Préparation au PMP Test Chapitre 5 et 6

1. The scope baseline consists of which of the following elements?

a. Project management plan, WBS, scope statement

b. Scope statement, risk management plan, WBS

c. WBS dictionary, project management plan, scope statement

d. Scope statement, WBS, WBS dictionary

2. The WBS is used for all of the following with the exception of:

a. Allowing for team buy-in of the project

b. Showing cross functional dependencies between work packages

c. A communication tool between stakeholders

d. Shows the team how their work fits into the overall project

3. Validate Scope defines a process that:

a. Allows the customer to verify what was built against the requirements

b. Occurs at the end of the project prior to closing

c. Formalizes acceptance of completed project deliverables

d. Verifies the scope management plan is aligned with the project management plan

4. Two team members are having a discussion about where certain project
documentation should exist. They‟re discussing several elements of the WBS between
which there are dependencies. Where can this information be found?

a. WBS
b. Detailed scope statement

c. Scope management plan

d. WBS dictionary

5. Your project team has come to you with an Issue. lt appears that during the
requirements elaboration process there was a disagreement between the members of
the technical team regarding what had to be built to satisfy a user requirement. As a
result, some of the technical team members created features in the deliverable that the
customer did not really ask for. What would have specifically helped to avoid this
 situation?

a. Requirements management plan

b. Requirements traceability matrix

c. Scope statement

d. WBS

6. Your stakeholders, a group of seven Ph.D.‟s, have met to discuss the merits of moving
forward with the project in a specific direction. The discussion started out fairly
calmly until a point of contention was identified. At this point, the discussion began to
escalate into an argument and finally ended in a shouting match between two of the
Ph.D.1s. In addition, one of the members of the team had a differing opinion from his
boss (one of the people engaged In the shouting match) and was reluctant to express
his real views in the meeting. Which of the following would have been the best
approach to avoid the previous scenario?

a. Delphi technique

b. Analytic hierarchy process

c. The Ki method

d. QFD

7. The team has been progressing ahead of schedule on their project deliverables. So far
the customer is

very pleased with the results and has commended the team for doing an outstanding job. At
the last staff meeting one of the technical team members informed you that while he was
working in the system, he noticed an issue that needed to be addressed. While it wasn‟t
defined in the work breakdown structure, he ascertained that the fix would take at most an
hour and wouldn‟t impact the deliverable. “In fact”, he stated, “the customer will probably
like what I did “.As the project manager, you talk to this technical team member off-line and
inform him that what he has done is actually considered to be:

a. Scope creep

b. An undocumented change

c. Gold plating

d. WBS anomaly

8. Your project team members need to know, in very specific terms, what work needs to
be completed on the project. Which of the following is the least useful In describing
what that work is?
a. WBS dictionary

b. The product scope

c. The project statement of work

d. Requirements traceability matrix

9. What is scope decomposition?

a. Breaking down the work into increments of less than 40 hours each

b. Breaking down the work to the work package level

c. Breaking down the work to the lowest level of detail possible

d. Breaking down the work by functional area

10. Who ultimately controls changes to scope on a project?

a. The project manager

b. Senior management

c. The change control board

d. The customer

11. A key input to collect requirements process is?

a. The project management plan

b. The project charter

c. The scope statement

d. The risk register

12. A key stakeholder has been very difficult to manage on the project. He has been
difficult to engage regarding his needed requirements for the project and frequently
describes requirements in vague generalities. Then when something is delivered, he
will complain that he was misunderstood or that the technical team „screwed up‟ his
requirement. Last week he demanded a change in scope and insisted that it be
completed by the end of the week. After the change was implemented he was shocked
at the price tag and immediately escalated to senior management, claiming that the
technical team was „raking him over the coals‟. The project manager had provided him
with all the necessary documentation to understand the nature and scope of the
change. What was the most likely element that the project manager may have omitted
in this case?
a. CCB approval

b. Determining the need for change

c. Ascertaining cross dependencies for the change

d. An impact assessment

13. Who creates the scope baseline?

a. The project team

b. The project manager

c. All the stakeholders

d. Senior management

14. What is the best definition below of the difference between the Collect Requirements
process and theDefine Scope process?

a. Collect Requirements is really a part of Define Scope

b. Collect Requirements details stakeholder needs while Define Scope describes in detail, the

project

c. Collect Requirements addresses all the detail necessary to deliver the product of the project,

while Define Scope identifies project boundaries and constraints

d. Both Collect Requirements and Define Scope use facilitated workshops as a tool and
technique

15. The project management plan Is an input to which of the following?

a. Define scope

b. Control scope

c. Create WBS

d. Collect requirements

16. A project stakeholder identified a defect that they want fixed immediately. You raise
the defect with the

technical team at the next technical team meeting. After reviewing all the documentation in
the configuration management system, you discover that the so-called „defect‟ is really an
enhancement request. What is the next thing you should do as the project manager?
a. Report the stakeholder to senior management for a violation of company policy

b. Ignore the defect report. Treat it as a change request to perform a formal impact
assessment. Show it to the stakeholder and ask him how he wants to proceed

c. Engage the stakeholder‟s manager to discuss what can be done to keep the stakeholder
honest in future encounters

d. Meet with the stakeholder to discuss the discrepancy. The defect may simply be a missed
requirement that needs to be addressed as a formal change

17. Collecting the voice of the customer is a tool and technique contained in which
process?

a. Define Scope

b. Create WBS

c. Collect Requirements

d. Verify Scope

18. One level above the work package that helps identify cost centers or a charge code for
the purposes of project accounting Is known as a what?

a. Component level

b. Control account

c. Cost breakdown structure

d. Component package

19. The project team is tackling some work that they have never tried before - this
represents groundbreaking work on the project you‟re managing. As a result they‟re
looking for different ways of organizing the work, and specifically organizing the
particular jobs needed to complete the project. They want to make sure these jobs are
organized in the most efficient method possible. One of the most effective tools to
help the project team organize how they think about the work is:

a. QFD process

b. Nominal group technique

c. Delphi technique

d. Affinity diagrams

20. The project you are managing is about 75% complete and at the monthly meeting with
senior management, one of the key points is to review the variance analysis on the
 project. What is the purpose of the variance analysis?

a. lt measures project variances against scope baseline

b. lt measures the variances between the requirements traceability matrix and the WBS
dictionary

c. lt measures variances between the scope statement and project management plan

d. lt focuses on measuring cost variances only

21. You are working with a highly experienced technical team; each member has a
minimum of 15 years experience. You are hosting a meeting for the team to discuss
the best way to move forward with the project from a technical standpoint. There are
number of different requirements that have been discussed, however one of the team
members is behaving like a heckler - making fun of ideas he thinks are not viable or
telling people flat-out that they‟re wrong. This is beginning to disturb some of the
other team members who have started to visibly disengage from the meeting. You ask
this individual what the problem is and he responds, “Who died and put you in
charge? Once the meeting adjourns, you pay a visit to this team member‟s manager
and are prepared to write-up this individual for insubordination. However what is
probably the real problem?

a. Lack of a work breakdown structure

b. Absence of the requirements traceability matrix

c. No project charter

d. A flawed scope baseline

22. When performing the scope control process, which of the following statements is
correct?

a. Scope control validates the delivered scope for the project

b. The work performance measurements produced are part of the PMIS

c. The inspection process is a key tool and technique used in scope control

d. Scope control is performed in concert with other control processes

23. You are in the requirements collection phase of the project. While a number of JAD
sessions were held with the customer, there were still a lot of unanswered questions.
The technical team lead decided that implementation of the QFD process would be
best to collect the „voice of the customer‟. The project team has decided it would be
best to visit the customer‟s facility to understand how the customer performs their
work. The process of going to where the work gets done to observe the customer is
called:
a. Ishikawa process

b. The Taguchi process

c. Gemba

d. The Kimethod

24. The project management plan, validated deliverables, requirements documentation,

and requirements traceability matrix are all considered:

a. Outputs of the scope control process

b. Inputs to the validate scope process

c. Inputs to define scope process

d. Tools and techniques of the scope verification process

25. Your team has just completed some work on a project and has submitted it to the users
for verification.Once the users verify the results of this phase of the project, the team
can start planning the next phase of the project, and it appears that youll be ahead of
schedule and slightly under budget to everyone surprise! The customer reviews the
work product and is satisfied that it will meet the needs of the project.This is called:

a. An accepted deliverable which ¡s an output of control scope

b. An accepted deliverable which requires formal sign off and approval by the customer

c. An accepted deliverable which ¡s really an output of quality control

d. An accepted deliverable which requires project manager approval

26. The blueprints for the new construction projects have been completed and construction
is ready to begin. While the organization was thinking about erecting a modular
structure, they decided on a more traditional approach. The foundation will be poured
and cured before the framing begins. This is an example of:

a. Discretionary dependency

b. Mandatory dependency

c. External dependency

d. Internal dependency

27. You have determined your project will optimistically take 24 weeks to complete, with
a most likely completion date of 36 weeks and a pessimistic completion date of 72
weeks. Based on this three point estimate what is the likely completion timeline for the
project?
a. 38.4 weeks

b. 39.6 weeks

c. 40 weeks

d. 42.4 weeks

28. A finish to finish relationship is defined as which of the following?

a. Both activities have to finish at the same time

b. The predecessor has to finish before the successor can finish

c. Both activities are on the critical path

d. The predecessor has a defined lead while the successor has a defined lag

29. Your project is experiencing resource constraints at certain times in the project
timeline, requiring you to adjust start and finish dates on the schedule. What tool is
best to use in this situation?

a. Resource leveling

b. Feeding buffer

c. Critical Path method

d. Resource smoothing

30. Management from the customer side wants to bring in a project one month earlier than
they had originally planned. Based on the current project timeline, product testing will
have to be cut short. You have reviewed several options with the customer; they have
decided that crashing the schedule would be the best approach to bringing in the
project earlier. As a result of customer‟s decision, what is your biggest concern using
this approach?

a. Additional expense

b. Availability of additional resources to perform testing in a shorter time frame

c. Customer buy-in

d. Developing an adequate reward system to address the overtime that will be needed to bring
in this project one month early

31. The project optimistic estimate is 10 weeks and the pessimistic estimate is 40 weeks.
What is the standard deviation of the estimate?
a. 4

b. 5

c. 6.7

d. 7.5
32. What is the most correct definition of the critical path in a network diagram?

a. The shortest path through the network

b. The longest path through the network

c. The longest path through the network that contains zero or negative float

d. The shortest path through the network that cannot be compressed

33. While executing the project it becomes obvious that you‟re not going to hit your end
date. The project may be delayed by at least two months. This may impact the start
date of another project that was due to
start right after yours completed. What type of float best describes this situation?

a. Total float

b. Project float

c. Free float

d. Slack float

34. You have been discussing several estimating options with the project team. Some of
the team members think that this particular project is similar to something that they
worked on last year. However, the technical team has been quick to point Out that
there are some unknowns on this project that make parts of the project significantly
different from last year‟s project. As the team starts performing a detailed analysis of
the previous project, they uncover a great deal of historical information that would
apply to the current project. In this situation the best estimating tool would be:

a. Analogous estimate

b. Parametric estimate

c. Bottom-up estimate

d. One-time estimate

35. Due to some uncertainty in your project schedule, you have decided to use weighted
time estimates for the major deliverables. This type of estimate is also known as...?
a. Monte Carlo analysis

b. Beta distribution

c. Parametric estimate

d. Autoregressive moving average

36. You and the project team are planning the work of the project. In addition to all of the
planning activities that you‟re engaged in, part of the team has been reviewing the
customer requirements, and has started to outline a work breakdown structure as well
as create elements of the WBS dictionary, breaking down the work packages into
smaller increments. The most accurate way of describing this is that you are creating:

a. A milestone list

b. A deliverable list

c. An activity list

d. A scope elaboration

37. The biggest disadvantage of the parametric estimate is?

a. lt is just like an analogous estimate

b. lt does not take cross-functional dependencies into consideration

c. There really is no disadvantage

d. The solution may not scale

38. You have been discussing a key deliverable with your customer. The discussion has
centered on the accuracy and precision of the deliverable. Customer has indicated that
due to the nature of the deliverable, a high level of precision is not really required.
They have indicated to you that a precision of
slightly less than 70% is adequate and acceptable. In terms of the Sigma reading, this number
approximately translates to?

a. 1 Sigma

b. 2 Sigma

c. 3 sigma

d. 6 Sigma

39. The technical team has asked for multiple estimates on a specific product component‟s
delivery time. They fed the results of their measurements into a three-point analysis
 which identified the optimistic as 4 weeks, the most likely estimate of 7 weeks, and a
pessimistic estimate of 14 weeks. The variance equals:

a. 1 and 2/3 weeks

b. 1.29 weeks

c. 2.77 weeks

d. 7.66 weeks

40. The project team is progressing well with all planning activities. They have sat down
with the customer for a JAD session to review some alternatives for proceeding with
the project. The customer wants to model some of the potential paths forward to see
which one of these paths offers the best solution. This type of analysis is best
described as:

a. Critical Path analysis

b. Monte Carlo analysis

c. Multi-objective algorithm analysis

d. QFD analysis

41. Management has requested that you look for ways to compress the schedule on your
project. lt seems

that the end date will be 2 months too late for the business to obtain a marketing advantage for
that year. You and the project team have looked at various schedule compression techniques,
and have decided that fast tracking will be your best approach. What is an advantage and a
disadvantage of fast tracking?

a. Some activities can be run in parallel but costs increase

b. Some activities can be run in parallel but risk increases

c. Some activities can be executed as overtime but costs increase

d. Some activities can use the same resources but team burnout is an issue

42. What is the critical path of the network described above?

a. A-B-D-F-end

b. A-C-D-F-end

c. A-C-E-F-end
d. A-C-E-G-end

43. The customer has asked that you reduce activity D by 2 weeks. What impact does this
have on the schedule?

a. None. lt is not on the critical path

b. lt will reduce the schedule like two weeks

c. lt will only work if you also reduce activity B by two weeks

d. lt will only work if you also reduce activity F by two weeks

44. The customer has demanded that you reduce the schedule by three weeks. What does
this mean in terms

of the Project schedule?

a. You have decided that fast tracking is the best option to pull in the schedule by three weeks

b. You have decided that crashing the schedule is the best option to pull in the schedule by
three

weeks

c. Your project has negative float

d. You cannot deliver the project three weeks earlier without impacting project quality

45. You have just been assigned a new project within your organization. After performing
an initial analysis, it

has become obvious that you will not have enough resources to complete the project by the
requested

due date. You bring your analysis back to the sponsor and to senior management, who
respond with, “just

do the best you can”. In looking at various scheduling techniques, which of the following
would be the
best scheduling approach to handle this situation?

a. Critical Path method

b. Precedence diagramming method

c. Resource leveling heuristics

d. Critical chain method

46. A new design for an ocean-going oil tanker has prompted your organization to
produce the first of a new

generation of oil tanker. The project involves a complex project network diagram with a
number of

parallel paths. As the project progresses, the single critical path becomes 3 critical paths. As
the project

ma nager, what is your largest concern right now?

a. Managing Communications

b. Managing dependencies between the parallel path activities

c. Managing multiple stakeholders

d. Change Management

47. What is a key output from the Control Schedule process?

a. Work Performance Information

b. Change Requests

c. Updates to Enterprise Environmental Factors

d. Risk Register updates

48. The project schedule has finally been completed for the project. In reviewing the
resource estimates, you
notice that several key resources have been assigned multiple activities on several parallel
network paths.

You have also noticed that the resources for the different time phases vary greatly, sometimes
as much as

300%.What scheduling technique would be the best to use at this point?

a. Critical chain
b. Critical path

c. Monte Carlo

d. Resource leveling

49. What is the primary difference between critical path (CPM) and critical chain
(CCPM)schedule

approaches?

a. There is fundamentally no difference

b. CPM focuses on managing float while CCPM focuses on managing buffers

c. CCPM focuses on extensive multi-tasking while CPM focuses on resource leveling

d. CPM uses heuristics while CCPM uses mathematical modeling

50. Six sigma is?

a. 95.46%

b. 99.999%

c. 68.26%

d. 99.73%