1. The triple constraint philosophy involves which o f the following project attributes? 
 

A. Time, Quality, and Contracts
B. Product, Price, and People
C. Time, Cost, and Quality
D. Scope, Cost, and Communication    

 

2. ______________ identifies which quality standards are relevant to the project and determines how to satisfy them. 
      
A. Perform quality assurance process
B. Process control
C. Perform quality control process
D. Quality planning

  

3. A functional manager meets with the project manager’s boss to discuss a change to the acceptance criteria for a major deliverable. After the meeting, the boss contacts the project manager and tells him to make the change. What is the first thing to do? 
  

A. Make the change as soon as possible.
B. Supply management with a change form and ask management to complete and return it as soon as possible.
C. Understand the change.
D. Tell the team about the change.
 

4. Six sigma refers to the aim of setting tolerance limits at six standard deviations from the mean, whereas the normally expected deviation (99.7% confidence) of a process is known as: 
    
A. Two standard deviations

B. One standard deviation

C. Four standard deviations

D. Three standard deviations

 

5. Receivers in the communication model filter all their information through all of the following except? 
  
A. Culture
B. Language
C. Knowledge of the subject
D. Conflict

 

6. All of the following elements must be evident in a written contract for it to be legally enforceable except: 
     
A. Pricing structure
B. Legal capacity
C. Mutual structure
D. Appropriate capacity

 

7. Which strategy below increases the risk?

   

A. Using fast tracking as a schedule compression technique

B. Taking preventive action

C. Crashing the project schedule

D. Using PERT values instead of CPM values

 

8. In what type of organization do projects receive the most attention?

  

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

9. You are the project manager for a large project under contract with the government. The contract for this two year, multi-million dollar project was signed six months ago. You were not involved in contract negotiations or setting up procedures for managing changes, but now you are swamped with changes from the sponsor and from people inside your organization. Who is normally responsible for formally reviewing major changes to the project?

  

A. Change control board
B. Contracting legal department
C. Senior management
D. Director   

  

10. As project manager for a major pharmaceutical company you have come to realize the importance of status review meetings. You also know from experience that your project team and stakeholders usually do not want to attend these meetings. You are now entering the final phase of clinical trials for what you hope is a cure for rheumatoid arthritis. Because you are in the final project execution phase, these meetings:

A. Can be reduced in frequency

B. Should be held more frequently

C. Should be conducted weekly with project sponsors only

D. Must be scheduled daily and document general project goals

 

11. The processes of the project human resource management include all of the following except:

 

A. Manage project team

B. Develop project team

C. Manage stakeholders

D. Human resource planning

 

12. Which of the following project scope management processes involves subdividing the major project deliverables into smaller, more manageable components?

  

A. Scope planning

B. Scope definition

C. Scope control

D. Create WBS

 

13. According to the PMBOK® Guide, project scope management is:

 

A. The features to be included in a product within an approved budget  
B. Conducted primarily by external stakeholders
C. Synonymous with change control management
D. Used to make sure that all the work required, and only the work required, is included in order to complete the project successfully

 

14. A narrative description of products or services to be supplied under contract is called:

 

A. A statement of work

B. The project plan
C. Conceptual estimate
D. Preliminary estimate

 

15. Strategies for positive risks include all of the following except:

 

A. Deflect

B. Enhance

C. Exploit

D. Share

 

16. Which tool or technique would a project manager use during scope verification?

 

A. Inspection

B. Performance report

C. WBS

D. Decomposition

 

17. You are managing a project that has five subcontractors. You must monitor contract performance and make payments. One subcontractor submitted a change request to expand the scope of its work. You decided to award a contract modification based on a review of this request. All these activities are part of:

A. Contract execution
B. Contract formation
C. Contract resolution
D. Contract administration
  

18. The best time to assign a project manager to a project is during:

  

A. Closure
B. Initiation
C. Planning
D. Execution

 

19. You are a project manager in a large organization that uses a matrix structure. You have been asked to investigate what organizational structure your competitors use and how this affects their ability to manage projects successfully. How would you describe the main difference between a matrix organization and a functional organization?

 

A. In a functional organization, project managers have more authority than they do in matrix organizations.

B. More people work full-time on projects in a functional organization than in a matrix organization.

C. Project team members usually report to two bosses in a matrix organization, the functional manager and the project manager.

D. Most companies have found that functional organization structures provide the most flexibility for managing projects.

 

20. Which success factor for doing business internationally is generally least important?

A. Speaking the native language of the host country fluently
B. Cross-cultural journeys
C. Global management
D. Cultural understanding

 

21. John is a project manager who gets the job done through salary, promotion, and bonus incentives. He is using which of the following types of interpersonal influence?

A. Reward power

B. Expert power

C. Formal authority

D. Referent power

 

22. How is product scope defined?

 

A. The features and functions that characterize a product

B. The work that must be done in order to deliver a product with the specified features and functions

C. Narrative description of the project work

D. Authorization of WBS  

 

23. An activity has an optimistic duration estimate of 2 days, a mostly likely estimate of 4 days, and a pessimistic estimate of 12 days. What is the PERT weighted average duration?

  

A. 5
B. 4
C. 7
D. 6
 
24. In negotiations, what is a fait accompli tactic?

A. Promising that a requirement will be completed before it is due.
B. Completing a phase of work before the other side is ready.
C. Claiming an issue has already been decided and therefore cannot be changed.
D. Pretending to accept the other side’s offer.   
  

25. A risk has a 5% chance of occurring. If it occurs, its cost is going to be $500. What is the expected monetary value?

  

A. $25

B. $10,000

C. $500

D. $2,500

 

26. According to the PMBOK, which of the following is an example of a project?

A. Constructing a building or facility
B. Managing an organization
C. Providing technical support
D. Billing customers

 

 

For Questions 27-30:

 

 

27. Which task is most over budget?

 

A. Task 1

B. Task 2

C. Task 3

D. Task 4

 

28. Which task is ahead of schedule and under cost?

  

A. Task 1
B. Task 2
C. Task 3
D. Task 4

 

29. Which task is on schedule with a cost variance of $0?

 

A. Task 1
B. Task 2
C. Task 3
D. Task 4

 

30. Which task is most behind schedule?

 

A. Task 1
B. Task 2
C. Task 3
D. Task 4