Project Integration Management

1- During which of the following project processes do key stakeholders engage with the
project for the first time?
A. Develop project charter
B. Identify Stakeholders
C. Collect Requirements
D. Plan Stakeholder Engagement

2- Few project managers collect lessons-learned information throughout the project’s life.
Most tackle this in the final days of the project or, worse, after the project is complete.
What is the negative consequence of this approach?
A- It makes compiling and obtaining project information difficult
B- It might result in further expenses on the project
C- The project’s NPV becomes zero
D- It requires hiring a specialist to do the job

3- If an investment in a project return 15 percent annually, how much should you invest to
get $5 million by the end of the fifth year?
A- 2485884
B- 2857143
C- 2501376
D- 2685292

4- A business is considering more than a dozen infrastructure upgrade projects. These

projects, once delivered, will add to the organization’s overall performance but will not
contribute to any of the revenue streams. Prior to initiating any such project, the value of
the project to the organization must be determined. Which of the following is the most
important factor to consider in such a scenario?
A- Net Present Value (NPV) of the projects
B- Internal Rate of Return (IRR) of the projects
C- Alignment with the strategic goals
D- Investment requirement

5- Project Knowledge management is concerned with managing which type of project

knowledge?
A- Both “explicit” and “tacit” knowledge
B- “Explicit” knowledge; as this can be readily codified
C- “tacit” knowledge; as this is difficult to express
D- “tacit” knowledge; as this involves beliefs, insights, experience “ know-how”

6- In order to facilitate project configuration and change management on complex projects,

a project manager relies on configuration and change management tools. Such tools:
A- Can be manual or automatic; the selection depends on the project environment and
requirements.
B- Must be manual; a complex project requires all change requests manually signed
C- Must be automatic; a complex project requires complex change control procedures
 D- Change control must be manual, but the configuration control must be automatic
7- A good project manager always gathers and documents lessons learned throughout the
project lifecycle rather than delaying the effort until the project closure. Which of the
following is not a risk associated with postponing the lesson learned effort until the very
end of the project?
A- The project manager has fewer resources available
B- The project’s earned value decreases
C- Not all lessons learned might get captured
D- The effort might seem boring and non-value-adding

8- Change control tool selection should be based on the needs of the project stakeholders,
including organizational and environmental considerations and/or constraints. Which of
the following is not a key change management consideration while selecting an
appropriate change control tool for a project?
A- Identifying and selecting a change item
B- Configuration item verification and audit
C- Documenting the change into a proper change request
D- Tracking change requests

9- In projects with adaptive life cycles, many of the project management processes are
repeated in each iteration of the project except:
A-Develop Project Charter
B-Collect Requirements
C-Define Scope
D-Create WBS

10- The term Progressive Elaboration incorrectly represents which of the following?
A-Changes to project scope
B-Rolling wave planning
C-Detailing out the product requirements developed during the init process.
D- Production of fabrication and construction drawings from the d drawings for a
chemical plant.

11- A project manager must stress the importance of collecting and documenting lessons
learned through the project lifecycle. One good way to collect this information is
during weekly status meetings. Usually, weekly status meetings, if not managed
properly, end up in fire- fighting since most of the time, attention goes to the burning
issues. How can you ensure that the lessons-learned gathering does not get missed in
such a situation?
A. Add a lessons-learned agenda item.
B. Record the minutes of the meeting.
C. Do not discuss burning issues in weekly status meetings.
D. Replace status update meetings with one-on-one meetings with the members.

12- A number of teams are developing an enterprise system using the agile approach for
product development. Which of the following is a major risk item for such a complex
project being performed in an agile environment?
 A. Number of interconnected dependencies between the features developed by
different teams.
B. Number and size of teams developing the larger features
C. Scope definition and freezing early during the planning phase.
D. Emphasis on schedule control over risk management.

13- A project post-mortem is an activity, usually performed at the project’s conclusion, to

determine and analyze a project’s outcome which also includes a lessons-learned
gathering exercise. Project post-mortems help to mitigate future risks and are often a key
component of, and ongoing precursor to, effective risk management. Which of the
following is a terrible mistake when collecting lessons learned?
A- Documenting both the success stories and the failed attempts
B- Calculating project’s final statistics
C- Focusing purely on the negatives and analyzing failures
D- Conducting a comprehensive performance review

14- Mark is in the middle of a software development project. So far, the project has incurred a
total cost of $50,000. If it is determined the project is no longer required, what would we
call the cost incurred to date?
A- Opportunity cost
B- Return on investment
C- Breakeven cost
D- Sunk cost

15- The best practice to gather and document lessons learned is during weekly progress
meetings. The agenda can have a lessons-learned brainstorming item at the end of these
meetings. You can ask team members to put forward their recommendations, but it is
always better to adopt a more structured way to gather lessons learned. Which of the
following approaches will ensure you capture important lessons learned on your project?
A- Planning risk responses
B- Determining estimate to complete
C- Review of project variances
D- Signing off on the minutes of the meeting

16- A project manager first creates an assumption log during the Develop Project Charter
process and records all project assumptions and constraints. During which of the
following processes is the assumptions log updated and/or new assumptions and
constraints added during the project execution?
A- Monitor and Control Project Work
B- Close Project or Phase
C- Direct and Manage Project Work
D- Collect Requirements

17- Which of the following is an example of rolling wave planning in a project following an
adaptive life cycle?
 A- Iterative scheduling with a just-in-time log
B- Predictive scheduling with no backlog
C- Inflexible scheduling without leads and lags
D- Iterative scheduling with a backlog

18- Which of the following are short, textual descriptions of required functionality often
developed during a requirements gathering workshop:
A- Fishbone diagrams
B- User stories
C- Histograms
D- Decision trees

19- Once the project charter is authorized, it is the project manager’s duty to distribute the
charter to all key stakeholders and ensure common understanding of the key
deliverables, milestones, and their roles and responsibilities. During which of the
following processes is the project charter distributed to the project stakeholders?
A- Direct and Manage Project Work
B- Manage Stakeholder Engagement
C- Develop Project Charter
D- Manage Communications

20- Which of the following approaches encourages plan definition but also acknowledges
that once work starts, the priorities may change and the plan needs to be updated to
reflect this change?
A- Waterfall approach
B- Adaptive planning
C- Predictive life cycle
D- Upfront planning

21- Configuration management tool selection should be based on the needs of the project
stakeholders including organizational and environmental considerations and/or
constraints. Which of the following is not a key configuration management consideration
while selecting an appropriate configuration management tool for a project?
A- Identification and selection of configuration items.
B- Recording and reporting of configuration item status.
C- Configuration item verification and audit.
D- Procedures for accepting and rejecting change request

22- The business case documents the business need and the cost benefit analysis that justify
the project. The summary of how the project has achieved the business needs identified
in the business case is document in the:
A- Project charter
B- Project WBS
C- Project Scope Statement
D- Project final report
23- How does the role of a project manager change based on managing projects using a
predictive development life cycle then managing projects in adaptive environments?
A- The role of the project manager changes to a facilitator in predictive environments.
B- The role of the project manager changes to a facilitator in ad environments.
C- The role of the project manager does not change.
D- The role of the project manager is replaced with a scrum mas adaptive
environments.

24- The purpose of lessons learned is to bring together any insights gained during a project
that can be usefully applied on future projects. When should a project manager ideally
commence this activity?
A- At the start of project planning
B- At the start of project execution
C- During the project closure
D- From project kickoff meeting

25- Although it is highly recommended that lessons learned are captured and documented
throughout the project lifecycle, lessons learned are finalized during project closure. At
this stage, responses to high-level questions may be gathered and documented. Which
of the following is not an appropriate question to ask at this stage?
A- What were the top significant project successes?
B- How relevant the historic lessons learned were to this project d execution?
C- What obstacles or unanticipated circumstances made it difficult complete the
project?
D- What should have been done differently in this project?

26- Mary has just assigned Thomas as project manager of an upcoming railway construction
project. She hands an approved project charter to Thomas. Once Thomas thoroughly
reviews the project charter, what should he do next?
A- Review the charter once again since one thorough review is never enough
B- Kick-start the Develop Project Management Plan process
C- Add the project charter to the organizational lessons-learned archive
D- Distribute the charter to all key project stakeholders and ensure correct
understanding

27- You are carrying out a project for an external customer. Most of the project’s scope of
work is outsourced and distributed among many subcontractors. What would be the role
of the Direct and Manage Project Work process in this scenario?
A- Inspect and verify the adequacy of the seller’s product
B- Authorize the seller’s work at the appropriate time
C- Assure that the changes are properly approved and communicated
D- The Direct and Manage Project Work process will become redund this case
28- The Cost Management Plan is an output of the Plan Cost Management process. This plan
is then integrated with other project plans in which of these processes?
A- Develop Project Management Plan
B- Monitor and Control Project Work
C- Perform Integrated Change Control
D- Direct and Manage Project Work

29- Adaptive project lifecycles, in comparison with predictive project lifecycles, are
developed with the intent of:
A- Eliminating cost of changes throughout the project’s lifecycle
B- Providing agility in responding to change
C- Maximizing cost of changes throughout the project’s lifecycle
D- Minimizing cost of changes throughout the project’s lifecycle

30- Lucy has recently been assigned as the project manager for a new shopping mall
construction project. Since the project will span well over five years, Lucy is a bit hesitant
to use the current market rates for estimating construction materials cost. The prices
have been steadily increasing and the current market rates might not remain valid in the
future. Which of the following techniques can Lucy apply to determine her project
budget?
A- Conduct a trend analysis on the cost of materials and use the extrapolate the
cost of materials in the future.
B- Determine the cost of the project using current market rates and in the total budget
by some factor.
C- Compute the Net Present Value of the cost of materials and use it to determine the
project budget.
D- Use Rolling Wave Planning to determine the budget as the project progresses.

31- You are working as the project manager on a mega-construction project. You need to
prepare a quarterly report for the project investors. You need to collect work
performance data and convert that into work performance information. Which of the
following processes produces work performance data?
A- Direct and Manage Project Work
B- Control Schedule
C- Control Costs
D- Manage Communications

32- Ben is the project manager for a mobile application development project. Due to a
recent technological development, a significant change in the product design is
required. This change would require a 25 percent increase in the project budget. Ben
prepares a detailed report and emails it to the project sponsor, and the sponsor
acknowledges the receipt of the report. What should Ben do next?
A- Update the cost management plan
B- Update the project budget
C- Update the project schedule
 D- Wait for the formal approval of the new budget

33- Sandra is managing an ERP system deployment project. Due to the complexity of the
project and the number of project stakeholders involved, she decides to use a multi-
criteria decision analysis for reviewing all change requests. What should be her first
step in establishing this?
A- Develop a decision matrix
B- Develop a decision tree
C- Develop a fishbone diagram
D- Develop a control chart

34- You just sat through an exhausting change control meeting discussing a change in scope
to the project you have worked on for the past seven months. After lengthy discussion,
the change in scope was approved. As the Project Manager, you should now update all
the following documentation, except:
A- Scope Baseline
B- Requirements documentation
C- WBS Dictionary
D- Project charter

35- Who is primarily responsible for the dissemination of the approved project charter and
for ensuring that all key stakeholders have a common understanding of the project’s
key deliverables and milestones?
A- Project sponsor
B- Project team
C- Project manager
D- Project client

36- Andy has just become the project manager of a multi-million-dollar construction
project. Andy also has an approved project charter that authorizes him to apply
organizational resources to the project. Now, Andy wants to take all key stakeholders
onboard with the project charter. Where can Andy find a preliminary list of all key
stakeholders?
A- Project charter
B- Stakeholder register
C- Project management plan
D- Risk register

37- During the weekly change control board meeting, you invited the facilities manager to
speak about the change request to increase the BTUs of the air conditioning system in
the new data center. This is an example of what type of tool and technique in the
Perform Integrated Change Control process?
A- Variance Analysis
B- Expert Judgment
C- Project Management Methodology
 D- Project Management Information System

38- A change request that is issued to bring the performance of the project back in line with
the project management plan is related to:
A- Corrective action
B- Defect repair
C- Proactive action
D- Preventive action

39- Complex projects usually demand preparation and distribution of periodic project
performance reports. The contents of performance reports are usually determined
early and documented in the project communications management plan. Which of the
following is least likely to be a section on a work performance report?
A- Analysis of project forecasts
B- Current status of risks and issues
C- Stakeholder engagement strategy
D- Reserve burn down charts

40- On any project, the configuration control should be focused on the specification of:
A- Deliverables and processes
B- Scope and cost
C- Risk and resources
D- Schedule and quality

41- You are having your project team members record the time they spend on different
activities during the day, such as programming, electrical, HVAC, etc. This is an example
of a tool and technique in what process?
A- Manage Communications
B- Direct and Manage Project Work
C- Monitor and Control Project Work
D- Manage Team

42- A change log is an important input to the Manage Stakeholder Engagement process.
Which process provides this input?
A- Plan Communications Management
B- Manage Communications
C- Perform Integrated Change Control
D- Monitor Communications

43- You have just returned from the weekly change control board meeting at which you
presented the requested changes to the employee move project. You had five change
requests approved and one request rejected. These are outputs of what process?
A- Control Quality
B- Control Scope
C- Monitor Risks
D- Perform Integrated Change Control
44- Chris is managing a construction project. The project team is currently developing the
“as built” construction drawings to be supplied to the client as required by the contract.
Which of the following phases is Chris’ project most likely in?
A- Initiating
B- Planning
C- Closing
D- Executing

45- Projects are often started as a result of an external factor such as market demand for a
new product, a new legislative or regulatory mandate, or a change in technology. This
results in the creation of or organization external to the project
A- The project charter
B- The WBS
C- The project budget
D- The RACI chart

46- Daniel is managing the development of an e-commerce website for his organization.
Daniel enjoys coercive powers. He has assigned Julie, a project team member, to
facilitate the team meetings. During any team meeting, Julie must:
A- Influence team members to support the project manager's decisions
B- Support the team members to challenge the project manager's decision
C- Negotiate with team members to achieve the project objectives
D- Remain neutral and conduct the meetings by an entity

47- Once a project’s business case has been approved, what should be done next?
A- Identify and analyze project stakeholders and associated risks
B- Create the project charter
C- Identify market demand
D- Conduct and cost-benefit analysis

48- The project manager controls the interfacing and overlapping areas of the
organization’s procurement processes, along with the project schedule, with processes
from this area:
A- Project Resource Management
B- Project Scope Management
C- Project Risk Management
D- Project Integration Management

49- Different stakeholders might require dissimilar outcomes from a project. An integral
component of stakeholder management is managing these competing expectations
throughout the project from initiation to closure. Which of the following management
techniques can help in this situation?
A- Stakeholder engagement analysis
B- Facilitation
 C- Questionnaires
D- Expert judgment

50- The project manager of a large construction project is responsible for ensuring that all
changes to the building plans are approved and tracked before they are implemented.
These activities form part of which process?
A- Validate Scope
B- Perform Configuration Management
C- Perform Integrated change control
D- Control Quality

51- A project to design and build a new aircraft is cancelled after the project has been
underway for some time. What process is employed to document what work was done
and to what extent it was completed?
A- Validate Scope
B- Control Scope
C- Control Quality
D- Close Project or Phase

52- Which of the following is not an input to the Develop Project Charter process?
A- Agreements
B- Business Case
C- Benefits management plan
D- Stakeholder register

53- Which of the following processes deals with maintaining the integrity of baselines by
releasing only approved changes for incorporation into the project management plan?
A- Perform Integrated Change Control
B- Direct and Manage Project Work
C- Develop Project Management Plan
D- Monitor and Control Project Work

54- A summary milestone schedule would normally be part of which document?

A- Project sign-off document
B- Project charter
C- Project requirements document
D- Project scope statement

55- Which of the following is not an example of data that may be presented in a
performance report?
A- Earned value
B- Quality metrics
C- Schedule variance
D- Project charter
56- A project consists of multiple phases. Which of the following is a valid statement and
applies to each phase of the project?
A- Each phase is generally concluded with a review of the accomplished but is only
closed if the next phase has already started.
B- Each phase of the project is considered complete when the project sponsor signs off
on that phase of the project.
C- Each phase of the project is generally concluded with a review work accomplished and
deliverables to determine acceptance and whether the phase should be considered
closed.
D- Each phase is generally concluded with a review of the accomplished. A phase is never
considered complete until the end project when the entire project is complete.

57- You took over a project from an individual who was fired. You are reading the project
documentation and find that five managers signed the project charter. What should be
your primary concern at this time?
A- Determining reporting structure
B- Communicating in a matrix organization
C- Getting a single sponsor
D- Identifying who can represent the project for change control

58- A fellow project manager is retiring and moving to the mountains; you will take over his
project. Before he leaves, he tells you the project is on schedule but only because he
“put the hammer down” on his project team and pushed them relentlessly. Pushing the
team to perform activities to accomplish project objectives is a part of:
A- Direct and Manage Project Work
B- Monitor and Control Project Work
C- Control Quality
D- Control Scope

59- Which of the following is an output from the Direct and Manage Project Work process?
A- Budgeted costs
B- Project charter
C- Work performance data
D- Execution plan

60- Which of the following is not an activity related to the Direct and Manage Project Work
process?
A- Inspecting the project deliverables for completeness
B- Implementing approved changes
C- Creating project deliverables to meet the planned project work
D- Performing activities to accomplish project objectives

61- A project manager was assigned to a project when the project charter was in
development. Which of the following is an input that the project manager will use to
develop the project charter?
A- Make-or-Buy analysis
B- Organizational Process Assets
 C- Project Acceptance Criteria
D- Project Scope Statement

62- Which option is not representative of the inputs, tools and techniques, and outputs of
the Direct and Manage Project Work process?
A- PMIS, Project Management Plan, and Deliverables
B- Deliverables, Approved Change Requests, and Project Management Information
System
C- Approved Change Requests, Validated Changes, and PMIS
D- Approved Change Requests, Project Management Plan, and Performance Data

63- Administrative closure involves all the activities in a step-by-step manner to satisfy
various completion and exit criteria for the project. This is part of which Project
Management Knowledge Area?
A- Project Communication Management
B- Project Scope Management
C- Project Integration Management
D- Project Procurement Management

64- Which of the following processes gives the project management team insights into the
health of the project?
A- Develop Project Management Plan
B- Perform Integrated Change Control
C- Monitor and Control Project Work
D- Determine Budget

65- The project sponsor has asked you to prepare a summary level description of each phase
of the project, and also include a summary of the validation information for the final
project deliverables. Which document is the sponsor asking you to prepare?
A- Project charter
B- Project management plan
C- Project final report
D- Project scope statement

66- Your team has built an exotic sports car for a wealthy client. The project team verified
every deliverable against the quality requirements, and the client accepted. Now the
project manager is arranging for the car delivery. This is part of which process group?
A- Closing
B- Monitoring and Controlling
C- Planning
D- Execution

67- The selection of lifecycle for the project, the processes to be applied to each phase, and
the results of the tailoring by the project management team are usually found in the:
A- Project scope statement
B- Project management plan
C- Project schedule
 D- Project charter

68- All of the following are components of an effective change control process, except:
A- Variance analysis
B- Expert judgment
C- Change control tools
D- Meetings

69- The two key processes that happen early in the project lifecycle are:
A- Define Scope and Identify Stakeholders
B- Define Scope and Manage Stakeholder Engagement
C- Develop Project Charter and Plan Communications Management
D- Develop Project Charter and Identify Stakeholders

70- A first-time project manager is trying to understand the difference between

configuration control and change control. The difference is:
A- Configuration control is focused on the specification of bot deliverables and the
process, but change control is focused on identification documenting, and controlling
changes to the project.
B- Configuration control is focused on ensuring that all change documented whereas
change control is focused on the approval process
C- Change control is focused on the specification of both the deliverable and the process
whereas configuration control is focused on identification documenting and
controlling changes to the project.
D- Change control is focused on ensuring that approved change documented and
controlled whereas configuration control is focus ensuring that changes are properly
identified and approved by the c control board.

71- You are a project manager creating the final project report. Which information would
you NOT include in this report?
A- Scope objectives
B- Lessons learned from previous similar projects
C- Risk summaries
D- Cost objectives

72- You are the project manager for GeoThermal Systems. Which of the following must be
done FIRST before proceeding with a new project?
A- Create the Project Scope Statement
B- Stakeholder analysis
C- Product analysis
D- Obtain Project Charter approval

73- You are managing an enterprise solution deployment project. The end users are not
happy with the solution. You decide to meet the end users and find out that they
haven’t received proper training on the new system. What should you do first?
A- Update the issue log
B- Arrange additional training
 C- Investigate further into the issue and determine the root-cause
D- Update the project management plan with the necessary changes

74- Which of the following statements is incorrect?

A- A project can create a capability to perform a service.
B- A project cannot be terminated before the deadline
C- A project can involve a single resource.
D- Project work can be outsourced

75- Julia is managing a software development project. Recently, an unexpected event

delayed the project by 15 days. Julia has called a team meeting to identify measures to
take to bring the project back on schedule. A measure that is taken to bring future
results back in line with the project plan is best described as?
A- Change request
B- Preventive action
C- Corrective action
D- Defect repair

76- During the Control Scope process, analysis of the scope performance resulted in a
change request to the scope baseline. This change request will be processed for review
and disposition in the:
A- Control Quality
B- Perform Integrated Change Control
C- Monitor and Control Project Work
D- Validate Scope

77- How can changes be made to a project management plan once the project manager
baselines it?
A- By generating a change request and having it approved through Perform
Integrated Change Control process.
B- This is typically done by using a version control system. The project manager creates a
new version with the changes and baselines it new baseline.
C- This is done by maintaining a revision history or log. The project manager documents
the changes in detail and then baselines it.
D- A project management plan cannot be changed once it is baseline addendum has to
be created to incorporate the changes.

78- Due to a tight project schedule, a project manager did not document lessons learned
throughout the project cycle. However, at the end of the project, he finally documented
the lessons learned. Your comment on this is:
A- This is not OK. Lessons learned must be documented throughout project as well as at
the end of the project.
B- This is OK. Lessons learned should be documented at the end project.
C- This is not OK. Lessons learned need to be documented throughout project and must
not be done at the project’s end.
D- This is correct. Lessons learned are intended to be documented only at project’s end
79- One of the stakeholders of a project initiated a change request, which was then
documented in the change control system. Who would typically be responsible for
approving or rejecting the change request?
A- An authority within the project management team or external organi
B- The sponsor
C- The stakeholder who raised the change request
D- The project manager

80- The sponsor of a project created a document that included the business need and the
cost-benefit analysis. What would this document be termed as?
A- The project statement of work
B- The business case
C- The project management plan
D- The contract

81- The list of identified risks is found in the risk register. However, the overall high-level
project risks is first listed in the:
A- Scope statement
B- Requirement document
C- Project charter
D- Risk management plan

82- Which of the following allows a project management team to communicate all approved
and rejected changes to the stakeholders consistently?
A- Configuration management system
B- Verification management system
C- Configuration status accounting
D- Change management board

83- A project manager prepared a presentation that included data on the project’s use of
resources, improvements in staff efficiency, and the cost savings. These activities are
part of what process?
A- Manage Stakeholder Engagement
B- Monitor and Control Project Work
C- Control Schedule
D- Control Quality

84- Analysis of the scope performance resulted in a change request to the scope baseline.
Change requests can include all the following except:
A- Defect repair
B- Supportive action
C- Corrective action
D- Preventive action

85- Progressive elaboration is least applicable to which of the following processes?

A- Create WBS
 B- Control Schedule
C- Develop Schedule
D- Estimate Activity Durations

86- All the monitoring and controlling processes and many of the executing processes can
produce change requests as an output. Change requests may require corrective actions
and preventive actions. Which of the following are normally affected by corrective and
preventive actions?
A- Defect repair
B- Regressive baselines
C- The project baselines
D- The performance against baselines

87- Joe has been managing a project for Exton Oil Corp. This project involves redesigning
filling stations across the state. The redesign involves new gas pumps, security cameras,
convenience stores, and use of environmentally friendly materials in the construction.
While the redesigning work proceeds, Joe’s design engineer suggests a secondary alarm
system for gas pumps to alert the attendant in case of a spill. Although this suggestion is
not in the project requirements, Joe is impressed with the engineer’s recommendation.
What should be the next step for Joe with regard to the engineer’s suggestion?
A- Initiate the formal change control process to find the impact recommendation
B- Approve his recommendation and allocate resources and funds
C- Create an issue log to document the engineer‘s suggestion for future
D- Reject his recommendation as it requires additional funding

88- Erica is managing a kitchen tools manufacturing project, which is intended to produce
modern cooking ovens. This project is hugely important for the company as well as for
Erica‘s career. Although the project scope statement was well-defined and
requirements were gathered from stakeholders in the planning phase, many design
change requests have come in from customers during project execution. Which of the
following tasks must Erica perform to avoid scope creep caused by uncontrollable
changes?
A- Perform validate scope process and process all changes through the risk responses
process
B- Perform integrated change control process and process all change requests
through the control quality process
C- Perform scope control and process all changes through the integrated change control
process
D- Perform scope control and process all changes through the validate process

89- Bill is the project manager of an external project for a customer. The project is expected
to take about a year to complete. Six months into the project, the customer informs Bill
that he or she needs to scrap the project. During which of the following processes would
procedures be developed to handle early termination of a project?
A- Develop Project Charter
B- Close Project or Phase
 C- Define Scope
D- Monitor Risks

90- Which of the following is not an input to the Direct and Manage Project Work process?
A- Approved Change Requests
B- Consultants
C- Project Management Plan
D- Project files from prior projects

91- Which of the following is not an enterprise environmental factor influencing the Develop
Project Management Plan process?
A- Project management body of knowledge
B- Governmental or industry standards
C- Project Management Plan template
D- Legal and regulatory requirements

92- Why are the approved change requests input to the Direct and Manage Project Work
process?
A- The project team may reject approved change requests during the Direct and Manage
Project Work process.
B- Approved change requests are implemented by the project team during Direct and
Manage Project Work process.
C- The project team monitors approved change requests during the Direct and Manage
Project Work process.
D- The project team reviews approved change requests during the Direct and Manage
Project Work process.

93- Which of the following is neither an input nor an output of the Direct and Manage
Project Work process?
A- Approved change requests
B- Change requests
C- Approved deliverables
D- Deliverables

94- A project can be authorized by any of the following except:

A- The project manager
B- The PMO
C- The sponsor
D- The portfolio steering committee

95- A project charter that formally authorized a project was created. The project charter
documented the initial requirements to satisfy stakeholders' needs and expectations.
How often should the project charter be revised?
A- At the beginning, middle, and end of a project
B- Once a month
 C- Project charter is usually not updated during the course of the project
D- As required by the PMO

96- Which of the following is not an example of a work performance report?

A- Status report
B- Project charter
C- Progress report
D- Project dashboard

97- You are managing a highly complex drug manufacturing project, and your sponsor is
highly motivated and influential. You are optimistic about the outcome of the project;
however, you are unsure about the project approval requirements that measure the
project’s success. You would like to document the name of the person who signs off on
the project and the criteria that constitute the project’s success. Which of the following
documents should you use first to incorporate project approval requirements?
A- The scope document
B- The project charter
C- The approval requirement plan
D- The project management plan

98- Close Project or Phase is the process of completing and concluding all activities across all
process groups to officially close the project. Which of the following activities is not
performed during this process?
A- Actions required to transfer completed products to operations
B- Actions required to archive project information
C- Actions required to audit project success or failure
D- Actions required to accept the deliverables

99- The Project Charter defines the high level scope and objectives of a project. Which of the
following is not a correct statement about inputs to the Project Charter?
A- Government or industry standards cannot be used as an input to dev project charter.
B- The project's business case is an input to the Develop Project C process.
C- Organizational process assets are input to the Develop Project C process.
D- When projects are executed for external customers, a contract agreement is used
as an input to the charter.

100- The customer requests a change to the project that would increase the project
risk. Which of the following should you do first?
A- Talk to the customer about the impact of the change
B- Change the risk management plan
C- Include the expected monetary value of the risk in the new cost estimate
D- Analyze the change‘s impact of the change with the team

101- Changes in projects are inevitable. Therefore, project managers must develop or
use a system to manage and control changes. There are four types of changes that need
 to be controlled in a project: Project changes, deliverable changes, process changes, and
baseline changes. The impact of each of these changes must be evaluated, and approved
or rejected changes must be communicated to all stakeholders, as and when required.
Which of the following helps control these changes?
A- Configuration control and Control chart
B- Configuration control and Change control
C- Control chart and Cost control
D- Change control and Control chart

102- You have managed a federal highway construction project, which is intended to
improve transportation between north and south regions of the country. In the
execution phase, you received many complaints from stakeholders, including the
highway transportation agency. At least half these complaints were regarding the quality
of the micro texture of the road, and the nonconformance to the quality levels
incorporated in the project quality management plan. So far, you have successfully fixed
all the reported issues, but you are concerned by this recurrent event. What should you
do to avoid future similar issues?
A- Initiate a defect repair to repair the road or completely pave a new road
B- Initiate a preventive action to reduce the probability of concerned consequences
associated with the poor quality of the road
C- Initiate a change request to update the project quality management plan
D- Initiate a corrective action to bring the future quality of the road i.e. with the project
management plan

103- You are working on an information technology project as a project manager to

develop a shopping website for your customers. Some key stakeholders in the project
suggested scope changes to improve the website’s look and feel. Your team has analyzed
the impact of these changes and presented the analysis to the Change Control Board
(CCB) for approval. What should be your next step if the CCB accepts all proposed
changes?
A- Implement the change request and update stakeholders
B- Review change control board decisions and inform stakeholders for input
C- Conduct a team status meeting to update the progress on change request
D- Revise cost estimates, schedule dates, resource requirements planning documents

104- Jared is in the execution phase of a residential housing construction project. He

has been informed of major scope changes from stakeholders in the middle of the
project. These changes involve regulatory requirements from local authorities that may
affect not only the scope but also the cost and duration of the project. What is the first
step that Jared should take in considering these changes?
A- Meet with the change control board to solicit some ideas on the project plan
B- Create a report detailing the impact of scope changes on project parameters such as
cost, quality, and schedule
C- Add new tasks to the project plan and assign resources to account regulatory changes
D- Escalate the scope changes to the sponsor and steering committee for decision
105- There is a heavy demand for new houses in your city's expensive neighborhood.
RECON, a construction company, has employed you as a project manager to assess the
benefit of building new energy-efficient houses in that neighborhood, even though it
takes more expensive technology to build such houses. You have started gathering data
to perform a detailed payback analysis to submit a report to your management. Since
the full financial impact of building energy-efficient houses is difficult to estimate, you
would like to prepare a rough cost- benefit analysis and include it with the report. Which
of the following describes the effort you are undertaking in this scenario?
A- You are developing a business case to provide as an input to the Develop Project
Charter process.
B- You are developing a cost management plan to provide as an input Estimate Costs
process.
C- You are developing a risk management plan to provide as an input Perform
Quantitative Risk Analysis process.
D- You are developing a cost-benefit analysis to provide as an input Plan Risk
Management process.

106- Which document defines how the project is to be executed, monitored,

controlled, and closed?
A- Project scope
B- Project charter
C- Project management information system
D- Project management plan

107- Which of the following is neither an input to nor an output of the Develop
Project Charter process?
A- A project charter
B- Expert Judgment
C- A business case
D- Benefits management plan

108- Bill is managing a website development project. He has recently received

feedback from one of the key project stakeholders. The feedback is positive overall, but
it contains some recommendations. After analyzing the recommendations, Bill accepts
them, gets them approved, and incorporates them into the project management plan.
The recommendations were then implemented and the new ideas were found to be
successful. What needs to be done with this feedback now?
A- Discard it since it is no longer required
B- Publish it on the corporate intranet
C- Add it to the organizational process assets
D- Send it back to the stakeholder

109- To reduce delivery delays and process downtime, your organization has
recognized a need to replace their legacy manufacturing system with a modern software
application. Your IT director anticipates a project to fulfill this business need; however,
he warns that the new project’s budget cannot exceed $75,000 due to shortages in the
 department budget. He also indicates that no additional staff will be allocated to this
project other than the existing IT staff. If you become the project manager, you would
document these initial project conditions as:
A- Project assumptions
B- Business case
C- Project constraints
D- Enterprise environmental factors

110- Debbie, an IT project manager, is in the planning phase of a shopping website

development project. A junior project manager, who has worked under her authority,
started developing procedures for maintaining the integrity of cost and schedule
performance baselines in the project. Where should the junior project manager store
these procedures?
A- In the project resource management plan
B- In the project scope statement
C- In the project management plan
D- In the project communications management plan

111- Lucy has to brief her key project stakeholders on the recent approved changes to
the project scope. Which of the following project documents will provide essential input
to Lucy for preparing her presentation?
A- Change request form
B- Change control procedures
C- Change log
D- Issue management procedures

112- You are in the final phase of a low-cost car manufacturing project. This project
has successfully delivered a low-cost car that runs on batteries. However, to close this
project and avoid auditing from government authorities, it must demonstrably comply
with many administrative standards. Since your organization possesses experts who
know closing procedures and standards, you want to use them to close this project. This
effort is an instance of:
A- Using enterprise environmental factors in closing the project
B- Using expert judgment in closing the project
C- Using organizational process assets in closing the project
D- Poor project management practice
 Answers
1- Answer : A
Project stakeholders are involved in each of the project management processes. The Develop
Project Charter is the is the first project management process where the key project stakeholders
get engaged for the first time. Stakeholders provide expert judgment and participate in facilitated
session during the charter development. Page 80

2- Answer: A
When lessons-learned gathering and documentation is postponed till the very end, the project
manager must scramble for bits and pieces of project history to compile into a lessons-learned
document. Often, because the project is in closeout, the project manager has only a few team
members remaining, which makes compiling and obtaining project information from the
remaining few resources difficult. Page 98, 100.

3- Answer: A
Present Value = Future Value/ (1 + interest rate)  (Period)
= 5,000,000 / (1+ 15%)  5
= 2,485,884
Page 34

4- Answer: C
Projects help in achieving organizational goals whey they are aligned with the organization’s
strategy. If the projects are misaligned with the organizational strategic goals, they are most
likely to produce undesirable results either in the short-term or the long-term. NPV and IRR
calculations are great measures, however, these are not applicable since these projects will not
contribute to any of the revenue streams. Investment is important but is useless on the projects
that are not aligned with the strategic goals of the organization. Page 34, 35

5- Answer: A
Knowledge is commonly split into explicit (knowledge that can be readily codified using words,
pictures, and numbers) and tacit (knowledge that is personal and difficult to express). Knowledge
management is concerned with managing both tacit and explicit knowledge. Page 100.

6- Answer: A
In order to facilitate configuration and change management, manual or automated tools may be
used. tool selection should be based on the needs of the project. Page 118

7- Answer: B
The risk of delaying the lessons learned gathering exercise till the very end of the project is that
gathered information might not be complete because the project manager will not have the
whole team available rather than those working on the closing phase. Further, this exercise might
seem boring and bureaucratic effort. Page 100

8- Answer: B
Configuration item verification and audit is related to configuration management instead of
change management. Page 118, 119

9- Answer: A
In projects with adaptive life cycles, many of the project management processes are repeated in
each iteration of the project except the Develop Project Charter process; which is typically
performed only once at the start of the project.

10- Answer: A
The distinction between progressive elaboration and scope creep needs to be understood since
the two terms are different. The changes to scope (especially in an uncontrolled manner) are
called scope creep. In contrast, progressive elaboration involves building on or elaborating the
output of a previous phase. Page 185

11- Answer: A
A good approach is to add a lessons-learned agenda item to the meeting. As the meeting
progresses to the point where you’re ready to collect lessons-learned information, ask each team
member about his or her positive and negative experiences for the week. Don’t mention the
words “lessons learned” to them; just capture what went right and wrong from every team
member. Do your best to prevent this part of the meeting from devolving into a complaint
session. [PMI best practice; not explicitly stated in PMBOK]

12- Answer: A
In adaptive life cycles, when multiple teams are concurrently developing a large number of
features, the interconnected dependencies between the features become a major risk item.
[PMBOK 6th edition, Page 177]

13- Answer: C
Documenting both the success stories and the failed attempts are important as these can be very
important inputs for future projects. Only focusing on the negatives and analyzing failures will
paint half of the picture. The best practice is to ask "What went right" when asking “ What went
wrong?”. Page 104

14- Answer: D
Sunk cost is defined as a cost that has already been incurred and which cannot be recovered.
Page 671

15- Answer: C
Signing off minutes of the meeting is a good meeting management technique specially in highly
bureaucratic environments. However, this doesn’t help at all in gathering lessons learned.
Planning risk responses and determining estimates to complete are forward look-ahead of the
project. Lessons learned can be captured through the review of project variances. You review the
variances again and focus on how to avoid them in the future. You also identify other tasks or
people who are likely to encounter the same issue so it can be avoided. [PMBOK 6th edition,
Page 108

16- Answer: C
During the Direct and Manage Project Work process, new assumptions and constraints are added
to the assumption log, and the status of existing assumptions and constraints may be updated
and closed out. The other process do not directly update the assumptions log as an output of the
process. [PMBOK 6th edition, Pages 81, 97]

17-Answer: D
Iterative scheduling with a backlog is a form of rolling wave planning based on adaptive life
cycles. The rest of choices are made up responses. [PMBOK 6th edition, Page 177]

18- Answer: B
User stories are short, textual descriptions of required functionality often developed during a
requirements gathering workshop. The rest of the choices are graphical formats. [PMBOK 6th
edition, Page 145]

19- Answer: C
Although the Manage Communications and Manage Stakeholder Engagement are processes
involving stakeholder communication, these processes are from the executing process group.
Project charter is developed during the project initiating and must be communicated to all key
stakeholders as soon as it is authorized. The Develop Project Charter process produces the
project charter and this output must be shared with the stakeholders at the end of this process.
[PMBOK 6th edition, Page 75

20-Answer: B
Adaptive planning defines a plan but acknowledges that once work
starts, the priorities may change and the plan might need to be updated. [PMBOK 6th edition,
Page 177]

21- Answer: D
Procedures for accepting and rejecting change requests are related to
change management rather than configuration management. [PMBOK 6th edition, Pages 118,
119]

22-Answer: D
The summary of how the project has achieved the business needs identified in the business case
is included in a project’s final report. The other choices are either project initiating or planning
documents. [PMBOK 6th edition, Page 128]

23-Answer: C
The role of the project manager does not change bases on managing project using a predictive
development life cycle or managing project in adaptive environments. Page 178

24-Answer: D
Manage Project Knowledge is the process of using existing knowledge and creating new
knowledge to achieve the project's objectives and contribute to organizational learning. This
process is performed throughout the project. [PMBOK 6th edition, Page 98]

25-Answer: B
Lessons learned are extremely useful as they can save a lot of rework and mitigate a number of
risks on future projects. However, validating the relevance to historic lessons learned to the
project being closed do not add any value. [PMI best practice; not explicitly stated in PMBOK]

26-Answer: D
Upon the receipt of the approved project charter, it is the project manager’s responsibility to
inform all key stakeholders of the approved project charter and to ensure common
understanding of the key deliverables, milestones, and their roles and responsibilities. This is also
mentioned in the PMP examination content outline as one of the project manager’s task during
project initiation. [PMI best practice; not explicitly stated in PMBOK

27-Answer: B
The role of the Direct and Manage Project Work will be to authorize the seller’s work at the
appropriate time. Inspection and verification of the seller’s work will be handled by the Control
Quality process and the change management will be handled by the Perform Integrated Change
Control process. Page 90

28-Answer: A
The cost management plan is a component of the project management plan. Once the cost
management plan is developed, it is integrated with the project management plan during the
Develop Project Management Plan process. [PMBOK 6th edition, Page 82]

29-Answer: B
Adaptive project life cycles, in comparison with predictive project life cycles, are developed with
the intent of providing agility in responding to change. [PMBOK 6th edition, Page 74]

30-Answer: A
Conduct a trend analysis on the cost of materials and using that to extrapolate the cost of
materials in the future is the best response. Trend analysis is used to forecast future based on
past results. This is most probably the only choice available to Lucy if she is required to determine
the project budget today. Other choices are incorrect as they can’t produce better results.
[PMBOK 6th edition, Page 111]

31-Answer: A
Although the scenario of the question is broad, the question specifically asks about the
process which produces work performance data. In other words, what is being asked is “work
performance data” is output of which of the given processes. The correct answer is Direct &
Manage Project Work process. Page 90

32- Answer: D
Acknowledgement of a message does not necessarily mean agreement with or comprehension of
the message. Ben should wait for a formal approval of the budget before taking any action.
[PMBOK 6th edition, Page 113]
33- Answer: A
The Multi-criteria decision analysis uses a decision matrix to provide a systematic analytical
approach to evaluate the requested change according to a set of predefined criteria. The other
choices are either quality or risk management tools. [PMBOK 6th edition, Page 119]

34- Answer: D
It is the project scope statement and not the project charter that should be updated. The project
charter contains only the high-level requirements and high-level project description. All of the
other documents listed in the other choices should also be updated. [PMBOK 6th edition, Page
81]

35- Answer: C
The project manager is responsible for the dissemination of the approved project charter.
Although, during the development of the project charter, the participation of the project
manager is recommended, once the project charter is approved, it is the project manager’s
responsibility to distribute it to the key stakeholders and ensure common understanding. This is
also mentioned in the PMP examination content outline as one of the project manager’s task
during project initiation.

36- Answer: A
The project has just been approved and all Andy has at the moment is the project charter itself.
The project charter has a preliminary list of project stakeholders. Andy can use this list as a
starting point. [PMBOK 6th edition, Page 81]

37- Answer: B
The facilities manager would be considered an expert on the A/C system; thus, this is an example
of Expert Judgment. [PMBOK 6th edition, Page 118]

38- Answer: A
A change request that is issued to bring the performance of a project back in line with the
project management plan relates to a required corrective action. Page 96

39- Answer: C
Stakeholder engagement strategy is a component of the stakeholder engagement plan and is
usually considered confidential. Due to this reason, this section is least likely to be included in a
work performance report. Other choices are more likely to be components of a work
performance report. Page 112

40- Answer: A
The focus of configuration control is on specification of both the deliverables and the processes.
The rest of the choices are incorrect. [PMBOK 6th edition, Page 118

41- Answer: C
The Monitor and Control Project Work process tracks and reviews the project’s progress. Page
105

42- Answer: C
Project change logs are an output of the Perform Integrated Change Control process. Page 113

43- Answer: D
Approved and rejected change requests are outputs of the Perform Integrated Change Control
process. [PMBOK 6th edition, Page 113]

44- Answer: C
“As built” drawings suggest that the construction has been completed. It is most likely that the
project is in the closing phase and the project manager is preparing the final procurement
documentation to be supplied to the client as required by the contract. [PMBOK 6th edition, Page
125]

45-Answer A
A project initiator or sponsor external to the project, at a level that is appropriate to funding the
project, issues the project charter in response to some sort of stimulus. Page 77

46-Answer: D
Since the project manager enjoys coercive powers, it seems likely that he has assigned a neutral
facilitator to facilitate the team meetings. Facilitation is a management skill. A good facilitator
should always remain neutral in a meeting and help facilitate consensus when required. [PMBOK
6th edition, Page 80]

47- Answer: B
Once a project’s business case is approved, the project can be initiated. The Develop Project
Charter process launches the project. [PMBOK 6th edition, Page 77]

48- Answer: D
Project Integration Management includes the processes and activities needed to identify, define,
combine, unify, and coordinate the various processes and project management activities within
the project management process groups.

49-Answer: B
The project manager must use facilitation skills to arrive at a consensus toward project
objectives. Scheduling regular stakeholder update meetings and engaging them throughout the
project lifecycle is the ideal way to manage stakeholders’ varying expectations. Page 80

50- Answer: C
Integrated change control includes maintaining the integrity of baselines by releasing only
approved changes for incorporation into project products or services and by maintaining their
related configuration and planning documentation. [PMBOK 6th edition, Page 113]

51- Answer: D
If the project is terminated early, the Close Project or Phase process should establish and
document the level and extent of completion. [PMBOK 6th edition, Page 121]

52- Answer: D
The stakeholder register is not an input to the Develop Project charter. Page 75
53- Answer: A
Maintaining the integrity of baselines is done in the Perform Integrated Change Control process.
This process is conducted from project inception through project completion. [PMBOK 6th
edition, Page 113]

54- Answer: B
The summary milestone schedule is normally included as part of the project charter, which
documents the business need, understanding of customer's needs, and other high-level items.
[PMBOK 6th edition, Page 81]

55- Answer: D
The project charter is not a valid response. The other choices are data that can be presented in a
work performance report. [PMBOK 6th edition, Page 112]

56- Answer: C
A project phase is usually concluded with a review of the work accomplished and the deliverables
to determine acceptance, whether extra work is still required and to decide whether the phase
should be considered closed. The other options are not valid. [PMBOK 6th edition, Page 121]

57- Answer: C
A charter should be issued, signed and updated by the project sponsor. Your immediate concern
should be to find a single sponsor for the project. Note, though, that the sponsor can be either a
person or a group. [PMBOK 6th edition, Page 77]

58- Answer: A
Performing activities to accomplish project activities is one of the goals of the Direct and Manage
Project Work process. [PMBOK 6th edition, Page 92]

59- Answer: C
The Direct and Manage Project Work process involves the management of the direction of the
planned project activities. Work Performance Data is routinely collected as part of this process.
[PMBOK 6th edition, Page 90]

60- Answer: A
Inspections of deliverables are part of the Validate Scope process. The other choices are activities
relating to the Direct and Manage Project Work process. Page 90-92

61- Answer: B
When developing the project charter, the project manager can draw on the assets that are part
of the organizational process assets. There may be formal or informal policies, procedures, plans,
and guidelines whose effects must be considered. Organizational process assets also represent
the organization's learning from previous projects such as completed schedules, risk data, and
earned value data. These are invaluable in developing the project charter. Page 75

62- Answer: C
Validated Changes are not inputs, tools and techniques, or outputs of the Direct and Manage
Project Work process. [PMBOK 6th edition, Page 90]
63- Answer: C
The Administrative Closure activities are part of the Close Project or Phase process under the
Project Integration Management knowledge area. [PMBOK 6th Edition, Page 123]

64- Answer: C
It must be a process from the Monitoring and Controlling process group. The correct response is
Monitor and Control Project Work. This is the process for collecting, measuring, and
disseminating performance information and for assessing measurements and trends to effect
process improvements. Monitoring includes status reporting, process measurement, and
forecasting. Page 105

65- Answer: C
Most probably the project sponsor is asking you to prepare the project’s final report as all of the
mentioned sections are part of a final report. The rest of the choices are project documents that
do not have these sections, especially the validation information for the final project deliverables.
This also implies that the project is in the closing phase. [PMBOK 6th edition, Page 127]

66- Answer: A
It must be noted that the car has been built, and the Control Quality and Validate Scope
processes have been performed for every deliverable. The question is asking about PRODUCT
delivery, which occurs during the closing process. Page 123

67- Answer: B
Details of the life cycle, processes selected, and results of tailoring by the project management
team are found in the project management plan. This plan integrates and consolidates all the
subsidiary management plans from the planning processes. [PMBOK 6th edition, Pages 82, 83]

68- Answer: A
Variance analysis is not a tool and technique of the Perform Integrated Change Control process.
The other choices are valid tools and techniques of this process. Page 113

69- Answer: D
The two initiating processes are Develop Project Charter and Identify Stakeholders. The chances
of success of the project are enhanced if the project charter is well written and the appropriate
stakeholders are identified early, as part of the initiating process group.

70- Answer: A
Configuration control is focused on the specification of both the deliverables and the process,
whereas change control is focused on identifying, documenting, and controlling changes to the
project. A configuration management system with integrated change control provides a
standardized and effective way to centrally manage approved changes within the project.
[PMBOK 6th edition, Page 118]

71- Answer: B
The lessons learned from the previous similar projects are used throughout the project. These
are already part of the organizational process assets and are not recorded in the final project
report. The rest of the choices are valid sections of a final project report. [PMBOK 6th edition,
Page 127]
72- Answer: D
When managing a project, you must first ensure that the project charter is signed and approved
before proceeding. The Project Charter is the document that formalizes the project. It gives the
project manager the authority to lead the project. The project charter is created first during the
Initiating process. Page 75.

73- Answer: A
The first action you must take upon identification of any issue is to update the issue log. Once this
has been done, you need to carry out a root-cause analysis and take appropriate corrective
actions. [PMBOK 6th edition, Page 96]

74- Answer: B
Projects can be terminated whenever the project deliverables or results are no longer required
by the performing organization. The other choices are correct statements. [PMBOK 6th edition,
Page 5]

75- Answer: C
A corrective action is anything that needs to be done to bring the project back on track. Care
must be taken not to confuse corrective action with preventive action. Corrective action is taken
to correct the results of a non-conformance event that happened in the past. Whereas,
preventive action is taken to avoid or mitigate any potential non- conformance event that may
occur in the future. [PMBOK 6th edition. Page 96

76- Answer: B
Analysis of Scope performance is done as part of the Control Scope phase. Determining the cause
and degree of variance relative to the scope baseline is an important aspect of this activity (called
Variance Analysis). Change requests that result from this activity are processed in the Perform
Integrated Change Control phase. [PMBOK 6th edition, Page 113]

77- Answer: A
Once the project management plan has been baselined, it may be changed only when a change
request is generated and approved through the Perform Integrated Change Control process. To
keep track of changes, a version control system or a revision log will also be maintained.
However, the changed version can be baselined only after approval. Page 113

78- Answer: A
Lessons learned should be documented throughout the project cycle. The Manage Project
Knowledge process is an executing process that stress on this requirement. Page 98

79- Answer: A
Typically, some authority within the project management team or an external organization
would approve or reject the change request. However, on many projects the project manager is
given authority to approve certain types of change requests. [PMBOK 6th edition, Page 115]

80- Answer: B
The business case usually provides information from a business standpoint so that any
investment in the project can be justified. Typically it would contain both the business need as
well as the cost- benefit analysis. The business case is an input to the Develop Project Charter
process. Page 77

81- Answer: C
The project charter is a document that authorizes the project. Along with details such as the
purpose of the project, project objectives, high- level requirements, etc., it also lists the overall
project risks. [PMBOK 6th edition, Page 81]

82- Answer: A
A configuration/change management system, including change control processes, provides a
mechanism for the project management team to communicate all approved and rejected
changes to the stakeholders consistently. [PMBOK 6th edition, Page 115]

83- Answer: B
Activities such as project performance analysis and tracking are done as part of the Monitor and
Control Project Work process. This process involves tracking, reviewing and reporting progress to
meet performance objectives. Page 107

84- Answer: B
Change requests can include preventive or corrective actions and defect repairs. Supportive
action is not a valid choice. [PMBOK 6th edition, Page 96]

85- Answer: B
Progressive elaboration applies when only a certain amount of information is available initially,
and additional information is obtained as the project or phase progresses. It is the progressive
detailing of the project management plan and relates more closely to the processes from the
planning process group. Page 565

86- Answer: D
Corrective and preventive actions do not normally affect the project baselines, only the
performance against the baselines. [PMBOK 6th edition, Page 96]

87- Answer: A
Change requests should always be recorded in written form and entered in the change
management system to determine the impact of the change on the scope, budget, schedule and
quality. Thus, Joe must initiate the formal change control process. After approval from the
change control board, Joe can allocate resources and funds to implementing the change. Hence,
Joe must initiate the change first. [PMBOK 6th edition, Page 113]

88- Answer: C
All scope changes must be controlled in a project through the Control Scope process. However,
scope control must also ensure that all changes requested by customers go through the Perform
Integrated Change Control process. This way, scope creep can be avoided, and project changes
can be managed. Hence, Erica must perform scope control and process all changes through the
Integrated Change Control process. [PMBOK 6th edition, Page 168]
89- Answer: B
The Close Project or Phase process establishes the procedures to investigate and document the
reasons for actions taken if a project is terminated before completion. Page 123

90- Answer: B
Project files from prior projects are a part of organizational process assets. Organizational
process assets, the project management plan, and approved change requests are inputs to the
Direct and Manage Project Work process. Consultants are used (to obtain Expert Judgement) as
tools to manage the project work and are not an input to the process. [PMBOK 6th edition, Page
90]

91- Answer: C
The project management plan template is an organizational process asset. The other choices are
valid enterprise environmental factors that influence the Develop Project Management Plan
process. [PMBOK 6th edition, Page 84]

92- Answer: B
Approved change requests are implemented by the project team during the Direct and Manage
Project Work process. The other choices are incorrect statements regarding the Direct and
Manage Project Work process. Page 93

93- Answer: C
Approved deliverables are neither an input nor an output of the Direct and Manage Project Work
process. Approved or accepted deliverables are outputs of the Validate Scope process and are
the inputs of the Close Project or Phase process. [PMBOK 6th edition, Page 90]

94- Answer: A
Projects are authorized by someone external to the project such as a project sponsor, project
management office (PMO), or portfolio steering committee. A project manager does not
authorize the project. [PMBOK 6th edition, Page 77]

95- Answer: C
The project charter is a high-level document that authorizes a project. It documents a broad
understanding of the project and does not need to be updated during the course of the project.
[PMBOK 6th edition, Page 75]

96- Answer: B
The project charter is a high-level document that authorizes a project. It is not a work
performance report. The other choices are valid examples of work performance reports. [PMBOK
6th edition, Page 112]

97-Answer: B
Project approval requirements must be documented early in the project during the initiation
phase. These requirements show the requisites for project success, the names of persons signing
off on the project and deliverable requirements. Since the project charter is created in the
initiation phase of the project, the project manager must include these requirements in the
charter. [PMBOK 6th edition, Page 81]
98-Answer: D
Actions required to transfer completed products to operations, actions required to archive
project information, and actions required to audit project success or failure are carried out in the
Close Project or Phase process. However, actions required to accept the completed deliverables
are executed in the Validate Scope process. The completed deliverables are then transferred to
the Close Project or Phase process. Therefore, actions required to accept the deliverables are not
done in the Close Project or Phase process. [PMBOK 6th edition, Pages 123, 163]

99- Answer: A
Government or industry standards are part of enterprise environmental factors and are used as
inputs to the Develop Project Charter process. Page 78

100- Answer: D
Your first step is to assess the impact of the change with the team. Then you can determine
possible options, after which you can meet with management. [PMBOK 6th Edition, Page 115]

101-Answer: B
Configuration control is focused on the specification of both the processes and deliverables,
whereas change control is focused on project changes and the product baselines. A configuration
control process and change control system must be implemented to handle all those changes.
[PMBOK 6th edition, Page 115]

102-Answer: B
There is no need to update the quality management plan since the problem is with the
workmanship and not with the quality management plan. The scenario is asking for an action that
will ensure future compliance, i.e. a preventive action. Note that since all of the reported defects
have been fixed, there is no need for any corrective action or defect repair at this stage. Page 96

103- Answer: D
Approved change requests require changes to cost estimates, resource requirements, schedule
dates and activity sequences. You should incorporate these revisions first before asking your
team to implement the changes. Stakeholders can be updated after making the changes.
Therefore, your first step is revising the estimates and baselines. [PMBOK 6th edition, Page 120]

104- Answer: B
Any scope changes in a project must go through the Integrated Change Control process to
determine the impact on project parameters such as cost, quality and schedule. The changes
must then be presented to the Change Control Board for their review. Then, all approved
changes must be planned, and resources must be allocated. Therefore, the first step for Jared is
to create a report detailing the impact of scope changes on project parameters such as cost,
quality and schedule. [PMBOK 6th edition, Page 115]

105- Answer: A
An organization's business need may arise due to advances in technology, a demand from the
market or a legal requirement. The business need and cost-benefit analysis are documented in a
business case. A business case determines whether the project is worth the investment. Payback
analysis is also part of a business case. The business case and other documents are used as an
input to the Develop Project Charter process. Hence, you are making efforts to build a business
case to input to the Develop Project Charter process. [PMBOK 6th edition, Page 77]

106- Answer: D
The project management plan defines how the project is executed, monitored, controlled, and
closed. [PMBOK 6th Edition, Page 83]

107- Answer: B
A project statement of work and a business case are inputs to the Develop Project Charter
process. A project charter is an output of the Develop Project Charter process. Expert judgement
is a tool and technique of this process. Page 75

108- Answer: C
The feedback must not be discarded. Successful ideas and implemented recommendations need
to be stored in the organizational process assets library during the Manage Project Knowledge
process. Sending it back to the stakeholder does not make any sense. There is no restriction in
publishing it, but updating the organizational process assets should be the project manager's
priority. [PMBOK 6th edition, Page 105]

109- Answer: C
A project constraint is a limiting factor that affects the execution of the project. Budget and
staffing restrictions in this case are examples of project constraints. Page 701

110- Answer: C
The baselines change only when a change request is generated. A project management plan
documents the procedures for making changes to performance baselines. These baselines
include scope, cost and schedule baselines. Therefore, the junior project manager must store
these procedures in the project management plan. [PMBOK 6th edition, Page 88]

111- Answer: C
The change control procedure and the issue management procedure are organizational process
assets. They do not document the details of the recently approved project changes. Lucy can find
all the essential inputs for her presentation in the project change log. [PMBOK 6th edition, Page
120]

112-Answer: B
Projects are closed during the Close Project or Phase process. One of the tools which can be used
in this process is expert judgment. Expert judgment can be obtained from consultants or industry
experts. These experts can help ensure compliance with all project standards when projects are
closed. In this scenario, you would want to use experts from your own organization in closing the
project. [PMBOK 6th edition, Page 126]