Question 1:

James is the project manager of a software project. Midway

through his project, he realizes that there’s a problem with a part
of the software code and his team members are going to redo
this part of the code. One of his team members suggests that the
problem is not severe enough to cause all of that re-work. James
says that he’s worked on a project that made the same mistake
before and they ended up having to redo the work when
inspectors discovered it. He convinces the team member that it’s
probably better to fix it now than later. What kind of power is he
using to make the decision in this situation?

A. Formal
B. Expert
C. Referent
D. Reward
Question 2:

Which leadership style includes a combination of transactional,

transformational, and charismatic?

A. Laissez-faire
B. Servant leader
C. Innovative
D. Interactional
Question 3:

What is the main difference between creative and intellectual

personality traits?

A. Creative has the ability to think abstractly, while intellectual

has the ability to innovate
B. Creative has the ability to think abstractly, while intellectual
has the ability to measure human intelligence over multiple
aptitudes
C. Creative has the ability to innovate, while intellectual has the
ability to measure sensitivity to other cultures
D. Creative has the ability to measure human intelligence over
multiple aptitudes, while intellectual has the ability to think
abstractly
Question 4:

As a professional project manager, why do you need to

continuously measure project performance against project
management plan?

A. To identify and quantify

variances B. To remove uncertainty
C. To enable continuous improvement
D. To increase opportunities and decrease threats
Question 5:

Why you need to communicate final project report during project

closing?

A. To make sure that communications are meeting the needs of

the stakeholders
B. To document and convey project performance and assist in
project evaluation
C. To limit the potential for communication problems
D. To archive final project report for use in future projects
Question 6:

Tony and Maxim are two project managers in two different

organizations. Tony is usually involved in evaluation and analysis
activities prior to project initiation which includes consulting with
executive and business unit leaders on ideas for advancing
strategic objectives and improving organizational performance.
While Maxim is always assigned to manage projects in his
organization after the project charter is signed. Which of the
following statements best describes this situation?

A. Tony is more experienced than Maxim, so he is included in

evaluation and analysis activities prior to project initiation
B. Tony's organization is always looking for advancing their
strategic objectives and improving their organizational
performance, while Maxim's organization don't
C. Both Tony and Maxim perform their roles as project manager
each one as specified in his organization
D. Tony is performing the role of a portfolio manager, while
Maxim is performing his role as a project manager
Question 7:

The project manager says to the team member: "You need to

listen to me because I have been put in charge. Perform the
work assigned to you". Which power is the project manager
using?

A. Legitimate
B. Situational
C. Charismatic
D. Punitive
Question 8:

Which of the following statements represents guilt-based power?

A. You must do what I say because I'm the project manager and
I'm accountable on project success
B. If you don't achieve your target, you will not get the annual
bonus
C. You must comply with HR rules and come to work on time
D. If you face this type of problems in your work, solve it like this,
I have been solving this type of problems the same way over
the last three years and never failed
Question 9:

Cathrine is a new project manager in a construction firm. She is

attending a project management webinar about the importance
of strategic and business management skills for a project
manager. The trainer indicated many reasons for the project
manager to be knowledgeable enough about the business, which
of the following can't be one of them?

A. To be able to explain to others the essential business aspects

of a project
B. To be able to work with the project sponsor, team, and subject
matter experts to develop an appropriate project delivery
strategy
C. To be able to implement that strategy in a way that maximizes
the business value of the project
D. To be able to achieve project objectives like scope, time and
cost
Question 10:

All of the following are examples of technical project

management skills, except:

A. Resources management, tailoring and risk management

B. Schedule management, strategic planning and stakeholder
engagement
C. Quality management, rolling wave planning and cost
management

D. Scope management, integrated change control and

communication management
Question 11:

Your manager calls you into her office to informally discuss a

new potential project for your organization. The project involves
moving a call center to a new building 30 km away, installing
new equipment and devices and implement a new monitoring
software, and giving the staff five days of intensive, product
specific training. She asks your opinion of this work. How should
you respond?

A. You should inform your manager that this initiative may

involve more than one project
B. You need to meet with the IT and call center managers to get
more details on the plan
C. You should suggest that the project needs a formal charter
D. You should tell your manager that the staff intensive training
should comply with the recognition and reward system
Question 12:

Wilson is managing a small mechanical project. He together with

his team have finalized the project management plan. They have
determined the project scope, schedule and cost in the early
phases in the project. They are now executing the project work
according to the project management plan. Which type of project
life cycle does this project adopt?

A. Waterfall
B. Iterative
C. Incremental
D. Adaptive
Question 13:

A petroleum company is investing in a series of initiatives to look

for petroleum in many countries so that the company can be
competitive in 5 years. The initiatives are tracked and managed
together because this goal is very important to the success of the
company. This is an example of:

A. A portfolio
B. A program
C. A project
D. An enterprise environmental factor
Question 14:

Sally is an experienced project manager in her organization. She

is invited to give a speech to newly assigned team members
about business value creation. She focused on business value
creation for projects. Which of the following statements she can't
say because it is not correct about business value in projects?

A. Business value in projects refers to the benefit that the results

of a specific project provide to its stakeholders
B. Trademarks and stockholder equity are examples of important
intangible benefits from projects
C. The benefit from projects may be tangible, intangible, or both
D. Monetary assets and market share are examples of important
tangible benefits from projects
Question 15:

What does the point of intersection between the two curves

represent?

A. At this point the cost of change equals the risk costs

associated with the change
B. The beginning of project executing
C. Nothing
D. Minimum risk and minimum cost of change
Question 16:

Which of the following documents can be used to measure

project success and progress throughout the project life cycle by
comparing the results with the objectives and the identified
success criteria?

A. Business case
B. Benefits management plan
C. Project charter
D. Project management plan
Question 17:

The organization has 4 projects from which to choose one.

Project A is being done on 5 years and has NPV $60,000.
Project B is being done on 2 years and has NPV of $20,000.
Project C is being done over 4 years and has NPV of $30,000.
Project D is being done over 1 year and has NPV of $50,000.
Which project should they choose?

A. Project C
B. Project B
C. Project D
D. Project A
Question 18:

James is a managing an IT project. The team members have just

submitted the duration estimates needed to complete project
activities. James is not an IT technical expert, he wants to
ensure that the duration estimates submitted by the team are
logical and accurate and not padded. What should he do?

A. Call for a meeting with the project team members to revise

duration estimates
B. Review historical information for durations of similar activities
from previous projects
C. Add enough contingency reserves to account for uncertainties
D. Call a functional manager from each team member to ask
about the accuracy of the duration estimates
Question 19:

Dennis is a project manager for a four phase’s sequential

industrial project. He has scheduled a meeting with concerned
stakeholders to hand-off phase product and to evaluate the
project performance compared to the project and business
documents. This activity can be referred to all the following terms
except:

A. Stage gate
B. Phase review
C. Kill point
D. Transition phase
Question 20:

Which of the following statements about tailoring is not correct?

A. Tailoring is necessary because each project is unique; not

every process, tool, technique, input, or output is required on
every project
B. Tailoring should address the competing constraints of scope,
schedule, cost, resources, quality, and risk
C. Tailoring is necessary because each project is unique; every
process, tool, technique, input, or output identified in the
PMBOK® Guide is required to be applied on every project
D. The project manager should consider the varying levels of
governance that may be required and within which the project
will operate, as well as considering the culture of the
organization
Question 21:

Ricardo is managing a software project to produce a mobile

application. The product of the project has ten main
functionalities as per the customer requirements. Ricardo agreed
with the customer that the project will be performed in five
months and 12,000 $ budget. They agreed that the product of
the project will be produced through a series of iterations that
successively add required functionalities within the
predetermined time frame. The product will be considered
complete after adding the final functionality. Which type of
project life cycle is used here?

A. Waterfall
B. Iterative
C. Incremental
D. Adaptive
Question 22:

Project management business documents include:

A. Project charter and project management plan

B. Project business case and project benefits management plan
C. Project life cycle and project management processes
D. Project charter and project business case
Question 23:

Which of the following statements is correct?

A. A product life cycle is generally contained within a project

life cycle
B. A project life cycle is generally contained within a product
life cycle
C. A product life cycle is the same as a project life cycle
D. A project life cycle is the series of phases that represent
the evolution of a product, from concept through delivery,
growth, maturity, and to retirement
Question 24:

Ivan has been assigned to manage a project in a multidivisional

organization. What can he expect to find in this organization?

A. He can make independent decisions regarding resources

assignment
B. Organization's hierarchy is designed to support projects
C. Organization's hierarchy is not designed to support
projects D. He will have full authority over project resources
Question 25:

Which of the following is not true about project governance?

A. Governance is a methodology for managing mega projects

only
B. It is framework, functions, and processes that guide project
management activities in order to create a unique product,
service, or result to meet organizational, strategic, and
operational goals
C. A governance framework should be tailored to the
organizational culture, types of projects, and the needs of
the organization in order to be effective
D. Governance is the framework within which authority is
exercised in organizations, it includes rules, policies, and
procedures
Question 26:

Tom is a newly assigned project manager in agriculture

engineering company. He is assigned by Frank, the project
sponsor, to manage a new project to produce new organic soil
fertilizer. Ronald, the PMO manager, met with both Tom and
Frank to discuss the project business documents. Ronald
clarified the importance of alignment between the project
business documents, project management plan and project
charter. Who is responsible for providing recommendations and
oversight to keep the project business case, project
management plan, project charter and project benefits
management plan success measures in alignment with one
another?

A. Tom
B. Frank
C. Ronald
D. None of them
Question 27:

Philip is the managing director of a famous fast food restaurants

chain. He is facing troubles with delaying customer orders.
During the last three months, his company received more than
200 complaints from customers due to delayed orders. In order
to improve the customers' orders management, he decided to
treat each order as a project. The project manager will be
responsible for handling customers' orders, ensuring order
delivery within pre-determined time, resolving customer issues.
The project manager is not required to prepare a plan for each
order rather than preparing a daily report for all orders. How
would you describe this situation?

A. This is a group of related projects, so these orders are

considered as a program
B. Each order is a project, so there should be a charter for
each project
C. This is a portfolio, because all these orders help to achieve
the same strategic objective
D. This is operational work
Question 28:

Which of the following are all considered as organizational

process assets?

A. Risk control procedures, company work authorization

systems and ethics policies
B. Quality checklists, employee training record and issue and
defect management databases
C. Network diagram templates, workmanship standards, and
process measurement databases
D. Work instructions, security requirements and change
control procedures
Question 29:

Julian is assigned as a team member in a small product

development project. The project has low budget and scheduled
to be completed within 20 days. The project includes another
team member and Albert, the project manager. They are all co -
located in the same room. After they finalized the project
management plan, Julian asked Albert why the project
management plan doesn't include stakeholder engagement plan
and communication management plan. How should Albert
answer him?

A. Both communication management plan and stakeholder

engagement plan are not needed
B. A stakeholder engagement plan is necessary to avoid
stakeholder’s resistance, while a communication
management plan is not needed because the team is small C.
Julian is right, a stakeholder engagement plan and a
communication management plan must be added to the
project management plan
D. A communication management plan must be added to the
project management plan, while stakeholder engagement
plan is not necessary
Question 30:

All of the following may be included in project business case,

except:

A. Gap analysis of capabilities needed for the project versus

existing capabilities of the organization
B. Identification of critical success factors
C. The expected tangible and intangible value to be gained by
the implementation of the project
D. Statement describing the plan for measuring benefits the
project will deliver
Question 31:

Ivan is the project manager for a new project to develop

electronic tickets instead of paper tickets. He identified all
stakeholders of the project and is analyzing the current and
desired level of engagement for each stakeholder. Piere is the
leader of the printing team, he is aware of the project and thinks
that he may be released from the organization after the project is
completed because there will be no more need for paper tickets.
Piere is trying to put obstacles in the way of project completion in
order not to be fired from the organization. How should Ivan
classify the engagement level of Piere?

A. Unaware
B. Resistant
C. Neutral
D. Supportive
Question 32:

You have just been authorized to manage a new software project

for your company. Which of the following statements best
describes your first action?

A. Create the project scope statement

B. Develop the project management plan
C. Begin creating the project charter
D. Figure out who has a stake in the project
Question 33:

You are managing an accounting project when a new financial

manager is hired at your company. He will be affected by all
accounting projects in your company. What’s the best thing for
you to do?

A. Show him the project charter so that he knows that you are
in charge of the project
B. Work with him to understand the current requirements and
determine if he has new ones to add to the project
C. Do nothing
D. Add him to the communications management plan
Question 34:

Smith is a project manager for a large software implementation

project. The project includes a large number of stakeholders. He
is an experienced project manager and knows that stakeholder
engagement is a key factor to project success. After identifying
all stakeholders, he needs to categorize them according to their
power, interest and influence. Which of the following
categorization models is the most appropriate to use?

A. Power/interest grid
B. Power/influence grid
C. Power/interest and power/influence grids
D. Stakeholder cube
Question 35:

Which of the following best describes the output(s) of the Plan

Stakeholder Engagement process?

A. Stakeholder engagement plan

B. Stakeholder engagement plan and project documents
updates

C. Stakeholder engagement plan, change requests and

project documents updates
D. Stakeholder engagement plan, change requests, project
management plan updates and project documents updates
Question 36:

The project sponsor is one of the stakeholders. He is classified

as:

A. Upward
B. Downward
C. Outward
D. Sideward
Question 37:

Issue log is created during:

A. Identify Stakeholders
B. Plan Stakeholder Engagement
C. Manage Stakeholders Engagement
D. Direct and Manage Project Work
Question 38:

All of the following are outputs of the Monitor Stakeholder

Engagement process except:

A. Change requests, resource management plan update and

lessons learned register update
B. Risk register updates, work performance information and
communications management plan updates
C. Issue log update, stakeholder register update and
stakeholder management plan update
D. Stakeholder register update, change requests and work
performance data
Question 39:

You have been promoted to a project manager position and

assigned to manage a project that involves multiple stakeholders
from five countries. You are being mentored by a senior project
manager who has a great experience of managing large scale
and multinational projects within your organization. He advised
you to pay more attention to evaluating the engagement levels of
the identified stakeholders. Which of the following documents
contains specific strategies for engaging stakeholders in your
project?

A. Stakeholder Management Plan

B. Stakeholder Register
C. Stakeholder Engagement Plan
D. Communication Management Plan
Question 40

You are identifying stakeholders at the beginning of your project.

You need to classify them in order to perform stakeholder
analysis. You grouped the stakeholders based on their active
involvement in the project and their ability to effect changes to
the project’s planning or execution. Which classification model
did you use?

A. Power/interest grid
B. Power/influence grid
C. Impact/influence grid
D. Salience model
Question 41:

You are a project manager for a construction project that will

install glass walls for a new company. The contract between your
company and the customer is a time and material contract which
stated that your company will get $11 per meter, and your
company is doing all the work. The new company has 4 equal
sides of 125 meter, and requires the installation of a six -meter
diameter banner on one side. Glass walls should be installed at
a rate of 100 meter per day. The banner installation will cost
$500 and take one day to complete. The banner must be
installed before work can begin on that side of the wall. After
three days of work, one side is completed, another has 75 meter
installed, and the banner is completely installed. So far, $2,700
of the total project budget has been used. What is the current
status of the project?

A. It is over budget with a cost variance of +$125

B. The budget is neutral with cost variance of $0.
C. It is under budget, with a cost variance of +$500 due to the
completion of the banner installation
D. It is over budget, with a cost variance of -$1,100
Question 42:

Linda is managing a large construction project to build a new

housing compound. A large part of the project will be outsourced
to a sub-contractor. The subcontractor requested from Linda to
provide funding at each milestone. Linda is worried that releasing
invoices at each milestone will be a very large amount which
may negatively impact her organization. She decided to put limits
on each invoice. Which technique is she using?

A. Funding Limit Reconciliation

B. To Complete Performance Index
C. Trend Analysis
D. Reserve Analysis
Question 43:

Eric is a project manager of a construction project to install new

glass windows in an office building. He planned to spend
$21,300 on the project, but his costs are going higher than
planned, and now he is afraid that his project is spending too
much money. Which of the following would indicate the
difference between the amount of money he planned to spend
and what he has actually spent on the project?

A. AC
B. EV
C. CV
D. VAC
Question 44:

You are a project manager for a major construction project. The

customer is very angry because there is a deliverable due date
within two weeks and he believes that your team will not
complete the deliverable before the due date. You meet with the
customer to reduce his stress and you show him the earned
value calculations. They show your cost performance index (CPI)
is 1.25, your actual cost (AC) is $400 million, and your planned
value (PV) is $490 million. Should your customer be
comfortable?

A. Yes, your SPI is 1.05

B. Yes, your SV is $10 million
C. No, your CPI is too high
D. He needs more data
Question 45:

During project executing, a project manager realized that he

needs to decrease project costs. After analyzing all options, he
decided to select one of the following options to decrease project
costs. Which one of the following would decrease project costs?

A. Remove a test from the project management plan

B. Change to component A from component B. Component A
costs more to purchase, but has a lower life cycle cost than
B
C. Change activity A to be completed by resource B instead of
resource C. Resource B is a more experienced worker
D. Move activities B and H to occur concurrently, and accept a
30% increase in the risk that 5 more resources will be
needed later
Question 46:

What is wrong in this diagram?

A. The project shouldn’t be behind schedule and over

budget B. AC cannot be higher than PV when EV is lower
C. EV cannot be assessed beyond the data date
D. PV cannot be assessed beyond the data date
Question 47:

You are a project manager for a construction project. You are in

planning process group and estimating with team members the
costs needed to perform the project. The cost of the material
pessimistically $120,000, most likely $110,000, and optimistically
$100,000. The cost of labor is pessimistically $100,000, most
likely $90,000, and optimistically $85,000. The cost of equipment
is pessimistically $60,000, optimistically $40,000 and most likely
$50,000. The cost for management fees is pessimistically
$50,000, most likely $40,000, and optimistically $30,000. What is
the probability of the project coming in under $280,000?

A. Exact 50 %
B. Less than 50%
C. Over 50%
D. There is not enough information
Question 48:

What is the best method to control project costs?

A. You should estimate the costs during project initiating and ask
customer to confirm these estimates
B. You should estimate the costs during project planning and re-
estimate before executing each activity
C. You should estimate the costs during project executing and
then check costs against the baseline
D. You should estimate the costs at the beginning of the project
and then check costs against the baseline
Question 49:

You are working for a major pipeline project. The project is very
important and highly visible for your organization. It is performed
using 32 human resources. As you review the project results,
you notice that the value of the work accomplished is $1,200,000
at the last reporting point. You know the schedule performance is
good, since your SPI is 1.2 while you have spent $1,050,000 to
this point, what are the CPI, and the schedule and cost
variances?

A. 1.14, ($200,000), & $150,000

B. 1.2, $200,000, & ($150,000)
C. 1.14, $200,000, & $150,000
D. 1.2, $200,000, & ($150,000)
Question 50:

At the end of a project, schedule variance should be equal to:

A. 1
B. 0
C. PV
D. EV
Question 51:

While analyzing the status of the project, the project manager

calculated the ratio between earned value EV and planned value
PV and found that the ratio is 1.13. He was not satisfied and
decided to crash some critical path activities by adding more
resources to these activities as a corrective action. Is his
decision correct?

A. Yes, his decision is correct. The ratio between EV and PV is

called Schedule Performance Index SPI, and if it is more than
one, it means that the project is behind schedule. He should
compress the schedule
B. No, his decision is not correct. The ratio between EV and PV
is called Schedule Performance Index SPI, and if it is more
than one, it means that the project is behind schedule. He
should use fast tracking not crashing
C. No, his decision is not correct. The ratio between EV and PV
is called Schedule Performance Index SPI, and if it is more
than one, it means that the project is ahead of schedule. No
need to take corrective action
D. Yes, his decision is correct. The ratio between EV and PV is
called Schedule Variance SV, and if it is more than one, it
means that the project is behind schedule. He should
compress the schedule
Question 52:

During project monitoring and controlling, the project manager

uses the earned value management technique to determine the
project status. He found that the earned schedule ES is equal to
the actual time AT. What is the status of the project?

A. The project is ahead of schedule

B. The project is on schedule
C. The project is behind schedule
D. There is not enough information
Question 53:

Edwin is managing a large construction project. He and his team

are in the planning phase. He is estimating the cost of each
activity with the project team. The project sponsor has requested
from him to take uncertainty into consideration. Which of the
following techniques is the best to use?

A. Parametric Estimating
B. Analogous Estimating
C. Triangular distribution
D. Bottom-up Estimating
Question 54:

The budget at completion (BAC) is:

A. The value of the total planned project work

B. The value of the work planned to be completed at the data
date
C. The planned value of all the work completed at the data
date D. The expected total cost of completing all work
Question 55:

Simon is managing a large software project. During project

execution he recognized that the original budget is no longer
viable. So, he and his team forecast the estimate at completion
(EAC). They need to measure the cost performance that is
required to be achieved with the remaining resources in order to
meet the project objectives. Which index should they use?

A. Cost Performance Index (CPI)

B. Cost Variance (CV)
C. Schedule Performance Index (SPI)
D. To-Complete Performance Index (TCPI)
Question 56:

The project manager approved for three team members to travel

to another country to take on-job training for their ongoing
project. The cost of team travel is considered to be:

A. Direct costs
B. Indirect costs
C. Fixed costs
D. Variable costs
Question 57:

You are managing a construction project in your organization

budgeted at 4,000,000$ and scheduled to be completed in 10
months. During project executing, the customer complains that
the project is running behind schedule. The sponsor is holding a
meeting with you and the customer. The sponsor asked you
about the reason of this delay, you answered him that you send
a weekly report which contains the earned value measurements
of the project. The last report shows that SPI = 1.05 which
means that the project is running ahead of schedule not behind
schedule. The customer insists that a critical deliverable due
date is missed. What is the main problem in this situation?

A. Your team is not following the communication management

plan
B. The customer is not following the communication
management plan
C. You performed some activities not on the critical path earlier
than planned and some activities on the critical path later than
planned
D. You performed some activities on the critical path earlier than
planned and some activities not on the critical path later than
planned
Question 58:

You are a project manager for an industrial project, during

project monitoring and controlling, you analyzed the earned
value measurements of the project to date and the following
results were found: the earned value= 1200000$, the planned
value= 1500000$ and the actual costs spent= 1550000$. Based
upon these values what is the status of the project?

A. The project is running under the planned cost but with a

slower rate than the planned
B. The project is running over the planned cost and with slower
rate than the planned
C. No sufficient information to determine the status of the project
D. The project is running over the planned cost and with faster
rate than the planned
Question 59:

Smith has just been assigned as the manager of a project to

build an electric sub-station that is part of a major electric power
distribution system in a new city. The company management
decided to run the project two weeks before his assignment and
without his involvement. Some basic decisions on deliverables,
staffing, budgeting and completion date have already been made
as well. Which of the following best describes what he should do
first?

A. Create a project charter which links the project to the strategy

and ongoing work of the organization and documents the high
level plan
B. Create a project scope statement for his project that describes
the detailed project scope and product scope
C. Start identifying stakeholders for his project and collect their
requirements and expectations
D. Begin working on the project management plan
Question 60:

It is best to perform the Close Project or Phase process:

A. After product inspection by quality control team to make sure

the product meets its requirements
B. During project closure
C. At the end of each project phase.
D. After producing the product of the project
Question 61:

During project closure, a project manager performs activities

related to satisfy completion of project or phase and activities
related to the completion of contract or agreement. Which of the
following are involved in both activities?

A. Confirmation that the product is accepted

B. Finalizing open claims
C. Reassigning personnel
D. Dealing with excess project material
Question 62:

A project manager is assigned to new project chartered to build a

bridge between two islands. This type of project has never been
done before in his organization. The project manager has
decided to build a basic project schedule and to detail the work
of each part as the current part nears completion. What best
describes what the project manager is doing?

A. The process of Define Scope

B. The process of progressive elaboration C.
The process of Integrated Change Control
D. The process of controlling the project by taking corrective
action when necessary
Question 63:

Frank is managing a major mechanical project. The customer

requested a change to the schedule baseline. Frank has
determined the effect on the scope and cost, performed
integrated change control, and adjusted the project baselines,
the project management plan and project documents. What
should he do next?

A. Look for impacts to quality

B. Submit the change to the change control board for
approval C. Look for other changes from the stakeholders
D. Notify stakeholders affected by the change
Question 64:

You are managing a project for establishing guidelines for

handling toxic material. One of the key stakeholders required to
change the duration of an activity on the critical path, which will
change the schedule baseline. The change is submitted to the
change control board and the change was approved. You need
to update the schedule baseline to reflect the change. Where
can you find the most updated version of the Schedule Baseline?

A. In the configuration management system

B. In the corporate knowledge base
C. In the change management system
D. In the project status reports
Question 65:

Phillip is a project manager for a software project that is currently

being executed. He is evaluating the work by measuring the
project performance to the project baselines, and recommending
changes, repairs, and corrections where necessary. What
process is he performing?

A. Perform Integrated Change Control

B. Monitor and Control Project Work
C. Control Scope
D. Direct and manage project work
Question 66:

Robert is a project manager for a software project. The project

team consists of 35 team members and there are eight key
stakeholders. Two team members identify a severe problem in a
process in the project. Addressing that problem will require
changes to the project management plan and its subsidiary
plans. The sponsor previously indicated that any delays are
unacceptable, the project team members told the project
manager that the change will cause the project team to miss only
one milestone. What is the best way to deal with this situation?

A. Analyze the impact of the change on the work to be done, the

schedule, and the budget.
B. Don't make the change because any delays are unacceptable
C. Try to convince the sponsor to accept little delay
D. Make the change to the project plan and subsidiary plans,
because only one milestone will be missed
Question 67:

The construction manager complains that the project didn’t

increase his team’s knowledge of AutoCAD and So, the project
is not complete. The customer has formally accepted the project.
All stated requirements have been met and there is no evidence
that learning AutoCAD was a requirement. The project manager
should:

A. Close the project

B. Re-plan the project to include the new requirement
C. Meet with the construction manager to help resolve the
issue.
D. Meet with the team to discuss the issue and find a solution
Question 68:

Luis is assigned as a project manager for a new tele-

communication network to swap the old mobile phone network in
a city to a new network. He is collecting everything to initiate the
new project. He collects historical information, high level
requirements from key stakeholders, what is included in the
project, high level schedule and high level budget. Which of the
following should not be taken into consideration during this stage
of the project?

A. What to purchase
B. Rough order of magnitude estimates
C. Constraints and assumptions
D. Initial project organization
Question 69:

Angela is a project manager of a construction project. Three

months after the start of the project, the project team members
found that they had not estimated enough time and cost for
some of the testing work they needed to do. She requested that
the new work be added to the scope statement and that the time
and cost to do the work be added to the schedule and cost
baselines. The change control board approved her change.
What’s her next step?

A. Update the scope, schedule and cost baselines to reflect

the approved change
B. Start doing the new work
C. Evaluate impacts of the new work on the project
management plan

D. Inform stakeholders with the approved change

Question 70:

During executing a major software project, one of the

stakeholders has requested a change to the scope of work which
was previously not included in the plan. The new change will not
change the cost baseline of the project. What should you do
first?

A. Meet with the customer to discuss the change

B. Hold a meeting with the team and try to find
alternatives C. Follow the change control procedures
D. Evaluate the risks that might result from the change
Question 71:

During project executing, the customer has requested a change

to the project scope which may affect other constraints. The
project manager called for a meeting for the project team to
discuss how to make this change. This is an example of:

A. Lack of clear project scope statement

B. Lack of a change management plan
C. Lack of a communications management plan
D. Good team relations
Question 72:

A new team member asks the project manager about the correct
order of actions that will be taken during the Close Project or
Phase process. What would be his answer?

A. Obtain formal acceptance, release the team members,

document lessons learned, and close the contract
B. Document lessons learned, release the team members,
obtain formal acceptance, and close the contract
C. Obtain formal acceptance, document lessons learned,
release the team members, close the contract
D. Obtain formal acceptance, close the contract, document
lessons learned, and release the team members
Question 73:

Kim is assigned to manage a new project to build a new electric

substation that is part of an electric utility program to serve a new
industrial park. The program management plan states that all
changes to any project within the program exceeding 2% of the
project budget should be approved by the program manager and
other changes less than 2% of the project budget to be approved
by change control board. Kim is developing the project
management plan with his team, he thinks that most of the
change requests affecting the budget may exceed 2% of the
project budget. So, most of the changes will need the program
manager approval. So, he wants to make the changes exceeding
5% of the project budget to be approved by the program
manager, and other changes less than 5% to be approved by
change control board. Which of the following statements is
correct regarding Kim's opinion?

A. Kim's opinion is not correct. Projects that exist in the

context of a program should develop a project
management plan that is consistent with the program
management plan
B. Kim is right, he is the project manager and he is
accountable for project success
C. Kim can discuss with the program manager and find a
compromise that satisfy both parties
D. Kim should escalate this issue to the project sponsor
Question 74:

You are managing a four phase’s construction project to build a

new industrial park. The project is very large and involves more
than four hundreds stakeholders and four subcontractors. A
team member who has never worked before in large projects like
this one ask you about when the project kick-off meeting will be
held. What would be your answer?

A. Before project initiating

B. At the end of the project
C. At the beginning of each phase
D. At the end of project planning and start of project executing
Question 75:

John is a project manager for a construction project. To develop

the project charter for the new project, he called for a meeting
with key stakeholders and subject matter experts to identify
ideas and collect data about the new project. He invited a
facilitator to lead and facilitate ideas generation and analysis.
Which technique is John using?

A. Facilitation
B. Brainstorming
C. Expert Judgment
D. Focus groups
Question 76:

All of the following are components of the project management

plan, except:

A. Project life cycle description, procurement management

plan, and schedule baseline
B. Configuration management plan, development approach,
and work breakdown structure dictionary
C. Change management plan, management reviews and
requirements management plan
D. Resource management plan, project scope statement and
benefits management plan
Question 77:

During executing a hardware design project. A team member

informed the project manager that they didn't identify Ann, the
new procurement specialist, as a stakeholder. The team member
asks the project manager to submit a change request to add Ann
to the stakeholder register. What should the project manager do
first?

A. Evaluate the impact of the change to other project

constraints before submitting the change to the change
control board

B. Submit the change request to the change control board for

approval
C. Instruct the team member that the stakeholder register is a
project document can be updated without submitting a
change request and add Ann to the stakeholder register
D. Instruct the team member that for any change to any
component of the project management plan, change
control procedures must be followed
Question 78:

Which of the following knowledge areas can't be managed by

specialists?

A. Integration Management
B. Stakeholder Management
C. Risk Management
D. Scope Management
Question 79:

Derek is managing an industrial project. During product

inspection he noticed that some products of one machine has 1
mm increase in one of the dimensions of the products, while all
products of other machines don't have this increase in their
dimensions. This 1 mm increase is within the control limits so the
products conform with the requirements, but he escalated the
problem to the maintenance team to check the machine in order
not to face product nonconformity in the future. What Derek did is
an example of:

A. Corrective action
B. Preventive action
C. Defect repair
D. Updates
Question 80:

Cost variance, schedule variance, cost performance index and

schedule performance index are:

A. Work performance data

B. Work performance information
C. Work performance reports
D. Project status reports
Question 81:

A stakeholder asks Ravi, the project manager of the tele-

communication project which is in ongoing in their organization,
about how to find the change requests which have been
approved and implemented during the project. To which
document would Ravi guide him?

A. Risk register
B. Issue log
C. Change management plan
D. Change log
Question 82:

The hardware design phase has reached its end. This phase is a
part of a three-phase sequential project. All of the following
actions should be performed before announcing that the design
phase has been formally closed except:

A. Making sure that project knowledge has been shared and

transferred for using in future projects
B. Measuring project success or failure according to the
success criteria

C. Making sure that resources are available for the next phase
D. Finalizing all open claims with the contracted sellers in this
phase
Question 83:

Steve is managing a risky project to provide water systems to a

new city. One of the key stakeholders has requested a change to
a major work package, Steve evaluated the impacts of the
change and found that too many risks are associated with the
change. When the change request is submitted to the change
control board it was rejected. The stakeholder informed Steve
that he has submitted three changes before and they were all
rejected. The stakeholder wants to find all the change requests
which he submitted. To which document should Steve guide him
to find the declined change requests?

A. Change management plan

B. Change log
C. Issue log
D. Project Archives
Question 84

You have been assigned to manage a software project that

should be completed within three months. A project charter has
been created. You met with the customer, sponsor and key
stakeholders to collect requirements and developed a project
scope statement. A project management plan has been
developed and approved by key stakeholders. You met with the
actual user who will use the product of the project to
demonstrate how the product of the project will work and
discovered that the user's requirements are different from the
ones you were initially given and approved by key stakeholders.
What should you do?

A. Complete the work as originally planned

B. Re-plan the project to include the new requirements
C. Try to meet other users to collect other requirements
D. Create a change request for the user's requirements
Question 85:

As you determine the deliverables, acceptance criteria and

exclusions for the project you record them in:

A. Project Management Plan

B. Project Scope Statement
C. Project Charter
D. Contract
Question 86:

The requirements traceability matrix helps you in tracing which

two variables?

A. Requirements to project objectives

B. Requirements to project risk
C. Requirements to work packages
D. Requirements to project activities
Question 87:

Brian has just joined a large construction company as a project

manager. He has been assigned to manage his first project in
the company. Midway through the project, he noticed that the
customer is getting frequent change requests implemented by
informally approaching the team members. This has resulted in
work disruption and discontent among team members. What
should be his first priority to remedy the situation?

A. Begin creating a detailed project scope statement

B. Call for a meeting with the customer and team members to
solve the problem
C. Modify the project management plan so that all change
requests must be approved by you
D. Ensure proper project scope control
Question 88:

You are managing a software project. One of your team

members informed you that he has added an extra functionality
in the work package assigned to him which will help make the
usage of the product easier for the customer. The customer
didn't require to add this functionality, but it seems that it will
make the usage of the product easier. The team member added
this functionality to exceed customer expectation. What should
you do first in this situation?

A. Understand what is the added functionality

B. Instruct the team member to remove the added functionality

C. Submit a change request to add the new functionality to the

scope baseline and calculate the time and cost needed for
it
D. Reprimand the team member for adding extra functionality
Question 89:

You are a project manager for a new billing system project. Your
client is the finance manager in your organization. The client has
agreed on the project scope at the beginning of the project, but
when the client validates the deliverables during the Validate
Scope process, he comes up with features that he would like to
add into the product. You are working with the client to find the
missing requirements in the planning stages of the project and
how to plan better in the future. Which of the following
statements best describes the current situation?

A. Inspection
B. Scope creep
C. Alternatives analysis
D. Control Quality process
Question 90:

All of the following are included in the requirements management

plan except:

A. How to track requirements activities

B. How to obtain acceptance of the deliverables
C. How to prioritize requirements
D. How to analyze requirements
Question 91:

You are a project manager for a large construction project. The

project is to build a new hotel. The project is divided into five
phases and it is highly visible in your organization. To ensure
formalizing acceptance of the completed project deliverables,
you decided to validate scope with the customer to ensure that
the project is on track from the customer point of view. When
should the Validate Scope process be performed?

A. At the end of each phase of the project

B. At the beginning of the project
C. At the end of the project
D. During the planning process
Question 92:

Soliciting input on requirements from all stakeholders may result

in too many conflicting requirements. There are different ways to
make a decision. Which of the following are all approaches to
decision-making techniques?

A. Unanimity, mind mapping, and majority

B. Majority, plurality, and autocratic decision making
C. Brainstorming, multicriteria decision analysis, and
majority D. Majority, plurality, and affinity diagrams
Question 93:

Project scope is best described as:

A. All work included in the scope management plan

B. The work the project will do to deliver the product scope
C. The work the project manager will do to manage the project
D. The requirements that relate to the product of the project
Question 94:

You have just started work on the project scope statement. You
are analyzing the expected deliverables when you discover that
one of them could be delivered in three different ways. You
select the best method for creating that deliverable. What is the
best way to describe what you are doing?

A. Alternatives analysis
B. Decomposition
C. Define Scope process
D. Validate Scope process
Question 95:

Which of the following is not true about project scope and project
life cycle?

A. In a predictive life cycle, the project deliverables are defined at

the beginning of the project and any changes to the scope are
progressively managed
B. In an adaptive life cycle, the deliverables are developed over
multiple iterations where a detailed scope is defined and
approved at the beginning of the project
C. In an agile life cycle, the deliverables are developed over
multiple iterations where a detailed scope is defined and
approved for each iteration when it begins
D. Projects with adaptive life cycles are intended to respond to
high levels of change and require ongoing stakeholder
engagement
Question 96:

The overall scope of an adaptive project will be decomposed into

a set of requirements and work to be performed, sometimes
referred to as a______.

A. Deliverable
B. Control Account
C. Product Backlog
D. Work Package
Question 97:

Sergio is the sponsor of a large software project. The project

includes 1250 stakeholders located in three different countries.
He assigned Michael as a project manager for this project.
Mario, a business analyst with a good experience, is assigned to
this project to conduct business analysis. Who is responsible for
requirements related activities in this project?

A. Sergio
B. Michael
C. Mario
D. Project team members
Question 98:

The project was reaching its completion phase, when the project
manager had a meeting with the customer to gain acceptance for
the final product of the project. The project manager is worried
that the customer may not be satisfied with the product of the
project and may request some modifications, these
modifications-if required- may affect one or more of the project
objectives. Which document should he consult to know the
project objectives that will be affected by the required
modifications by the customer?

A. Requirements traceability matrix

B. Requirements documentation
C. Project scope statement
D. Scope management plan
Question 99:

You are managing an industrial project. The project team has

successfully produced the first release of the project
deliverables. The deliverables are being inspected by the quality
control department in the organization. What should be done
next?

A. Verified deliverables should be reviewed with the customer to

gain formal acceptance of the product
B. Verified deliverables should be delivered to the customer and
begin project closure procedures
C. Document lessons learned and begin project closure
procedures

D. Continue producing the remaining project deliverables

Question 100:

You are managing a construction project when a key stakeholder

asked you about the process which explains how formal
acceptance of the completed project deliverables will be
obtained. To which process would you direct the stakeholder to?

A. Plan Scope Management

B. Control Scope
C. Validate Scope
D. Control Quality
Question 101:

During planning your project, you completed the initial project

schedule with the network diagram shown. You know that there
is an imposed date from the customer for completing the project
which is before the project's scheduled completion date. You
need to compress the schedule to meet the imposed date from
the customer. What is your best course of action?
Larger image

A. Crash activity C
B. Move more resources to activity B.
C. Fast track activities E and F
D. Crash activity H.



Question 102:

You are managing a complex construction project that resulted in

a schedule that is too long and has too many activities. Alex is a
scheduling professional expert in your organization, he is
auditing your project schedule network diagram. The expert tells
you to focus more on nodes with "path convergence". What does
he mean?
A. Nodes in a WBS, where several work packages are brought
together.
B. Nodes in a network diagram which have multiple successors.
C. Nodes in a decision tree, showing various branches with the
same chance.
D. Nodes in a network diagram which have multiple
predecessors.

Question 103:

Based on the chart, there was a problem with resources, so

activity H will be performed in parallel with activity G instead of
after it. What will be the effect on the project?
Larger image

A. The project will be finished earlier by 2 months.

B. The project risks will be less than before.
C. It will cause activity G to be delayed.
D. It will have no effect on the critical path.
Question 104:

Chris is a project manager for a construction project. He and his

team have finished defining project activities and they need to
determine the relationships between project activities to create
the network diagram. They decided that the first task is "digging
work", it must be completed before the second task "pour
foundation" begins. The third task "level concrete" cannot begin
until "pour foundation" begins. What is the relationship between
the "digging work", "pour foundation" and "level concrete"?

A. Digging work and pour foundation is Finish to Start FS

and pour foundation and level concrete is Finish to Start FS.
B. Digging work and pour foundation is Finish to Start FS
and pour foundation and level concrete is Start to Start SS.

C. Digging work and pour foundation is Finish to Finish FF and
pour foundation and level concrete is Start to Start SS.
D. Digging work and pour foundation is Start to Start SS and
pour foundation and level concrete is Finish to Start FS.
Question 105:

You have just been promoted to a project manager position. You

are assigned to manage your first project. You want to report
your project schedule. You asked a more experienced project
manager about the best method to report your schedule. He told
you there are several methods to report your schedule like
network diagrams, milestone chart and Gantt chart. Under which
circumstances is it best to use a network diagram rather than a
Gantt chart?

A. Gantt chart is always the best way to report project schedule.

B. To show interdependencies between activities.
C. To track progress or to report to the team.
D. To report to the sponsor.
Question 106:

Susan is a project manager for a new software project. This type

of projects has not been previously done before by her company
and she has never managed a similar project to this one. What is
the best method of estimating the time for activities that have not
previously been done by her company?
A. Parametric estimating
B. Monte Carlo analysis
C. Three-point estimating
D. Analogous estimating
Question 107:

Bill has just been promoted to a project manager position. It is

the first time he manages a project. He is being mentored by
Helena, an experienced project manager. Helena advised him
that his team members should be involved in developing project
schedule and they should approve the final project schedule.
Which of the following best describes why he needs the team to
approve the final project schedule?
A. To enhance team buy-in and loyalty.
B. To improve communications.
C. To ensure activities can be completed as scheduled.
D. To improve accuracy of estimates.
Question 108:

You are managing a product development project. During project

executing you discovered that the project completion date will
occur after the desired date required by the customer. In light of
this what should you do first?
A. Add resources to the project.
B. Explain to the customer that the project cannot be done
on time.
C. Evaluate the possibility of doing more activities in parallel that
were planned in series.
D. Negotiate for more time.
Question 109:

Using the chart, if the duration of activity G changes to 6, what

would you need to include in your performance report?
Larger image

A. The project will be completed early.

B. The project will be completed later than expected.
C. The risk of the project not being completed is now greater.
D. Everything on the project is going according to plan.
Question 110:

A project manager is using weighted average duration estimates

to accurately estimate activity durations. Which type of
mathematical analysis is being used?
A. Beta distribution
B. Critical path method
C. Monte Carlo
D. Resource leveling
Question 111:

You are managing a product development project. Your

customer tells you that you need to plan to have an audit team
start auditing so that it finishes just before documentation begins.
But other than that, she says it can start as late in the project as
necessary. What’s the relationship between the auditing activity
and the documentation activity?
A. Start-to-Start (SS)
B. Start-to-Finish (SF)
C. Finish-to-Start (FS)
D. Finish-to-Finish (FF)
Question 112:

Which of the following is true about bar charts?

A. They identify the scheduled start or completion of major

deliverables.
B. They are used to track project progress.
C. They display activities and relationships without a time scale.
D. They represent schedule information where activities are
listed on the horizontal axis, dates are shown on the vertical
axis.
Question 113:

Robert has been promoted to a project manager position in his

organization. He will be assigned to manage the next project.
The human resources policy in the organization states that the
maximum number of human resources to work on any project
should not exceed ten human resources. He must comply with
this policy while developing the project schedule. This is an
example of:
A. Resource Smoothing
B. Resource Leveling
C. Pre-assignment
D. Organizational Theory
Question 114:

Junior is the project manager for a large construction project.

The project is scheduled to be performed in two years and
budgeted at 20,000,000 $. He and his team have divided the
project into four phases. They planned the first phase in details
and defined the needed activities to be performed during this
phase, while there is not enough information to define activities
to be performed in the later phases. So, they planned the later
phases at a higher level until more information becomes
available. Which technique are they using?

A. Decomposition
B. Dependency Determination
C. Rolling Wave Planning
D. Precedence Diagramming Method



Question 115:

A project team are working on an product development project in

an industrial environment using Kanban system. They are
developing the project schedule. The project activities are
relatively similar in size and scope and can be bundled by size
and scope. The project manager needs to limit a team’s work in
progress in order to balance demand against the team’s delivery
throughput. Which scheduling method is the most appropriate to
use?
On-demand scheduling
Iterative scheduling with a backlog
Critical Chain Method
Critical Path Method (CPM)
Question 116:

Which of the following statements is true?

A. Adaptive approaches use long cycles to undertake work,

review the results, and adapt as necessary.
B. Predictive approaches use short cycles to undertake work,
review the results, and adapt as necessary.
C. The role of the project manager changes based on managing
projects using a predictive development life cycle or managing
projects in adaptive environments.
D. To be successful in using adaptive approaches, the project
manager will need to be familiar with the tools and techniques
to understand how to apply them effectively.
Question 117:

The Precedence Diagramming Method (PDM) is used to:

A. Show activities on the critical path

B. Show over-allocated resources
C. Show activities which need resource smoothing
D. Logical relationships between activities
Question 118:

The project team are using triangular distribution to determine

the expected activity duration. The activity has optimistic
estimate of 18 days, pessimistic estimate of 27 days and most
likely estimate of 22 days. What is the expected activity
duration?
A. 22.33
B. 21.67
C. 23.13
D. 22.17
Question 119:

A project team member is estimating the duration of an activity in

the project that has never been done before in the organization.
Which of the following tools is the most
appropriate to use in this situation?

A. Parametric Estimating
B. Analogous Estimating
C. Expert Judgment
D. Three Points Estimating
Question 120:

During a hardware design project, a critical path activity was

delayed because the predecessor activity was completed later
than planned. After investigating the cause of the problem, it was
found that the team member responsible for executing the
predecessor activity was late in completing the activity, because
the estimated time for completing the activity was shorter than
the actual needed time. This most probably happened because:
A. The team member was not involved in estimating the activity
duration.
B. The resources assigned to perform the activities were less
than the actual needed resources.
C. The project manager was not involved in estimating the
activity duration.
D. Historical information was not used properly in estimating
activity duration.
Question 121:

During the execution of your new product development project, a

new quality standard is issued and your project team is holding a
meeting with the quality department to determine how the
standard will apply to the running project. This is part of which
quality management process?
A. Plan Quality Management
B. Manage Quality
C. Total Quality Management
D. Control Quality
Question 122:

During executing a major software project, a team member

informs the project manager that a work package has not met
the quality standard, and that he thinks it is not possible to meet
it. The project manager meets with all concerned parties to
analyze the situation. Which project management process group
is the project manager involved in?
A. Planning
B. Executing
C. Monitoring and Controlling
D. Initiating



Question 123:

Quality audits should be

A. Scheduled with external auditors

B. Random with internal auditors

C. Scheduled or random with internal or external auditors
D. Scheduled with internal auditors



Question 124:

Alex is a project manager working for automobile manufacturer

for a project to build more fuel-efficient, high stability small cars.
He and his team determine how to inspect the product of the
project to meet the stakeholders’ needs and expectations, as
well as to meet the goal for the product’s performance and
reliability. In which process are they involved and which tool are
they using?

A. Manage Quality, Process

Analysis B. Manage Quality, Audits
C. Control Quality, Inspection
D. Plan Quality Management, Test and inspection planning
Question 125:

Which of the following statements is true regarding Manage

Quality and Quality Assurance?
A. Quality Assurance has a broader definition than Manage
Quality as it is used in non-project work.
B. Manage Quality includes all the quality assurance activities,
and is also concerned with the product design aspects and
process improvements.
C. In project management, the focus of Manage Quality is on the
processes used in the project only.
D. Manage Quality is only concerned about using project
processes effectively.
Question 126:

You are in the middle of executing a major new construction

project. The project is very important and highly visible in your
organization. The sponsor informed you that he is worried that
the project will not meet the quality standards it was intended to.
If the project doesn't meet the quality standard, the customer will
not be satisfied. What should you do in this situation?
A. Assure the sponsor that during the Plan Quality Management
process, it was determined that the project would meet the
quality standards.
B. Form a quality assurance team.
C. Show him the historical information of your past projects that
they all met the quality standards.
D. Check the results from the last quality management plan.



Question 127:

All of the following statements about inspections are not true

except:
A. They are used to determine if project activities comply with
organizational and project policies, processes, and
procedures.
B. They prevent validated deliverables from reaching the
customer.

C. They are not to be conducted by the project team.

D. They are performed to determine if deliverables conform to
documented standards.
Question 128:

Freddy is the quality control team leader in a mobile phones

manufacturing company. He is working on a project for
producing a new cell phone. The project is very important for the
organization because the new product is planned to achieve very
high sales volume during the first year. Quality is a top priority for
the organization and especially for this product. Freddy and his
team are required to inspect all the products and record the
number of defective products and their observations about these
defects. The observations about the defects are known as:

A. Checklists
B. Check sheets
C. Work performance information
D. Work performance data
Question 129:

Andrew is a project manager in an industrial firm. He is taking

over a manufacturing project from another project manager who
resigned two weeks ago. Previously the company has faced
criticism for the project deliverables from the customer. The
previous project manager didn't pay much attention to quality of
deliverables. Andrew hired inspectors to inspect the product of
the project and prevent the defective ones from reaching the
customer. He required from the extra inspectors to record the
inspection results of the products as either conform or do not
conform to quality requirements. This technique is known as:
A. Variable sampling
B. Attribute sampling

C. Prevention
D. Statistical sampling



Question 130:

A new medicine has been released in market by a large

pharmaceutical company. A serious side effect has been
discovered which may cause a sudden decrease in blood
pressure. The company has recalled all products from the
market. The incurred cost for recalling the medicine is known as:

A. Cost of conformance

B. Cost of non-conformance
C. Cost of prevention
D. Cost of inspection



Question 131:

William is a project manager in a chemicals industrial company.

The PMO in this company has authorized William to manage a
project to lessen environmental impacts of one of its products.
He found that replacing one type of material used in the product
with another new environment friendly material, will decrease
environmental impacts. He and his team are studying the
consequences of removing the material and using the new
material on the product technical properties like quality and price.
Which technique should help the team in this situation?

A. Matrix diagrams
B. Cause- and- effect diagram
C. Scatter diagram
D. Histogram
Question 132:

Which of the following are all outputs of the Manage Quality

process?
A. Quality reports, change requests, issue log updates.
B. Test and evaluation documents, lessons learned register
updates and quality control measurements
C. Verified deliverables, project scope statement updates and
risk register updates
D. Quality management plan updates, cost baseline updates and
quality metrics
Question 133:

Adam is managing an industrial project when one of the project

team member informed him that the dimensions of one of the
project deliverables are different than the planned dimensions
and thus it will be unable to operate with the machine. Adam
asked the team member to determine the basic underlying
reasons that cause this variance and also to determine whether
these reasons might cause other variances in other project
deliverables. Which tool should the team member use in this
situation?

A. Audits
B. Alternatives analysis
C. Root cause analysis (RCA)
D. Process analysis



Question 134:

Which of the following statements is not true about checklists

and check sheets?
A. They are both examples of data gathering techniques.
B. They are both used in Control Quality process.
C. Checklists are known as tally lists and are used to organize
facts in a manner that will facilitate the effective collection of
useful data about a potential quality problem.
D. A checklist is a structured tool used to verify that a set of
required steps has been performed or to check if a list of
requirements has been satisfied.



Question 135:

You are a project manager for a large software project to

develop a mobile application. Your project team consists of 25
persons located in the same office. In the middle of the project,
you noticed that conflicts arise between two project team
members on both technical and interpersonal levels. What
should you do to handle these conflicts?
A. Postpone handling these conflicts whenever possible to allow
those involved in the conflict to calm down which makes
solving conflict easier.
B. Handle the conflict in the project team meeting so that the
entire team can participate in finding a solution.
C. Address the conflict in private using a direct, collaborative
approach.
D. Use your power to push the correct point of view to focus on
achieving the project objectives.
Question 136:
What is wrong with this chart?

A. Carlos is responsible for two activities.

B. David is accountable for two activities.
C. Activity A has two responsible persons.
D. Activity B has two accountable persons.
Question 137:

Monica is a project manager on a large software project. The

customer required a change to a major work package. She
evaluates the impact of the change and informs the customer
with the impact on project schedule and budget. But the
customer won’t allow any change to the schedule and won’t pay
anything more for implementing the change. Monica explains
that the proposed change is outside the documented scope of
the original work. The customer tells Monica that he doesn’t care
what was in the original scope and that she needs to implement
the change with no impact to schedule or budget. What conflict
resolution technique is the customer using?
A. Confronting
B. Withdrawal
C. Smoothing
D. Forcing
Question 138;

Jason is managing a large tele-communication project. He has

some problems with the team members attitudes. People are
talking over the phone during team meetings. They take
vacations without notifying him or anyone. They go to work very
late and take more than one break per day. What is root cause of
the problem?
A. Lack of training
B. Lack of team work
C. Lack of a reward system
D. Lack of team charter
Question 139:

Rayan is assigned to manage a large software project to build a

new website for online shopping. The project budget is very
limited and the project has a tight schedule. He and his team
have completed the project management plan and they need to
hire the needed resources to complete the project work. One of
his team members suggested to hire virtual teams. Which of the
following is considered a disadvantage of using virtual teams?
A. The cost of virtual teams is higher than the cost of dedicated
teams.
B. Gaps in sharing knowledge and experience between team
members.
C. Ability to use special expertise on a project team even when
the expert is not in the same geographic area.
D. Including people with mobility limitations or disabilities.



Question 140:

Physical resource management is concentrated in all of the

following except:
A. Keeping enough inventory.
B. Allocating and using equipment.
C. Identifying roles and responsibilities of team members
clearly without ambiguity.
D. Securing critical equipment and material on time.



Question 141:

Adam is an experienced project manager. He is training a group

of new project managers in the organization. He required from
them to pay attention to human resources management and take
into consideration all the factors that can influence their teams.
All of the following factors can influence managing the project
human resources except:
A. Low inventory level
B. Geographical locations of resources



C. Culture difference and language
D. Organizational policies



Question 142:

What is the focus of the Control Resources process?

A. Ensuring that the physical resources assigned and allocated

to the project are available as planned.
B. Ensuring that the physical and human resources assigned
and allocated to the project are available as planned.
C. Ensuring that the physical, human and monetary resources
assigned and allocated to the project are available as planned.
D. Ensuring that the human resources assigned and allocated to
the project are available as planned.
Question 143:

Paul is managing an industrial project. In the middle of the

project, a project team member noticed that there is a sudden
increase in the usage of fuel in a machine. The machine
normally consumes 3 litres per day, and its consumption became
5 litres per day with the same level of effort. The team member
informed Paul about the problem. In order to control the usage of
fuel, Paul asked the team member to cooperate with the
technical support team to investigate the problem. They found a
defect in a component in the machine which caused the
abnormal usage when it is fixed the machine worked normally
with the original consumption rate. Which process are they
involved in?

A. Control Resources
B. Control Quality
C. Manage Quality
D. Control Scope
Question 144:

Which of the following statements is true regarding acquiring

project resources?
A. Human resources are acquired from functional or resource
managers. Physical resources are acquired through the
procurement processes
B. Physical resources are acquired from functional or
resource managers. Human resources are acquired
through the procurement processes
C. Internal resources are acquired from functional or resource
managers. External resources are acquired through the
procurement processes
D. Internal and external resources are acquired from
functional or resource managers
Question 145:

Gary is a project manager for a large mechanical project. He is

documenting the roles, responsibilities, required skills and
reporting relationships for the needed resources. Where should
he document this information?

A. Resource Requirements

B. RACI chart
C. Responsibility Assignment Matrix
D. Resources Management Plan
Question 146:

Phillip is a project manager for a large industrial project. A

project team member has suggested to his team leader a
change to the activity sequence. The original sequence was to
purchase a needed equipment before producing the first
deliverable. The team member suggested that the equipment is
not needed before producing the first deliverable and if the
project team postponed purchasing the equipment two months
later than planned, its price will be less. The team leader agreed
with the team member, while Phillip asked them to continue with
the existing project plan as the expected cost reduction is not
high. What conflict resolution technique did Phillip use?


A. Confronting
B. Compromising
C. Forcing
D. Smoothing



Question 147:

Miley and Elena are two team members of a tele-communication

project. They are both reporting to Henry who is their functional
manager. Sandy is assigned as the project manager for this
project. The two team members are now in a conflict about which
type of power supply units they will use in the project. Miley
wants to use type A because it was used before in similar
projects, while Elena wants to use type B because it has better
performance than A. The conflict didn't affect the project
schedule till now, but the issues are going more and more
complex. Who should initialy solve the conflict between the two
team members?

A. Miley and Elena

B. Henry



C. Sandy

D. Project sponsor
Question 148:

You are managing a website development project. During the

project you discovered that two team members have little
knowledge about Java, which is highly needed in your project. If
they completed the project with their available knowledge, you
expected there might be some rework and schedule delays. You
decided to give them a training course in Java to increase their
knowledge to avoid potential schedule delays and rework. What
did you do?
A. Updated the enterprise environmental factors



B. Updated historical information



C. Updated lessons learned register



D. Updated company knowledge base
Question 149:

During which process is team performance assessment

performed?
A. Manage Team 



B. Acquire Resources



C. Develop Team


D. Control Resources



Question 150:

Samuel has just been assigned as a project manager for an

ongoing tele-communications project instead of Gary who has
recently resigned from the company. The project is very large
and has a budget of 5,000,000 $. The project is being performed
in two cities using 75 team members. There was a problem
regarding the testing activities that Samuel doesn't know who is
responsible to perform these activities. What should he do?
A. He should refer to the project sponsor for guidance.



B. He should call Gary to ask him about each one's role.



C. He should consult the resources management plan.



D. He should consult the responsibility assignment matrix.



Question 151:

Which of the following is not one of the 5C's of written

communications?
A. 
Concise expression and elimination of excess words



B. 
Correct choice of audience



C. 
Coherent logical flow of ideas



D. 
Controlling flow of words and ideas



Question 152:

During developing the communication management plan for your

software project, a team member asks you whether social media
can be included as a communication tool to the project
communication strategy. What would be your answer?

A. Yes, social media can be included in the communication

strategy because everyone is using social media in
communication.



B. Yes, social media can be included in the communication
strategy with respect to cultural, practical, and personal
preferences for language, media, content, and delivery.





C. No, social media can't be included in the communication
strategy because it is informal communication. You must
select a formal communication tool.



D. No, social media can't be included in the communication
strategy because it is not available in some countries.


Question 153:

Stephen and Ann are two stakeholders are discussing about the
impact of the project on their departments. They both were not
satisfied with the impacts. Stephen asked Ann if the project is on
budget. Ann informed him that CPI is 1.03. Stephen and Ann
agreed that they are not sure that the project manager knows
their concerns. The project manager heard this conversation
between them. What is the best thing he can do?

A. Send both stakeholders a copy of the issue log and ask for
additional comments.



B. Ask both stakeholders to direct any questions to the project
manager in writing.



C. Make a presentation to all the stakeholders regarding the
status of the project.



D. Arrange a meeting with both stakeholders to allow them to
voice any concerns they may have.




Question 154:

What is the best method to report to the project team the status
of the project schedule during project executing?
A. 
Milestone chart


B. 
Network diagram


C. Activity
 list


D. 
Bar chart


Question 155:

The project manager assigned Mark to send a weekly email to

the project key stakeholders to explain the status of the project.
Some stakeholders informed the project manager that they don't
receive this email. The project manager wants to know if this
email is delivered to these stakeholders or not. He asked Mark to
use the option of requesting a delivery receipt from the email
software which they use. Mark did what was requested from him
and received notifications with who received this email. What did
Mark receive?
A. 
Feedback


B. 
Acknowledge 

C. Noise


D. 
Response


Question 156:

The project manager assigned Mark to send a weekly email

update to the project key stakeholders to explain the status of
the project. Which communication method does this email
update represent?
A. 
Push communication


B. 
Pull communication


C. Formal
 communication


D. 
Interactive communication


Question 157:

A project team member sent a confidential information to a third

party by mistake. The project manager is very angry and he
insists on punishing the team member. What could have
prevented this situation?
A. Reviewing the stakeholder engagement plan


B. Reviewing the communications management plan

C. Monitoring project communications


D. Reviewing the resources management plan


Question 158:

Which of the following projects needs to communicate evolving

and emerging details more frequently and quickly than other
projects?

A. An IT project with not clear scope, as the detailed

scope is defined and approved before the start of
each iteration.


B. A construction project where scope, time, and cost are
determined in the early phases of the project life cycle.


C. A tele-communications project with predictive life cycle and
has 550 stakeholders.


D. An industrial project where changes to the scope are
carefully managed.


Question 159:

Nathalie is managing a product development project. During the

last project status meeting, she displayed the earned value
measurements to the project team and project sponsor. SPI =
1.09 and CPI = 0.79. It is clear that the project is running over
budget. The project sponsor is very angry and requested from
her to share with him the cost incurred on a weekly basis. Which
process should she undergo to provide the needed information
to the project sponsor?
A. 
Control Costs


B. 
Determine Budget


C. Estimate
 Costs


D. 
Manage Communications
Question 160:

The Manage Communications process is performed:

A. 
Throughout the project

B. 
During project executing only


C. During
 project monitoring and controlling


D. 
After project planning


Question 161:

Which of the following statements best describes the purpose of

the following diagram?
Larger image

A. Describing the influence of extreme weather conditions on

progress and on the achievement of project objectives. 

B. Comparing the relative importance of variables that have a
high degree of uncertainty with those that are more stable. 

C. Evaluating team performance and identifying team
members with low, moderate and high productivity and
work effectiveness. 


D. Evaluating the degree to which project work and

deliverables conform to the expectations of key
stakeholders. 

Question 162:

You are a project manager of a high-risk electronics project

which has a lot of new technologies. You created a risk
management plan, identified 225 risks, and documented them in
a risk register and documented sources of overall project risk,
together with summary information on identified individual project
risks in a risk report. Then, the risks were analyzed and
responses were planned. During risk control meetings. It gets
obvious to everyone that the documents you created are not
helpful. What have you probably done wrong?

A. You didn't perform quantitative risk analysis for the

identified risks.


B. You did the first processes alone. 

C. You did not identify Triggers. 

D. Risk response owners didn't implement the planned
responses.


Question 163:

Risk owners for individual project risks may be nominated as part

of the ________ process, and will be confirmed during the
__________ process.

A. Perform Qualitative Risk Analysis and Plan Risk

Responses



B. Identify Risks and Perform Qualitative Risk Analysis



C. Plan Risk Management and Implement Risk Responses


D. Identify Risks and Implement Risk Responses


Question 164:

Sarah is managing a construction project. During risk

identification, a team member identified a risk that previous
projects were exposed to thefts, some thieves have stolen
cement and building material from the work location. The team
agrees that it’s unlikely that theives can steal material from
working location. Even if thefts occur,the project will not lose a
significant amount of material, because they depend on material
delivery as per the daily needs. She decides to monitor the risk
from time to time to be sure that it continues to have a low
probability and consequences. Where does she record the risk
so that she doesn’t lose track of it?
A. 
In a trigger


B. 
In the Risk Report


C. In
 the Risk Management Plan


D. 
On a watchlist


Question 165:

Alex is managing a construction project, when two team

members come to him with a conflict. A civil engineer has
identified an important project risk: There is a subcontractor that
may not deliver work on time. The designer believes that the risk
has low probability to occur; however, He consults the lessons
learned from previous projects and discovers that the
subcontractor failed to deliver work on three previous projects.
The civil engineer suggests that two team members take one
week to evaluate the possibility of doing this work inhouse, and
come up with some initial work that they can do, in case that
subcontractor does not deliver. Alex decides to follow the civil
engineer’s suggestion over the objections of the designer. Which
risk response strategy did he use?
A. 
Transference


B. 
Mitigation


C. Avoidance


D. 
Acceptance


Question 166:

A risk has remained even after you implement all of your risk
response strategies. What kind of risk is this and what should
you do about it?

A. It’s a secondary risk; you should add it to the watchlist and

revisit it periodically.


B. It’s a residual risk; you need to eliminate it by eliminating its
root cause.


C. It’s a residual risk; you need to add a contingency reserve
for it.


D. It’s a top risk, you should try to reduce its probability or
impact.
Question 167:

Patrick is a project manager for a construction project. He is

using root cause analysis to figure out what could cause
potential risks on his project. Which process is he involved in?
A. 
Identify Risks


B. 
Plan Quality Management


C. Manage
 Quality
D. 
Plan Risk Responses


Question 168:

Frank is managing a pipeline installation project. He and his

team have finished the design of the pipeline system. The design
was the first deliverable in the project. He is holding a weekly
status meeting. One of the team members indicated that they
need to get a permit from the city council before they start
digging. The team member feels that there is a risk that a city
council representative will ask them for a permit for digging. And
they will need to request a change for the project management
plan to add the extra time and cost needed for that permit. And if
they request that change, there is a high probability that the
change control board would approve the change. What is the
best action to take next?

A. Use the contingency reserve to account for that risk.



B. Schedule a meeting with the city council representative to
discuss the risk.


C. Add the risk to the risk register and gather information
about its probability and impact.


D. Add the risk to the watchlist and revisit it periodically.


Question 169:

You are managing a construction project. Two team members

come to you with a conflict. One of them has identified an
important project risk that the cement supplier may not deliver
the needed quantity of cement on time. The other team member
doesn’t believe that the risk is likely to happen; however, you
consult the lessons learned from previous projects and discover
that the supplier failed to deliver the needed quantity of cement
on three previous projects. You decide that the risk is a major
one; you terminate the contract with the supplier, and instead
you agreed with other suppliers to deliver the needed quantity.
Both team members agree that this has eliminated the risk.
Which of the following best describes your risk response
strategy?
A. 
Transference


B. 
Mitigation


C. Avoidance


D. 
Acceptance


Question 170:

Adam is a project manager for an electronic board design

project. The project has a 50% chance of making cost saving for
the company $215,000 over the next year. It has a 30% chance
of costing the company $120,000. What’s the project’s expected
monetary value?
A. 
143500


B. 
107500


C. 71500


D. 
36000


Question 171:

Which of the following are all outputs of the Plan Risk

Responses process?

A. Risk triggers, assumptions log updates and a list of

prioritized risks


B. Residual risks, fallback plans, and scope baseline updates


C. Contingency plans, quality management plan updates, and
a sensitivity analysis


D. Secondary risks, initial reserves, and risk report updates


Question 172:

You are a project manager for a data center upgrade project. The
data center uses old systems and your project was to upgrade to
a new system. The project was planned to be in winter were
heavy rains are likely to happen. The heavy rains caused power
outages just when the project was near completion. When the
power was restored, all of the project customer’s data were lost
with no way of retrieving them. What should have been done to
prevent this problem?
A. Schedule the installation in summer.


B. Plan for a reserve fund.


C. Insure against this risk.


D. Monitor the weather and have a contingency plan.


Question 173:

All of the following are found in the risk register except:

A. 
Watchlists of low-priority risks

 B.


Nominated risk owners


C. Secondary
 and residual risks


D. 
Sources of overall project risks


Question 174:

Antony is managing a large product development project. He and

his team have finalized the first round of risk identification with
project key stakeholders. They identified hundreds of individual
project risks, recommended potential risk owners and risk
responses. They also identified sources of overall project risk.
Where should sources of overall project risk be documented?
A. 
Risk Report


B. 
Risk Register


C. Risk
 Management Plan


D. 
Risk Breakdown Structure


Question 175:

Michael is managing a software project which is a part of a

program. During risk identification, a team member has identified
an opportunity that he will learn a different programming
language to perform a part of this project which may be useful for
other parts. Michael noticed that this opportunity will be useful for
other projects in the program, but it will not be useful in his
project. So, he informed the program manager about this
opportunity. Which risk response strategy did Michael use in this
situation?

A. Transfer, because he transferred it to the program

manager.



B. Escalate, because it needs to be managed at the program

level.


C. Accept, because he did nothing towards this opportunity.


D. Enhance, because by informing program manager
probability will increase.


Question 176:

Carol is managing an industrial project. She, her team and the

project sponsor find that the level of overall project risk is
significantly negative and outside the agreed-upon risk
thresholds for the project. They tried to reduce the negative
effect of uncertainty on the project as a whole and bring the
project back within the thresholds, but they couldn't. So they
decided to cancel the project. Which risk response strategy did
they use?
A. 
Escalate


B. 
Accept


C. Avoid


D. 
They didn't use any risk response strategy.


Question 177:

You are the project manager for a software project. You created
a Risk Management Plan, identified number of risks with project
team and stakeholders. The following figure shows the
probability and impact matrix you created. If Risk C happens,
how much will be left in the contingency reserve?
Larger image

A. 
125,950$


B. 
156,750$


C. 288,000
$

D. 
318,800$


Question 178:

You are the project manager for a software project. You created
a Risk Management Plan, identified number of risks with project
team and stakeholders. The following figure shows the
probability and impact matrix you created. If risk B occured, what
should the project manager do?
Larger image

A. Issue a change request to CCB requiring to increase

project budget by 23,000$.


B. Implement contingency plan.


C. Issue a change request to CCB requiring to increase
project budget by 5750$.


D. Do nothing.


Question 179:

Mark is a project manager for a tele-communications project in

his organization. Tom is his sponsor and he is working with
David, the risk manager in the organization to determine the
effectiveness of the risk responses. Tom and David are
concerned that some of the risks assigned to Frederick, a project
team member to implement the planned risk responses may not
be addresses to the depth they would like. In this scenario, who
is responsible for ensuring that this process is performed at an
appropriate frequency?
A. 
Mark


B. 
David


C. Tom


D. 
Frederick


Question 180:

During which process do you implement fallback plans?

A. 
Monitor Risks


B. 
Plan Risk Responses


C. Implement
 Risk Responses


D. 
Plan Risk Management


Question 181: What is the purpose of this chart?

A. Risks prioritization


B. Finding root causes of potential risks


C. Determining which individual project risks has the most
potential impact on project outcomes


D. Evaluating the overall project risk


Question 182:

You are managing a network upgrade project. Your project

schedule performance index is 0.79. You need to take a
corrective action to bring the project back on track. Which
response would you choose that will affect the resources
management plan?
A. 
Crashing


B. 
Fast Tracking


C. Teaming
 Agreement


D. 
Sharing


Question 183:

A project team member asks you about who is responsible to

distribute the risk status to project stakeholders. Where should
he look to know who is responsible for this task?
A. Communication
 management plan


B. Risk
 management plan


C. 
Risk register


D. Responsibility
 assignment matrix (RAM)


Question 184:

Jim is managing a large industrial project. His project is halfway

done, when he held a meeting with the project team and other
stakeholders to identify new risks and reevaluate the current
risks. This practice is known as:
A. 
Risk audits


B. 
Risk reassessment


C. Risk
 identification


D. 
Developing risk responses

Question 185:

You are a project manager for a $10,000,000 construction

project. A part of the project work will be outsourced to
subcontractors. The procurement department is now contacting
subcontractors to obtain bids and proposals. Which of the
following techniques would help you save time because you
know that it is a time-consuming procedure to ensure that the
sellers get a clear and common understanding of the
procurement process and of the needs of your project?
A. Bidder
 conferences 

B. Advertising
 

C. 
Qualified sellers list 

D. Proposal
 evaluation


Question 186:

The buyer's and the seller's project managers are meeting

together to discuss the seller's performance to date on this
important product development project. There have been three
changes to the project caused by a change in laws in the country
were the project is being performed and four errors by the seller
that are being discussed. What is the best output of such a
meeting?

A. 
Scheduling a procurement performance review

 B.


A letter of default


C. Change
 requests


D. 
Bidder conference


Question 187:

Sam is a project manager for a project to design a car parking

sensor. He has a limited scope definition and he wants to protect
his company from financial risk. The design work will be
outsourced to another company. Which type of contract should
he choose for his project?
A. 
Cost plus award fee (CPAF)


B. 
Time and Material (T&M)


C. Cost
 plus fixed fee (CPFF)


D. 
Firm Fixed price (FFP)


Question 188:

Who is responsible to ensure that all procurements meet the

needs of the project?
A. Project manager


B. Procurement manager


C. Project team


D. Both the project manager and the procurement manager


Question 189:

Which of the following documents are most subjected to reviews

and approvals?
A. 
Project charter


B. 
Project management plan

C. Contracts


D. 
Benefits management plan


Question 190:

You are managing a construction project which contains a

procurement work. The air conditioning system of the project will
be outsourced to a contractor. You prepare the RFP to be sent to
contractors when your cousin knows that you will need a
contractor. He owns a company working in air conditioning
system and he wants to bid on your project. The reputation of his
company is very good and your company worked with him before
and he’s done good work. What should you do?

A. You disclose the conflict of interest to your company, and

disqualify your cousin’s company.


B. You disclose the conflict of interest to your company, and
remove yourself from the selection committee.


C. You disclose the conflict of interest to your company, and
provide your cousin with information that the other bidders
don’t have so that he has a better chance of winning the
contract.


D. You do not disclose the conflict of interest, and give your
cousin the bid.


Question 191:

Documenting the questions and answers in a bidder conference

and sending them to all bidders is an example of which kind of
communication?
A. 
Informal verbal


B. 
Formal written


C. Formal
 verbal


D. 
Informal written


Question 192:

Andy is a project manager for a large construction project. All the

project work will be outsourced to other subcontractors. Andy is
just starting the procurement process. Which of the following
should be done last?

A. Seek expert judgment from a variety of resources.

 B.

Select contract type whether FP, T and M or CR.


C. Perform make-or-buy analysis.


D. Finalize the terms and conditions of the contract.


Question 193:

All of the following statements are true about procurement

inspection, except:

A. An inspection is a structured review of the work being

performed by the contractor.


B. An inspection may involve a walkthroughs of the site by
both the buyer and the contractor.


C. An inspection may involve a simple review of the
deliverables or an actual physical review of the work itself.


D. An inspection is a structured review of the procurement
process.


Question 194:

A sub-contractor in your project went out of business and you

need to start construction tomorrow to meet the next milestone
date. Which type of contract would you sign with the new sub-
contractor?
A. 
Time and Material (T & M)


B. 
Cost plus fixed fee (CPFF)


C. Cost
 plus incentive fee (CPIF)


D. 
Firm Fixed Price (FFP)


Question 195:

During a construction project, the project manager asked the

contractor for a walkthrough of the work site by both of them to
ensure a mutual understanding of the work in progress. They are
involved in:
A. 
Audit


B. 
Inspection


C. Performance
 review


D. 
Bidder conference


Question 196:

The project manager has just communicated the responsibility

assignment matrix to the project team. A team member who has
just been assigned to the project finds that he is involved with
three team members in a procurement audit. He asks the project
manager about the purpose of the procurement audit. The
project manager told him that the purpose of the procurement
audit is to:

A. 
Review the work being performed by the contractor.



B. 
Review the type of the selected contract.


C. Review
 the contract cost.


D. 
Review the procurement process.


Question 197:

Catherine is a procurement specialist. She always prefers to

work in a centralized contracting environment than working in a
decentralized contracting environment. Which of the following
statements best describes the reason behind this?

A. Because in a centralized contracting environment she will

gain more experience.


B. Because in a centralized contracting environment she will
have more loyalty to the project than in a decentralized
contracting.


C. Because in a centralized contracting environment she will
report directly to the project manager. 

D. Because startup companies use centralized contracting
and the opportunity to grow in these companies is high.


Question 198:

Rachel is managing an engineering project. Some needed items

in the project will be purchased from outside the organization.
She created the procurement statement of work and described
precisely what her project needs. She is meeting with the
procurement manager to analyze which source selection method
would they use and finally decided to use qualifications only,
because:
A. The procurement has limited budget.


B. Uncertainty in the project is great.


C. The needed items are of a standard and routine nature.


D. The value of the procurement is relatively small.


Question 199:

The objectives of the procurement strategy include all of the

following, except:
A. Determining the project delivery methods.


B. Specifications of the product, service or result to be
purchased.



C. The type of legally binding agreement.



D. How the procurement will advance through the
procurement phases.


Question 200:

John is managing a product development project. He and his

team decided to outsource part of the project to another
company. They have completed the procurement statement of
work. Technical details of the outsourced work are set precisely
in addition to the required quality levels. The procurement team
want to select the contract type. Which contract type should the
team select?
A. Time
 and material (T & M)


B. Fixed
 price- economic price adjustment (FP-EPA) 

C. 
Firm fixed price (FFP)


D. Cost
 plus fixed fee (CPFF)