling.
variancewarrantsaresponse,heisinwhichpartofthe
projectmanagementprocess?
13.Ateammembernotifiestheprojectmanagerthattheactivitiescomprisinga Ifyouchoseanotherpartoftheprojectmanagementprocess,youprobablyforgotthatthe
workpackagearenolongerappropriate.ItwouldbeBESTfortheprojectmanager C.Monitoringandcontrolling situationneedstobeevaluatedbytheprojectmanagerbeforerecommendingachangeor
tobeinwhatpartoftheprojectmanagementprocess? beginningintegratedchangecontrol.
14.Duringateammeeting,ateammemberasksaboutthemeasurementsthat
willbeusedontheprojecttoassessperformance.Theteammemberfeelsthat
Thissituationdoesnotdescribeanactualmeasurement(amonitoringandcontrollingactivity)
someofthemeasuresrelatedtoactivitiesassignedtohimarenotvalid C.Executing
butratherameetingoccurringduringprojectexecuting.
measurements.TheprojectisBESTconsideredtobeinwhatpartoftheproject
managementprocess?

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Adetaileddescriptionoftheprojectdeliverablesiscreatedduringprojectplanning,aspartof
creatingtheprojectscopestatement.Rootcauseanalysisoccursduringprojectmonitoringand
B.Getfamiliarwiththecompany
15.WhichofthefollowingistheMOSTappropriatethingtododuringthe controlling,notinitiating.Ensuringallprojectmanagementprocessesarecompleteoccurs
cultureandstructureastheyrelateto
initiatingprocessgroup? duringprojectclosing.Itisimportantforaprojectmanagertobecomefamiliarwiththe
theproject.
companycultureandstructureastheyrelatetotheprojectasearlyintheprojectaspossible.
Thisisthemostappropriatechoicetodoinprojectinitiating.
Astheprojectlifecycleprogresses,moreinformationbecomesavailable,allowingtheteamto
16.Whichofthefollowingisacharacteristicofprojectmanagementprocesses? A.Iterative
managetheprojecttoamoredetailedlevel.
Didyounoticethatplanningandexecutingaretheonlyprocessgroupsofferedaschoices?
17.WhichprojectmanagementprocessgroupgenerallytakestheMOSTproject
D.Executing Therefore,designandintegrationcanbeeliminatedasoptions.Doingtheactualwork(in
timeandresources?
executing)willgenerallytakethemostprojecttimeandresources.
18.AllofthefollowingmustbeperformedduringprojectinitiatingEXCEPT: B.Createaprojectscopestatement. Aprojectscopestatementiscreatedduringprojectplanning.
Performancemeasuresaredeterminedearlierintheprojectsotheycanbeusedtomeasure
A.Determiningperformance
19.ClosureincludesallofthefollowingEXCEPT: progressduringtheproject,makingdeterminingperformancemeasurestheonlycorrect
measures.
answertothisquestion.
C.Confirmthatthephasehasreached
20.Thefirstphaseofyourprojectliascometoanend.WhatistheMOST
itsobjectives,andhaveits Aphaseorprojectmustbeformallyclosedandaccepted.
importantthingtoensureisoneBEFOREbeginningthenextphase?
deliverablesformallyaccepted.
21.Duringwhichprocessgroupdoestheteammeasureandanalyzethework Duringmonitoringandcontrolling,projectperformanceismeasuredandneededchangesare
C.Monitoringandcontrolling
beingdoneontheproject? identifiedandapproved.
C.Initiating,planning,executing,
Allfiveprocessgroupsareaddressedineachproject.Itistheresponsibilityoftheproject
22.Whichprocessgroupsmustbeincludedineveryproject? monitoringandcontrolling,and
managertodeterminethelevelofattentiontogivetoeachprocessgroup.
closing
Collectinghistoricalinformationanddetermininghighlevelacceptancecriteriaaredonein
C.Confirmalltherequirementsinthe
23.WhichofthefollowingistheMOSTappropriatethingtodoinprojectclosing? projectinitiating.Gainingapprovalofmanagementplansispartofprojectplanning.Confirming
projecthavebeenmet.
thatprojectrequirementshavebeenmetoccursinprojectclosing.

24.Whichprocessgroupfocusesoncompletingtherequirementsoftheproject? C.Executing Projectexecutingiswhereworkisdonetoproducetheproductoftheproject.

25.AllofthefollowingoccurduringtheplanningprocessgroupEXCEPT: A.DevelopProjectCharter. DevelopProjectCharteroccursduringprojectinitiating.


26.Amarketdemand,abusinessneed,and/oralegalrequirementareexamples
B.Reasonsprojectsareinitiated. Theseareallreasonsprojectsareinitiated.
of:
3.IntegrationManagement
1.Theneedfor_____.isoneofthemajordrivingforcesforcommunicationina Theprojectmanagerisanintegrator.Thisisaquestionaboutyourroleasan
C.Integration
project. integratorandcommunicator.
Replanningisuncalledforbythesituationdescribed.Reachingtheplannedcompletiondate
2.Thecustomerhasacceptedthecompletedprojectscope.However,thelessons
B.Theprojectisincompleteuntilall doesnotmeantheprojectisnecessarilyfinished.Aprojectiscompletewhenallwork,including
learnedrequiredby
projectandproductdeliverablesare allprojectmanagementwork,iscompleteandtheproductoftheprojectandallproject
theprojectmanagementofficehavenotbeencompleted.Whatisthestatusof
completeandaccepted. deliverablesareaccepted.Thelessonslearnedareprojectmanagementdeliverables,and
theproject?
thereforemustbecompletedfortheprojecttobecomplete.
Projectmanagersshouldbeproactive.Theonlyproactiveanswerhereispreventing
3.Whenitcomestochanges,theprojectmanagersattentionisBESTfocusedon: D.Preventingunnecessarychanges.
unnecessarychanges.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Everyprojectmustbeclosed,asclosureprovidesbenefittotheperformingorganization.This
4.Thecustomeronaprojecttellstheprojectmanagertheyhaverunoutofmoney
meanssimplystoppingworkisnotthebestchoice.Shiftingworkandreleasingteammembers
topayforthe B.CloseProjectorPhase.
donotsolvetheproblemtheyjustpostponedealingwithit.Thebestthingfortheproject
project.WhatshouldtheprojectmanagerdoFIRST?
managertodoisbegintheCloseProjectorPhaseprocess.
Achangemanagementplanincludestheprocessesandproceduresthatallowsmooth
5.AllofthefollowingarepartsofaneffectivechangemanagementplanEXCEPT: D.Lessonslearned. evaluationandtrackingofchanges.Lessonslearnedarereviewsoftheprocessesand
proceduresafterthefact,toimprovethemonfutureprojects.
Whodoeseachactivityismanagedwiththeresponsibilityassignmentmatrix.Wheneach
B.Managewhenandinwhat activityisdoneismanagedwiththeprojectschedule.Aworkauthorizationsystemisusedto
6.Aworkauthorizationsystemcanbeusedto:
sequenceworkisdone. coordinatewhenandinwhatordertheworkisperformedsothatworkandpeoplemay
properlyinterfacewithotherworkandotherpeople.
7.Aprojectisplaguedbychangestotheprojectcharter.Whohastheprimary
Thesponsorissuestheprojectcharterandsoheorsheshouldhelptheprojectmanagercontrol
responsibilityto C.Thesponsor
changestothecharter.Theprimaryresponsibilitylieswiththesponsor.
decideifthesechangesarenecessary?

Thisquestionisaskingforthemostimportantofthechoices.Thinkaboutwhatisinvolvedin
integration:projectmanagementplandevelopment,projectmanagementplanexecution,and
integratedchangecontrol.Updatesandproductcontrolarepartsofproject
C.Effectivecommunicationatkey monitoringandcontrolling,whileintegrationincludesmorethancontrol.Advancingthecareers
8.Effectiveprojectintegrationusuallyrequiresanemphasison:
interfacepoints. ofteammembersfallsunderprojectexecuting(theDevelopProjectTeamprocess).Inorderto
integratetheprojectcomponentsintoacohesivewhole,communicationiskeywheneverone
activitywillinterfacewithanotheroroneteammemberwillinterfacewithanother,andwhen
anyotherformofinterfacingwilloccur.

9.Integrationisdonebythe: A.Projectmanager. Integrationisakeyresponsibilityoftheprojectmanager.


10.WhichofthefollowingBESTdescribestheprojectmanagersroleasan B.Putallthepiecesofaprojectintoa
Integrationreferstocombiningactivities,notteammembers.
integrator? cohesivewhole.

11.Approvedcorrectiveactionsareaninputtowhichofthefollowingprocesses? B.DirectandManageProjectWork DirectandManageProjectWorkistheonlycorrectresponse.

Doubledecliningbalanceisaformofdepreciation.Thateliminatesthechoiceoflifecycle
12.Doubledecliningbalanceisaformof: C.Accelerateddepreciation. costing.Thechoicesofdecelerateddepreciationandstraightlinedepreciationarealsoincorrect
becausedoubledecliningbalanceisaformofaccelerateddepreciation.
13.WhichofthefollowingBESTdescribeswhataprojectchartermaybeusedfor Oneofthewaystodecideifachangeshouldbeapprovedistodeterminewhetherthework
B.Tohelpdetermineifascopechange
whentheworkis fallswithintheprojectcharter.Ifnot,itshouldberejected,assignedtoamoreappropriate
shouldbeapproved
beingcompleted? project,oraddressedasaprojectofitsown.
C.Risk,humanresource,process
Theprojectmanagementplanincludesmorethanjustabarchartandtheprojectmanagers
14.WhichofthefollowingBESTdescribesaprojectmanagementplan? improvement,andothermanagement
planforcompletingthework.Itincludesallthemanagementplansfortheproject.
plans
D.Theprojectmanagercreatesthe
Theprojectmanagermaycreatetheprojectcharter,butitisapprovedandauthorizedbythe
15.WhichofthefollowingisTRUEaboutthedevelopmentofaprojectcharter? projectcharter,andthesponsor
projectsponsor,givingtheprojectmanagerauthoritytoproceedwiththeproject.
approvesit.
16.Aprojectmanagementplanshouldberealisticinordertobeusedtomanage
D.Theprojectmanagercreatesthe Ifweweretorephrasethequestion,itwouldbeasking,Whocreatestheprojectmanagement
theproject.Which
projectmanagementplanbasedon plan?Thebestansweristhattheprojectmanagementplaniscreatedbytheprojectmanager
ofthefollowingistheBESTmethodtoachievearealisticprojectmanagement
inputfromtheteam. butrequiresinputfromtheteam.
plan?
Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Determiningwhowillbeonthechangecontrolboardanddeterminingthereportingstructure
mayhavealreadybeendone.Inanycase,thesechoicesarenotdirectly
17.Youaretakingoveraprojectduringprojectplanninganddiscoverthatsix
B.Spendingmoretimeon impactedbythenumberofsponsorswhohavesignedthecharter.Havingasingleproject
individualshavesigned
configurationmanagement sponsorisnotnecessary.Thissituationimpliesthattherearesixareasconcernedwiththis
theprojectcharter.WhichofthefollowingshouldMOSTconcernyou?
project.Inadditiontoaddedcommunicationsrequirements,youshouldbeconcernedwith
competingneedsandrequirementsimpactingyoureffortsonconfigurationmanagement.

18.Theprojectmanagerisworkingtoclearlydescribethelevelofinvolvement Noticethatthisquestionusesthewords"workingtoclearlydescribeandprevent.
expectedfrom Takentogether,theyshouldtellyoutheprojectisinprojectplanning.Thiseliminatesallchoices
A.DevelopProjectManagementPlan
everyoneontheprojectinordertopreventrework,conflict,andcoordination exceptDevelopProjectManagementPlanandPlanQualityManagement.Coordinationand
andPlanQualityManagement
problems.Whichof conflictpreventionrelatetoDevelopProjectManagementPlan,andpreventingreworkispart
thefollowingBESTdescribestheprojectmanagersefforts? ofPlanQualityManagement.
AWBSiscreatedinprojectplanning,butcanbeusedtohelpmanagetheprojectduringproject
19.AllofthefollowingarepartsoftheDirectandManageProjectWorkprocess executing.ThewordingherewasnotcreatingaWBS,butusingaWBS.A
D.Settingupaprojectcontrolsystem.
EXCEPT: projectcontrolsystemissetupduringprojectplanning,notduringprojectexecuting,and
thereforeistheexception.
20.Aprojectmanagerisappointedtoheadahighlytechnicalprojectinanarea
withwhichthispersonhaslimitedfamiliarity.Theprojectmanagerdelegatesthe
D.Ateamthatischaracterizedby Aprojectmanagermustmanageandintegrateallaspectsofaproject.Ifallactivitiesare
processesofDevelopSchedule,EstimateCosts,DefineActivities,andEstimate
poorperformance,lowmorale,high delegated,chaosensuesandteammemberswillspendmoretimejockeyingforpositionthan
ActivityResourcestovariousprojectteammembers,andbasicallyservesasan
levelsofconflict,andhighturnover. completingactivities.
occasionalrefereeandcoordinatorofactivities.Theresultsofthisapproachare
likelytobe:

21.Youareinthemiddleofexecutingamajormodificationtoanexistingproduct Crashingandreplanningareessentiallydelayingthesituation.Instead,theprojectmanager
C.Explaintheimpactifthepromised
whenyoulearnthattheresourcespromisedatthebeginningoftheprojectare shouldtrytopreventthesituationbyshowingtheconsequencesiftheresourcesarenot
resourcesarenotmadeavailable.
notavailable.TheBESTthingtodoisto: available.Thisisamoreeffectivestrategythansaying,Butyougavethemtome.

22.Theprimarycustomerofaprojecthasrequestedanapplicationchangeduring Yourfirstactionistoformallydocumenttherequestedchangetotherequirements,andthen
B.Createaformalchangerequest.
usertesting.Asprojectmanager,howshouldyouBESTaddressthisissue? followtheintegratedchangecontrolprocess.

23.Theprojectmanagerhasjustreceivedachangefromthecustomerthatdoes Theotherimpactstotheprojectshouldbeevaluatedfirst.Suchimpactsincludescope,cost,
D.Evaluatetheimpactsonother
notaffecttheprojectscheduleandiseasytocomplete.Whatshouldtheproject quality,risk,resources,andcustomersatisfaction.Oncetheseareevaluated,thechangecontrol
projectconstraints.
managerdoFIRST? board,ifoneexists,canapproveordenythechange.
Youdonothaveenoughinformationtoconsiderresourcelevelingorcrashingthisproject.As
24.Yourcompanyjustwonamajornewproject.Itwillbegininthreemonthsand youworkonanyproject,youneedtoconstantlyreevaluatetheprojectobjectivesandhowthe
D.Askmanagementhowthenew
isvaluedatUS$2,000,000.Youaretheprojectmanagerforanexistingproject. projectrelatestootherconcurrentprojects.Isyourprojectstillinlinewithcorporate
projectwillaffectyourproject.
WhatistheFIRSTthingyoushoulddoonceyouhearofthenewproject? objectives?Iftheotherprojectwillimpactyours,youneedtobeproactiveandworkonoptions
now.
25.Youwerejustassignedtotakeoveraprojectfromanotherprojectmanager
Beforeyoucandoanythingelse,youhavetoknowwhatYOUaregoingtodo.Developingthe
whoisleavingthecompany.Hiepreviousprojectmanagertellsyouthatthe
C.Determineamanagementstrategy. managementstrategywillprovidetheframeworkforalltherestofthechoicespresentedand
projectisonschedule,butonlybecausehehasconstantlypushedtheteamto
theotheractivitiesthatneedtobedone.
perform.WhatistheFIRSTthingyoushoulddoasthenewprojectmanager?
26.Youareassignedastheprojectmanagerinthemiddleoftheproject.The
First,youneedtofindoutwhythecustomerisnothappy.Thenmeetwiththeteamand
projectiswithinthebaselines,butthecustomerisnothappywiththe D.Meetwiththecustomer.
determineoptions.
performanceoftheproject.WhatistheFIRSTthingyoushoulddo?
Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Noticehowmanysituationsarethrownatyouinthisquestion.Itisimportanttopractice
readingthroughquestionstodiscoverwhatisimportantandwhatisjustbackground
27.Itisthemiddleoftheprojectwhentheprojectmanagerisinformedbyher information.Inthisquestion,theonlythingrelevantwasthecorrectiveactiontaken.Onceyou
schedulerthattheprojectcontrollimitsaresecure.Thatsamemorningshe discoverwhattheprimaryissueis,lookatthechoicestofindoutwhichisbestforaddressing
receivesanotefromateammemberaboutaproblemheishaving.Thenotesays, C.Addtheimplementedcorrective thatissue.Whatistheprimaryissuehere?Didyourealizetheteammembersnoteisabouta
Thisactivityisdrivingmecrazy,andthemanageroftheaccountingdepartment actiontothechangelog,discussthe noncriticalpathactivity?(Untiltheprojectfloatisinjeopardymeansthereisfloatand,thus,it
wonthelpmeuntiltheactivitysfloatisinjeopardy.Inaddition,theproject valueofdocumentationatthenext isnotonthecriticalpath.)Soistheissuethenoncriticalpathactivityorthedocumentation?
managerhasemailsfromaminorstakeholderand14emailsfromteam teammeeting,andsmooththeteam Youmightdisagreewiththelogic,butinthiscasetheansweristhedocumentation.Inthereal
members.Whilesheisreadingtheemails,ateammemberwalksintotheproject membersissuewiththeaccounting world,problemsoftenrepeat.Withoutarecordofwhatwasdone,thereisnoopportunityto
managersofficetotellheracorrectiveactionwasimplementedbyateam department. considerthesamesolutionforfutureproblems.Documentationiscriticaltoprojects.Because
memberfromtheprojectmanagementoffice,butwasnotdocumented.What thechangelogbecomespartofthehistoricalrecordsdatabase,itisbesttofirstrecordthe
shouldtheprojectmanagerdoNEXT? correctiveactiontaken,thendiscussthevalueofdocumentationatthenextteammeeting,and
smooththeteammembers
issuewiththeaccountingdepartment.

Doyourememberwhattodowhenthereisachange?Evaluatefirst.Youwouldnttakeaction
28.Theclientdemandschangestotheproductspecificationthatwilladdonlytwo beforegettingapproval,socompressingthescheduleorcuttingscopewouldhappenafter
C.Consultwiththesponsorabout
weekstothecriticalpath.WhichofthefollowingistheBESTthingfortheproject consultingthesponsorand/oradvisingtheclientoftheimpactofthechange.Youwouldnotgo
options.
managertodo? tothecustomerbeforegoingtoyourinternalmanagement,soadvisingtheclientisnotthe
correctthingtodonext.Thenextstepistodiscussoptionswiththesponsor.

Theprojectmanagerisaskinghowtomakeachange.Suchaquestioncannotberesolvedusing
29.Duringprojectexecuting,theprojectmanagerdeterminesthatachangeis managementbyobjectives,teamrelations,oraworkbreakdownstructure.Theprocedures,
neededtomaterialpurchasedfortheproject.Theprojectmanagercallsameeting B.Lackofachangemanagementplan. forms,signoffs,andothersimilarrequirementsforhandlingchangesshouldhavealreadybeen
oftheteamtoplanhowtomakethechange.Thisisanexampleof: determinedinthechangemanagementplan.Becausetheywerenot,theprojectmanagerwill
wastevaluableworktimetryingtofigureitoutafterthefact.
Noticethatthefirstparagraphisextraneous.Alsonoticethatthequestionstatesthatthe
changehasalreadybeenmade.Theprojectmanagersactionswouldbedifferentifthechange
hadnotbeenmade.Theprojectmanager,withthehelpofothers,mustdeterminehowa
30.Theprojectwasgoingwellwhenallofasuddentherewerechangestothe
D.Asktheteammemberhowhe changeimpactstheprojectasawhole.Askingtheteammemberhowheknowsthereisno
projectcomingfrommultiplestakeholders.Afterallthechangeswere
knowsthereisnotime,cost,orquality impactontime,cost,orqualityisthebestanswer.Thisbeginstheprojectmanagersanalysisof
determined,theprojectmanagerspenttimewithallthestakeholderstofindout
impact. theimpactstotheprojectasawholebyfindingoutwhatanalysishasalreadybeendone.This
whytherewerechangesandtodiscoveranymore.
changeminimallyinvolvesachangetothescopebaseline,andlikelyotherbaselines.Achange
requestmustultimatelybesubmittedtointegratedchangecontrol,butthatisnotlistedasan
option.
31.Youareaskedtoprepareabudgetforcompletingaprojectthatwasstarted
Sunkcostsareexpendedcosts.Theruleisthattheyshouldnotbeconsideredwhendeciding
lastyearandthenshelvedforsixmonths.Allthefollowingwouldbeincludedin B.Sunkcosts.
whethertocontinuewithatroubledproject.
theprojectbudgetEXCEPT:
32.Whichofthefollowingsequencesrepresentsstraightlinedepreciation? A.$100,$100,$100 Straightlinedepreciationusesthesameamounteachtimeperiod.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
33.Thisprojectischarteredtodeterminenewwaystoextendtheproductlifeof
Complainingaboutthemisseddeadlinecouldbedone,butitisnotproactive.Itwouldbe
oneofthecompanysmediumproducingproducts.Theprojectmanagercomes
helpfultogettotherootcauseofwhythisdepartmentalwayscomesupwithsuchideasor
fromtheengineeringdepartment,andtheteamcomesfromtheproduct
changesaftertheprojectbegins.However,thisisnottheimmediateproblem;thechangeisthe
managementandmarketingdepartments.Theprojectscopestatementand
B.Lookforhowthischangewill immediateproblem,andthereforecomplainingisnotbest.Thetypeofprojectorganization
projectplanningarecompletedwhenastakeholdernotifiesthe
impactthecosttocompletethework describedisamatrixorganization.Thereisnotanythinginherentlywrongwithsuchan
teamthatthereisabetterwaytocompleteoneoftheworkpackages.The
packageandthequalityoftheproduct organization,noristhereanythinginthisparticularsituationthatwouldrequireittobe
stakeholdersuppliesatechnicalreviewletterfromhisdepartmentprovingthat
oftheworkpackage. changed,sochangingthewaythecompanyisorganizedcannotbebest.Thedepartments
thenewwaytocompletetheworkpackagewillactuallybefasterthantheold
historyindicatesthataskingifthedepartmenthasotherchangesissomethingthatshould
way.Theprojectmanagerhashadsimilarexperienceswiththisdepartmenton
definitelybedone,buttheproposedchangeneedsmoreimmediateattention.Lookingat
otherprojects,andwasexpectingthistohappenonthisproject.WhatistheFIRST
impactsofthechangebeginsintegratedchangecontrol.
thingtheprojectmanagershoulddo?

34.ProjectAhasaninternalrateofreturn(IRR)of21percent.ProjectBhasanIRR
Remember,theinternalrateofreturnissimilartotheinterestrateyougetfromthebank.The
of7percent.ProjectChasanIRRof31percent.ProjectDhasanIRRof19 C.ProjectC
highertherate,thebetterthereturn.
percent.WhichofthesewouldbetheBESTproject?
Theprojectcharteriscreatedininitiating.Theprojectmanagementplanandriskmanagement
35.AnoutputoftheCloseProjectorPhaseprocessisthecreationof: A.Projectarchives. planareoutputsofprojectplanning.ProjectrecordsarearchivedintheCloseProjectorPhase
process.
Costbenefitanalysisisdoneearlierintheprojecttohelpselectbetweenalternatives.Allthe
36.AllofthefollowingoccurduringtheCloseProjectorPhaseprocessEXCEPT: D.Performingcostbenefitanalysis. otherchoicesaredoneduringtheCloseProjectorPhaseprocess.Therefore,performingcost
benefitanalysismustbethebestanswer.

Ariskmanagementstrategyandworkpackageestimatesarenotcreateduntilprojectplanning,
buttheprojectcharteriscreatedininitiating.Aprojectchartermayincludethenamesofsome
37.Whichofthefollowingisincludedinaprojectcharter? D.Thebusinesscasefortheproject
resources(theprojectmanager,forexample),butnotdetailedresourceestimates.Ofthe
choicesgiven,onlythebusinesscasefortheprojectisincludedintheprojectcharter.

Theexamwillaskquestionslikethistomakesureyouknowthebenefitsyoushouldbegetting
38.Aprojectmanageristryingtoconvincemanagementtousemoreformal
outoftheprocessesandtoolsofprojectmanagement.Thedetailsofwhatneedstobedoneare
projectmanagementproceduresandhasdecidedtostartimprovingthe
C.Itgivestheprojectmanager foundintheWBSdictionary.Thenamesofteammembersareincludedintheresponsibility
companysprojectmanagementbyobtainingaprojectcharterforeachofhis
authority. assignmentmatrixandotherdocuments.Projecthistoryisfoundinthelessonslearnedand
projects.WhichofthefollowingBESTdescribeswhyaprojectcharterwouldhelp
otherhistoricalrecords.Amajorbenefitofaprojectcharteristhatitdocumentstheauthority
theprojectmanager?
giventotheprojectmanager.
Constrainedoptimizationusesmathematicalmodels.Linearprogrammingisamathematical
39.Linearprogrammingisanexampleofwhattypeofprojectselectioncriteria? A.Constrainedoptimization
model.
40.Youhavebeeninvolvedincreatingtheprojectcharter,butcouldnotgetit
B.Showyourmanagertheimpactof Thebestthingtodowouldbetoshowtheimpact.Thisistheonlychoicethatpreventsfuture
approved.Yourmanagerandhisbosshaveaskedthattheprojectbegin
proceedingwithoutapproval. problemsalwaysthebestchoice.Theotherchoicesjustpretendtheproblemdoesnotexist.
immediately.WhichofthefollowingistheBESTthingtodo?

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation

Howlongdidittakeyoutoreadthisquestion?Expectlongwindedquestionsontheexam.Take
anotherlookatthechoicesbeforeyoucontinuereading.Didyounoticethateachofthechoices
41.Theengineeringdepartmenthasuncoveredaproblemwiththecost
occursduringadifferentpartoftheprojectmanagementprocess?Thisquestionisessentially
accountingsystemandhasaskedthesystemsdepartmenttoanalyzewhatis
askingifthenewworkshouldbeaddedtotheexistingproject.Theremaybemanybusiness
wrongandfixtheproblem.Youareaprojectmanagerworkingwiththecost
reasonstotrytodothis,butfromaprojectmanagementperspective,majoradditionstothe
accountingprogramsonanotherproject.Managementhasissuedachange
projectaregenerallydiscouraged.Inthiscase,thenewworkisaselfcontainedunitofwork,
requesttothechangecontrolboardtoaddthenewworktoyourproject.
hasnooverlapwiththeexistingwork,doesnotfitwithintheprojectcharter,andneedsa
Yourexistingprojecthasacostperformanceindex(CPI)of1.2andaschedule
A.Developaprojectcharter. differentskillset.Therefore,itisbesttomakeitanewproject.Thefirststeptoansweringthis
performanceindex(SPI)of1.3,soyouhavesomeroomtoaddworkwithout
questionistorealizethattheworkshouldbeaseparateproject.Thesecondstepistolookat
delayingyourexistingprojectorgoingoverbudget.However,youcannotseehow
thechoicesandseewhichrelatestoinitiatinganewproject.Reestimatingtheprojectsounds
thenewworkfitswithintheprojectcharterforyourexistingproject.Aftersome
likethebestchoiceonlyifyoudidnotrealizethatthenewworkshouldbeaseparateproject.
analysis,youdeterminethatthenewworkandexistingworkdonotoverlapand
Validatingscopeisdoneduringprojectmonitoringandcontrolling,anddoesnotrelatetothe
canbedoneconcurrently.Theyalsorequiredifferentskillsets.Whichofthe
decisionofwhethertoaddworktotheproject.Identifyingscopechangesalsoimpliesthatthe
followingistheBESTthingtodo?
newworkhasbeenacceptedasanadditiontotheexistingproject.Developingaprojectcharter
isamongthefirststepsofinitiatinganewproject,andthebestchoiceinthissituation.

DidyoupickValidateScope?ThenyoumayhaveforgottenthattheValidateScopeprocessis
42.Alltechnicalworkiscompletedontheproject.Whichofthefollowingremains doneduringprojectmonitoringandcontrolling,notprojectclosing.Planningtheriskresponses
D.Completelessonslearned
tobedone? andcreatingthestaffingmanagementplanaredoneearlierintheproject.Thelessonslearned
canonlybecompletedaftertheworkiscompleted.
Aprojectmanagershouldbelookingatwherechangesarecoiningfromanddoingwhateveris
43.WhichofthefollowingBESTreflectsthephraseinfluencingthefactorsthat B.Determiningthesourcesofchanges
necessarytolimitthenegativeeffectsofchangeontheproject.Heorsheneedstofindtheroot
affectchange? andfixingtherootcauses
cause,sofuturechangesmaybeavoided.

4.ScopeManagement
Thenumberingsystemallowsteammemberstoquicklyidentifythelevelinthework
C.Identifythelevelatwhichindividual
1.Aworkbreakdownstructurenumberingsystemallowstheprojectteamto: breakdownstructurewherethespecificelementisfound.Italsohelpstolocatetheelementin
elementsarefound.
theWBSdictionary.
Thetermstakeholderencompassesalltheotherchoices.Inthiscase,itisthebestanswer
2.TheworkbreakdownstructurecanBESTbethoughtofasaneffectiveaidfor
D.Stakeholder sincetheWBScanbeused(butdoesnotneedtobeused)asacommunicationstoolforall
communications.
stakeholderstoseewhatisincludedintheproject.
TheoutputoftheValidateScopeprocessiscustomeracceptanceofprojectdeliverables.The
B.Customeracceptanceofproject
3.WhichofthefollowingisaKEYoutputoftheValidateScopeprocess? otherchoicesallhappenduringprojectplanning,wellbeforethetimetheValidateScope
deliverables
processtakesplace.
Activitylistsmayidentifytheworkpackagetheyrelateto,buttheydonotcontaindetailed
descriptionsoftheworkpackages.Theprojectscopestatementdefinestheprojectscope,butit
4.Duringprojectexecuting,ateammembercomestotheprojectmanager
doesnotdescribetheworkateammemberisassigned.Thescopemanagementplandescribes
becauseheisnotsurewhatworkheneedstoaccomplishontheproject.Whichof A.WBSdictionary
howscopewillbeplanned,managed,andcontrolled.Itdoesnotincludeadescriptionofeach
thefollowingdocumentscontainsdetaileddescriptionsofworkpackages?
workpackage.TheWBSdictionarydefineseachelementintheWBS.Therefore,descriptionsof
theworkpackagesareintheWBSdictionary.
5.Duringwhichpartoftheprojectmanagementprocessistheprojectscope TheprojectscopestatementisanoutputoftheDefineScopeprocess,whichoccursduring
B.Planning
statementcreated? projectplanning.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
6.Theprogramwasplannedyearsago,beforetherewasamassiveintroductionof
Notallquestionswillbedifficult.Thelevelofuncertaintyinscopeincreasesbasedonthescale
newtechnology.Whileplanningthenextprojectinthisprogram,theproject
D.Increases. ofeffortrequiredtoidentifyallthescope.Forlargerprojects,itismoredifficulttocatch
managerhasexpandedthescopemanagementplanbecause,asaproject
everything.
becomesmorecomplex,thelevelofuncertaintyinthescope:

7.Duringameetingwithsomeoftheprojectstakeholders,theprojectmanageris
askedtoaddworktotheprojectscope.Theprojectmanagerhadaccessto
Althoughonecouldletthesponsorknowaboutthestakeholdersrequest,thebestchoicelisted
correspondenceabouttheprojectbeforetheprojectcharterwassignedand C.Tellthestakeholdersthescope
wouldbetosayno,asthiswasalreadyconsidered.Anevenbetterchoicewouldbetofindthe
remembersthattheprojectsponsorspecificallydeniedfundingforthescope cannotbeadded.
rootcauseoftheproblem,butthatchoiceisnotlistedhere.
mentionedbythesestakeholders.TheBESTthingfortheprojectmanagertodois
to:
8.AnewprojectmanagerisbeingmentoredbyamoreexperiencedPMPcertified
projectmanager.Thenewprojectmanagerishavingdifficultyfindingenoughtime AWBSdoesnotshowdatesorresponsibilityassignments.Thebusinessneedisdescribedinthe
tomanagetheprojectbecausetheprojectscopeisbeingprogressively projectcharter.Inthissituation,theprojectscopeisbeingfinetuned.Itwouldsavetheproject
elaborated.ThePMPcertifiedprojectmanageradvisesthatthebasictoolsfor A.Communicatingwiththecustomer managertimeineffectivelymanagingprogressiveelaborationiftheWBSwasusedasa
projectmanagement,suchasaworkbreakdownstructure,canbeusedduring communicationstool.UsingtheWBShelpsensureeveryone(includingthecustomer)
projectexecutingtoassisttheprojectmanager.Forwhichofthefollowingcana understandsthescopeofthework.
workbreakdownstructurebeused?
9.Duringaprojectteammeeting,ateammembersuggestsanenhancementto Theteammemberissuggestinganenhancementthatisoutsidethescopeoftheproject
thescopethatisbeyondthescopeoftheprojectcharter.Theprojectmanager charter.Scopemanagementinvolvesfocusingondoingtheworkandonlytheworkinthe
B.Scopemanagement.
pointsoutthattheteamneedstoconcentrateoncompletingalltheworkand projectmanagementplanthatmeetstheobjectivesoftheprojectcharter.Theprojectmanager
onlytheworkrequired.Thisisanexampleof: isperformingscopemanagement.
TheValidateScopeprocessoccursduringprojectmonitoringandcontrolling.Itisdoneatthe
C.Attheendofeachphaseofthe
10.WhenshouldtheValidateScopeprocessbedone? endofeachprojectphasetogetapprovalforphasedeliverables,aswellasatotherpointsto
project
getapprovalforinterimdeliverables.
Donotjumpintotheproblemwithoutthinking.Thecustomeronlynotifiedtheprojectmanager
11.Tieprojectismostlycomplete.Theprojecthasaschedulevarianceof300and
thattheywanttomakeachange.Theydidnotdescribethechange.Theprojectmanager
acostvarianceof900.Allbutoneofthequalitycontrolinspectionshavebeen
shouldnotsaynountilheorsheknowsmoreaboutthepotentialchange,norshouldthe
completedandallhavemetthequalityrequirements.Allitemsintheissuelog
B.Askthecustomerforadescription projectmanagergotomanagementwithoutmoreinformation.Theprojectmanagermust
havebeenresolved.Manyoftheresourceshavebeenreleased.Thesponsoris
ofthechange. understandthenatureofthechangeandhavetimetoevaluatetheimpactofthatchange
abouttocallameetingtoobtainproductvalidationwhenthecustomernotifies
beforedoinganythingelse.Ofthesechoices,thefirstthingtodoistodeterminewhatthe
theprojectmanagerthattheywanttomakeamajorchangetothescope.The
changeis.Theprojectmanagermightthenanalyzethepotentialchangewiththeteam,butonly
projectmanagershould:
iftheirinputisrequired.
12.Youhavejustjoinedtheprojectmanagementofficeafterfiveyearsofworking
Workbreakdownstructuresarerequiredonprojectsofeverysize,regardlessofwhether
onprojects.Oneofthethingsyouwanttointroducetoyourcompanyisthevalue
A.Workbreakdownstructureswill contractsareinvolved.Workbreakdownstructurescanbeusedtohelpidentifyrisks,butrisks
ofcreatingandutilizingworkbreakdownstructures.Someoftheproject
preventworkfromslippingthrough canbeidentifiedusingothermethodsaswell.Preventingworkfrombeingforgotten(slipping
managersareangrythatyouareaskingthemtodoextrawork.Whichofthe
thecracks. throughthecracks)isoneofthemainreasonsthetoolisused,andisthebestchoiceoffered
followingwouldbetheBESTthingyoucouldtelltheprojectmanagerstoconvince
here.
themtouseworkbreakdownstructures?
13.Anewprojectmanagerhasaskedyouforadviceoncreatingawork TheWBSisaninputtoallofthesechoices.However,teambuyinisadirectresultoftheWBS
breakdownstructure.Afteryouexplaintheprocesstoher,sheasksyouwhat creationprocess,whiletheotherchoicesusetheWBStoassistintheircompletion.Involving
softwaresheshouldusetocreatetheWBSandwhatsheshoulddowithitwhenit theteamincreatingtheWBSprovidesprojectteammemberswithanunderstandingofwhere
B.Teambuyin.
iscompleted.Youmightrespondthatitisnotthepicturethatisthemostvaluable theirpiecesfitintotheoverallprojectmanagementplanandgivesthemanindicationofthe
resultofcreatingaWBS.ThemostvaluableresultofaWBSis: impactoftheirworkontheprojectasawhole.
Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
14.Tomanageaprojecteffectively,workshouldbebrokendownintosmall
ThelowestleveloftheWBSisaworkpackage,whichcanbecompletedbymore
pieces.WhichofthefollowingdoesNOTdescribehowfartodecomposethe C.Untilitcanbedonebyoneperson
thanoneperson.Theotherchoicesareaspectsofaworkpackage.
work?
Theprojectscopestatementdescribesworkonahighlevelbasis.Workpackagesneedtobe
specifictoenableteammemberstocompletetheirworkwithoutgoldplating.Theproduct
15.Aprojectmanagermayuse_______tomakesuretheteammembersclearly C.TheWBSdictionary scopedoesnottellteammemberswhatworkisassignedtothem.Theteamshouldhaveacopy
knowwhatworkisincludedineachoftheirworkpackages. oftheschedule,butascheduledoesnotshowthemwhatworkisincludedineachoftheirwork
packages.WorkpackagesaredescribedintheWBSdictionary.NOTE:DonotthinkoftheWBS
dictionaryasadictionaryofterms.

Auserstoryisawayofstatingarequirement,oftenusingthefollowingformat:Asa<Role>,I
A.Todocumentfeaturesorfunctions
16.TheMAINpurposeofwritingauserstoryis: want<Functionality/Goal>,sothat<BusinessBenefit/Motivation>.Userstoriesmaybe
requiredbystakeholders.
developedinfacilitatedworkshopsoraspartofotherrequirementsgatheringmethods.

17.Theconstructionphaseofanewsoftwareproductisnearcompletion.The
nextphasesaretestingandimplementation.Theprojectistwoweeksaheadof TheValidateScopeprocessdealswithacceptancebythecustomer.Withoutthisacceptance,
A.ValidateScope
schedule.WhichofthefollowingprocessesshouldtheprojectmanagerbeMOST theprojectmanagerwillnotbeabletomoveintothenextprojectphase.
concernedwithbeforemovingintothefinalphase?

18.Youaremanagingasixmonthprojectandhaveheldbiweeklymeetingswith MonitorandControlRisks,ControlSchedule,andControlScopearemonitoringandcontrolling
yourprojectstakeholders.Afterfiveandahalfmonthsofwork,theprojectison processes.Thissituationaskshowtopreventtheproblem,whichwouldhavebeendoneduring
scheduleandbudget,butthestakeholdersarenotsatisfiedwiththedeliverables. C.DefineScope. planning.TheprojectdeliverablesaredefinedintheDefineScopeprocess,whichisapartof
Thissituationwilldelaytheprojectcompletionbyonemonth.TheMOST projectplanning.Goodplanningreducesthelikelihoodofasituationliketheonedescribed,by
importantprocessthatcouldhavepreventedthissituationis: includingtherightpeopleandspendingadequatetimeclarifyingtheprojectscope.

ThescopebaselineincludestheWBS,WBSdictionary,andtheprojectscopestatement.The
19.AllofthefollowingarepartsofthescopebaselineEXCEPTthe: A.Scopemanagementplan.
scopemanagementplanisnotpartofthescopebaseline.

Noticethattherearemanythingstheprojectmanagercoulddolistedinthechoices.The
20.Oneofthestakeholdersontheprojectcontactstheprojectmanagertodiscuss questionaskswhatistheBESTthingtodoNEXT.Managementofthechangeisnotcomplete
someadditionalscopetheywouldliketoaddtotheproject.Tireprojectmanager whentheControlScopeprocessiscompleted.Itisimportanttolookattheimpactofthe
B.Completeintegratedchange
asksfordetailsinwritingandthenworksthroughtheControlScopeprocess. changeonotherpartsoftheproject,suchastimeandcost.Therefore,performingintegrated
control.
WhatshouldtheprojectmanagerdoNEXTwhentheevaluationoftherequested changecontrolisthebestthingtodonext.Thiswouldprobablybefollowedbymakingsurethe
scopeiscomplete? impactofthechangeisunderstoodbythestakeholder,thendeterminingwhythisscopewas
notidentifiedinplanning,andaskingthestakeholderiftherearemorechangesexpected.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Theprojectmanagerisnotlosingresources(whichisimpliedbynotgettingthemanagersbuy
21.Duringthecompletionofprojectwork,thesponsoraskstheprojectmanager in).Althougharewardsystemwouldhelpwithcooperation,therealproblemhereisnot
toreportonhowtheprojectisgoing.Inordertopreparethereport,theproject cooperation.Meetingwiththeteammemberandhisbosscannotbetheanswerbecauseitalso
managerasksalltheteammemberswhatpercentcompletetheirworkis.Thereis doesnotsolvetheproblemathand(theteammembernotknowingwhatheistodo).Ifyou
oneteammemberwhohasbeenhardtomanagefromthebeginning.Inresponse selectedthischoice,beverycareful!Youcanget10to20questionswrongontheexamsimply
D.Theprojectmanagerdidnotassign
tobeingaskedwhatpercentcompleteheis,theteammemberasks,Percent becauseyoudonotseetherealproblem!Thewholediscussionoftheteammemberandhis
workpackages.
completeofwhat?Beingtiredofsuchcomments,theprojectmanagerreportsto actionsisadistracter.Therealprobleminthisscenarioisnotthattheteammemberisbeing
theteammembersbossthattheteammemberisnotcooperating.Whichofthe uncooperative.Heisaskingaquestionthatmanyteammemberswanttoaskintherealworld.
followingisMOSTlikelytherealproblem? HowcanItellyouhowthingsaregoingifIdonotknowwhatworkIambeingaskedtodo?
TherealproblemisthelackofaWBSandworkpackages.IftherewereaWBSandwork
packagesfortheproject,theteammemberwouldnothavetoasksuchaquestion.

Afterobtaininginputfromthecustomerandotherstakeholders,theprojectteamisresponsible
22.TiredevelopmentofthescopebaselinecanBESTbedescribedasinvolving: B.Theprojectteam. fordevelopingthescopebaseline.RememberthatthescopebaselineincludestheWBS,WBS
dictionary,andprojectscopestatement.
TheprojectscopestatementisanoutputoftheDefineScopeprocess.Theworkbreakdown
structureisanoutputoftheCreateWBSprocess.Scopechangerequestsareoutputsofthe
23.WhichofthefollowingisanoutputoftheCollectRequirementsprocess? A.Requirementstraceabilitymatrix ValidateScopeandControlScopeprocesses.Therequirementstraceabilitymatrixisanoutput
oftheCollectRequirementsprocess,andisusedtotracktherequirementsthroughoutthelife
oftheproject

Thereisnoreasontothinkthattheboardsrejectionwouldnotcontainanexplanationalready,
24.Ascopechangehasbeensuggestedbyoneofthestakeholdersontheproject. sinceprovidingthatinformationiscommonlydone.Suggestingachangeprocessthat
C.Documenttheoutcomeofthe
Aftercarefulconsiderationandalotofarguing,thechangecontrolboardhas circumventsthechangecontrolboardsauthorityisnotethical.Thereisnoreasonto
changerequest.
decidedtorejectthechange.Whatshouldtheprojectmanagerdo? thinkthatapprovalprocessesarenotalreadyinplace.Arejectedchangeshouldberecordedfor
historicalpurposes,incasetheideaisresurrectedlater,andforotherreasons.

Therearemanypiecesofdatainthisquestionthataredistractersfromtherealissue.Thoughit
25.Diecostperformanceindex(CPI)ontheprojectis1.13,andthebenefitcost iscommontohavetocutcostsandaddresourcestoaproject,nothinginthequestionshould
C.Notbeingabletomeasure
ratiois1.2.Theprojectscopewascreatedbytheteamandstakeholders. leadyoutothinkthesewillberequiredinthissituation.Customersdonotgenerallyapprove
completionoftheproductofthe
Requirementsontheprojecthavebeenchangingthroughouttheproject.No theprojectscope(whatyouaregoingtodotocompletetheirrequirements);instead,they
project
matterwhattheprojectmanagerhastriedtoaccomplishinmanagingtheproject, approvetheproductscope(theirrequirements).Sincerequirementsareusedtomeasurethe
whichofthefollowingisheMOSTlikelytofaceinthefuture? completionoftheproductoftheproject,nothavingcompleterequirementswillmakesuch
measurementimpossible.
26.ValidateScopeiscloselyrelatedto: A.ControlQuality. ControlQualitychecksforcorrectness,andValidateScopechecksforacceptance.
27.WhichofthefollowingcancreatetheMOSTmisinterpretationoftheproject Muchoftheworkontheprojectisdictatedbytheprojectscopestatement.Anyimprecisionin
A.Impreciselanguage
scopestatement? suchakeydocumentwillleadtodifferinginterpretations.
Thoughitiscorrectthateffectivescopedefinitioncanleadtoamorecompleteprojectscope
statement,thiscannotbetheanswer,becauseitdoesnotdealwithcontrol.Scopeplanning
C.DieControlScopeprocessmustbe
occursbeforetheControlScopeprocess,notafterit.Controllingthescheduleisnotthebest
28.WhichofthefollowingisCORRECTinregardtotheControlScopeprocess? integratedwithothercontrol
waytocontrolscope,sothatisnotthebestanswer.Thecontrolprocessesdonotactin
processes.
isolation.Achangetoonewillmostlikelyaffecttheothers.Thereforetheneedtointegratethe
ControlScopeprocesswithothercontrolprocessesisthebestanswer.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
TheprojectmanagementplaniscompletedbeforetheValidateScopeprocess.TheValidate
C.Itensurescustomeracceptance,
Scopeprocessdoesnotdealwithtime,butratheracceptance.TheValidateScopeprocessdoes
showsthedeliverablemeets
notoccurbeforetheDefineScopeprocess.ThechoicestatingthattheValidateScopeprocess
29.WhichofthefollowingBESTdescribestheValidateScopeprocess? specifications,andprovidesa
ensurescustomeracceptance,showsthedeliverablemeetsspecifications,andprovidesa
chancefordifferencesofopinionto
chancefordifferencesofopiniontocometolightisentirelycorrect,makingthatthebest
cometolight.
answer.
Youneedtohaveaproductdescriptionbeforeyoucandoproductanalysis.Analyzingthelevel
C.Gainingabetterunderstandingof ofqualitydesiredisrelatedtothePlanQualityManagementprocess.Determiningwhetherthe
30.WhichofthefollowingBESTdescribesproductanalysis? theproductoftheprojectinorderto qualitystandardsontheprojectcanbemetisdoneinthePerformQualityAssuranceprocess.
createtheprojectscopestatement Productanalysisincludesgainingabetterunderstandingoftheproductoftheproject,inorder
tocreatetheprojectscopestatement.

5.TimeManagement
Thereareonlytwochoicesrelatedtoscheduling:criticalpathmethodandprecedence
1.Tocontroltheschedule,aprojectmanagerisreanalyzingtheprojecttopredict
diagramming.Precedencediagramming,however,isadiagrammingtechniquethatdealswith
projectduration.Shedoesthisbyanalyzingthesequenceofactivitieswiththe A.Criticalpathmethod
therelationshipbetweenactivities,notscheduleflexibility.Theprojectmanageris
leastamountofschedulingflexibility.Whattechniqueissheusing?
analyzingthecriticalpath.

Nomentionismadethatthedependencycomesfromasourceoutsidetheproject,sothisisnot
2.Adependencyrequiringthatdesignbecompletedbeforemanufacturingcan anexternaldependency.Scopedependencyisnotadefinedterm.Thekeywordinthequestion
C.Mandatorydependency.
startisanexampleofa(n): isrequiring.Sincethedependencyisrequired,itcouldnotbediscretionaryandtherefore
mustbemandatory.Thequestiondefinesamandatorydependency.

3.WhichofthefollowingareGENERALLYillustratedBETTERbybarchartsthan Thebarchart(orGanttchart)isdesignedtoshowarelationshiptotime.Thisisbestusedwhen
D.Progressorstatus
networkdiagrams? demonstratingprogressorstatusasafactoroftime.
4.Iftheoptimisticestimateforanactivityis12days,andthepessimisticestimate Thebetastandarddeviationiscomputedby(P0)/6.Therefore,theansweris
A.1
is18days,whatisthestandarddeviationofthisactivity? (1812)/6=6/6=1.
Aheuristicisagenerallyacceptedrule.Examplesarecostperlineofcode,costpersquarefoot
5.AheuristicisBESTdescribedasa: D.Generallyacceptedrule.
offloorspace,etc.
Totalfloatandfreefloatarethetimeanactivitycanbedelayedwithoutimpactingtheentire
6.Lagmeans: C.Waitingtime. projectorthenextactivity.Aforwardorbackwardpassreferstoanetworkanalysistechnique,
notwaitingtime.Waitingtimeisthecorrectdefinitionoflag.

Thebarchartmayshowanenddate,butitisnotusedtodeterminedates.Theprojectcharter
alsomayincludearequiredenddate,butnotalogicaldeterminationofhowlongtheproject
7.WhichofthefollowingistheBESTprojectmanagementtooltouseto
B.Networkdiagram willtake.Thenetworkdiagramtakestheactivitiesfromtheactivitylistandaddsdependencies.
determinethelongesttimetheprojectwilltake?
Thedependenciesallowustolookatthevariouspathsthroughthediagramtodeterminethe
longestduration(critical)path.Thenetworkdiagramisthebestanswer.

Thisquestiontestsyourknowledgeaboutanumberoftopics.Therecanoftenbemorethan
onecriticalpath,butyoumightadjusttheplaninordertodecreaseriskandhaveonlyone
A.Thecriticalpathhelpsprovehow criticalpath.Thenetworkdiagrammayormaynotchangewhentheenddatechanges,
8.WhichofthefollowingisCORRECT?
longtheprojectwilltake. dependingontheamountofschedulereserveandthereasonforthechangetotheschedule.
Youcanhavenegativefloatifyouarebehindschedule.Thecriticalpathhelpsprovehowlong
theprojectwilltake.Thisistheonlycorrectstatementofthechoicesgiven.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Amilestonerepresentsthecompletionofaseriesofactivitiesorworkpackages.
9.Whatisthedurationofamilestone? C.Ithasnoduration.
Therefore,ittakesnotimeofitsown.

Anestimatecanhaveawiderangeandstillbeaccurateiftheitemestimatedincludesidentified
10.WhichofthefollowingBESTdescribestherelationshipbetweenstandard C.Standarddeviationtellsyouhow risks.Thereisnosuchthingasapadinproperprojectmanagement.Anestimatemightbe
deviationandrisk? uncertaintheestimateis. inflated,butitisacalculatedreservetoaccountforrisks,notarbitrarypadding.Thestandard
deviationtellsyoutheamountofuncertaintyorriskinvolvedintheestimatefortheactivity.

D.Determiningthelengthoftimethe
Thetotalfloatofanactivityisthelengthoftimetheactivitycanbedelayedwithoutdelaying
11.Thefloatofanactivityisdeterminedby: activitycanbedelayedwithout
thecriticalpath.
delayingthecriticalpath.

ThoughhavingthreecriticalpathsCOULDrequiremorepeopleorcostmore,theanswerthatis
12.Aprojecthasthreecriticalpaths.WhichofthefollowingBESTdescribeshow
B.Itincreasestheprojectrisk. definitelyandalwaystrueisthatitincreasesprojectrisk.Becauseyouneedtomanagethree
thisaffectstheproject?
criticalpaths,thereismoreriskthatsomethingcouldhappentodelaytheproject.

Fasttrackingaffectsbothtimeandcostbutmaynothelpevenoutresourceusage.MonteCarlo
13.Ifprojecttimeandcostarenotasimportantasthenumberofresourcesused
C.Performresourceoptimization. analysisandanalysisoflifecyclecostsdonotdirectlydealwithresources.Resource
eachmonth,whichofthefollowingistheBESTthingtodo?
optimizationistheonlychoicethatwilldefinitelyaffectresources.
Bothtypesofchartsareusedinprojectplanning.Teammembersneedtoseedetailsandso
theyneedabarchartratherthanamilestonechart.RiskanalysisCOULDmakeuseofboth
charts.Amilestonechartisusedinsteadofabarchartforanysituationwhereyouwantto
14.Whenisamilestonechartusedinsteadofabarchart? C.Reportingtomanagement
reportinalessdetailedway.Sincebarchartscanscarepeoplewiththeircomplexityandoften
showtoomuchdetailtobeworthwhileonamanagementlevel,milestonechartsaremore
effectiveforreportingtomanagement.
Levelingresourcesgenerallyextendstheschedule.MonteCarloanalysisdoesnotdirectly
15.Yourprojectmanagementplanresultsinaprojectschedulethatistoolong.If
addresstheconstraintsofthissituation.Tocompresstheschedule,youcouldeithercrashor
theprojectnetworkdiagramcannotchangebutyouhaveextrapersonnel C.Crashtheproject.
fasttrack.However,thesituationsaysthatthenetworkdiagramcannotchange.Thiseliminates
resources,whatistheBESTthingtodo?
thefasttrackingoption,leavingcrashingtheprojectasthebestanswer.

Thisisanotherquestionthatasksaboutproblemsolving.Neithertellingthebossnorwaitingto
C.Meetwiththeteamtolookat
16.WhichofthefollowingistheBESTthingtodowhenaskedtocompletea seethestatusnextmonthtriestosolvetherealproblem.Itwouldbeinaccuratetoreportthat
optionsforcrashingorfasttracking
projecttwodaysearlierthanplanned? theprojectcannotbefinishedearlier.Onlymeetingwiththeteamtolookforoptionsfor
thecriticalpath.
compressingtheschedule(bycrashingorfasttracking)relatestoproblemsolving.

17.Inattemptingtocompletetheprojectfaster,theprojectmanagerlooksatthe
A.Riskimpactofcrashingeach Youmayormaynotneedyourcustomersoryourbosssinput,butyouwilldefinitelyneedto
costassociatedwithcrashingeachactivity.TheBESTapproachtocrashingwould
activity. includeananalysisofrisk.
alsoincludelookingatthe:
18.Whichofthefollowingprocessesincludesaskingteammembersaboutthe
Bythetimethisprocessistalcingplace,DevelopProjectCharter,DefineScope,andSequence
timeestimatesfortheiractivitiesandreachingagreementonthecalendardatefor B.DevelopSchedule
Activitieswouldbecompleted.TheprocessdefinedinthequestionisDevelopSchedule.
eachactivity?
Thisquestionagaintestswhetheryouknowhowtosolveproblems.Cuttingproductscope
D.Determineoptionsforschedule negativelyaffectsthecustomer,andisthereforenotbest.Aprojectmanagersjobisto
19.Aprojectmanagerisinthemiddleofexecutingaverylargeconstruction
compressionandpresent determineoptionsformeetinganyenddate;therefore,simplytellingmanagementthe
projectwhenhediscoversthetimeneededtocompletetheprojectislongerthan
managementwithhisrecommended requireddatecannotbemetisnotcorrect.Workingovertimeisexpensiveandunnecessary
thetimeavailable.WhatistheBESTthingtodo?
option. whentherearemanyotherchoicesthatcouldbeselectedfirst.Determiningoptionsfor
schedulecompressionwouldhavetheleastnegativeeffectontheproject.
Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
20.Duringprojectplanning,youestimatethetimeneededforeachactivityand B.Tireteamdidnotcreatethe Timeestimatesfortheactivitiesshouldbecreatedbytheteamandshouldnotbeadded
thenadduptheestimatestocreatetheprojectestimate.Youcommitto estimate,andanetworkdiagramwas togethertocreatetheprojectestimate.Someactivitiesmaytakeplaceconcurrently;these
completingtheprojectbythisdate.Whatiswrongwiththisscenario? notused. wouldbeidentifiedinthenetworkdiagram.
21.YouareaprojectmanageronaUS$5,000,000softwaredevelopmentproject.
Thequestionimpliesafinishtofinishrelationshipbetweenactivities.Thearrowdiagramming
Whileworkingwithyourprojectteamtodevelopanetworkdiagram,younoticea
methoddoesnotsupportthattypeofrelationship.Criticalpathisnotadiagrammingmethod,
seriesofactivitiesthatcanbeworkedinparallelbutmustfinishinaspecific A.Precedencediagrammingmethod
andoperationaldiagrammingmethodisamadeupterm.Theprecedencediagrammingmethod
sequence.Whattypeofactivitysequencingmethodisrequiredforthese
ismostappropriateinthiscase.
activities?

22.YouareaprojectmanageronaUS$5,000,000softwaredevelopmentproject.
Whileworkingwithyourprojectteamtodevelopanetworkdiagram,yourdata
Thesituationisneithermandatorynordrivenbyanexternalsource.Aheuristicisageneralrule
architectssuggestthatqualitycouldbeimprovedifthedatamodelisapprovedby
B.Discretionarydependency thatcanbeusedconsistently.Thissituationisauniqueoccurrenceforwhichapreferred
seniormanagementbeforemovingontootherdesignelements.Theysupportthis
methodisbeingsuggested.Therefore,thisisadiscretionarydependency.
suggestionwithanarticlefromaleadingsoftwaredevelopmentjournal.Whichof
thefollowingBESTdescribesthistypeofinput?

Thisisanexampleofatwostagequestionyoumayfindontheexam.Firstyouneedtodraw
23.Basedonthefollowing,ifyouneededtoshortenthedurationoftheproject,
D.ActivityC thenetworkdiagramandfindthecriticalpath,andthenmakeadecision.Thenetworkdiagram
whichactivitywouldyoutrytoshorten?
wouldbe:

Thecriticalpathis16(Start,C,E,H,End).Manypeopleimmediatelylookforthelongest
durationactivityontheprojecttocut.HereactivityDisthelongest,at10weeks.However,that
activityisnotonthecriticalpath,andcuttingitwouldnotshortentheprojectsduration.You
mustchangethecriticalpath.Inthiscase,bothactivityCandactivityHareonthecriticalpath.
Ifyouhaveachoice,allthingsbeingequal,choosetheearlieroption.Therefore,activityCisthe
bestanswer.

24.Youhaveaprojectwiththefollowingactivities:ActivityAtakes40hoursand Didyounoticehowdifficultthisquestionwastoread?Suchwordingisintentional,toprepare
canstartaftertheprojectstarts.ActivityBtakes25hoursandshouldhappen youforinterpretingquestionsontherealexam.Lookingatthissituation,youseethereare
aftertheprojectstarts.ActivityCmusthappenafteractivityAandtakes35hours. threepathsthroughthenetworkasshowninthefollowingtable.IfthedurationofactivityB
C.ThecriticalpathisStart,A,C,E,F,
ActivityDmusthappenafteractivitiesBandCandtakes30hours.ActivityEmust changesfrom25to37,theactivitywilltake12hourslonger.Astheactivityisonlyonthethird
End.
takeplaceafteractivityCandtakes10hours.ActivityFtakesplaceafterActivityE path,itwillonlychangethedurationofthatpathfrom55to55+12,or67hours.Sincethe
andtakes22hours.ActivitiesFandDarethelastactivitiesoftheproject.Which durationofthecriticalpathis107hours,thedelaywithactivityBwillhavenoimpactonthe
ofthefollowingisTRUEifactivityBactuallytakes37hours? projecttimelineorthecurrentcriticalpath.

TheDevelopScheduleprocessincludesallworkandusesallinputsneededtocomeupwitha
25.Aprojectmanagerhasreceivedactivitydurationestimatesfromhisteam.
finalized,realisticschedule.AspartoftheEstimateActivityDurationsprocess,reservesare
WhichofthefollowingdoesheneedinordertocompletetheDevelopSchedule D.Reserves
createdtocoveridentifiedandunknownschedulerisks.AlltheotheritemsarepartsofControl
process?
ScheduleandoccuraftertheDevelopScheduleprocess.
26.Aprojectmanageristakingoveraprojectfromanotherprojectmanager
duringprojectplanning.Ifthenewprojectmanagerwantstoseewhatthe Theschedulemanagementplanisthemostcorrectanswer.Itincludesplansforhowschedule
D.Schedulemanagementplan.
previousprojectmanagerplannedformanagingchangestotheschedule,itwould changeswillbemanaged.
beBESTtolookatthe:
Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
27.Aprojectmanagerisusingweightedaveragedurationestimatestoperform
B.Betadistribution Betadistributionusesweightedaveragestocomputeactivitydurations.
schedulenetworkanalysis.Whichtypeofmathematicalanalysisisbeingused?

Sequencingtheactivitiesisthesamethingascreatinganetworkdiagram,sothathasalready
beendone.TheValidateScopeprocessisdoneduringprojectmonitoringandcontrolling,not
28.TheWBS,estimatesforeachworkpackage,andthenetworkdiagramare C.Createapreliminaryscheduleand
duringprojectplanning.Sinceascheduleisaninputtoriskmanagement,riskmanagement
completed.TireNEXTthingfortheprojectmanagertodois: gettheteamsapproval.
comesafterthecreationofapreliminaryschedule,andsothatisnotthenextthingtodo.
Creatingthepreliminaryscheduleisnext.
Thequestionisreallyasking,WhatisdoneaftertheEstimateActivityDurationsprocess?The
29.Anewproductdevelopmentprojecthasfourlevelsintheworkbreakdown
workbreakdownstructureandactivitylistaredonebeforeEstimateActivityDurations.The
structureandhasbeensequencedusingtheprecedencediagrammingmethod. D.Compresstheschedule.
scheduleisnotfinalizeduntilafterschedulecompression.Thereforecompressingtheschedule
Theactivitydurationestimateshavebeenreceived.WhatshouldbedoneNEXT?
isdonenext.

Noticehowthisquestionandthepreviousoneseemverysimilar.Thisisintendedtoprepare
30.Youaretheprojectmanagerforanewproductdevelopmentprojectthathas youforsimilarquestionsontheexam.Estimatingactivityresourcesandanalogouslyestimating
fourlevelsintheworkbreakdownstructure.Thenetworkdiagramandduration thescheduleshouldhavealreadybeencompleted.Thesituationdescribediswithinthe
D.Gainapproval.
estimateshavebeencreated,andaschedulehasbeendevelopedand DevelopScheduleprocessoftimemanagement.ControlScheduleisthenexttimemanagement
compressed.WhichtimemanagementactivityshouldyoudoNEXT? processafterDevelopSchedule,buttheDevelopScheduleprocessisnotyetfinished.Final
approvaloftheschedulebythestakeholdersisneededbeforeonehasaprojectschedule.

31.Ateammemberfromresearchanddevelopmenttellsyouthatherworkistoo MonteCarloanalysisisamodeling,orsimulation,technique.Threepointestimatingusesthree
creativetoprovideyouwithafixedsingleestimatefortheactivity.Youboth timeestimatesperactivity.Onecouldusedatafrompastprojectstocomeupwiththeestimate
A.Parametricestimating
decidetousetheaveragelaborhourstodevelopaprototype(frompastprojects). (analogousestimating),butthebestanswerisparametricestimatingbecausepasthistoryis
Thisisanexampleofwhichofthefollowing? beingusedtocalculateanestimate.
Thereisnoinformationpresentedaboutlagorprogress.Theactivitydescribedhasfloat,
32.Anactivityhasanearlystart(ES)ofday3,alatestart(LS)ofday13,anearly D.Isnotonthecriticalpath.D.Isnot
becausethereisadifferencebetweentheearlystartandlatestart.Anactivitythathasfloatis
finish(EF)ofday9,andalatefinish(LF)ofday19.Theactivity: onthecriticalpath.
probablynotonthecriticalpath.

33.Theprojectiscalculatedtobecompletedfourdaysafterthedesired Cuttingresourcesfromanactivitywouldnotsavetime,norwouldmovingresourcesfromthe
completiondate.Youdonothaveaccesstoadditionalresources.Theprojectis preferentialdependenciestotheexternaldependencies.Removinganactivityfromtheproject
B.Makemoreactivitiesconcurrent.
lowrisk,thebenefitcostratioisexpectedtobe1.6,andthedependenciesare isapossibility,butsincethedependenciesarepreferentialandtheriskislow,thebestchoiceis
preferential.Underthesecircumstances,whatistheBESTthingtodo? tomakemoreactivitiesconcurrent,asthiswouldhavelessimpactontheproject.

34.Aprojectmanagerforasmallconstructioncompanyhasaprojectthatwas
budgetedforUS$130,000overasixweekperiod.Accordingtoherschedule,the Didyougetlostlookingatallthenumberspresentedinthisquestion?Noticethatthereareno
projectshouldhavecostUS$60,000todate.However,ithascostUS$90,000to A.Projectmanager calculationsrequired,simplyanunderstandingofwhattheproblemis.Thisquestiondescribes
date.Theprojectisalsobehindschedule,becausetheoriginalestimateswerenot schedulemanagement,whichisaresponsibilityoftheprojectmanager,
accurate.WhohasthePRIMARYresponsibilitytosolvethisproblem?

Detailedcostestimateshavenothingtodowiththesituationdescribed.Projectmanagement
35.Seniormanagementiscomplainingthattheyarenotabletoeasilydetermine plansincludemoredetailthanisnecessaryforthesituationdescribed,andmaydistractfrom
thestatusofongoingprojectsintheorganization.Whichofthefollowingtypesof D.Milestonereports theconversationifusedinthissituation.Barchartsaremosteffectiveforreportingtotheteam.
reportswouldhelpprovidesummaryinformationtoseniormanagement? Thebestanswerismilestonereports,whichpresenttherightlevelofdetailforupper
management.
36.Rearrangingresourcessothataconstantnumberofresourcesisusedeach Thekeytothisquestionisthephraseconstantnumberusedeachmonth.Onlylevelinghas
C.Leveling.
monthiscalled: suchaneffectontheschedule.
Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Rememberthatanalogousprojectestimatesareconsideredtobetopdown,highlevel
estimates.Therefore,theyarenotbasedonadetailedunderstandingofwhattheworkwill
C.Itgivestheprojectteaman require.Theprojectmanagerneedsmorethanananalogous(highlevel)estimatetodetermine
37.Whichofthefollowingisabenefitofananalogousprojectestimate? understandingofmanagements whetherornottheprojectwillmeettheschedule.Thebenefitofananalogousprojectestimate
expectations. isthatitismanagementsexpectationsofhowlongtheprojectwilltake.Anydifferences
betweentheanalogousestimateandthedetailedbottomupestimatecanbereconciledinthe
planningprocesses.
Waitinguntilallchangesareknown,andthenprintingoutanewschedule,isacommonerror
manyprojectmanagersmake.Instead,theprojectmanagershouldbecontrollingtheproject
throughoutitscompletion.Thesituationinthequestiondoesnotprovideareasontobelieve
38.Duringprojectexecuting,alargenumberofchangesaremadetotheproject. B.Makeapprovedchangesasneeded,
theschedulebaselinemustbechanged.Aprojectmanagermustbeincontroloftheproject,
Theprojectmanagershould: butretaintheschedulebaseline.
ratherthanconsultingwithmanagementbeforemakinganychanges.Wheneveralargenumber
ofchangesoccuronaproject,itiswisetoconfirmthatthebusinesscase,asstatedinthe
projectcharter,isstillvalid.

6.CostManagement
ThisformulaforEACisusedifnovariancesfromtheBAChaveoccurredoryouwillcontinueat
1.Onecommonwaytocomputeestimateatcompletion(EAC)istotakethe
D.DividebyCPI. thesamerateofspending(ascalculatedinyourcumulativeCPI).Youhavetorememberthe
budgetatcompletion(BAC)and:
formulatogettheanswercorrect.
Whenyoulookatearnedvalue,manyofthetermshavesimilardefinitions.Thiscouldgetyou
2.Estimateatcompletion(EAC)isaperiodicevaluationof: C.Theanticipatedtotalcostatproject
intotrouble.EACmeanstheestimateatcompletion.Whatitwillcosttofinishtheprojectisthe
completion.
definitionofETC,orestimatetocomplete.
3.Ifearnedvalue(EV)=350,actualcost(AC)=400,andplannedvalue(PV)=325,
D.50 TheformulaisCV=EVAC.Therefore,CV=350400,orCV=50.
whatiscostvariance(CV)?
4.Thecustomerresponsibleforoverseeingyourprojectasksyoutoprovidea
D.Askforinformationonrisksthat Presentinganythingotherthanyouroriginalestimate(allocatingmoretothebudget)is
writtencostestimatethatis30percenthigherthanyourestimateoftheprojects
wouldcauseyourestimatetobetoo inaccurateandcallsintoquestionyourcompetenceandintegrityasaprojectmanager.The
cost.Heexplainsthatthebudgetingprocessrequiresmanagerstoestimate
low. customershouldlistpotentialchangesandrisksrelatedtoyourestimate.Ifthecostsandrisks
pessimisticallytoensureenoughmoneyisallocatedforprojects.WhatistheBEST
arejustified,youcanincreasethebudget.
waytohandlethis?
Analogousestimatingisusedmostfrequentlyduringprojectplanning,notprojectexecuting.
C.Usestopdownestimating
5.Analogousestimating: Parametricestimatinginvolvescalculationsbasedonhistoricalrecords.Analogousestimating
techniques.
usestopdownestimatingtechniques.
Thisquestionisasking,Whenyoufinishestimatingcosts,whatdoyouhave?Manypeople
B.Thepreventionofinappropriate whodonotrealizethatestimatesshouldbeinarangepickthatoption.Documentationof
6.AllofthefollowingareoutputsoftheEstimateCostsprocessEXCEPT: changesfrombeingincludedinthe assumptionsisreferringtothebasisofestimates,whichisanoutputofEstimateCosts.The
costbaseline. preventionofinappropriatechangesismorecorrectlypartofthecostmanagementplanand
thechangecontrolsystem.
D.Consideroperationsand
ExplanationLifecyclecostinglooksatoperationsandmaintenancecostsandbalancesthem
7.Themainfocusoflifecyclecostingisto: maintenancecostsinmakingproject
withtheprojectcoststotrytoreducethecostacrosstheentirelifeoftheproject.
decisions.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Askingpercentcompleteisnotabestpracticesinceitisusuallyaguess.Oftentheeasiestwork
isdonefirstonaproject,throwingoffanypercentagecalculationsofworkremaining.Thelife
B.Calculatingearnedvalueandusing
cyclecostcannotbelowerthantheprojectcost,asthelifecyclecostincludestheprojectcost.
theindexesandothercalculationsto
8.CostperformancemeasurementisBESTdonethroughwhichofthefollowing? Focusingontheamountspentlastmonthandwhatwillbespentinthenextmonthisoften
reportpastperformanceandforecast
donebyinexperiencedprojectmanagers.Notonlydoesthisprovidelittleinformation,butthe
futureperformance
datacannotbeusedtopredictthefuture.Usingearnedvalueandothercalculationsisthebest
answersincethischoicelooksatthepastandusesthatinformationtoestimatefuturecosts.

D.Theprojectisgetting89centsout TheCPIislessthanone,sothesituationisbad.Theprojectisonlygetting89cents
9.Acostperformanceindex(CPI)of0.89means:
ofeverydollarinvested. outofeverydollarinvested.
C.Youareprogressingat76percentof Earnedvaluequestionsaskforacalculationoraninterpretationoftheresults.In
10.Ascheduleperformanceindex(SPI)of0.76means:
therateoriginallyplanned. thiscase,theprojectisprogressingat76percentoftherateplanned.
YouneedtheWBStodefinetheactivities,thenetworkdiagramtoseethedependencies,and
theriskstodeterminecontingencies.NOTE:Thesearehighlevelrisks,notthedetailedriskswe
11.WhichofthefollowingisNOTneededinordertocomeupwithaproject
D.Changerequests identifylaterinprojectplanning.Changerequestsarenotrequiredtoobtainestimates,
estimate?
althoughtheycouldcauseexistingestimatestobeadjusted.Withouttheotherthreechoices,
youcannotdeveloptheestimates.
12.Whichofthefollowingisanexampleofaparametricestimate? A.Dollarspermodule Parametricestimatesuseamathematicalmodeltopredictprojectcostortime.
13.Aroughorderofmagnitudeestimateismadeduringwhichproject Thisestimatehasawiderange.Itisdoneduringprojectinitiating,whenverylittle
D.Initiating
managementprocessgroup? isknownabouttheproject.
14.Acostbaselineisanoutputofwhichcostmanagementprocess? C.DetermineBudget AcostbaselineisanoutputoftheDetermineBudgetprocess.
15.Duringwhichprojectmanagementprocessgrouparebudgetforecasts
A.Monitoringandcontrolling BudgetforecastsareanoutputofControlCosts,whichispartofmonitoringandcontrolling.
created?
Youaretrainingtheteamonskillsrequiredfortheproject.Thecostisdirectlyrelatedtothe
16.Whichtypeofcostisteamtraining? A.Direct
projectandthusadirectcost.

.17.Projectsetupcostsareanexampleof: B.Fixedcosts. Setupcostsdonotchangeasproductionontheprojectchanges.Therefore,theyarefixedcosts.

Noticethatyouneedtoknowthedefinitionofvalueanalysistoanswerthisquestion.Also
D.Alesscostlywayofdoingthesame
18.Valueanalysisisperformedtoget: noticethattheotherchoicescouldbeconsideredcorrectbysomeonewhodoesnotknowthe
work.
definition.Valueanalysisseekstodecreasecostwhilemaintainingthesamescope.

19.WhichestimatingmethodtendstobeMOSTcostlyforcreatingaprojectcost Becauseyouneedprojectdetailstoestimatethisway,theeffortexpendedwillbegreaterwith
A.Bottomup
estimate? bottomupestimating.
20.Whichofthefollowingrepresentstheestimatedvalueoftheworkactually Itcanbeconfusingtodifferentiateearnedvaluetermsfromeachother.Theestimatedvalueof
A.Earnedvalue(EV)
accomplished? theworkactuallycompletedisthedefinitionofEV,orearnedvalue.

Noticehowoneitemineachoftheincorrectoptionsmakestheentirechoiceincorrect.
B.Specificationsforhowestimates
Durationestimatesarecreatedduringtimemanagement,andmeasuringteamperformanceisa
shouldbestated,rulesformeasuring
21.WhichofthefollowingareALLitemsincludedinthecostmanagementplan? partofhumanresourcemanagement.Thereisnolevelofriskrequiredforestimates.
costperformance,thelevelof
Specificationsforhowestimatesshouldbestated,rulesformeasuringcostperformance,and
accuracyneededforestimates
thelevelofaccuracyneededforestimatesareallpartsofthecostmanagementplan.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
22.Yourprojecthasamediumamountofriskandisnotverywelldefined.The
sponsorhandsyouaprojectcharterandasksyoutoconfirmthattheprojectcan A.Buildanestimateintheformofa Withsuchlimitedinformation,itisbesttoestimateinarange.Therangecanbenarrowedas
becompletedwithintheprojectcostbudget.WhatistheBESTmethodtohandle rangeofpossibleresults. planningprogressesandrisksareaddressed.
this?

Hidingthereserveisaninappropriateaction.Addingcosttoeachactivitywillnotshortenthe
D.Addedtothecostsoftheprojectto criticalpath,andthusisanincorrectstatement.Managementreserves,notcontingency
23.Thecostcontingencyreserveshouldbe:
accountforrisks. reserves,aremaintainedbymanagementtocovercostoverruns.Duringtheriskmanagement
process,youdetermineappropriatecontingencyreservestocoverthecostofidentifiedrisks.

24.Youarehavingdifficultyestimatingthecostofaproject.Whichofthe Althoughallchoicescouldcausedifficulty,onlyinadequatescopedefinitionmakesestimating
A.Inadequatescopedefinition
followingBESTdescribesthemostprobablecauseofyourdifficulty? impossible.
ExplanationLookforthechoicethatwouldhavetheleastnegativeimpactonthissituation.You
25.Yourcostforecastshowsthatyouwillhaveacostoverrunattheendofthe A.Eliminaterisksinestimatesandre wouldnotneedtomeetwiththesponsortodeterminewhichworkcanbedonesooner.Cutting
project.Whichofthefollowingshouldyoudo? estimate. qualityanddecreasingscopealwayshavenegativeeffects.Thechoicewiththeleastnegative
impactistoeliminaterisksinestimatesandreestimate.
Thisisatrickyquestion.Determiningwhythesponsorwantssuchanaccurateestimatesounds
26.Earlyinthelifeofyourproject,youarehavingadiscussionwiththesponsor likeagoodideaatfirst.However,analogousestimatesarelessaccuratethanotherformsof
A.Agreetoanalogousestimating,asit
aboutwhatestimatingtechniquesshouldbeused.Youwantaformofexpert estimating,astheyarepreparedwithalimitedamountofdetailedinformation.Readingevery
isaformofexpertjudgment.
judgment,butthesponsorarguesforanalogousestimating.ItwouldbeBESTto: wordofthischoicehelpseliminateit.Inordertopickthebestanswer,youneedtorealizethat
analogousestimatingisaformofexpertjudgment.
Theoverallprojectbudgetmaybeincludedintheprojectcharterbutnotthedetailedcosts.
27.Youhavejustcompletedtheinitiatingprocessesofasmallprojectandare B.Theprojectbudgetandbaselinewill Evensmallprojectsshouldhaveabudgetandschedule.Itisnotimpossibletocreateaproject
movingintoprojectplanningwhenaprojectstakeholderasksyoufortheprojects notbefinalizedandaccepteduntilthe budgetbeforetheprojectmanagementplaniscreated.However,itisnotwisetodoso,asthe
budgetandcostbaseline.Whatshouldyoutellher? planningprocessesarecompleted. budgetwillnotbeaccurate.Theprojectbudgetandbaselinearenotfinalizedandaccepted
untiltheplanningprocessesarecompleted.
CostManagementistoogeneral.Theestimatesarealreadycreatedinthissituation,sothe
28.Theprojectmanagerisallocatingoverallcostestimatestoindividualactivities
C.DetermineBudget answerisnotEstimateCosts.TheanswerisnotControlCosts,becausethebaselinehasnotyet
toestablishabaselineformeasuringprojectperformance.Whatprocessisthis?
beencreated.TheworkdescribedistheDetermineBudgetprocess.
Recommendingcorrectiveactionsandpossibleupdatestothecostbaselineresultfromproject
29.Monitoringcostexpendedtodateinordertodetectvariancesfromtheplan performancereviews;theyarenotconcurrentwiththem.Monitoringcostsispartofchange
D.Projectperformancereviews.
occursduring: control,butnotpartofcreatingthechangecontrolsystem.Thecorrectchoiceisproject
performancereviews.
Theexamwillaskyouwhatthemanagementplansinclude,inordertotestwhetheryoureally
D.TheWBSlevelatwhichearned
30.Acostmanagementplancontainsadescriptionof: understandthem.ThecostmanagementplanidentifiestheWBSlevelatwhichearnedvalue
valuewillbecalculated.
willbecalculated.

Toanswerthisquestion,youmustlookforachoicethatwouldtakelongerandcostmore.
Noticeoneofthechoicessaysscopewaschanged,butitwasnotnecessarilyaddedto.Ifthe
31.Amanufacturingprojecthasascheduleperformanceindex(SPI)of0.89anda D.Acriticalpathactivitytooklonger changewastoreducethescope,itmightalsohavereducedcost.Thoughitwouldtaketimeto
costperformanceindex(CPI)of0.91.Generally,whatistheBESTexplanationfor andneededmorelaborhoursto handletheissueoftheneedtofindanewsupplier,theimpactedactivitymightnotbeonthe
whythisoccurred? complete. criticalpathandthusmightnotaffecttime.Purchasingadditionalequipmentdefinitelyadds
cost,butnotnecessarilytime.Acriticalpathactivitytakinglongerandrequiringmorelabor
hourstocompletewouldnegativelyaffectbothtimeandcost.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
32.Althoughthestakeholdersthoughttherewasenoughmoneyinthebudget,
halfwaythroughtheprojectthecostperformanceindex(CPI)is0.7.Todetermine
ActualcostsareusedtomeasureCPI,andthereisnoreasontouseSPIinthissituation.Using
therootcause,severalstakeholdersaudittheprojectanddiscovertheproject C.Bottomupestimatingshouldhave
pasthistoryisanotherwayofsayinganalogous.Thebestwaytoestimateisbottomup.Such
costbudgetwasestimatedanalogously.Althoughtheactivityestimatesaddupto beenused.
estimatingwouldhaveimprovedtheoverallqualityoftheestimate.
theprojectestimate,thestakeholdersthinksomethingwasmissinginhowthe
estimatewascompleted.Whichofthefollowingdescribeswhatwasmissing?

Earnedvaluemeasurementisagreatreportingtool.Withit,youcanshowwhereyoustandon
33.Earnedvaluemeasurementisanexampleof: A.Performancereporting.
budgetandschedule,aswellasprovideforecastsfortherestoftheproject.
Identifiedrisksarelistedintheriskregister,aninputtotheEstimateCostsprocess.In
D.Bothaninputtoandanoutputof
34.Identifiedrisksare: completingtheEstimateCostsprocess,additionalrisksmaybeuncovered.Theseareaddedto
theEstimateCostsprocess.
theriskregisterasprojectdocumentsupdates.
Costaccountsareincludedintheprojectcostestimate,andthecontingencyreservesareadded
35.ThedifferencebetweenthecostbaselineandthecostbudgetcanbeBEST tothattocomeupwiththecostbaseline.Thereafter,themanagementreservesareaddedto
A.Themanagementreserves.
describedas: comeupwiththecostbudget.Themanagementreservesmakeupthedifferencebetweenthe
costbaselineandthecostbudget.

Thisquestionisfullofchoicesthatarenotcorrectprojectmanagementactions.Toanswerthe
question,youmustfirstrealizethatitisneverappropriateforaprojectmanagertojustcut
estimatesacrosstheboard.Youshouldhavecreatedaprojectestimatebasedonrealisticwork
packageestimatesthatdonotincludepadding.Then,ifcostsmustbedecreased,youcanlook
36.Youprovideaprojectcostestimatefortheprojecttotheprojectsponsor.He
C.Informthesponsoroftheactivities tocutquality,decreaserisk,cutscope,orusecheaperresources(andatthesametimeclosely
isunhappywiththeestimate,becausehethinksthepriceshouldbelower.He
tobecut. monitortheimpactofchangesontheprojectschedule).Oneoftheworstthingsaproject
asksyoutocut15percentofftheprojectestimate.Whatshouldyoudo?
managercandoistostartaprojectknowingthatthetimeorcostfortheprojectisunrealistic.
Didyounoticethechoiceofaddingadditionalresources?Eventhoughtheyhavelowhourly
rates,thatwouldaddcost.Evaluating,lookingforalternatives,andthenreportingtheimpactof
thecostcuttingtothesponsoristhebestactiontotake.

Whileitistruethatriskwillcosttheprojectmoney,thatisnotthedefinitionofcostrisk.Stating
C.Thereisariskthatprojectcosts
37.Costriskmeans: thattheprojectistooriskyfromacostperspectiveassumesthattheriskistoogreattodothe
couldgohigherthanplanned.
project.Costriskistheriskthatprojectcostscouldgohigherthanplanned.

38.Aprojectmanagerneedstoanalyzetheprojectcoststofindwaystodecrease Directcostsaredirectlyattributabletotheproject,andvariablecostsarecoststhatvarywith
C.Directcostsandvariablecosts.
costs.ItwouldbeBESTiftheprojectmanagerlooksat: theamountofworkaccomplished.Itisbesttolookatdecreasingthesecostsontheproject.

7.QualityManagement
Asageneralrule,onecannotsaythatquality(asdefinedinthequestion)iseither
ofhighorlowcost.Itprovideswhatthecustomerwanted,whichmaynotbethelowestor
1.Whenaproductorservicecompletelymeetsacustomersrequirements: A.Qualityisachieved.
highestcost.Whenaproductorservicecompletelymeetsacustomersneeds,qualityis
achieved.
2.Towhatdoesthefollowingdefinitionrefer?Thepointwherethebenefitsor Thisisthedefinitionofmarginalanalysis.Knowthetermsoyouwillbeableto
revenuetobereceivedfromimprovingqualityequalstheincrementalcostto B.Marginalanalysis answerquestionsthatdealwiththisconcept.Theotherchoicesmaysoundgood,buttheyare
achievethatquality. madeupterms.
Althougheachpersonworkingontheprojectshouldcheckhisorherownwork,the
3.Whoisultimatelyresponsibleforqualitymanagementontheproject? B.Theprojectmanager
Jeddah2016 projectmanagerultimatelyhastheresponsibilityforqualityontheprojectasawhole.
ByEng.AhmedAbdelrahman
Question Answer Explanation
Ifaproblemwithqualityweretooccuragain,manypeoplewouldopttofixtheproblemas
soonaspossible.Itisproactive,butsomeotherprojectconstraint(s)mustchangeto
accommodatefixingtherootcauseoftheproblem.Itmaynotbenecessarytoallowthe
4.Aprojecthasfacedmajordifficultiesinthequalityofitsdeliverables. scheduletoslip,becausetheprojectmanagermightbeabletocompressthescheduleinother
Managementnowstatesthatqualityisthemostimportantprojectconstraint.If C.Allowcosttoincreasebyfixingthe areas.Cuttingcostdoesnotnecessarilycausethescheduletoslip,norwouldthatnecessarilyfix
anotherproblemwithqualityweretooccur,whatwouldbetheBESTthingforthe rootcauseoftheproblem. theproblemathand.Allowingrisktoincreasebycuttingcostisnotthebestchoice,becausea
projectmanagertodo? qualityproblemismostlikelytocreateadditionalcost,ratherthancutcost.Allowingthecostto
increasebyfixingtherootcauseoftheproblemaddressesbothfindingthecauseandthe
probableimpactofdealingwiththeproblem.

5.Amanagernoticesthataprojectmanagerisholdingameetingwithsomeofthe
teamandsomestakeholderstodiscussthequalityoftheproject.Theproject
Didyounoticethereisalotofdatanotrelevanttoansweringthequestion?Expectdistracters
schedulehasbeencompressed,andtheCPIis1.1.Theyhaveworkedhardonthe
A.Improvedqualityleadstoincreased toappearinmanyquestionsontheexam.Qualityeffortsshouldproduceadecreaserather
project,theteamhasbeenrewardedaccordingtotherewardsystemtheproject
productivity,increasedcost thananincreaseincostriskasaresultoflessrework.Qualityeffortsshouldalsoprovide
managerputinplace,andthereisastrongsenseofteam.Themanagersuggests
effectiveness,anddecreasedcostrisk. increasedcosteffectivenessduetolessrework.Thisleavesthebestanswer:Improvedquality
thattheprojectmanagerdoesnothaveenoughtimetoholdmeetingsabout
leadstoincreasedproductivity,increasedcosteffectiveness,anddecreasedcostrisk.
qualitywhenthescheduleissocompressed.WhichofthefollowingBEST
describeswhythemanageriswrong?
C.Thedegreetowhichtheproject Therecanbeacostimpact(ortime,risk,etc.)ofexceedingexpectationsoraddingextras.
6.Qualityis:
meetsrequirements. Qualityisthedegreetowhichtheprojectmeetsrequirements.
Inspection,Paretodiagrams,andfishbonediagramsarealltoolsthatcanbeusedinControl
7.AllthefollowingaretoolsofControlQualityEXCEPT: B.Costofquality. Quality.CostofqualityispartofPlanQualityManagement,makingsuretheprojectisnot
spendingtoomuchtoachieveaparticularlevelofquality.
Fishbonediagramsareoftenusedtostimulatethinkingandtoexploreadesiredfuture
A.Focusonthemostcriticalissuesto
8.Paretodiagramshelptheprojectmanager: outcome.Determiningwhetheraprocessisoutofcontrolisafunctionofcontrolcharts.Only
improvequality.
focusingoncriticalissuestoimprovequalityrelatestoParetodiagrams.
FocusingonthemostcriticalissuestoimprovequalityrelatestoParetodiagrams.Stimulating
D.Determineifaprocessis
9.Acontrolcharthelpstheprojectmanager: thinkingandexploringadesiredfutureoutcomerelatetofishbonediagrams.Onlydetermining
functioningwithinsetlimits.
ifaprocessisfunctioningwithinsetlimitsrelatestocontrolcharts.

10.Testingtheentirepopulationwould: A.Taketoolong. Thelengthoftimeittakestotestawholepopulationisoneofthereasonstotakeasample.

Qualitytrainingisacostofconformancetoquality.Alltheotherchoicesarecostsof
11.AllofthefollowingareexamplesofthecostofnonconformanceEXCEPT: B.Qualitytraining.
nonconformancetoquality.
B.Farthemeasurementisfromthe
12.Standarddeviationisameasureofhow: Standarddeviationisthemeasurementofarangearoundthemean.
mean.
QualitymetricsareanoutputofthePlanQualityManagementprocess.Theyareaninputtothe
13.AllofthefollowingresultfromqualityauditsEXCEPT: C.Creationofqualitymetrics.
PerformQualityAssuranceprocess,theprocessinwhichqualityauditstakeplace,
14.Acontrolchartshowssevendatapointsinarowononesideofthemean. Theruleofsevenapplieshere.Ifyouhavesevendatapointsinarowonthesamesideofthe
C.Findanassignablecause.
Whatshouldbedone? mean,statisticallythemeanhasshifted,callingforactiontocorrecttheproblem.
15.Youaremanagingaprojectinajustintimeenvironment.Thiswillrequire
Inajustintimeenvironment,suppliesaredeliveredwhenyouneedthemandnotbefore.
moreattention,becausetheamountofinventoryinsuchanenvironmentis D.0percent.
Therefore,youhavelittleornoinventory.
generally:

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
16.Thereareseveralexecutingactivitiesunderwayonyourproject.Youare
QualityauditsareanecessarypartofthePerformQualityAssuranceprocess.Theyhelpyou
beginningtogetconcernedabouttheaccuracyoftheprogressreportingyour A.Qualityaudits
assesswhethertheprocessesarebeingfollowedcorrectlyontheproject.
teammembersaredoing.Howcouldyouverifywhetherthereisaproblem?

17.Aprojectmanagerandteamfromafirmthatdesignsrailroadequipmentare
taskedtodesignamachinetoloadstoneontorailroadcars.Thedesignallowsfor Thequalitypolicyandcontrolchartsarecomponentsofaqualitymanagementplan.Although
2percentspillage,amountingtoovertwotonsofspilledrockperday.Inwhichof A.Qualitymanagementplan thequalitymanagementplanispartoftheprojectmanagementplan,themostpreciseanswer
thefollowingdoestheprojectmanagerdocumentqualitycontrol,quality isthequalitymanagementplan.
assurance,andqualityimprovementprocessesforthisproject?

18.Duringateammeeting,theteamaddsaspecificareaofextraworktothe Thisisanexampleofgoldplating.YoushouldprovideONLYwhatthecustomeraskedfor.The
projectbecausetheyhavedetermineditwouldbenefitthecustomer.Whatis A.Theteamisgoldplating. teamdoesnotknowiftheirchangewillprovidebenefittothecustomer.Theteamshouldfocus
wronginthissituation? theireffortsonfulfillingtherequirements.
19.Theprojectteamhascreatedaplanforhowtheywillimplementthequality
Theplandescribedisthequalitymanagementplan.Sincethequalitymanagementplanis
policy.Itaddressestheorganizationalstructure,responsibilities,procedures,and
C.Projectmanagementplan includedintheprojectmanagementplan,changingthequalitymanagementplanwillalso
otherinformationaboutplansforquality.Ifthisplanchangesduringtheproject,
changetheprojectmanagementplan.
WHICHofthefollowingplanswillalsochange?
PerformQualityAssurance,ofwhichanauditispart,focusesonprocesses,procedures,and
20.Youareaprojectmanagerforamajorinformationsystemsproject.Someone
standards.ThoughISO9000isastandard,thatisnottheonlyreasonanauditwouldbe
fromthequalitydepartmentcomestoseeyouaboutbeginningaqualityauditof C.Toidentifyinefficientand
conducted.Thesellercannotgenerallycontrolorreviewthecustomersqualityprocess.
yourproject.Theteam,alreadyunderpressuretocompletetheprojectassoonas ineffectivepolicies.
Checkingtheaccuracyofcostssubmittedbytheteamismorerepresentativeofacostaudit
possible,objectstotheaudit.Youshouldexplaintotheteamthatthepurposeof
thanaqualityaudit,sothatoptioncannotbethebestchoice.Onepurposeofaqualityauditis
aqualityauditis:
toidentifyinefficientandineffectivepolicies.
Assuringmanagementthatitwasdeterminedinplanningthattheprojectwouldmeetquality
21.Youareinthemiddleofamajornewfacilityconstructionproject.The standardsisnotproductive,sinceitdoesnotsolvetheproblem.Ananalogousestimatelooksat
structuralsteelisinplaceandtheheatingconduitsaregoingintoplacewhena thepasthistoryofotherprojects.Thiswouldnotbeappropriatetodeterminehowthecurrent
C.Formaqualityassuranceteam.
seniormanagerinformsyouthatheisworriedtheprojectwillnotmeetthe projectisgoing.Thequalitymanagementplandoesnotprovideresults.Aqualityassurance
qualitystandards.Whatshouldyoudointhissituation? teamcouldhelptodeterminewhethertheteamisfollowingthecorrectprocesstosatisfythe
relevantqualitystandards.
22.Youareaskedtoselecttoolsandtechniquestoimplementaqualityassurance
FocusgroupsareatooloftheCollectRequirementsprocess,andwouldnotbeusefulinthe
programtosupplementexistingqualitycontrolactivities.Whichofthefollowing D.Focusgroups
PerformQualityAssuranceprocess.
wouldNOTbeappropriateforthispurpose?
23.Thenewsoftwareinstallationprojectisinprogress.Theprojectmanageris ThoughqualityproblemsMAYleadtoqualityassuranceefforts,theyarenotaMUST.Quality
workingwiththequalityassurancedepartmenttoimprovestakeholders improvementisaresultofPerformQualityAssurance,notaninput.Rework(ordefectrepair)
C.Qualitycontrolmeasurements
confidencethattheprojectwillsatisfythequalitystandards.Whichofthe canbeanoutputofControlQuality.Thatleavesonlyqualitycontrolmeasurements,whichare
followingMUSTtheyhavebeforetheystartthisprocess? inputstothePerformQualityAssuranceprocess.

Completionofworkpackagesisdoneafterprojectplanning.Sincethepreviousprojectmanager
didnotfinishplanning,continuingtoexecutetheprojectmanagementplanshouldnotbenext.
24.Aprojectmanagerhasjusttakenovertheprojectfromanotherproject
IdentifyRiskssoundslikeagoodchoice;however,identifyingqualitystandardsoccursbefore
managerduringprojectexecuting.Thepreviousprojectmanagercreatedaproject
B.Identifyqualitystandards. theIdentifyRisksprocess.Youmayhavemisreadthequestionandassumedcommunication
budget,determinedcommunicationsrequirements,andwentontocomplete
planningwascompleteaswell,butnoticeitonlysaysthatcommunicationrequirementshave
workpackages.WhatshouldthenewprojectmanagerdoNEXT?
beendetermined.Communicationsplanningstillneedstobecompletedaswell.Identifyquality
standardsisthebestanswer,asplanningmustbecompletedontheproject.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
A.Identifieswhichvariableswillhave Thedesignofexperimentstechniqueallowsyoutofindthosefactorsthathavethemostimpact
25.Designofexperiments: themostinfluenceonaquality onquality,Itallowstheprojectmanagertofocusattentiononthefactorsthataremost
outcome. important.
26.Attheendofaproject,aprojectmanagerdeterminestheprojecthasadded
fourareasoffunctionalityandthreeareasofperformance.Thecustomerhas B.Theprojectwasunsuccessful
Goldplatingaprojectwastestimeandprobablycost.Itmakestheprojectunsuccessful.
expressedsatisfactionwiththeproject.Whatdoesthismeanintermsofthe becauseitwasgoldplated.
successoftheproject?
27.Duringprojectexecuting,aprojectteammemberinformstheprojectmanager
thataworkpackagehasnotmetthequalitymetric,andthatshebelievesitisnot MeasuringispartoftheControlQualityprocess.Didyouselectprojectcontrol?Thequestion
possibletomeetit.Theprojectmanagermeetswithallconcernedpartiesto C.ControlQuality askedwhichpartofthequalitymanagementprocesstheprojectmanagerisinvolvedin,not
analyzethesituation.Whichpartofthequalitymanagementprocessistheproject whichpartoftheprojectmanagementprocess.
managerinvolvedin?
28.Theprojectmanagernoticesthatprojectactivitiesbeingcompletedbyone
departmentarealltakingslightlylongerthanplanned.Todate,noneofthe
activitiesintheworkpackageshavebeenonthecriticalpath,norhavethey
affectedthecriticalchainplanningthathasoccurred.Theprojectmanageris Changingthecommunicationsmanagementplanmaynotbeneededontheprojectanditdoes
botheredbytheproblem,sincefourofthenextlivecriticalpathactivitiesare notdealwiththeproblemathand,thepolicythatisslowingthingsdown.Confirmingthe
beingcompletedbythisdepartment.Aftermakingthreecalls,theproject D.Workonincreasingthe departmentmanagersopinionwithsomeoneelseinthedepartmentisnotthebestchoice,as
managerisfinallyabletoconversewiththedepartmentmanagertodetermine effectivenessoftheperforming theprojectmanageralreadyhasheardtheopiniononmanyotheroccasions.Itisalready
whatisgoingon.Theconversationisslow,becausebothspeakdifferentnative organizationbyrecommending confirmed.Determiningwhetherupcomingactivitiesshouldbereestimatedisjustbeing
languagesandtheyaretryingtoconverseinFrench,asharedlanguage.Tomake continuousimprovementofthepolicy reactive.Agoodprojectmanagerwillfindtherootcauseanddealwiththat,evenifitmeans
communicationeasier,theprojectmanagerfrequentlyasksthedepartment inquestion. attemptingtoimprovethecompanyspoliciesandprocesses.Yes,recommendingimprovement
managertorepeatbackwhathasbeensaid.Thedepartmentmanager ofthepolicyisthebestanswer.Thisiscontinuousimprovement.Becausethereareseveral
communicatesthathisstaffisfollowingacompanypolicythatrequirestwolevels activitiesaffectedbythepolicy,itwouldbestservetheprojecttogettotherootcauseofthe
oftesting.Duringtheconversation,thedepartmentmanageralsomakesa problemandsolveit.
commentthatleadstheprojectmanagertobelievethatthepolicymayinclude
excessivework.Thisisthefourthtimetheprojectmanagerhasheardsucha
comment.WhatistheBESTthingtodo?
29.Astheprojectmanager,youarepreparingyourqualitymanagementplan.You Allreportsanddiagramsarecommunicationstools.Thisquestionasksyoutopickthemost
arelookingforatoolthatcandemonstratetherelationshipbetweeneventsand appropriatequalitytooltohelpcommunications.AnIshikawadiagram,alsocalledacauseand
theirresultingeffects.Youwanttousethistooltodepicttheeventsthatcausea C.Ishikawadiagram effectdiagram,ismoreappropriatethanaParetodiagramsinceyouaretryingtodeterminethe
negativeeffectonquality.WhichofthefollowingistheBESTchoicefor causes.Oncecausesareknownandyouhavedataonoccurrences,thedatacanbedisplayedin
accomplishingyourobjective? aParetodiagram.
Lookfortheproactiveapproach.Whenweplanforquality,wedefinetheappropriatelevelof
qualityneeded,whichwillimprovequalityoverallandwilllikelybelessexpensiveoverthelong
D.Itimprovesqualityandisless
30.Whichofthefollowingexplainswhyqualityisplannedinandnotinspectedin? run.NOTE:Youmayspendmoreinitiallyforidentifyingtherightqualityanddoingtheworkto
expensive.
producetheplannedquality,butyouwillsavethroughreducedrework,waste,andscrap,and
othersuchbenefits.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Althoughallofthesechoicesarecorrectthingstodo,thequestionaskswhattodofirst.Whatis
themostimmediateproblem?Gettingtheinstructionstranslatedbyamoreexperiencedparty
31.Workonaprojectisongoingwhentheprojectmanageroverhearstwo
couldbedone,butitdoesnotaddresstheimmediateconcernofthefootingsthathavealready
workersarguingoverwhatasetofinstructionsmeans.Theprojectmanager
B.Lookforqualityimpactsofthepoor beenpouredaccordingtothepoorlytranslatedinstructions.Askingtheteamtolookforother
investigatesanddiscoversthattheinstructionsfortheconstructionofthe
translationoftheinstructionsforthe translationissuesisanexcellentidea.However,itdoesnotaddresstheimmediateproblem.
concretefootingscurrentlybeingpouredwerepoorlytranslatedbetweenthe
footings. Informingthesponsorisalsonottakingactiontosolvetheproblem.Isntitmosturgent
differentlanguagesinuseontheproject.WhichofthefollowingistheBESTthing
tofindoutwhethertheconcretefootingsmeetyourprojectrequirements?Aretheyadequate?
fortheprojectmanagertodoFIRST?
Onlytheoptionoflookingforqualityimpactsofthepoortranslationwillhelpyoudetermine
that.

8.HumanResourceManagement
Whensomeoneisgiventhejobofprojectmanager,heorshewillhaveformal,reward,and
1.Allofthefollowingareformsofpowerderivedfromtheprojectmanagers
D.Expert. penaltypower.Butjusthavingthepositiondoesnotmaketheprojectmanagereithera
positionEXCEPT:
technicalorprojectmanagementexpert.Expertpowerhastobeearned.
ThisquestionisaskingwhichoftheFOLLOWINGisthehighest.Selfactualizationisnotlisted,so
2.ThehighestpointofMaslowshierarchyofneedsis: D.Esteem.
thenextbestchoiceisesteem.
C.Movepeopleintoproject Thehaloeffectreferstothetendencytomovepeopleintoprojectmanagementbecausethey
3.Thehaloeffectreferstothetendencyto: managementbecausetheyaregoodin aregoodintheirtechnicalfields.Justbecauseapersonisgoodinatechnicalfielddoesnot
theirtechnicalfields. meanheorshewillalsobeagoodprojectmanager.
Althoughthesponsormayhelpplansomeoftheactivities,itisnothisorherexclusiveduty.
Someprojectconstraintscomefromthesponsor,buttheyshouldbeconsiderednecessary.The
B.Helpingtopreventunnecessary projectmanagementplaniscreatedbytheteamandapprovedbythesponsorandother
4.ThesponsorsroleonaprojectisBESTdescribedas:
changestoprojectobjectives. management.Sincetheprojectobjectivesarestatedintheprojectcharter,anditisthesponsor
whoissuestheprojectcharter,helpingtopreventunnecessarychangestoprojectobjectivesis
thecorrectanswer.
5.WhichofthefollowingconflictresolutiontechniqueswillgeneratetheMOST Problemsolving(alsoreferredtoascollaborating)normallytakesmoretime,butitgetsbuyin
D.Problemsolving
lastingsolution? fromeveryone,generatingamorelastingsolution.
Knowthetopfoursourcesofconflictonprojects(schedules,projectpriorities,resources,and
6.TheMOSTcommoncausesofconflictonaprojectareschedules,project
B.Resources. technicalopinions)soyoucananswerquestionssuchasthisone.Dontbefooledbecause
priorities,and:
personalityisonthelist.Itisnotamajorcauseofconflict.
7.Whatconflictresolutiontechniqueisaprojectmanagerusingwhenhesays,I
C.Withdrawal Delayingtheissueiscalledwithdrawal.
cannotdealwiththisissuenow!
Theresponsibilityassignmentmatrixmapsspecificresourcestotheworkpackagesfromthe
8.Whatdoesaresourcehistogramshowthataresponsibilityassignmentmatrix
A.Time WBS.Onaresourcehistogram,theuseofresourcesisshownindividuallyorbygroupsover
doesnot?
time.
9.Youhavejustbeenassignedasprojectmanagerforalargetelecommunications
project.Thisoneyearprojectisabouthalfwaydone.Tireprojectteamconsistsof Theresourcehistogramshowsthenumberofresourcesusedineachtimeperiod.Initspure
5sellersand20ofyourcompanysemployees.Youwanttounderstandwhois A.Responsibilityassignmentmatrix form,abarchartshowsonlyactivityandcalendardate.Theorganizationalchartshowswho
responsiblefordoingwhatontheproject.Wherewouldyoufindsuch reportstowhom.Theresponsibilityassignmentmatrixshowswhowilldothework.
information?
10.Duringprojectplanninginamatrixorganization,theprojectmanager Inamatrixorganization,powerissharedbetweenthefunctionalmanagerandtheproject
determinesthatadditionalhumanresourcesareneeded.Fromwhomwouldshe B.Thefunctionalmanager manager,sotheprojectmanagerneedstonegotiatewiththefunctionalmanagerforthe
requesttheseresources? resources.
Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
11.Aprojectmanagermustpublishaprojectschedule.Activities,start/endtimes, B.Confirmtheavailabilityofthe
Theprojectscheduleremainspreliminaryuntilresourceassignmentsareconfirmed.
andresourcesareidentified.WhatshouldtheprojectmanagerdoNEXT? resources.

12.Duringeveryprojectteammeeting,theprojectmanageraskseachteam
ThelackofaWBS,responsibilityassignmentmatrix,orteaminvolvementinplanningcould
membertodescribetheworkheorsheisdoing,andtheprojectmanagerassigns
contributetoexcessivelylongmeetingstoassignresourcestoactivities.Resourcelevelingrefers
newactivitiestoteammembers.Thelengthofthesemeetingshasincreased C.Lackofresourceleveling.
tomaintainingthesamenumberofresourcesontheprojectforeachtimeperiodandwould
becausetherearemanydifferentactivitiestoassign.Thiscouldbehappeningfor
notimpactthelengthofmeetings.
allthefollowingreasonsEXCEPT:
13.Youareaprojectmanagerleadingacrossfunctionalprojectteaminaweak
matrixenvironment.Noneofyourprojectteammembersreporttoyou
Rewardandexpertarethebesttypesofpowertouseinsuchacircumstance.Rewardisnot
functionallyandyoudonothavetheabilitytodirectlyrewardtheirperformance.
B.Expert listedasachoice,andthequestionsaystheprojectmanagerhaslimitedabilitytorewardthe
Tireprojectisdifficult,involvingtightdateconstraintsandchallengingquality
teammembers.Therefore,expertpoweristhecorrectanswer.
standards.Whichofthefollowingtypesofprojectmanagementpowerwilllikely
betheMOSTeffectiveinthiscircumstance?
14.Ateammemberisnotperformingwellontheprojectbecausesheis
inexperiencedinsystemdevelopmentwork.Thereisnooneelseavailablewhois C.Arrangefortheteammembertoget Thejoboftheprojectmanagerincludesprovidingorobtainingprojectspecifictrainingforteam
betterqualifiedtodothework.WhatistheBESTsolutionfortheproject training. members.Thislandoftrainingmaybeadirectcostoftheproject.
manager?
Thoseinvolvedintheproblemshouldresolvetheproblem.Havinghadtocrashthecriticalpath
15.Aprojecthasseveralteams.TeamChasrepeatedlymisseddeadlinesinthe
D.Theprojectmanagerandtheleader severaltimesimpliesthatteamDhasalreadytriedtodealwiththisproblem.Inthiscase,the
past.ThishascausedteamDtohavetocrashthecriticalpathseveraltimes.As
ofteamC. twoteamleadersneedtomeet.Theextentofthissituationrequirestheprojectmanagers
theteamleaderforteamD,youshouldmeetwith:
involvementaswell.
16.Thenewprojectisexcitingtoboththeprojectmanagerandtheteam.Thisis
theprojectmanagersfirstassignmentasprojectmanager.Theteamfeelsthey
willbeabletocompleteworkthathasneverbeentriedbefore.Thereare29
peoplecontributingtotheproductdescription,andtheteamconsistsof9 C.Heshouldlistentothedifferences Donotgetconfusedbythewordinessofthequestion.Askyourselfwhatisthebestwayto
experiencedexpertsintheirfield.Partofthewaythroughplanning,threehighly ofopinion,encouragelogical resolveanyconflict,andyoucangettheanswer.Mostofthesituationisadistracter.Problem
skilledtechnicalteammembersaredisagreeingaboutthescopeoftwoofthe discussions,andfacilitatean solving(collaborating)andcompromisingarethetwomostimportantconflictresolution
deliverables.OneispointingtothedraftWBSandsayingthattwoadditionalwork agreement. techniques.Conflictmanagementisakeygeneralmanagementskill.
packagesshouldbeadded.Anotherissayingthataparticularworkpackage
shouldnotevenbedone.Thethirdteammemberagreeswithbothofthem.How
shouldtheprojectmanagerBESTdealwiththeconflict?

17.Theprojectisjuststartingoutandconsistsofpeoplefrom14different
departments.Theprojectcharterwassignedbyonepersonandcontainsover30
majorrequirementsthatmustbemetontheproject.Thesponsorhasinformed
Generally,thebestformsofpowerarerewardorexpert.Theprojectmanagerhasnothadtime
theprojectmanagerthattheSPImustbekeptbetween0.95and1.1.Afew
A.Formal tobecomearecognizedexpertinthecompanyandrewardpowerisnotincludedasachoice
minutesofinvestigationresultedintheidentificationof34stakeholders,andthe
here.Thisleavesformalpowerastheonlylogicalanswer.
scheduleobjectivesontheprojectareconstrained.Theprojectmanagerhasjust
beenhired.WhichofthefollowingtypesofprojectmanagementpowerwillBEST
helptheprojectmanagergainthecooperationofothers?

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
18.Aprojectmanageristryingtosettleadisputebetweentwoteammembers.
Onesaysthesystemsshouldbeintegratedbeforetesting,andtheothermaintains
D.Letsdolimitedtestingbefore Doinglimitedtestingbeforeintegrationandfinishingtestingafterintegrationisanexampleof
eachsystemshouldbetestedbeforeintegration.Theprojectinvolvesover30
integrationandfinishtestingafter compromising.Thisisthebestwayfortheprojectmanagertoresolvetheconflictinthis
people,and12systemsneedtobeintegrated.Thesponsorisdemandingthat
integration. situation.
integrationhappenontime.WhatistheBESTstatementtheprojectmanagercan
maketoresolvetheconflict?
19.Aprojectisinthemiddleoftheexecutingeffortwhenastakeholdersuggestsa
majornewchange.Thischangewillcausethethirdmajoroverhauloftheproject.
Itisthesponsorsroletopreventunnecessarychangesandtosetprioritiesamongprojects.The
Atthesametime,theprojectmanagerdiscoversthatamajorworkpackagewas
D.Thesponsor situationdescribedinthisquestionimpliesthatsuchworkisnotbeingdoneandtheproject
notcompletedbecauseateammembersbossmovedhimtoanotherprojectthat
managermustthereforegototherootoftheproblem:thesponsor.
hadahigherpriority.WhichofthefollowingistheBESTpersonfortheproject
managertoaddresstheseissueswith?
Expectancytheorystatesthatemployeeswhobelievetheireffortswillleadtoeffective
20.Whattheoryproposesthatemployeeseffortswillleadtoeffective
D.Expectancy performanceandwhoexpecttoberewardedfortheiraccomplishmentswillstayproductiveas
performanceandtheemployeeswillberewardedforaccomplishments?
rewardsmeettheirexpectations.

Improvingscheduleperformancerelatestogettingtheprojectcompletedsooner.Althoughit
wouldseemtobeagoodideatoimprovescheduleperformance,thisprojectsperformanceis
fine.Theschedulehasbeenapprovedasitis.Itwouldbebetterfortheprojectmanagerto
21.TheinstallationprojecthasaCPIof1.03andanSPIof1.0.Thereare14team spendmoretimecontrollingtheprojecttomakesureitfinishesaccordingtoplanthanto
members,andeachteammemberhadinputintothefinalprojectmanagement improvescheduleperformance.Ifyouchoseattemptingtoextendtheschedule,lookattheSPI.
plan.Thecustomerhasacceptedthethreedeliverablescompletedsofarwithout Thereisnothingwrongwiththescheduleperformanceoftheprojectthatwouldrequirean
complaint,andtheresponsibilityassignmentmatrixhasnotchangedsincethe extension.Gainingformalacceptancefromthecustomerwillneedtobedone,asitprovidesan
A.Reviewtherewardsystemforthe
projectbegan.Theprojectisbeingcompletedinamatrixenvironmentandthere opportunityfortheteamtocheckifeverythingisgoingwell.Thisactionwillnotaffecttheteam
project.
arenocontractsneededfortheproject.Althoughthesponsorishappywiththe membersdissatisfaction,however.Theonlyrealproblempresentedinthissituationisthatthe
statusoftheproject,oneoftheteammembersisalwayscomplainingabouthow teammemberiscomplaining.Ifyoureadthesituationcompletely,youwillnoticethattheteam
muchtimehisprojectworkistaking.WhichofthefollowingwouldbetheBEST memberwasinvolvedandapprovedtheprojectmanagementplan,includinghisown
thingfortheprojectmanagertodo? involvementintheproject.Sincetheresponsibilityassignmentmatrixhasnotchanged,the
teammemberhasnotevenbeenassigneddifferentdutiessincetheprojectbegan.Theremust
besomethingelsecausingtheteammembertocomplain.Theprojectmanagershould
investigateandfindoutiftherewardsystemisineffective.

22.Theprojecthasbeenchallengingtomanage.Everyonehasbeenonedgedue
Hereisasituationwhereallfourchoicescouldbedone,butthereisoneBESTanswer.Asking
topressuretocompletetheprojectontime.Unfortunately,thetensionhasgrown
thesponsoriftheinformationcouldbesentinareportdoesnotsolvetherootcauseofthe
tothepointwhereteammeetingshavebecomeshoutingmatchesandlittlework
problemdescribed.Informingtheteammemberofthevalueofcommunicationinmeetings
isaccomplishedduringthemeetings.Oneteammemberaskstobeexcusedfrom
C.Involvetheteamincreatingground merelydismissestheconcernsoftheteammemberandmightcauseanger.Ateambuilding
futureteammeetings,asalltheshoutingupsetshim.Meanwhile,thesponsorhas
rulesforthemeetings. exercisewouldtakeplanningandsocouldnotbedonerightaway.Remember,thesponsor
expressedinterestinattendingfutureteammeetingsinordertobetter
mightbeattendingthenextmeetingandatleastoneteammembermightnotattendbecause
understandhowtheprojectisgoingandtheissuesinvolvedincompletingthe
ofpastproblems.Thebestthingtodowouldbetosetupnewgroundrulesgoverningteam
project,andthecustomerhasstarteddiscussionsaboutaddingscopetothe
behaviorandthenplanateambuildingexercise.
project.Inthissituation,itwouldbeBESTfortheprojectmanagerto:

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Questionslikethiscandrivepeoplecrazyontheexambecauseitiseasytogetconfused.The
bestthingtodoistolookatthetwotermsusedhere(projectperformanceappraisalsandteam
23.Projectperformanceappraisalsaredifferentfromteamperformance A.Howanindividualteammemberis
performanceassessments)andreviewinyourmindwhateachmeansBEFORElookingatthe
assessmentsinthatprojectperformanceappraisalsfocuson: performingontheproject.
choices.Teamperformanceassessmentsevaluatetheprojectteamseffectivenessasawhole.
Projectperformanceappraisalsdealwithhoweachteammemberisperformingontheproject.

Noticethephrasingofthisquestion,mostlikelyNOTdo.Expecttoseequestionswordedon
theexaminwaysthatcancauseyoutomisinterpretthem.Youwillalsoseequestionsabout
24.Aprojectmanagerhadacomplexproblemtosolveandfacilitatedateam
B.Confirmthedecisionsolvedthe thingsweforgettodointherealworld.Whohastime,youmightsay,todetermineifeach
decisionaboutwhatneededtobedone.Afewmonthslater,theproblem
problem problemisreallysolved?Onecouldrespondwith,Whohastimenottodothis?Whohastime
resurfaced.WhatdidtheprojectmanagerMOSTlikelyNOTdo?
todealwiththesameproblemtwice?Thefinalstepsofproblemsolvinginclude:implementa
decision,reviewit,andconfirmthatthedecisionsolvedtheproblem.

Theoptionoftheprojectmanagerwatchingcostmorecloselyincludestheconceptofcostto
25.Theprojectcostperformanceindex(CPI)is1.02,thebenefitcostratiois1.7, trickyouintoselectingitifyouareunsureoftherealanswer.Thereisnoindicationthatthe
andthelatestroundofperformancereviewsidentifiedfewneededadjustments. costsaretrendinginanyparticulardirection.Thereisnoreasontothinkthatperformance
Theprojectteamwascolocatedinanewbuildingwhentheprojectstarted. reviewsshouldturnupmoreadjustments.Theprojectmanagershouldalwaysusegood
Everyonecommentedonhowexcitedtheyweretohaveallnewfacilities.The judgmentbutnothinginthisquestiontalksaboutjudgmentregardingvariances,sothiscannot
A.Theprojectmanagerhas
sponsorisprovidingadequatesupportfortheproject,andfewunidentifiedrisks bethebestchoice.Inthissituation,theprojectmanagerismakinggreatworkingconditions
misunderstoodHerzbergstheory.
haveoccurred.Inanattempttoimproveperformance,theprojectmanager betterbybuyingnew
spendspartoftheprojectbudgetonnewchairsfortheteammembersandadds chairsandenhancingtheteammemberstitles.AccordingtoHerzbergstheory,fixingbad
thetermseniortoeachteammembersjobtitle.Whichofthefollowingisthe workingconditionswillhelpmotivatetheteam,butmakinggoodonesbetterwillnotimprove
MOSTcorrectthingthatcanbesaidofthisprojectortheprojectmanager? motivation.Theprojectmanagerneedstofocusonthemotivatingagentsandnotthehygiene
factors.
26.Youjustfoundoutthatamajorsubcontractorforyourprojectconsistently
providesdeliverableslate.Thesubcontractorapproachesyouandasksyouto
B.Compromise. Bothpartiesaregivingupsomething.Thisisacompromise.
continueacceptinglatedeliverablesinexchangeforadecreaseinprojectcosts.
Thisofferisanexampleof:
TheoryYisthebeliefthatpeoplecandirecttheirownefforts.Knowthedifferencebetween
27.Themanagementtheorythatstatesthatpeoplecandirecttheirowneffortsis: A.TheoryY.
TheoryXandTheoryYfortheexam.

28.Duringthefirsthalfoftheproject,fiveteammembersleftforotherprojects Theresourcehistogramshowstheresourcesusedpertimeperiod,butwouldprovidelimited
withoutbeingreplaced,twoteammemberswentonvacationwithoutinforming benefitinthissituation.Theresponsibilityassignmentmatrixcrossreferencesresourceswith
you,andotherteammembersexpresseduncertaintyabouttheworktheywereto C.Staffingmanagementplan theactivitiesorworkpackagestheyaretoaccomplish,butitdoesnotshowwhentheywillbe
complete.Inthissituation,itisBESTifyoucreatea______forthesecondhalfof requiredtodotheirwork.Thestaffingmanagementplandescribeswhenresourceswillbe
theproject. broughtontoandtakenofftheproject,andwouldprovidethemostbenefitforthisproject.

29.Theprojectmanagerislookingattheprojectsresourceneedsandlessons
Sendingdatawithoutpointingouttheissuedoesnotmeanthecommunicationwillbe
learnedfrompastprojects.Thisinformationcausestheprojectmanagertobe A.Makesurefunctionalmanagers
adequatelydecodedbytherecipient.Theotherchoicesdescribemoreeffectivecommunication
concernedabouttheabilitytoacquireenoughresourcesfortheprojectinsix haveacopyoftheresourcehistogram.
inthisinstance.
months.WhichofthefollowingwouldbetheLEASTeffectivepreventiveaction?

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Noticethatthisquestionaskswhattheteammembershoulddo.Itisimportantfortheproject
managertounderstandtheteammembersroleandpossiblyeveninstructteammemberson
30.Alargeprojectisunderwaywhenoneoftheteammembersreviewsthe
howtoworkonprojectsandwhatisexpectedofthem.Providingtheprojectmanagerwithhis
projectstatusreport.Heseestheprojectiscurrentlyrunninglate.Ashelooksat
schedule,includingtheinformationinareport,andrequestingthattheissuebeaddedtothe
thereportfurther,henoticesthedelaywillcauseoneofhisactivitiestobe
issueloghaveonethingincommon.Theyinvolvetheteammemberaskingtheprojectmanager
scheduledduringatimehewillbeoutofthecountryandcannotworkonthe D.Recommendpreventiveaction.
todosomething.Inreality,itmayverywellbetheteammemberwhowillcomeupwitha
activity.Thisisofgreatconcerntotheteammemberbecauseheisvery
solution(suchasdecreasingthescopeoftheactivity,fasttracking,orspecificsuggestionsabout
committedtothesuccessoftheprojectandhedoesnotwanttobethecauseof
changestopredecessoractivities).Therefore,recommendingpreventiveactionisthebest
theprojectbeingfurtherdelayed.WhatistheBESTthingforhimtodo?
choicefortheteammember.Notethatrecommendedcorrectiveorpreventiveactionscan
comefromtheteamorstakeholdersinadditiontotheprojectmanager.

Sometimescomplexproblemsarecausedbynotdoingsimplethings.Thedatainthefirst
paragraph,onceyoureadthechoices,iscompletelyextraneous.Thetroubledactivityhasfloat
31.Therehavebeenmanyworkpackagescompletedsuccessfullyontheproject,
andsodoesnotneedimmediateattention.Itmaynotbenecessaryforadditionalteam
andthesponsorhasmadesomerecommendationsforimprovements.Theproject
memberstoassistthetroubledactivity,butnoneofthechoicessuggestinvestigatingwhether
isonscheduletomeetanaggressivedeadlinewhenthesuccessoractivitytoa
theamountoffloatisenoughtocoveranydelaycausedbythetrouble.Rather,thechoicestake
criticalpathactivitysuffersamajorsetback.Theactivityhas14daysoffloatandis
youindifferentdirections.Investigatingwhythescheduleissoaggressiveshouldhavebeen
beingcompletedbyfourpeople.Therearetwootherteammemberswiththeskill
donebeforetheprojectbegan.Replacingteammembersdoesnotsolvetherootcauseofthe
settoassistthetroubledactivity,ifneeded.Theprojectmanagerreceivesacall D.Createanissuelog.
problem.Couldtherebesomethingtheprojectmanagerisdoingwrong,orcouldbedoingthat
thatthreeotherteammembersareattemptingtoberemovedfromtheproject
heisnot,thatwouldsolvetheproblemwithoutlosingresources?Wouldntitbemoreeffective
becausetheydonotfeeltheprojectcanbesuccessful.Whentheprojectmanager
todiscovertherootcauseofthoseteammembersconcernssotheproblemdoesnotsurface
pursuesthis,hediscoversthatthoseteammembershaveissuesthathavenot
againlater?Thecreationofanissuelogwillletthetroubledteammembersknowtheir
beenaddressed.WhichofthefollowingistheBESTthingtodotoimprovethe
concernshavebeenheard,arenoted,andwillberesolved.Thismightbeenoughtostopthem
project?
fromleavingandavoidtheresultantprojectdelaysandconfusionifnewteammembersmust
beadded.

9.CommunicationManagement
Thebestchoiceisinformalverbalcommunication.Thisdoesnotmeanyoudonotkeeprecords
1.Aprojectmanagerhasaproblemwithateammembersperformance.Whatis
D.Informalverbalcommunication oftheproblem,butitisbesttostartthisdiscussioninformally.Ifinformalcommunicationdoes
BESTformofcommunicationforaddressingthisproblem?
notsolvetheproblem,formalwrittencommunicationisthenextchoice.

Formalwrittencommunicationallowsyourwordstobedocumented,andtheywillgoto
2.Extensiveuseof_communicationismostlikelytoaidinsolvingcomplex
C.Formalwritten everyoneinthesameform.Whentherearecomplexproblems,youwanteveryonetoreceive
problems.
thesameinformation.
3.TheMOSTlikelyresultofcommunicationblockersisthat: C.Conflictoccurs. Themajorresultofcommunicationblockersandmiscommunicationasawholeisconflict.
D.Showsconcernfortheperspective Anunderstandingofthereceiversperspectiveallowsthesendertodirectthecommunication
4.Communicationsareoftenenhancedwhenthesender____thereceiver.
of tomeetthereceiversneeds.
Everythingwedoismoreformalinaprocurementenvironmentthaninotherprojectactivities.
B.Tirecustomerrequestsadditional
5.Formalwrittencorrespondencewiththecustomerisrequiredwhen: Therefore,formalwrittencommunicationisrequiredwhenthecustomerrequestsworknot
worknotcoveredundercontract.
coveredunderthecontract.
6.Whenaprojectmanagerisengagedinnegotiations,nonverbalcommunication Nonverbalcommunicationcarriesasignificantportionofthemessageyousend.Withsomuch
B.Majorimportance.
skillsareof: atstake,nonverbalcommunicationisofmajorimportance

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
7.Alarge,oneyeartelecommunicationsprojectisabouthalfwaydonewhenyou
taketheplaceofthepreviousprojectmanager.Theprojectinvolvesthree
differentsellersandaprojectteamof30people.Youwouldliketoseethe C.Thebarchart Thisinformationisfoundinthecommunicationsmanagementplan.
projectscommunicationsrequirementsandwhattechnologyisbeingusedtoaid
inprojectcommunications.Wherewillyoufindthisinformation?

8.Changestosomeprojectdeliverableshavebeendocumentedintheproject
Thequestionstatesthatallstakeholdersreceivedtheinformation,sotheissueisnotthatthis
managementplan.Thesechanges,andotherprojectinformation,havebeen
C.Reviewthecommunications stakeholderdidnotreceiveit.Theproblempresentedhereillustratesthatthereissomething
distributedaccordingtothecommunicationsmanagementplan.Onestakeholder
managementplanandmakerevisions missinginthecommunicationsmanagementplan.Thebestansweristoreviewthe
expressedsurprisetotheprojectmanageruponhearingofadocumentedchange
ifnecessary. communicationsmanagementplaninordertopreventfutureproblemsandtofindany
toaprojectdeliverable.Allstakeholdersreceivedthecommunicationproviding
instancesofsimilarproblems.
notificationofthechange.Whatshouldtheprojectmanagerdo?

9.Communicationiskeytothesuccessofaproject.Astheprojectmanager,you
Didyourealizetheprojectmanagerispartofthecommunicationchannels?Therefore,there
hadthreestakeholderswithwhomyouneededtocommunicate.Therefore,you
areactuallyfourstakeholderstobeginwithandsixchannelsofcommunication.Thequestionis
hadsixchannelsofcommunication.Anewstakeholderhasbeenaddedwith B.10
askinghowmanytotalchannelsofcommunicationyouhavewithateamoffivepeople.The
whomyoualsoneedtocommunicate.Howmanycommunicationchannelsdoyou
formulais[Nx(Nl)]/2or(5x4)/2=10.
havenow?
10.Twopeoplearearguingaboutwhatneedstobedonetocompleteawork Rememberthatnonverbalcommunicationrepresentsamajorpartofallcommunication.The
D.Thepitchandtoneofthevoices,
package.Inadditiontothewordsbeingspoken,iftheprojectmanagerwantsto choiceincludingparalingualcommunication(pitchandtone),aswellasphysicalmannerisms,is
andphysicalmannerisms.
knowwhatisgoingon,sheshouldpayMOSTattentionto: thebestchoice.
11.Aprojectmanagerhasaprojectteamconsistingofpeopleinfourcountries.
Theprojectisveryimportanttothecompany,andtheprojectmanageris Becauseofthedifferencesincultureandthedistancebetweenteammembers,formalwritten
B.Formalwrittencommunication
concernedaboutitssuccess.Thelengthoftheprojectscheduleisacceptable. communicationisneeded.
Whattypeofcommunicationshouldheuse?

12.Theprojectteammeetingisnotgoingwell.Manyattendeesaretalkingatthe Courtesyandconsiderationisnotaruleforeffectivemeetings.Sincethereisnoindication
D.Createandpublishanagendaanda
sametime,therearepeoplewhoarenotparticipating,andmanytopicsarebeing thatthemeetingwasnotscheduledinadvanceorthatthereisntapurpose,thesecannotbe
setofrulesforcontrollingthe
discussedatrandom.WhichofthefollowingrulesforeffectivemeetingsisNOT thebestanswers.Discussedatrandomimpliesnoagenda.Ifanagendaisissuedbeforehand,
meeting.
beingadheredto? peoplewillfollowtheoutlineandshouldnotneedrandomdiscussions.

13.Youhavejustbeenassignedasprojectmanagerforalargemanufacturing
project.Thisoneyearprojectisabouthalfwaydone.Itinvolves5differentsellers Thekeywordisquickly.Thestatusreportistoodetailedforaquicklook.Theforecastreport
and20membersofyourcompanyontheprojectteam.Youwanttoquickly B.Progress onlylooksintothefuture.Theprogressreportsummarizesprojectstatus,andwouldbethe
reviewwheretheprojectnowstands.Whichofthefollowingreportswouldbethe mosthelpfulforaquickreview.
MOSThelpfulinfindingsuchinformation?
Questionslikethisdrivepeoplecrazy.Therearemanychoicesthatarereasonablycorrect.Look
14.Ateammemberisvisitingthemanufacturingplantofoneofthesuppliers. forthemostimmediateneed.Here,theteammemberisinamanufacturingenvironment.That
A.Asktheteammembertorepeat
WhichofthefollowingistheMOSTimportantthingtobedoneinanytelephone meanscommunicationswillmostlikelybeblockedbynoise.Itisbestfortheprojectmanagerto
backwhattheprojectmanagersays.
callstheprojectmanagermightmaketotheteammember? asktheteammembertorepeatbackwhathesays,toensuretheteammembercorrectlyheard
whattheprojectmanagercommunicated.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Thisisanotherquestionwithmorethanonerightanswer.Wouldaskingforsomethingin
writingbethebestwaytocommunicate?Inthisparticularsituation,askingfortheconcernto
15.Aprojectmanageroverhearsaconversationbetweentwostakeholderswho
beinwritingmightalienatethestakeholders.Theissuelogiswheretheissueshouldbelisted,
arediscussinghowunhappytheyarewiththeimpactsoftheprojectontheirown
D.Arrangeameetingwithboth butthesituationdoesnotsayiftheprojectmanagerknowswhatthestakeholdersconcernis.
departments.StakeholderAasksiftheprojectisontime,andstakeholderB
stakeholderstoallowthemtovoice Therefore,usingtheissuelogcannotbethebestchoice.Whynotmakeapresentationtoallthe
repliesthattheSPIis1.05.StakeholderAasksiftheprojectmanagerforthe
anyconcernstheymayhave. stakeholdersregardingthestatusoftheproject?Theprojectmanageralreadyknows
projectknowsofstakeholderBsconcern.StakeholderBrespondsthatheisnot
stakeholdersAandBhavetheconcern,notallthestakeholders.Thisproblemwouldlikely
sure.WhatistheBESTthingfortheprojectmanagertodo?
requireinformalverbalcommunicationtodiscovertherealproblem.Arrangingameetingwith
theconcernedstakeholdersisthereforethebestchoice.

Sincethereisnoinformationaboutthesponsororhisneedsinthissituation,focusingonhis
needscannotbebest.Thestatementthatsuccessoractivitiesshouldhavebeenwatched,rather
thanthepredecessors,isnotacorrectstatement.Aprojectmanagershouldwatchboth
16.Duringthemiddleoftheproject,thingshavebeengoingwell.Thework predecessorandsuccessoractivities.Attendanceatthepartyandtheissueathand(thelate
authorizationsystemhasallowedpeopletoknowwhentostartwork,andthe results)arenotrelated.Oftenforgottenincommunicationsmanagementplansarethebosses
issueloghashelpedkeeptrackofstakeholdersconcerns.Thesponsorhas B.Functionalmanagementwasnot ofteammembers(functionalmanagementinamatrixorganization).Includingthebossesof
expressedhisappreciationfortheteammemberseffortsbyhostingamilestone includedinthecommunications teammembersincommunicationsplanning,requirementsgathering,riskmanagement,and
party.Theprojectmanagergetsacallfromateammembersayingtheresults managementplan. otherareasofprojectmanagementhelpsmaketheprojectbetter.Inaddition,ithelpsthe
fromthecompletionofheractivityspredecessoraretwodayslate.Whichofthe functionalmanagersmanagetheirresourceseffectively.Ifthefunctionalmanageroftheteam
followingreasonswouldBESTdescribewhythisoccurred? memberassignedtothepredecessoractivityhadbeenincludedintheprojectplanning
processes,hewouldhaveknownwhentheteammemberwasneededtodoworkforthe
projectandtheimpact,ifany,ofdelay.Thecommunicationsmanagementplanshouldalsohave
includedamethodtocommunicatepotentialdelays.

Workingwithpeoplefromdifferentcultureswithdifferentculturalvaluesandbeliefs
17.Aprojectmanagerhasjustbeenassignedateamthatcomesfrommany
D.Communicationandwelldeveloped necessitatesanunderstandingofbothbasicdefinitionsandareasofculturalimpact.Asproject
countriesincludingBrazil,Japan,theUnitedStates,andBritain.WhatisherBEST
peopleskills managers,weneedtohavegoodcommunicationskillsandawillingnesstoadapttoother
toolforsuccess?
cultures.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation

Manyofthesechoicescouldbedone,butaskyourself,Whatisthemosteffectivethingto
do?Thepartymaywellgeneratelessonslearned,andrecordingthemwouldcertainlybea
18.Theprojecthas13teammembersandaffectsmorethan15departmentsin goodidea,butthequestionaskedwhattodofirst.Thereisamoreimmediateissuethe
theorganization.Becausetheprojectis20percentcompletetodateandtheteam manager.Meetingwithallthestakeholderscouldbeuseful,butthereisonlyonestakeholder,
hashadsuccessfulperformancereportsfromfiveoftheaffecteddepartments,the themanager,whodefinitelyhasanissue.Besides,agoodprojectmanagerwouldbeholding
projectmanagerholdsapartytocelebrate.Theprojectmanagerinviteskey regularmeetingswiththestakeholdersalready.Makingsurethemanagerhasacopyofthe
stakeholdersfromallofthedepartmentstotheparty,inordertogivethose communicationsmanagementplanmightbeagoodidea,asthemanagerapparentlyisnot
B.Reviewtheeffectivenessofthe
providinggoodreviewsaninformalopportunitytocommunicategoodthingsto communicatingwiththeprojectmanager.However,thiswouldnotbeenoughtoensurethe
projectscommunications
thosedepartmentsthathavenotyetbeenaffectedbytheproject.Attheparty, managerdoescommunicate.Themanageris,ineffect,sayingheisnotgettingtheinformation
managementplan.
theprojectmanagerwalksaroundtotrytodiscoveranyrelevantinformationthat heneeds.Hislackofneededinformationiscausinghimtosuggestmoremeetings.However,
wouldhelphermaketheprojectevenmoresuccessful.Shehappenstoheara toomanymeetingsareaproblemonprojects.Agreatprojectmanagerdoesnotjustadd
managerofoneofthedepartmentstalkingaboutsettingupmoreregular meetings,butsolvestherealprobleminthebestway.Agoalofcommunicationsmanagement
meetingsontheproject.TheBESTthingfortheprojectmanagertodowouldbeto istogetinformationtothosewhoneedit.Theprojectmanagermaydecidetoadjusther
FIRST: communicationsmanagementprocessbychangingtheformatofareport,orsendingexisting
reportstothemanagerwiththeissue,ratherthanaddingmeetings.Therefore,thecorrect
choiceistoreviewthemethodsofprovidingprojectinformationtothestakeholders.

19.Therequirementsofmanystakeholderswerenotapprovedforinclusionin
Thisissueshouldbeover,butsincethereweresomanymeetingsandargumentsaboutthe
yourproject.Therefore,youhadadifficulttimegainingformalapprovalofthe
D.Holdmeetingswiththe requirementsbeingremoved,itisunlikelytheissuewillbedroppedbythestakeholders.
projectmanagementplan.Thestakeholdersarguedandhelduptheprojectwhile
stakeholderstogoovertheworkthat However,asithasnotcomeupagainandtheprojectwasstartedsixmonthsago,spendingtime
theyheldmeetingaftermeetingabouttheirrequirements.Theprojectwasfinally
willnotbeaddedtotheproject. inameetingisexcessive.Theotherchoicesareeasier,havelessimpactontheproject,andare
approvedandworkbegansixmonthsago.Allofthefollowingwouldbegood
thereforethingsthatcouldbedone.
preventiveactionstoimplementEXCEPT:
20.Theprojectmanagerisexpectingadeliverabletobesubmittedbyemailfrom
ateammembertoday.Attheendoftheday,theprojectmanagercontactsthe
Thepitchandtoneofvoice(paralingualcommunication)isnotrelevanthere,astheproject
teammembertonotifyhimthatithasnotbeenreceived.Theteammember
managercouldnotevenhearallthatwasbeingsaid.Therewerenoissuesrecognizedafterthe
apologizesandexplainsthathewasnotabletoemailthedeliverable,anditwas
conversation,sononecouldbeaddedtotheissuelog.Thisissueisnotrelatedto
sentthroughthemailinstead.Theteammembergoesontoremindtheproject D.Feedbackduringthe
communicationsrequirements,sothatchoicecannotbebest.Saying,IamnotsureIproperly
managerthathehadinformedtheprojectmanager,duringaphoneconversation communication
heardwhatyousaid,duringtheconversationorrepeatingthemessagebacktotheteam
thatthiswouldoccur."WasthattheconversationwehadwhenItoldyouIcould
memberwouldhavepreventedthisproblem.Givingandrequestingfeedbackduringthe
nothearyouwellduetopoorcellphonecoverage?askstheprojectmanager.
communicationisthebestoption.
Yes,repliestheteammember.Whatcouldhavebeendonetoavoidthis
problem?

Thissituationdescribestheneedtocompare.Atrendreportshowsperformanceovertime.A
21.Ifaprojectmanagerwantstoreportontheactualprojectresultsversus
D.Variancereport. forecastingreportlooksonlytothefuture.Astatusreportisgenerallystatic(relatingtoa
plannedresults,sheshouldusea:
momentintime).Theonlychoicethatcomparesprojectresultsisavarianceanalysis.

22.WhichofthefollowingaspectsofleadershipisMOSTimportantforaproject Asprojectmanagerscanspend90percentoftheirtimecommunicating,thecorrectchoicemust
A.Communication
manager? becommunication.
10.RiskManagement
Insurancepremiumsarenotfactorsinassessingprojectrisk.Theycomeintoplaywhenyou
1.AllofthefollowingarefactorsintheassessmentofprojectriskEXCEPT: D.Insurancepremiums.
determinewhichriskresponsestrategyyouwilluse.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
ExpectedmonetaryvalueiscalculatedbyEMV=probabilityximpact.Weneedtocalculateboth
2.Ifaprojecthasa60percentchanceofaUS$100,000profitanda40percent
positiveandnegativevaluesandthenaddthem:
chanceofaUS$100,000loss,theexpectedmonetaryvalue(EMV)fortheproject C.$20,000profit.
0.6x$100,000=$60,0000.4x($100,000)=($40,000)
is:
Expectedmonetaryvalue=$60,000$40,000=$20,000profit
Thisonedroveyoucrazy,didntit?Rereadthequestion!Ameanof28daysisnotarange
estimate,andsomustbeeliminatedasapossibleanswer.Whenyoulookattherangesofeach
oftheotherchoices,youwillseethat30days,plusorminus5days=arangeof10days.The
3.Assumingthattheendsofarangeofestimatesare+13sigmafromthemean, C.Optimistic=26days,mostlikely= rangeof22to30days=arangeof8days.Anoptimisticestimateof26days,mostlikely
whichofthefollowingrangeestimatesinvolvestheLEASTrisk? 30days,pessimistic=33days estimateof30days,andpessimisticestimateof33daysrepresentsarangeof7days.The
estimatewiththesmallestrangeistheleastrisky,andthereforethecorrectchoice.Didyou
realizethewords+/3sigmaareextraneous?Practicereadingquestionsthatarewordyand
haveextraneousdata.
Costincreasesandcontractdisputesforpaymentswillnotnecessarilyinterferewithschedule.If
4.WhichofthefollowingriskeventsisMOSTlikelytointerferewithattaininga A.Delaysinobtainingrequired apostimplementationreviewmeetingslips,itmaynotinterferewiththeprojectschedule.
projectsscheduleobjective? approvals Delaysinobtainingrequiredapprovalsistheonlychoicethatalwayscausesatimedelay,andis
thereforethemostlikelytothreatentheprojectschedule.
5.Ifariskhasa20percentchanceofhappeninginagivenmonth,andtheproject
Nocalculationisneeded.Ifthereisa20percentchanceinanyonemonth,thechanceinthe
isexpectedtolastfivemonths,whatistheprobabilitythatthisriskeventwill B.20percent
fourthmonthmustthereforebe20percent.
occurduringthefourthmonthoftheproject?
6.Ifariskeventhasa90percentchanceofoccurring,andtheconsequenceswill Expectedmonetaryvalueiscalculatedbymultiplyingtheprobabilitytimestheimpact.Inthis
C.Expectedmonetaryvalue
beUS$10,000,whatdoesUS$9,000represent? case,EMV=0.9x$10,000=$9,000.
Thisisatrickyquestion.Althoughriskscanbeidentifiedatanytimethroughouttheproject,
7.Mostoftheriskswillbeidentifiedduringwhichriskmanagementprocesses? B.IdentifyRisksandControlRisks mostrisksareidentifiedduringtheIdentifyRisksprocess.Newlyemergingrisksareidentifiedin
theControlRisksprocess.
B.Documentthemandrevisitduring Riskschangethroughouttheproject.Youneedtoreviewrisksatintervalsduringtheprojectto
8.Whatshouldbedonewithrisksonthewatchlist?
projectmonitoringandcontrolling. ensurenoncriticalrisksonthewatchlisthavenotbecomecritical.
Projectstatusreportscanbeaninputtoriskmanagement.However,whencompletingrisk
9.AllofthefollowingareALWAYSinputstotheriskmanagementprocessEXCEPT: D.Projectstatusreports. managementforthefirsttime,youwouldnothaveprojectstatusreports.Therefore,project
statusreportsarenotalwaysaninputtoriskmanagement.
Ifyouknowthetolerancesofthestakeholders,youcandeterminehowtheymightreactto
10.Risktolerancesaredeterminedinordertohelp: A.Theteamranktheprojectrisks. differentsituationsandriskevents.Youusethisinformationtohelpassignlevelsofriskoneach
workpackageoractivity.
Acontractisatooltotransferrisks.Theprojectmanagementplancouldchangetoincludea
modifiedWBSandnewworkpackagesrelatedtomitigatingrisk.Thecommunications
11.AllofthefollowingarecommonresultsofriskmanagementEXCEPT: D.Theprojectcharterischanged. managementplancouldchangeasawaytoaddressarisk.Achangetothecharterisa
fundamentalchangetotheprojectandmayrequireamajoradjustmenttoallaspectsofthe
projectmanagementplan.Itisnotacommonresultofriskmanagementefforts.
Tomitigaterisk,weeitherreducetheprobabilityoftheeventhappeningorreduceitsimpact.
Acceptanceofriskmeansdoingnothing(ifithappens,ithappens,orcontingencyplansare
created).Avoidanceofriskmeanswechangethewaywewillexecutetheprojectsotheriskis
12.PurchasinginsuranceisBESTconsideredanexampleofrisk: B.Transfer.
nolongerafactor.Transferenceispassingtheriskofftoanotherparty.Manypeoplethinkof
usinginsuranceasawayofdecreasingimpact.However,purchasinginsurancetransferstherisk
toanotherparty.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
13.Youarefindingitdifficulttoevaluatetheexactcostimpactofrisks.Youshould Ifyoucannotdetermineanexactcostimpactoftheevent,usequalitativeestimatessuchas
C.Qualitativebasis.
evaluateona(n): Low,Medium,High,etc.
Arisklist,processupdates,andsensitivityanalysisarenotoutputsofthePlanRiskResponses
A.Residualrisks,fallbackplans,and
14.OutputsofthePlanRiskResponsesprocessinclude: process.Residualrisks,fallbackplans,andcontingencyreservesarealloutputsofthePlanRisk
contingencyreserves.
Responsesprocess,makingthisthecorrectanswer.
Aworkaroundreferstodetermininghowtohandleariskthathasoccurredbutwasnot
15.Workaroundsaredeterminedduringwhichriskmanagementprocess? D.ControlRisks includedintheriskregister.TheprojectmustbeintheControlRisksprocessifriskshave
occurred.
16.Duringwhichriskmanagementprocessisadeterminationtotransferarisk Transferenceisariskresponsestrategy.RiskresponsestrategiesaredeterminedinthePlan
C.PlanRiskResponses
made? RiskResponsesprocess.

Thissituationisoccurringduringprojectplanning.Planningmustbecompletedbeforemoving
on.DeterminingtheriskratingoftheprojectisdoneduringPerformQualitativeRiskAnalysis,
17.AprojectmanagerhasjustfinishedtheriskresponseplanforaUS$387,000 C.Addworkpackagestotheproject andshouldhavealreadybeendone.ProjectriskreassessmentoccursduringControlRisks,the
engineeringproject.WhichofthefollowingshouldheprobablydoNEXT? workbreakdownstructure. nextstepintheriskmanagementprocessafterPlanRiskResponses.Butthequestiondoesnot
askwhatisnextintheriskmanagementprocess,justwhatisnext.Addingworkpackagestothe
WBS,aspartofiterations,coniesnextinprojectplanning.

TheprojectmanagerisinthePerformQualitativeRiskAnalysisprocess.Thisprocessincludes
18.Aprojectmanageranalyzedthequalityofriskdataandaskedvarious
riskdataqualityassessmentandprobabilityandimpactmatrixdevelopment.Itappearsthe
stakeholderstodeterminetheprobabilityandimpactofanumberofrisks.Heis C.Provideastandardizedriskrating
projectmanagerhasnotyetcompletedthematrix,whichisusedtosortrisksbasedontheir
abouttomovetothenextprocessofriskmanagement.Basedonthisinformation, matrix.
probabilityandimpactratings.Trendanalysis,theidentificationoftriggers,anddevelopmentof
whathastheprojectmanagerforgottentodo?
fallbackplanswilloccurlaterinriskmanagement.
19.Aprojectmanagerhasassembledtheprojectteam.Theyhaveidentified56
risksontheproject,determinedwhatwouldtriggertherisks,ratedthemonarisk
Theprocesstheprojectmanagerhasusedsofarisfine,excepttheinputofotherstakeholders
ratingmatrix,testedtheirassumptions,andassessedthequalityofthedataused. D.Involveotherstakeholders
isneededinordertoidentifymorerisks.
Theteamiscontinuingtomovethroughtheriskmanagementprocess.Whathas
theprojectmanagerforgottentodo?
Areviewofcostproposalscouldbedone,butitisnotapressingissuebasedonthesituation
provided.Examiningthebudgetreservescouldalsobedone,butnotuntilriskplanningis
20.Youareaprojectmanagerfortheconstructionofamajornewmanufacturing
completed.Itisalwaysimportanttocarefullycompleteaprojectcharter,butthereareother
plantthathasneverbeendonebefore.TheprojectcostisestimatedatUS
issuesneedingdetailedattentioninthissituation.Sincethisprojecthasneverbeendone
$30,000,000andwillmakeuseofthreesellers.Oncebegun,theprojectcannotbe D.Performanidentificationofrisks.
before,andtherewillbealargecostoutlay,itwouldbebestfortheprojectmanagertospend
cancelled,astherewillbealargeexpenditureonplantandequipment.Asthe
moretimeonriskmanagement.Riskidentificationisthemostproactiveresponseandwillhave
projectmanager,itisMOSTimportanttocarefully:
thegreatest
positiveimpactontheproject.
21.Yourteamhascomeupwith434risksand16majorcausesofthoserisks.The
projectisthelastinaseriesofprojectsthattheteamhasworkedontogether.The
Thisquestionrelatesrealworldsituationstorisktypes.Didyourealizethattheentirefirst
sponsorisverysupportive,andalotoftimewasinvestedinmakingsurethe
paragraphisextraneous?Basedonthequestion,youcannotremovetheworktoavoidit,nor
projectworkwascompleteandsignedoffbyallkeystakeholders.Duringproject A.Accepttherisk.
canyouinsureoroutsourceittotransfertherisk.Thisleavesacceptanceastheonlycorrect
planning,theteamcannotcomeupwithaneffectivewaytomitigateorinsure
choice.
againstarisk.Itisnotworkthatcanbeoutsourced,norcanitbedeleted.What
wouldbetheBESTsolution?
22.Aprojectmanagerisquantifyingriskforherproject.Severalofherexpertsare TheDelphitechniqueiscommonlyusedtoobtainexpertopinionsontechnicalissues,the
D.UsetheDelphitechnique.
offsite,butwishtobeincluded.Howcanthisbedone? necessaryprojectorproductscope,ortherisks.
Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Didyourealizethissituationistakingplaceduringprojectinitiating?Thescopestatementand
23.Anexperiencedprojectmanagerhasjustbegunworkingforalarge
D.Aconversationwithateam resourceplanarecreatedinprojectplanning,andsoarenotyetavailable.Therefore,weare
informationtechnologyintegrator.Hermanagerprovidesherwithadraftproject
memberfromasimilarprojectthat leftwithdecidingifthemagazinearticleoraconversationwithateammemberwhoworkedon
charterandimmediatelyaskshertoprovideananalysisoftherisksontheproject.
failedinthepast asimilarprojectprovidesthegreatervalue.Sincetheinformationgainedinconversingwiththe
WhichofthefollowingwouldBESThelpinthiseffort?
teammemberprovidesinputmorespecifictoyourorganization,itisthebestchoice.

Teammemberswillhaveknowledgeoftheprojectandtheproductoftheprojectandwillthus
24.Youhavebeenappointedasthemanagerofanew,large,andcomplex
havealottocontributetoriskresponses.Thoseresponsibleforrisktemplateswillbeableto
project.Becausethisprojectisbusinesscriticalandveryvisible,senior
providethetemplatesfrompastprojects(historicalrecords)andthereforewillbevery
managementhastoldyoutoanalyzetheprojectsrisksandprepareresponse
important.Keystakeholderswillknowmoreaboutthetechnicalworkingoftheprojecttohelp
strategiesforthemassoonaspossible.Theorganizationhasriskmanagement B.Projectsponsor
planWhatarewegoingtodoaboutit?sotheyarenotlikelytobetheleastimportant.The
proceduresthatareseldomusedorfollowed,andhashadahistoryofhandling
sponsormayhavetheleastknowledgeofwhatwillworktosolvetheproblems.Sponsorsneed
risksbadly.Tireprojectsfirstmilestoneisintwoweeks.Inpreparingtherisk
tobeinvolvedintheprojectandhelpidentifyrisks.Theymayevenapprovetheresponseplans
responseplan,inputfromwhichofthefollowingisgenerallyLEASTimportant?
createdbyothers,buttheywouldnotgenerallybemajorcontributorstoresponseplans.

Theriskisthelossofdataduetoapoweroutage.Purchasinginsuranceisnotrelatedto
25.Youwereinthemiddleofatwoyearprojecttodeploynewtechnologytofield preventingtheproblem.Ittransferstherisk.Creatingareservefundisacceptanceoftherisk,
officesacrossthecountry.Ahurricanecausedpoweroutagesjustwhenthe andwouldhelpaddressthecostfactorsafterthepowerfailure,butwouldnotreducethe
C.Monitortheweatherandhavea
upgradewasnearcompletion.Whenthepowerwasrestored,alloftheproject probabilityorimpactofit.Avoidingthehurricanebyschedulingtheinstallationatadifferent
contingencyplan.
reportsandhistoricaldatawerelostwithnowayofretrievingthem.Whatshould timereducesthepoweroutagerisk,butcouldhavealargenegativeimpactontheproject
havebeendonetopreventthisproblem? scheduleandsoisnotthebestchoice.Thebetterchoiceoftheoptionsistomonitorthe
weatherandknowwhentoimplementthecontingencyplan.

Aworkaroundisanunplannedresponsetoaneventthatisoccurring.Thisriskdiscussedinthe
26.Asystemdevelopmentprojectisnearingprojectclosingwhenapreviously questionhasbeenidentified,butitisnotoccurringatthistime,sothereisnoneedtotakethe
unidentifiedriskisdiscovered.Thiscouldpotentiallyaffecttheprojectsoverall B.Qualifytherisk. actionofcreatingaworkaround.Youneedtoanalyzetheproblembeforetalkingtothe
abilitytodeliver.WhatshouldbedoneNEXT? sponsor.Youcannotmitigatetheriskuntilyouqualifyit.Qualifyingtheriskwillhelpyou
determinehowtoproceed.
27.Thecostperformanceindex(CPI)ofaprojectis0.6andtheschedule
performanceindex(SPI)is0.71.Theprojecthas625workpackagesandisbeing
A.Updateriskidentificationand Thisprojecthasdeviatedsofarfromthebaselinethatupdatedriskidentificationandrisk
completedoverafouryearperiod.Theteammembersareveryinexperiencedand
analysis. analysisshouldbeperformed.
theprojectreceivedlittlesupportforproperplanning.Whichofthefollowingis
theBESTthingtodo?
Whennewrisksareidentified,theyshouldgothroughtheriskmanagementprocess.Youneed
B.Documenttheriskitemsand todeterminetheprobabilityandimpactoftherisksandthentrytodiminishthemthroughthe
28.Whilepreparingyourriskresponses,youidentifyadditionalrisks.Whatshould calculatetheexpectedmonetaryvalue PlanRiskResponsesprocess.Onlyaftertheseeffortsshouldyouconsideraddingreservesfor
youdo? basedontheprobabilityandimpactof timeand/orcost.Anyreservesshouldbebasedonadetailedanalysisofrisk.Calculatingthe
theoccurrences. expectedmonetaryvalueoftherisksisanimportantpartoftheriskmanagementprocess,and
thebestchoicepresentedhere.
29.Duringprojectexecuting,ateammemberidentifiesariskthatisnotintherisk First,youwanttodeterminewhattheriskentailsandtheimpacttotheproject,thendetermine
D.Analyzetherisk.
register.Whatshouldyoudo? whatactionsyouwilltakeregardingtherisk.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Followingtherightprocessispartofprofessionalandsocialresponsibility.Becausean
unidentifiedproblemorriskoccurred,itisimportanttoreevaluatetheIdentifyRisksprocessas
30.Duringprojectexecuting,amajorproblemoccursthatwasnotincludedinthe wellastolookforunexpectedeffectsoftheproblem.However,theyarenotyourfirstchoices.
A.Createaworkaround.
riskregister.WhatshouldyoudoFIRST? Youmightneedtoinformmanagement,butthisisreactive,notproactive,andnotthefirst
thingyoushoulddo.Sincethisisaproblemthathasoccurred,ratherthanaproblemthathas
justbeenidentified,thefirstthingyoumustdoisaddresstheriskbycreatingaworkaround.

TheDelphitechniqueusesexpertsandbuildsconsensus;therefore,expertopinionisthechief
31.WhichofthefollowingisachiefcharacteristicoftheDelphitechnique? B.Expertopinion
characteristic.
32.Aprojecthashadsomeproblems,butnowseemsundercontrol.Inthelast
fewmonths,almostallthereservehasbeenusedupandmostofthenegative
impactsofeventsthathadbeenpredictedhaveoccurred.Thereareonlyfour Thewordingofthisquestioncanbeconfusing.Scopevalidationinvolvesmeetingwiththe
activitiesleft,andtwoofthemareonthecriticalpath.Managementnowinforms customertogainformalacceptance,sothatcannotbethebestchoice.Reserveismentionedin
theprojectmanagerthatitwouldbeintheperformingorganizationsbestinterest thesituation,buttheuseofreservesisnottheprimaryconcern.Theprojectmanageris
B.Opportunities.
tofinishtheprojecttwoweeksearlierthanscheduled,inordertoreceivean workingtomakeapositiveimpactontheprojectmorelikelytooccur.Therefore,heisworking
additionalprofit.Inresponse,theprojectmanagersendsoutarequestfor withanopportunity.Thismayincludeanalyzingtheappropriatenessofusingmanagement
proposalforsomeworkthattheteamwasgoingtodo,hopingtofindanother reservestocoverthecostoftheopportunity.
companythatmightbeabletodotheworkfaster.TheprojectmanagercanBEST
besaidtobeattemptingtoworkwith:

AMonteCarloanalysiscouldindicatethatanestimateforanactivityneedstochange,butnot
whattheactivityestimateshouldbe.MonteCarloisasimulation,butitdoesnotspecifically
A.Getanindicationoftherisk
33.MonteCarloanalysisisusedto: addressquality.Itdoesnotdealdirectlywithstafforresourceneedseither.Projectriskcanbe
involvedintheproject.
assessedusingMonteCarloanalysis.Byconsideringtheinputstotheweightedestimatesand
thenetworkdiagram,youcanobtainabetteroverviewoftheoverallprojectrisk.

Thisquestionessentiallyasks,WhatisanoutputofPerformQualitativeRiskAnalysis?The
34.Aprojectteamiscreatingaprojectmanagementplanwhenmanagementasks
probabilityofachievingtimeandcostobjectivesisdeterminedduringthePerformQuantitative
themtoidentifyprojectrisksandprovidesomeformofqualitativeoutputassoon A.Prioritizedlistofprojectrisks
RiskAnalysisprocess.RisktriggersandcontingencyreservesarepartsofthePlanRisk
aspossible.Whatshouldtheprojectteamprovide?
Responsesprocess.AprioritizedlistofrisksisanoutputofPerformQualitativeRiskAnalysis.

35.Aprojectmanageriscreatingariskresponseplan.However,everytimearisk A.Documentthenewrisksand Didyourealizethisquestiondescribessecondaryrisks?Identifyingsecondaryrisksisan


responseissuggested,anotherriskisidentifiedthatiscausedbytheresponse. continuethePlanRiskResponses importantpartofcompletingthePlanRiskResponsesprocess.Withthatinmind,thebestthing
WhichofthefollowingistheBESTthingfortheprojectmanagertodo? process. todoistodocumentthenewlyidentifiedrisksandcontinuethePlanRiskResponsesprocess.

Awatchlistismadeupoflowpriorityrisksthat,inthePerformQualitativeRiskAnalysis
36.Awatchlistisanoutputofwhichriskmanagementprocess? C.PerformQualitativeRiskAnalysis process,weredeterminedtobeoftoolowpriorityorlowimpacttomovefurtherintherisk
managementprocess.
37.DuringtheIdentifyRisksprocess,aprojectmanagerandstakeholdersused
StakeholdersshouldbeincludedintheIdentifyRisksprocess.Sometriggersmaybeidentifiedin
variousmethodstoidentifyrisksandthencreatedalonglistofthoserisks.The
B.Morepeopleshouldhavebeen theIdentifyRisksprocess,buttheyaregenerallyidentifiedandaddedtotheriskregisterinthe
projectmanagerthenmadesurealltheriskswereunderstoodandthattriggers
involvedinthePlanRiskResponses PlanRiskResponsesprocess.Workaroundsarecreatedasunidentifiedriskeventsoccur.The
hadbeenidentified.Later,inthePlanRiskResponsesprocess,hetookalltherisks
process. projectmanagerserrorwasnotincludingothersinthePlanRiskResponsesprocess.PlanRisk
identifiedbythestakeholdersanddeterminedwaystomitigatethem.Whathas
Responsesmustincludetheinvolvementofallriskownersandpossiblyotherstakeholders.
hedonewrong?
38.WhichofthefollowingMUSTbeanagendaitematallteammeetings? A.Discussionofprojectrisks Riskissoimportantthatitmustbediscussedatallteammeetings.
Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
11.ProcurementManagement
Oncesigned,acontractisbinding.Generally,theinabilitytoperformorgetfinancing,orone
partysbeliefthatthecontractisnullandvoiddoesnotchangethefactthatthecontractis
1.Oncesigned,acontractislegallybindingunless: C.Itisinviolationofapplicablelaw.
binding.If,however,bothsidesagreetoterminatethecontract,thecontractcanmoveintothe
CloseProcurementsprocess.
Ifthesellercompletestheworkspecifiedintheprocurementstatementofwork,thecontractis
2.Withaclearprocurementstatementofwork,asellercompletesworkas
consideredcomplete.Thatdoesnotmeanthesamethingastheprocurementbeingclosed.The
specified,butthebuyerisnotpleasedwiththeresults.Thecontractisconsidered C.Complete.
CloseProcurementsprocessmuststilloccur.However,inthissituation,thecontractworkis
tobe:
completed.
Oftenthesellerisrequiredtoinformthebuyerofanythingthatismissingorunclearinthe
procurementdocuments.Itisinthebuyersbestinteresttodiscovermissingitems,sinceitwill
savethebuyermoneyandtroubletocorrecttheproblemearly.Procurementdocumentsmust
A.Welldesignedprocurement
3.Allofthefollowingstatementsconcerningprocurementdocumentsare containtermsandconditionsandselectioncriteria,aswellasdocumentationofallthework
documentscansimplifycomparisonof
incorrectEXCEPT: thatistobedone(whichincludestheprocurementstatementofwork).Thisissothesellercan
responses.
pricetheprojectandknowwhatismostimportanttothebuyer.Welldesignedprocurement
documentscansimplifycomparisonofresponses.Thisisanimportantpointandisthebest
answer.
4.Aprojectmanagerfortheselleristoldbyhermanagementthattheproject
Incentivesaremeanttobringtheobjectivesofthesellerinlinewiththoseofthebuyer,soboth
shoulddowhateverpossibletobeawardedincentivemoney.Theprimary C.Synchronizeobjectives.
areprogressingtowardthesameobjective.
objectiveofincentiveclausesinacontractisto:

Therearealwaysgoodideas(changes)thatcanaddbenefittotheproject,regardlessofthe
C.Contractsshouldinclude
5.AllthefollowingstatementsaboutchangecontrolareincorrectEXCEPT: contracttype.Althoughdetailedspecificationsmayreducetheneedforchanges,theydonot
procedurestoaccommodatechanges.
eliminatethecauses.Contractsshouldincludeprocedurestoaccommodatechanges.

Haltingallpaymentswouldbeabreachofcontractonthebuyerspart.Voidingthecontract
6.Aroutineauditofacostreimbursable(CR)contractdeterminesthat andbeginninglegalactionistoosevereandcannotbedoneunilaterally.Changingthecontract
A.Continuetomakeproject
overchargesarebeingmade.Ifthecontractdoesnotspecifycorrectiveaction,the torequiremorefrequentauditsdoesnotsolvetheproblempresented.Achoicethatsaid,Halt
payments.
buyershould: paymentsonthedisputedamountwouldprobablybethebestanswer,butitisnotoffered.
Thebestchoiceavailableistocontinuetomakethepayments.

Asaprojectmanager,youwanttodevelopagoodrelationshipduringnegotiationsthatwilllast
throughouttheproject.Negotiationsarenotaboutgettingthemostfromtheotherside(win
7.Theprimaryobjectiveofcontractnegotiationsisto: B.Protecttherelationship.
lose),assuchactionswillnotcreateagoodrelationship.Thatdoesntmeanthebuyersacrifices
doingwhatisbestfortheorganization.
8.Asellerisworkingonacostreimbursable(CR)contractwhenthebuyerdecides Thesellercantrytonegotiatechangeorsimplycontinuetheoriginalcontractandrefuse
hewouldliketoexpandthescopeofservicesandchangetoafixedprice(FP) D.Startingoverwithanewcontract. requeststocompleteadditionalwork,butthesellercannotunilaterallydecidetostartoverwith
contract.AllofthefollowingarethesellersoptionsEXCEPT: anewcontract.Bothpartieshavetoagreetothisoptionthroughnegotiations.
Manypeoplemissthefactthatacontractincludesaprocurementstatementofwork.Tohavea
contract,youmustalsohaveacceptance.Onesetofsignaturesisnotenough;youmusthave
9.AllofthefollowingMUSTbepresenttohaveacontractEXCEPT: C.Theaddressoftheseller.
signoff(i.e.,acceptance)frombothparties,notjustfromthebuyer.Theaddressoftheselleris
notrequired,andthereforeistheexception.
C.Theprojectmanagershouldprovide
10.WhichofthefollowingBESTdescribestheprojectmanagersroleinthe Theprojectmanagerknowstheprojectrisks.Heorsheneedstomakesureprovisionsare
anunderstandingoftherisksofthe
procurementprocess? includedinthecontracttoaddresstheserisks.
Jeddah2016 project. ByEng.AhmedAbdelrahman
Question Answer Explanation
Answeringsellersquestions,advertising,andproposalevaluationoccurduringtheConduct
11.WhichofthefollowingactivitiesoccursduringthePlanProcurement
A.Makeorbuydecisions Procurementsprocess.Makeorbuydecisionsaremadeearlier,inthePlanProcurement
Managementprocess?
Managementprocess.
RiskanalysisisdonebeforetheConductProcurementsprocessbegins,asprocurementisarisk
mitigationandtransferencetool.SelectingacontracttypeispartofPlanProcurement
12.WhichofthefollowingistheBESTthingforaprojectmanagertodointhe D.Answersellersquestionsaboutthe Management.MarketresearchisalsoperformedinthePlanProcurementManagement
ConductProcurementsprocess? procurementdocuments. process,toenableselectionoftheappropriatesellersfortheneedsoftheproject.Duringthe
ConductProcurementsprocess,theprojectmanageranswersquestionssubmittedby
prospectivesellers.

13.Thesponsorisworriedaboutthesellerderivingextraprofitonthecostplus Cuttingscopedecreasesprofitsonthistypeofcontract,sothatwouldnotbeawayforthe
fixedfee(CPFF)contract.Eachmonthherequirestheprojectmanagertosubmit sellertogenerateextraprofits.CPFFcontractsgenerallydonotlimitfeeincreases,andthefee
CPIcalculationsandananalysisofthecosttocomplete.Tireprojectmanager B.Allcostsinvoicedarebeingaudited. inaCPFFcontractisusuallypaidoutonacontinuousbasisduringthelifeoftheproject.Oneof
explainstothesponsorthatextraprofitsshouldNOTbeaworryonthisproject thewaystochangetheprofitinacostplusfixedfeecontractistoinvoiceforitemsnot
because: chargeabletotheproject.Therefore,allinvoicedcostsshouldbeaudited.

Thefeeorprofitisknowntotheseller,butthisquestionisaskedfromthebuyersperspective,
14.Inafixedprice(FP)contract,thefeeorprofitis: A.Unknown.
Thebuyerdoesnotknowwhatprofitthesellerincludedinthecontract.
Althoughareservemightbedecreasedfortheprojectoverallwhenoneofitsprocurements
entersclosure,theriskratingoftheprojectisgenerallynotaffected.Evaluationofthefee
15.Aprojectperformedunderacostreimbursablecontracthasfinallyentered shouldhavebeendoneduringtheConductProcurementsprocess.Makingsurethesellerdoes
B.Auditsellerscostsubmittals.
theCloseProcurementsprocess.WhatMUSTthebuyerremembertodo? notaddresourcesmaybeaconcernduringtheControlProcurementsprocess,butitisnot
commonduringCloseProcurements.Auditingthesellerscostsubmittalsisarequiredaspectof
theCloseProcurementsprocess.

16.Thesponsorandtheprojectmanagerarediscussingwhattypeofcontractthe
projectmanagerplanstouseontheproject.Thesponsorpointsoutthatthe Ifyouhadtroublewiththisone,youneedtorememberthatthequestionsareaskedfromthe
performingorganizationspentalotofmoneyhiringadesignteamtocomeup A.Costriskislower. buyersperspectiveunlessotherwisenoted.Thesellerhasthemostcostriskinafixedprice
withthedesign.Theprojectmanagerisconcernedthattheriskforthebuyerbeas contract,andthebuyersriskislower.
smallaspossible.Anadvantageofafixedpricecontractforthebuyeris:

Toanswerthisquestion,youneedtoknowwhatarecordsmanagementsystemisandthatit
17.Aspartoftherecordsmanagementsystem,youaretryingtomakesureall
wouldnotbeusedtokeeptrackofnegotiations.Thenegotiationprocessisnotadocument.
recordsfromtheprocurementaredocumentedandindexed.Whichofthe D.Negotiationprocess
Theproposal,procurementstatementofwork,andthecontracttermsandconditionsareall
followingdoyouNOThavetoworryabout?
recordsthatneedtobedocumentedandindexed.
18.Youareinthemiddleofacomplexnegotiationwhentheotherpartysays,
WeneedtofinishinonehourbecauseIhavetocatchmyplane.Thatpersonis C.Deadline Puttingatimelimitonthenegotiationisanexampleofadeadlinenegotiationstrategy.
usingwhichofthefollowingnegotiationstrategies?
Centralizedcontractingusuallymeansitismoredifficulttogetaccesstotheprocurement
manager,andtheprocurementmanagerhaslessloyaltytotheproject.Thefactthatthe
19.Whichofthefollowingisanadvantageofcentralizedcontracting? A.Increasedexpertise procurementmanagerhasnohomewhenheorsheisnotworkingonaprojectisa
disadvantageofdecentralizedcontracting.Increasedexpertiseoftheprocurementmanageris
anadvantageofcentralizedcontracting.
Inafixedpricecontract,thesellerhasthecostriskandthereforewantstocompletely
20.WithwhichtypeofcontractisthesellerMOSTconcernedaboutprojectscope? A.Fixedprice
understandtheprocurementstatementofworkbeforebidding.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Ifyoufollowtheproperprojectmanagementprocess,youALWAYShavegooddefinitionof
21.Yourcompanyhasanemergencyandneedscontractedworkdoneassoonas scope(inthiscase,theprocurementstatementofwork).Inthissituation,bothgoodscope
possible.Underthesecircumstances,whichofthefollowingwouldbetheMOST C.Incentives definitionandincentivesarerequired.Alongwithgoodscopedefinition,youneedthesellerto
helpfultoaddtothecontract? shareyourneedforspeed.Incentivesbringthesellersobjectivesinlinewiththebuyersand
thuswouldbetheMOSThelpful.Goodscopedefinitionalonedoesnotensurespeed.

NegotiationoccursduringtheConductProcurementsprocessaspartoftheefforttocreatea
D.ConductProcurementsandClose
22.Duringwhichprocurementprocessesdoesprocurementnegotiationoccur? contractoragreementthatisapprovedbyboththebuyerandtheseller.Negotiationalso
Procurements
occursintheCloseProcurementsprocesstosettleanyoutstandingdisputes.

23.Theprojectteamisarguingabouttheprospectivesellerswhohavesubmitted
proposals.Oneteammemberarguesforacertainsellerwhileanotherteam
D.ConductProcurements SelectedsellersareanoutputoftheConductProcurementsprocess.
memberwantstheprojectawardedtoadifferentseller,Whatpartofthe
procurementprocessistheteamin?
TheprocurementdocumentsarecreatedduringthePlanProcurementManagementprocess.
24.Aprojectmanagerisinthemiddleofcreatingarequestforproposal(RFP).
B.PlanProcurementManagement Therequestforproposalisoneofthosedocuments,sotheprojectmanagerisinthePlan
Whatpartoftheprocurementprocessishein?
ProcurementManagementprocess.
25.Yourprogrammanagerhascometoyou,theprojectmanager,forhelpwitha
bidforhernewestproject.Youwanttoprotectyourcompanyfromfinancialrisk, Oftheoptionsgiven,theonlycontractthatlimitsfeesforlargeprojectswithlimitedscope
D.Costplusfixedfee(CPFF)
andyouhavelimitedscopedefinition.WhatistheBESTtypeofcontractto definitioniscostplusfixedfee.
choose?
26.Negotiationsbetweentwopartiesarebecomingcomplex,soPartyAmakes
somenotesthatbothpartiessign.However,whentheworkisbeingdone,PartyB C.Generallycorrect,becauseboth
claimstheyarenotrequiredtoprovideanitemtheybothagreedtoduring partiesareonlyrequiredtoperform PartyBisonlyrequiredtodeliverwhatisdefinedinthecontract.
negotiations,becauseitwasnotincludedinthesubsequentcontract.Inthiscase, whatisinthecontract.
partyBis:
27.Yourprojecthasjustbeenfasttrackedandyouarelookingtoquicklybringina
subcontractortocompletenetworking.Thereisnotimetoissuearequestfor Althoughyouhaveusedthiscontractorbefore,howcanyoubesurethecompanyisqualifiedto
B.Thesubcontractorsqualifications.
proposal(RFP),soyouchoosetouseacompanyyouhaveusedmanytimesbefore dothenewwork,sinceitisnotexactlylikethepreviouswork?Thisistheriskyouaretaking.
forsoftwaredevelopment.APRIMARYconcerninthissituationis:
28.Theprojectmanagerandprojectsponsorarediscussingtheprojectcostsand
whetheritisbettertohavetheirowncompanydopartoftheprojectorhire Itisgenerallybettertodotheworkyourselfifusinganoutsidecompanymeansyouhaveto
A.Thereisalotofproprietarydata.
anothercompanytodothework.Iftheyaskedforyouropinion,youmightsayit turnoverproprietarydatatotheothercompany.
wouldbebettertodotheworkyourselfif:

29.Aftermuchexcitementandhardwork,theprocurementstatementofworkfor
Theprojectmanagershouldattendthebidderconference,althoughtheprocurementmanager
theprojectiscompleted.Evenaftergainingagreementthattheprocurement
mayleadit.Didyouselectnegotiatingscope?Sellersmayaskquestionsaboutscopeduringthe
statementofworkiscomplete,theprojectmanagerisstillunsureofwhetherit C.Makesureyougiveallthesellers
conference,butnegotiationsoccurafterthesellerisselected.Allowingampleopportunityfor
actuallyaddressesallthebuyersneeds.Theprojectmanagerisabouttoattend theopportunitytoaskquestions.
alloftheprospectivesellerstoaskquestionsisoneofthemanychallengesofabidder
thebidderconference.Heasksyouforadviceonwhattododuringthesession.
conference.Theymaynotwanttoaskquestionswhiletheircompetitorsareintheroom.
WhichofthefollowingistheBESTadviceyoucangivehim?

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Whenasellerdoesnotperformaccordingtothecontracttermsandconditions,theyhave
defaultedandtheprojectmanagermusttakeaction.Youmightpreferachoicetoinvestigate
30.Asellerisawardedacontracttobuildapipeline.Thecontracttermsand thedefaultbycontactingthesellerandaskingwhatisgoingon,butthatchoiceisnotavailable
conditionsrequireaworkplantobeissuedforthebuyersapprovalpriorto here.Youmustsendtheformalwrittennoticeassoonasyoubecomeawareofthedefaultso
C.Issueadefaultletter.
commencingwork,butthesellerfailstoprovideone.Whichofthefollowingisthe thatyoudonotgiveupanyrighttoreceivetheworkplaninthefuture.Youcancontactthe
BESTthingforthebuyersprojectmanagertodo? sellerforadiscussionasthesecondthingyoudo.Therefore,thebestchoiceistolettheseller
blowtheyareindefault.Thedefaultnotificationletterwillinstructthesellertomeetthe
performancerequirement.

Thecustomermaybeinvolvedinlessonslearnedandprocurementaudits,andwouldcertainly
31.CloseProcurementsisdifferentfromCloseProjectorPhaseinthatClose A.OccursbeforeCloseProjector beinvolvedinformalacceptance.BothCloseProcurementsandCloseProjectorPhaseinvolve
Procurements: Phase. thereturnofproperty.CloseProcurementsisdoneonceforeachprocurement,attheendof
thecontract.Allprocurementsareclosedbeforetheprojectisclosed.

Ifthecontractisterminated,theprocurementneedstoenterclosure.Theresultsofthe
32.Youhavejuststartedworkonaprocurementwhenmanagementdecidesto D.GototheCloseProcurements
procurementanditsdocumentationarearchivedashistoricalrecordsintheClose
terminatethecontract.WhatshouldyoudoFIRST? process.
Procurementsprocess.
33.Theprojectteamisarguingabouttheprospectivesellerswhohavesubmitted
proposals.Oneteammemberarguesforacertainsellerwhileanotherteam
Thesourceselectioncriteriaistheprimarytoolforevaluatingpotentialsellersandshouldbe
memberwantstheprojecttobeawardedtoadifferentseller.TireBESTthingthe C.Sourceselectioncriteria.
usedbytheteaminordertomakeaselection.
projectmanagershouldremindtheteamtofocusoninordertomakeaselection
isthe:

34.Theperformingorganizationistryingtodecidewhethertosplitthe Thechangewouldnotimpacttheorganizationsoverallprojectmanagementpractices,only
procurementdepartmentandassignprocurementresponsibilitiestodepartments procurement.Loyaltytotheprojectwouldbegained,notlost,inadecentralizedenvironment,
D.Accesstootherswithsimilar
directlyresponsiblefortheprojects.Aprocurementprofessionalmightnotwant astheprocurementmanagerispartoftheprojectteam.Inadecentralizedprocurement
expertise
thissplittooccurbecauseheorshewouldlose_______inadecentralized environment,thereislessfocusonmaintainingtheskillorexpertiseofthecontractingfunction,
contractingenvironment. andaccesstootherprocurementprofessionalswithcomparableexpertisewouldbereduced.

Thisquestioniswrittenfromtheperspectiveoftheseller.Thecontractcouldbewrong,orthe
customercouldbewrong,butthisshouldhavebeendiscoveredearlierifproperproject
35.Yourprojectteammemberdeliversaprojectdeliverabletothebuyer. managementwasfollowed.Asellercannotissueachangeorder(althoughtheycouldrequest
C.Reviewtherequirementsandmeet
However,thebuyerrefusesthedeliverable,statingitdoesnotmeetthe one).Didyouselectcallingameetingoftheteam?Ifso,rememberthatprojectmanagementis
withtheresponsibleteammemberto
requirementonpage300ofthetechnicalspecifications.Youreviewthedocument notaboutmakingeverydecisionwithALLtheteammembers.Thebestchoiceinvolves
reviewtheWBSdictionary.
andfindthatyouagree.WhatistheBESTthingtodo? reviewingtherequirementsdocumentationandmeetingwiththeappropriateteammember.If
suchaproblemhasarisen,itcouldmeansomethingwaswrongintheWBSdictionaryorinhow
theteammembercompletedthework.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Ifyougotthisquestionwrong,rereadit.Youneedtoauditinvoicesinallcontracttypes,sohow
doyouchoose?LookfortheanswerthatisBEST.Inthiscase,itwouldbethechoicethat
requiresthegreatesteffort.AT&Mcontractshouldbeusedforlowdollarandshortduration
contracts(rememberthataT&Mcontracthasnoincentivetofinish),soitdoesnothaveahigh
36.WhattypeofcontractdoyouNOTwanttouseifyoudonothaveenough levelofrisk.FPandFPIFcontractscannotbebest,becausetherisktothebuyerislimited.The
A.Costplusfixedfee(CPFF)
labortoauditinvoices? buyerisstillonlygoingtopaythecontractedprice.InaCPFFcontract,thebuyerpaysallcosts.
Thesellercouldbechargingthebuyerforcoststhatshouldnotbeallocatedtothebuyer.
Becauseofthesizeanddollaramountofthistypeofcontract,andbecausetherisktothebuyer
isgreat,aCPFFcontractrequiresthemostauditing.Inthiscase,youwouldnotwanttousea
CPFFcontract.

37.Anewprojectmanagerisabouttobegincreatingtheprocurementstatement
ofwork.Onestakeholderwantstoaddmanyitemstotheprocurementstatement D.Theprocurementstatementof Whenthesellerhasmoreexpertisethanthebuyer,theprocurementstatementofworkshould
ofwork.Anotherstakeholderonlywantstodescribethefunctionalrequirements. workshouldbeasdetailedas describeperformanceorfunctionratherthanacompletelistofwork.Inanycase,the
Theprojectisimportantfortheprojectmanagerscompany,butasellerwilldo necessaryforthetypeofproject. procurementstatementofworkshouldbeasdetailedaspossible.
thework.Flowwouldyouadvisetheprojectmanager?

12.StakeholderManagement
Stakeholdershaveanimpactthroughouttheproject,buttheymustbeidentifiedandinvolved
atthebeginningoftheproject,inordertodeterminetheirrequirementsandexpectations.If
1.WhendostakeholdershavetheMOSTinfluenceonaproject? A.Atthebeginningoftheproject
thiseffortisnotdoneearly,theresultsmaybeexpensivechangesand/ordissatisfactionlaterin
theproject.
2.Theprojecthasbeengoingwell,exceptforthenumberofchangesbeingmade.
Theproductoftheprojectisbeinginstalledintosevendifferentdepartments Onceagain,itisimportanttolookforthechoicethatwouldsolvetherealproblem.Thereisno
withinthecompanyandwillgreatlyimprovedepartmentalperformancewhen reasontothinkthattraining,managementoversight,andaneedformoreprocessesarefactors
D.Somestakeholderswerenot
operational.Theteamhasselectedtheappropriateprocessesforuseonthe contributingtothenumberofchanges.Therootcauseisthatstakeholdersweremissedand,as
identified.
project.Theprojectmanagerisatechnicalexpertaswellashavingbeentrainedin aresult,theirrequirementswerenotfound.Thosestakeholdersarenowrequestingchangesto
communicationsandmanagingpeople.WhichofthefollowingistheMOSTlikely accommodatetheirneeds.
causeoftheprojectproblems?
Stakeholderscanbeidentifiedthroughouttheproject.However,theearlierstakeholdersare
A.Initiating,planning,executing,and identified,thebetterfortheproject.Ifallofthestakeholdersneedsandrequirementsare
3.Stakeholderscanbeidentifiedinwhichprojectmanagementprocessgroups?
monitoringandcontrolling takenintoaccountbeforeplansarefinalizedandprojectworkisbegun,fewerchangeswillbe
neededlaterintheproject,whentheywillbemorecostly.

Theprojectmanagercannotavoidthestakeholder,becausehehasastakeintheproject.The
projectmanagercansayNo,butthisdoesnotsolvetherootcauseoftheproblem.Theremay
4.Aparticularstakeholderhasareputationforrequestingmanychangeson besomegoodideaswithinthosechangerequests.Theonlychoicethatdealswiththeproblem
B.Getthestakeholderinvolvedinthe
projects.WhatistheBESTapproachaprojectmanagercantakeatthebeginning isgettingthestakeholderinvolvedintheprojectassoonaspossible.Changesgenerallyarise
projectasearlyaspossible.
oftheprojecttomanagethissituation? duetolackofinputatthebeginningoftheproject.Iftheprojectmanagerbeginseffective
communicationwiththisstakeholderearly,thereisamuchbetterchancehischangeswillbe
discoveredduringtheplanningprocess,whentheywillhavelessofanimpactontheproject.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Theprojectmanagerdeterminestheprojectschedulethroughscheduledevelopment.Theteam
andotherstakeholdersprovidetheinputs.Sinceitisalsotheprojectmanagersroleto
determineresourceneedsandcreatemanagementplans,thechoicesincludingthoseroles
5.WhichofthefollowingstatementsBESTdescribeshowstakeholdersare B.Theyhelptodeterminetheproject
cannotbebest.Theprojectsponsorapprovestheprojectcharter,notthestakeholders.
involvedonaproject? constraintsandproductdeliverables.
Stakeholdersdo,however,helpindeterminingprojectconstraintsandproductdeliverables.
Noticehowtrickyquestionscanbeifyoudonotreadthemcorrectly!Watchforthisinother
questions,andpaycloseattentiontothedifferencesinwording.

6.Allofthefollowingarepartsoftheteamsstakeholdermanagementeffort Givingstakeholdersextrasisknownasgoldplating.Thisisnoteffectivestakeholderorquality
C.Givingstakeholdersextras.
EXCEPT: management.

7.Youhavebeenassignedtomanagethedevelopmentofanorganizationsnew
website.Thesitewillbehighlycomplexandinteractive,andneitheryourproject
teamnortheclienthasmuchexperiencewiththistypeofwebsitedevelopment.
Thetimelineisextremelyaggressive.Anydelaywillbecostlyforbothyourfirm
Asinglehighlevelexecutivecanendanentireprojectifheorsheisnotsatisfiedwiththe
andtheclient.Youhaveaprojectsponsorandhaveachievedagreementandsign
A.Akeystakeholderwasnot results,evenifthatpersonhas,bychoice,beenonlytangentiallyinvolvedintheproject.Itis
offonboththeprojectcharterandtheprojectmanagementplan.Clientpersonnel
adequatelyinvolvedintheproject. criticaltoensurethatallofthefinaldecisionmakershavebeenidentifiedearlyinaprojectin
havebeenkeptfullyinformedoftheprojectsprogressthroughstatusreportsand
ordertoensurethattheirconcernsareaddressed.
regularmeetings.Theprojectisonscheduleandwithinbudget,andafinal
perfunctoryreviewhasbeenscheduled.Suddenlyyouhearthattheentireeffort
maybecancelledbecausetheproductbeingdevelopedistotallyunacceptable.
WhatistheMOSTlikelycauseofthissituation?

A.Havethestakeholdersperiodically Itseemslikeallofthesearegoodideas,buthavingthestakeholdersreviewthelistofproject
8.Aprojectmanagerwantstomoreextensivelyinvolvethestakeholdersonthe
reviewthelistofproject requirementshelpsdiscovererrorsandchanges,andcouldthereforebeconsideredthebest
project.WhichofthefollowingwouldbetheBESTwaytoaccomplishthis?
requirements. choicetokeepstakeholdersinvolvedontheproject.
Thestakeholdersengagementassessmentmatrixcanbeusedtocomparetheactual
engagementlevelsofindividualstakeholderstotheplannedlevelsofengagement.Any
9.Astakeholdersengagementassessmentmatrixcanbeusedtoidentify: A.Communicationgaps.
discrepanciescanbeanalyzed,andcommunicationstoadjusttheengagementlevelscanbe
implemented.
Theroleofeachstakeholderisdeterminedbytheprojectmanagerandthestakeholder.Itis
D.Theprojectmanagerandthe
10.Theroleofeachstakeholderisdeterminedby: importantthatstakeholdershaveinputintowhattheywillbecontributingtotheproject.The
stakeholder.
roleoftheprojectmanagerisNOTtotellpeoplewhattodo!
11.Youaretheprojectmanagerforalargeinstallationprojectwhenyourealize
B.Findaneffectivewaytogatherthe Youneedtoconsidertheneedsofallyourstakeholdersasearlyaspossible,tocreateabetter
thereareover200potentialstakeholdersontheproject.Whichofthefollowing
needsofallstakeholders. organizedprojectandtominimizechangeslater.
wouldbetheBESTcourseofactionforyoutotake?

Rememberthatthestakeholderregisterincludestheprojectmanagersimpressionof
D.Sharedwithothersatthediscretion stakeholderscapabilitiesandattitudes,andpossiblychallengesrelatedtoworkingwiththem.
12.Informationinthestakeholderregistershouldbe:
oftheprojectmanager. Suchnotesmaynotbeintended,orappropriate,foralltosee.Therefore,thestakeholder
registershouldbesharedwithothersatthediscretionoftheprojectmanager.

13.Theprojectmanageristryingtorecallastakeholderspreferred Stakeholdersindividualcommunicationrequirementsaredocumentedinthestakeholder
C.Stakeholdermanagementplan
communicationmethod.Wherecanshefindthatinformation? managementplan.

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Theprojectmanagerdoesnothavetheoptionofselectingstakeholders.Bydefinition,
stakeholdersarepeopleororganizationswhoseinterestsmaybepositivelyornegatively
A.Carefullyselecttheappropriate
14,AllofthefollowingareresponsibilitiesoftheprojectmanagerEXCEPT: impactedbytheprojectoritsproduct,aswellasanyonewhocanexertpositiveornegative
stakeholdersfortheproject.
influenceovertheproject.Allstakeholdersmustbeidentifiedandmanagedtoensureproject
success.
Whilecommunication,coordination,anddevelopmentofrelationshipsarepartsofstakeholder
15.Thekeyobjectiveofstakeholdermanagementis: C.Satisfaction. management,collectivelytheycontributetothemainobjectiveofthisprocessstakeholder
satisfaction.
B.Themanagerofthedepartment Asthedepartmentmanager,thispersonisakeystakeholder,andwieldsalotofinfluenceover
16.Asprojectmanager,youareunabletoallocateasmuchtimetointeractwith
thatwillusetheproductofthe otherstakeholdersinherdepartment.Thefactthatsheisresistanttochangeindicatesshewill
yourstakeholdersasyouwouldlike.Whichofthefollowingstakeholderswillyou
project.Sheisknowntoberesistant needsomepersonalreassurancefromtheprojectmanager,orshemayexertherinfluenceto
makeitaprioritytogettoknow?
tochange. derailtheproject.
Expectationsarenotasdirectorstraightforwardasrequirements.Nonetheless,theyare
importanttorecognizeandaddresstoensurestakeholdersatisfactionwiththeproject.
17.Astakeholdersbeliefaboutormentalpictureofthefutureisa(n): C.Expectation.
Therefore,theprojectmanagermustdoadditionalworktouncovertheexpectationsof
stakeholders.
Thequestionisreferringtolevelofinfluence.Eachstakeholderslevelofinfluencemaybe
18.Thedegreetowhichaparticularstakeholdermaybeabletopositivelyor
D.Levelofinfluence. basedonstatuswithintheorganization,seniority,orotherfactors.Thelevelofinfluenceof
negativelyaffectaprojectishisorher:
eachstakeholdershouldbeidentifiedandmanagedthroughouttheproject.
Oftheanswerchoiceslisted,thestakeholderregisterisaninputtoCollectRequirements,Plan
A.PlanRiskManagementandCollect
19.Thestakeholderregisterisaninputtowhichofthefollowingprocesses? QualityManagement,PlanCommunicationsManagement,PlanRiskManagement,andIdentify
Requirements
Risks.Besureyouunderstandwhyitisimportantineachoftheseprocesses.
20.Aprojectmanageronamultinationalwebsiteimplementationprojectisata
partyandtalkstofriendswhowillbeheavyusersofthisnewwebsitewhenthe A.Scopevalidation Scopevalidationisacontrolfunctionrelatedtogainingcustomeracceptance.Integratedchange
projectiscompleteandthesiteisrolledout.Theydescribesomeannoyingaspects B.Integratedchangecontrol controlrelatestolookingformultipleimpactsofchanges.Scopeplanningcreatesascope
ofthecurrentwebsite.Theprojectmanagertakesthisfeedbacktothesponsor, C.Stakeholderanalysis managementplan.Theprojectmanagerhasperformedstakeholderanalysisbylearning
andencouragesdesignandscopechanges.WhichofthefollowingBESTdescribes D.Scopeplanning stakeholderrequirements,andmakingrecommendationstofulfillthoserequirements
whattheprojectmanagerhasdone?

13.Professional&SocialResponsibility
Therearemanyissuesthatwillbedifferentinthisprojectthanthosetheprojectmanagerhas
C.Theprojectmanagershouldpoint
experiencewith.Itisunethicaltoovertlyorindirectlymisleadthesponsorabouthis
1.Aprojectmanagerisbeingconsideredforaparticularprojectthatwilldeal outtothesponsorthathehasnothad
qualifications.Ontheotherhand,theprojectmanagermayhavesomanyskillsthatwould
exclusivelywithglobalvirtualteams.Heonlyhasexperiencewithlocalteams. experiencewithglobalvirtualteams,
benefittheprojectthathislackofexperiencewithglobalteamsmightnotbeamajorproblem.
Whatshouldhedowhendiscussingtheopportunitywiththesponsor? butdiscusswhyhethinksheisagood
Theprojectmanagermustmakesurethesponsorisawareofthegapsinhisqualifications,so
fitfortheprojectanyway.
thesponsorhasthecorrectinformationonwhichtobasehisdecision.

2.Aprojectmanagergathereddatatoperformearnedvaluecalculationsonhis
A.Heshouldcontactmanagementto
project.Heusedtheresultstoreporttomanagementthattheprojectisunder Althoughthingsmaybegloomy,thisisnotanewdevelopment,sincethereportwasbasedon
makethemawareoftheerror,give
budgetandonschedule.Afterreportingthisinformation,hediscoveredthebase olddata.Itisunethicalfortheprojectmanagernottoadmithismistake,ortoblamesomeone
thecorrectinformation,andexplain
figuresheusedinthecalculationswereincorrect,astheycamefromanoldcopy elseforhiserror.Theethicalthingtodoistoacknowledgeandtakeresponsibilityfortheerror.
howhemadethemistake.
oftheprojectfilethathadnotbeenupdated.Whatshouldhedonow?

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
3.Aprojectmanagerisworkingwithavendoronaprojectwhenshelearnsoneof A.Sheshouldreporttheoffenseto
Itistheresponsibilityoftheprojectmanagertoreportunethicalbehaviortomanagementand
thesellershasbribedasubcontractortoworkonthisprojectinsteadoffulfilling managementandtheproject
thoseaffected.Notreportingthisknowledgetotheappropriatepeopleisunethical.
previouscommitmentstootherprojects.Whatshouldshedo? managersoftheaffectedprojects.
4.Youareinthemiddleofanewproductdevelopmentprojectforyourpublicly
tradedcompanywhenyoudiscoverthepreviousprojectmanagermadeaUS Puttingthepaymentinanescrowaccountorburyingthecosthidesit.Ignoringthepaymentis
$3,000,000paymentthatwasnotapprovedinaccordancewithyourcompany A.Contactyourmanager. notanoption.Projectmanagersmustdealwithpotentiallyunethicalsituationslikethesituation
policies.Luckily,theprojectcostperformanceindex(CPI)is1.2.Whatshouldyou described.Thispaymentmustbebroughttotheattentionoftheprojectmanagersmanager.
do?

Askyourself,whatistherootproblem?Yourfirstactionwouldbetofindoutwhetherworking
5.Whilestaffingaprojectinanothercountry,theprojectleaderfromthatcountry A.Inquireifhiringthroughfamilylines
withfamilymembersisacommonpracticeinthatcountry,asthereisnothinginherentlyillegal
comestoyouwithasuggestedteamconsistingofmembersoftheprojectleaders iscommonpracticeintheproject
inthisactivity.Then,youwouldreviewqualifications.Youmayfinditisnotnecessarytoaskthe
family.YourFIRSTcourseofactionshouldbeto: leaderscountry.
projectleadertoprovideadditionalnames,ortoconsiderusingadifferentprojectleader.

Notmentioningtheissuetotheteammemberiswithdrawal.Notifyingyourbossortheteam
6.Whencheckingthecalendarofateammembertoscheduleameeting,yousee
D.Addresstheconcernwiththeteam membersbosswouldnotbeappropriateuntilyoulearntherootcauseoftheproblem.Always
shehasscheduledameetingwithakeystakeholderthatyouwerenotinformed
member. lookforthechoicethatdealswithandsolvestheproblem.Inthiscase,thebestcourseofaction
of.TireBESTapproachwouldbeto:
istoaddressyourconcernwiththeteammemberdirectly.

Allowingtheteammembertodelivertheinaccuratereportispenalizingandembarrassingher.
7.Yourteammemberisthreedayslatewithareport.Fiveminutesbeforethe
A.Cancelthemeetingandreschedule Theonlychoicethatdoesnotinvolvedecreasingtheteammembersmoraleorwastingthe
meetingwherethetopicofthereportistobediscussed,shehandsyouthe
whenthereportisfixed. timeoftheotherattendeesistocancelthemeeting,andreschedulewhenyouandtheteam
report.Younoticesomeseriouserrorsinit.Whatshouldyoudo?
memberhaveidentifiedandaddressedtherootcauseoftheproblemwiththereport.

8.Amanagerhasresponsibilityforaprojectthathasthesupportofasenior
manager.Fromthebeginning,youhavedisagreedwiththemanagerastohowthe
A.Providethemanagerwithwhatshe Weassumethatproperprojectmanagementwasfollowedandyouropinionwasconsidered
projectshouldproceedandwhatthedeliverablesshouldbe.Youandshehave
needs. duringprojectinitiating.Therefore,youneedtoprovidetheworkasapprovedbymanagement.
disagreedovermanyissuesinthepast.Yourdepartmenthasbeentaskedwith
providingsomekeyworkpackagesfortheproject.Whatshouldyoudo?

9.Alarge,complexconstructionprojectinaforeigncountryrequirescoordination
tomoveneededequipmentthroughcrowdedcitystreets.Toensurethe
equipmentistransportedsuccessfully,yourcontactinthatcountryinformsyou C.Paythefee. Thisisalegitimatefeeforspecialaccommodations.Itisthereforenotabribe.
thatyouwillhavetopaythelocalpoliceafeeforcoordinatingtraffic.What
shouldyoudo?
10.Amajornegotiationwithapotentialsubcontractorisscheduledfortomorrow
Postponingthenegotiationsisthemostethicalchoiceanddemonstratesgoodfaith.Whyspend
whenyoudiscoverthereisagoodchancetheprojectwillbecancelled.What D.Postponethenegotiations.
timeinnegotiationsifitmaybewastedtime?
shouldyoudo?

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Itisnotpossibletoturntheprojectbacktothepreviousprojectmanager,astheprevious
projectmanagermayhaveleftthecompany,orhemaybebusywithnewprojects.Thatisa
formofwithdrawal.Movingaheadwithoutaddressingthesituationalsowithdrawsfromthe
11.Youvebeenassignedtotakeovermanagingaprojectthatshouldbehalf
problem,andwithdrawalisnotthebestchoice.Therearetwoproblemsdescribedhere;the
completeaccordingtotheschedule.Afteranextensiveevaluation,youdiscover
projectisbehindschedule,andthesponsordoesnotknowit.Thereseemtobetwopossible
theprojectisrunningfarbehindschedule,andtheprojectwillprobablytaketwice B.Reportyourassessmenttothe
rightanswers:restructuringtheschedule,andreportingthesituationtothesponsor.You
thetimeoriginallyestimatedbythepreviousprojectmanager.However,the sponsor.
shouldworktogettheprojectonschedule.However,lookingonlyatrestructuringtheschedule
sponsorhasbeentoldtheprojectisonschedule.WhatistheBESTcourseof
excludesotherpossibilities,suchascuttingscope,whichmightmoreeffectivelydealwiththe
action?
scheduleproblem.Youdonotknowiftheprojectcompletiondateiscritical.Whatifthe
sponsorwouldagreetochangetheduedate?Thebestchoiceinthissituationistoinformthe
sponsoroftherevisedcompletiontimeestimate,anddiscussoptions.

12.Youarehalfwaythroughamajornetworkrollout.Thereare300locationsin Professionalandsocialresponsibilityincludeslookingafterthecustomersbestinterests.
theUnitedStateswithanother20inEngland.Asoftwaresellerhasjustreleaseda B.Informthecustomeroftheupgrade Therefore,ignoringthenewlyavailableupgradecannotbebest.Inthiscase,thescheduleand
majorsoftwareupgradeforsomeoftheequipmentbeinginstalled.Theupgrade andtheimpactstotheprojects scopearealreadyapprovedandallchangesmustgothroughtheintegratedchangecontrol
wouldprovidethecustomerwithfunctionalitytheyrequested,whichwasnot timelineandfunctionalityifthe process.Therefore,implementingthechangeonanyofthesiteswithoutfollowingtheprocess
availableatthetimetheprojectbegan.WhatistheBESTcourseofactionunder upgradeisimplemented. isnotacceptable.Thebestoptionistoinformthecustomeroftheavailableupgradeandthe
thesecircumstances? impactstotheprojectstimelineandfunctionalityiftheupgradeisimplemented.

Youshouldconfrontthesituationbydiscussingitwiththeotherprojectmanager.Youcanthen
13.Youareaprojectmanagerforoneofmanyprojectsinalargeandimportant
findoutiftheotherprojectisreallyonscheduleandtherebyconfirmordenyyourinformation.
program.Atahighlevelstatusmeeting,younotethatanotherprojectmanager
D.Meetwiththeotherproject Meetingwiththeprogrammanagerorwithyourbosswouldbethenextstepifmeetingwith
hasreportedherprojectonschedule.Lookingbackonyourprojectoverthelast
manager. theotherprojectmanagervalidatesyourconcern.Youmightalsodevelopariskresponseplan
fewweeks,youremembermanydeliverablesfromtheotherprojectthatarrived
todealwiththerisktoyourproject.First,though,youneedtomeetwiththeotherproject
late.Whatshouldyoudo?
managerregardingthoselatedeliverables.
14.Youhavealwaysbeenaskedbyyourmanagementtocutyourprojectcost
estimatesby10percentafteryouhavesubmittedthem.Thescopeofyournew Thisisacommonproblemonprojects.Ifyourestimatesareaccurate,youareethicallyboundto
C.Provideanaccurateestimateofthe
projectisunclearandthereareover30stakeholders.Managementexpectsa25 standbythem.Managementsonlyoptiontocutcostistosupporttheprojectmanagerin
actualcostsandbeabletosupportit.
percentreductionindowntimeasaresultoftheproject.Whichofthefollowingis lookingforalternativesrelatedtoallprojectconstraints.
theBESTcourseofactioninthissituation?
Attemptingtokeeptherequiredpeopleonyourprojectputsyourinterestsoverthoseofyour
15.Youareinthemiddleofaprojectwhenyoudiscoverthatasoftwaresellerfor
B.Telltheotherprojectmanagersin company,soitcannotbethebestchoice.Thereisnoindicationthatthelabordisputehas
yourprojectishavingmajordifficultykeepingemployeesduetoalabordispute.
yourcompanyaboutthelabor causedanyproblems,sothereisnoneedtocancelthisworkortoceasedoingbusinesswith
Manyotherprojectsinyourcompanyarealsousingthecompanysservices.What
problem. thecompany.Thebestchoicewouldbetoinformothersinyourcompanyaboutthelabor
shouldyoudo?
dispute.

B.Determinethelegalityofcompany Theprojectmanagerisneitherempowerednorcompetenttodeterminethelegalityof
16.AllofthefollowingareresponsibilitiesofaprojectmanagerEXCEPT:
procedures. companyprocedures.Theotherchoicesallrepresentresponsibilitiesoftheprojectmanager.

17.Althoughyourcompanyisnotthelowestbidderforaproject,theclienthas
cometoexpectgoodperformancefromyourcompanyandwantstoawardthe Describingthecostsonpastprojectsincurredduetoprojectmanagementprocessesnotbeing
D,Describethecostsincurredonpast
contracttoyou.Towinthecontract,theclientasksyoutoeliminateyourproject usedaddressestherealproblembygivingtheclientinformationtheymaynothave.An
projectsthatdidnotuseproject
managementcosts.Theclientsaysyourcompanyhasgoodprojectprocesses,and alternatechoiceistoexplainthatprojectmanagementanditsassociatedcostsarereasonsfor
management.
projectcontrolsunnecessarilyinflateyourcosts.Whatshouldyoudounderthese thecompanyspastperformanceandsuccess.Projectmanagementactivitiesarenotoptional.
circumstances?
Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Thesoonersuchdiscoveriesaremadeknowntootherprojectmanagers,thebetteryoucan
D.Makecertainyoutelltheother
18.Youaretheprojectmanagerforonepartofanewprograminyour improvethecapabilitiesofcolleaguesinyourcompany.Itispartofaprojectmanagers
projectmanagersinvolvedinthis
organization.Youarefourmonthsintoathreeyearprojectwhenyourproject professionalandsocialresponsibilitytobuildsuchcapabilities.Afteryou'veupdatedtheother
programaboutthediscoveriesatthe
teammakessignificantdiscoveriesonyourproject.WhatistheBESTthingtodo? projectmanagers,youcanthendocumentthediscoveriesintheprojectlessonslearnedandthe
weeklymeeting.
statusreport,especiallyifthatreporthasawiderdistribution.

Educatingtheteamontheimportanceofmilestonesisnotaddressingtherealproblem.
19.Youhavejustdiscoveredanerrorintheimplementationplanthatwillprevent A.Developoptionstomeetthe Changingthemilestonedateisunethical.Avoidingmentionoftheduedateinthestatusreport
youfrommeetingamilestonedate.TheBESTthingyoucandois: milestonedate. violatestheruletoreporthonestly.Onlydevelopingandreportingoptionstomeetthe
milestonedatesolvestheproblem.

20.Whiletestingthestrengthofconcretepouredonyourproject,youdiscover Changingthequalitystandardsorstatingthattheconcretemeetsourqualityneedswouldbe
thatover35percentoftheconcretedoesnotmeetyourcompanysquality D.Reportthelesserqualityleveland unethical.Ensuringthattheremainingconcretemeetstheexistingqualitystandardswithdraws
standards.Youfeelcertaintheconcretewillfunctionasitis,andyoudontthink trytofindasolution. fromtheproblemandisthereforenotthebestsolution.Theonlypossiblechoiceistoreport
theconcreteneedstomeetthequalitylevelspecified.Whatshouldyoudo? thelesserqualitylevel.Thatchoicewouldinvolvequalityandotherexpertstofindaresolution.

21.Youaretheprojectmanagerforanewinternationalproject,andyourproject Sincethisisanissueinvolvingeveryone,everyoneshouldbeinvolvedinthesolution.Spending
teamincludespeoplefromfourcountries.Mostoftheteammembershavenot C.Askonepersonateachteam extratimewiththeteamoncreatingtheWBSisgenerallyagoodidea,butitdoesnot
workedonsimilarprojectsbefore,buttheprojecthasstrongsupportfromsenior meetingtodescribesomethingunique specificallyaddressculturalissues.Thebestchoiceistoaskonepersonateachteammeetingto
management.WhatistheBESTthingtodotoensurethatculturaldifferencesdo abouttheirculture. describesomethinguniqueabouttheirculture.Thiswillleadtobetterunderstandingamong
notinterferewiththeproject? peopleofdifferentcultures,andhelptoavoidpotentialculturerelatedproblems.

22.Aprojecthasatightbudgetwhenyoubeginnegotiatingwithasellerfora
pieceofequipment.Thesellerhastoldyoutheequipmentpriceisfixed.Your A.Makeagoodfaithefforttofinda Thereisalwaysawaytodecreasecostsontheproject.Thebestchoiceistoattempttofinda
managerhastoldyoutonegotiatethecostwiththeseller.WhatisyourBEST waytodecreasethecost. waytodecreasethecost.
courseofaction?

23.APMPcertifiedprojectmanageriscontactedbyPMIandaskedtoprovide
IgnoringtherequestfromPMIandlyingfortheprojectmanagerdonotsupportPMIsrequest
informationregardinganotherprojectmanagerwhohasbeenreportedtobe
B.No.Ifheknowssomething,heis forinformationandareunethicalactions.PMIsCodeofEthicsandProfessionalConduct
involvedinunethicalactivities.ThePMPcertifiedprojectmanagerknowshis
requiredbyPMIsCodeofEthicsand requiresPMPcertifiedprojectmanagerstoreportunethicalbehaviorandviolationsofthe
informationwouldsupporttheaccusations,andtheotherprojectmanagerin
ProfessionalConducttocooperate. code.ThePMPcertifiedprojectmanagerisobligatedtocooperatewithPMIincollecting
questionisafriend.Hedecidesthebestthingtodowouldbetonotrespond,and
information.
thereforeneitherconfirmnordenytheaccusations.Isthistherightthingtodo?

24.Aprojectmanagerdiscoversadefectinadeliverablethatisduetothe Issuingthedeliverableasitisdoesnotprotectthebestinterestsofthecustomer.Simplynoting
customerundercontracttoday.Theprojectmanagerknowsthecustomerdoes theissueinlessonslearneddoesnotsolvetheproblem.Informingthecustomerthatthe
nothavethetechnicalunderstandingtonoticethedefect.Thedeliverablemeets C.Discusstheissuewiththecustomer. deliverablewillbelatewillcauseadefaultofcontract.Althoughthedeliverablemeetsthe
thecontractrequirements,butitdoesnotmeettheprojectmanagersquality contractualrequirements,itisbesttobringtheproblemtothecustomersattentionsoan
standard.Whatshouldtheprojectmanagerdointhissituation? optionthatdoesnoharmcanbefound.
25.Yourcompanywantstoopenaplantinacountrywherethelawstipulates Workingundertheseruleswouldbeaclearviolationofthefundamentalrightto
thatwomencanearnonly50percentofwhatmenearn.Underthese A.Donotopentheplant. nondiscriminatingtreatment.Youshouldrecommendthatyourcompanynotopentheplantin
circumstances,whatshouldyourecommendtoyourcompany? thatlocation,

Jeddah2016 ByEng.AhmedAbdelrahman
Question Answer Explanation
Insistingthattheteammembersparticipateisforcingthemtodosomethingthatis
26.Threestudentsfromanothercountryareworkingasinternsonaproject.The
B.Heshouldexcusethestudentsfrom unacceptableintheirculture,Requestingtheirremovalfromtheprojectpenalizestheteam
projectmanagerhasarrangedforsomegamestoplayasteambuildingactivities
playingandarrangetodiscusswith membersforexpressingtheirculturalpreferences,whichisnotavalidreasontoremovethem.
tohelpcreateacloseknitsenseofteamwiththegroupmembers.Attheevent
themalternativeteambuilding Excludingthemfromallfutureteambuildingdoesnotshowrespectfortheirculture,andwould
wheretheactivitiesaretakingplace,thethreestudentsrefusetoparticipate,
activitiestheywouldbemore haveanegativeimpactontheproject.Excusingthemfromplaying,anddiscussingalternative
claimingthebehaviorinvolvedisunacceptableintheircountryandtheywouldbe
comfortablewith. activitiesforthewholeteamwithwhichtheywouldbemorecomfortableisbestbecauseit
veryuncomfortableparticipating.Whatshouldtheprojectmanagerdo?
demonstratesrespectforculturaldifferences.

27.Youarefinalizingthemonthlyprojectstatusreportduenowtoyourmanager Theprojectmanagersresponsibilityistoprovidetruthfulprojectinformation.Heorsheshould
whenyoudiscoverthatseveralprojectteammembersarenotreportingactual D.Provideaccurateandtruthful thereafterdiscusstheimpactsoftheiractionswiththeteammembers.Ifthatdoesnotwork,
hoursspentonprojectactivities.Thisresultsinskewedprojectstatistics.Whatis representationsinallprojectreports. thenextstepistoreporttheteammembersbehaviortotheirfunctionalmanagers.Inthe
theMOSTappropriateactiontotake? meantime,theprojectmanagermustreportthestatusasaccuratelyaspossible.

Jeddah2016 ByEng.AhmedAbdelrahman

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