1. A manager and the head of engineering discuss a change to a major work package.

After the
meeting, the manager contacts you and tells you to complete the paperwork to make the change. This
is an example of:

A-) Management attention to scope management.

B-) Management planning.

C-) A project expediter position.

D-) A change control system

2. During a team meeting, a team member asks about the measurements that will be used on the project
to judge performance. The team member feels that some of the measures related to the activities
assigned to him are not valid measurements. The project is BEST considered in what part of the
project management process?

A-) Initiating

B-) Executing

C-) Monitoring & Controlling

D-) Closing

3. Your company just won a major new project. It will begin in three months and is valued at $2m
USD. You are the project manager for an existing project. What is the FIRST thing you should do
once you hear of the new project?

A-) Ask management how the new project will use resources

B-) Resource level your project

C-) Crash your project

D-) Ask management how the new project will affect your project

4. You are a new project manager who has never managed a project before. It would be BEST in this
situation to rely on _____ during planning in order to improve your chance of success.

A-) Your intuition and training

B-) Stakeholder analysis

C-) Historical information

D-) Configuration management

5. During project executing, a team member comes to the project manager because he is not sure of
what work he needs to accomplish on the project. Which of the following documents contain detailed
descriptions of work packages?

A-) WBS Dictionary

B-) Activity List

C-) Project scope statement

D-) Scope management plan

6. During a meeting with some of the project stakeholders, the project manager is asked to add work to
the project scope. The project manager has access to correspondence about the project before the
project charter was signed and remembers that the project sponsor specifically denied funding for the
scope mentioned by these stakeholders. The BEST thing for the project manager to do is to:

A-) Let the sponsor know of the stakeholders’ request.

B-) Evaluate the impact of adding the scope.

C-) Tell the stakeholders the scope cannot be added.

D-) Add the work if there is time available in the project

schedule

7. Your project management plan results in a project schedule that is too long; if the project network
diagram cannot change but you have extra personnel resources, what is the BEST thing to do?

A-) Fast track the project.

B-) Level the resources.

C-) Crash the project.

D-) Monte Carlo analysis.

8. An activity has an early start (ES) on day 3, a late start (LS) on day 13, an early finish (EF) on day 9,
and a late finish (LF) on day 19. The activity:

A-) Is on the critical path.

B-) Has a lag.

C-) Is progressing well.

D-) Is not on the critical path.

9. Early in the life of your project, you are having a discussion with the sponsor about what estimating
techniques should be used. You want a form of expert judgment, but the sponsor argues for
analogous estimating. It would be BEST to:

A-) Agree to analogous estimating, as it is a form of expert judgment

B-) Suggest life cycle costing

C-) Determine why the sponsor wants such an accurate estimate

D-) Try to convince the sponsor to allow expert judgment because it is typically more accurate.
 10. Sue is working as a Scrum Master in a Scrum Team. There are five developers on the team. Rick is
one of the developers on the team and Sue noticed that Rick is applying a different approach to
complete Sprint tasks faster. Which one is the best course of action for Sue?

A-) Call the entire team immediately for a meeting and tell them that Rick has a new approach to completing
tasks faster.

B-) Ask Rick to stop his task, and prepare a detailed guide regarding how to apply this approach. Then,
distribute to the team.

C-) During the retrospective, ask Rick to share his approach with the team and ask the team if it is applicable
to every developer.

D-) Ask Rick in the next daily standup meeting why he did not share this approach with the team.

11. You are the program-level manager with several project activities underway. In the executing
process group, you begin to become concerned about the accuracy of progress reports from the
projects. What would BEST support your opinion that there is a problem?

A-) Quality Audits

B-) Risk Quantification Reports

C-) Regression Analysis

D-) Monte Carlo Analysis

12. You are a project manager for a major cloud project. Someone from the quality department contacts
you about initiating a quality audit of your project. The team, already under pressure to complete the
project as soon as possible, objects to the audit. You should explain to the team that the purpose of a
quality audit is:

A-) Part of an ISO 9000 investigation

B-) To check if the customer is following its quality process

C-) To identify inefficient and ineffective policies

D-) To check the accuracy of costs submitted by the team

13. During every project team meeting, the project manager asks each team member to describe the work
he or she is doing, and the project manager assigns new activities to team members. The length of
these meetings has increased because there are many different activities to assign. This could be
happening for all the following reasons EXCEPT:

A-) Lack of a WBS

B-) Lack of a responsibility assignment matrix

C-) Lack of resource leveling

D-) Lack of team involvement in project planning

14. Amy, your friend, works as a software developer at an E-commerce company. When you are chatting
with Amy about her project, she mentions that her company’s project management approach relies
 on three practices. 1- Visualize what you do today, 2- Limit the amount of work in progress, 3-
Enhance flow. Which of the following agile methodology is used in Amy’s project?

A-) Kanban

B-) Lean

C-) Scrum

D-) Extreme Programming

Answer: A. There are 3 basic practices of Kanban. These are 1- Visualize what you do today. Seeing all
items in the context of each other can be very informative. Kanban board is for this purpose actually. All
work that are in progress, completed, and in queue are visualized on the board. 2- Limit the amount of work
in progress. This helps to balance the flow-based approach so teams don’t start and commit too much work
at once. Otherwise, too much work will overburden the team and this will cause quality to decrease
respectively. 3- Enhance flow: when something is finished, the next highest priority from the backlog is
pulled into play. When there is room for analyzing, developing, testing, and deploying a new item in the
software development pipeline, the most important feature from the backlog is pulled into the service
development pipeline until all features of the project are finished.

Knowledge Area: Agile Practices

15. You are working at Smart Heart Co as a Project Manager. Smart Heart is a company that produces
healthcare products. You are continuously monitoring the business environment of any changes that
could affect your project. You are using PESTEL analysis for environmental scanning. Which of the
following does not belong to the PESTEL categories?

A-) You are working in the US market, and the FDA launched a new regulation for healthcare products.

B-) There has been political tension with one of the countries and they banned the use of Smart Heart’s
products in their country.

C-) Vital Pro, a competitor of Smart Heart, has launched a new technological product that can be a game-
changer in the market.

D-) One of the project team members in your project has just resigned, and you heard rumors that he will be
working at Smart Heart’s competitor.

Answer D. Environmental Scan is the process of methodically gathering, analyzing, and interpreting data
about external opportunities and threats. PESTEL stands for Political, Economic, Social, Technological,
Environmental, Legal.

New FDA regulations are an example of a legal category.

Banning products due to political tension is an example of a political category.

The new product of the competitor is an example of a technological category.

The fourth option is a project-related change in the project.

Knowledge Area: Business Environment

 16. project manager is quantifying risk for her project. She needs an expert opinion in this process and
related experts are spread over different geographical locations. How can she continue?

A-) Use Monte Carlo analysis online

B-) Applying the critical path method

C-) Determine options for recommended corrective action

D-) Apply the Delphi Technique

The answer is D, apply the Delphi Technique. If you recall from our previous lectures, this technique asks
the experts’ opinion on a topic or on a problem and collects their feedback anonymously, and then sending
the results back to the experts again, and recollect their responses again. And reiterating this process until a
consensus is reached by all participants, by all experts. Therefore, since expert opinion is important for this
case and experts are spread over different geographical locations, we can use Delphi Technique.

Knowledge Area: Risk Management Knowledge Area

17. During risk management activities, 236 risks are identified and are caused by 13 root causes. You
could eliminate 234 risks through your risk management activities. For the remaining 2 risks, you,
together with your team, could not find a way to mitigate or insure the risks. Also, these 2 risks
cannot be outsourced or removed from the project scope. What is the best solution?

A-) Accept the risk

B-) Mitigate the risk

C-) Avoid the risk

D-) Transfer the risk

The answer is A, accept the risk. When you read the case, the project manager tried first to eliminate the
risk, then tried to mitigate or insure the risk. But all these options did not work. And the last step is to accept
the risk by the project team and continuous reserves should be allocated in order to accommodate risks or in
order to overcome the bad impacts of these risks if they occur. Therefore, the best answer here is to accept
the risk and also plan contingency reserves.

Knowledge Area: Risk Management Knowledge Area

18. The project team is arguing about the prospective sellers who have submitted proposals. One team
member argues for a certain seller while another team member wants the project to be awarded to a
different seller. The BEST thing the project manager should do, to remind the team in making a
selection is the:

A-) Procurement documents

B-) Procurement audits

C-) Evaluation criteria

D-) Procurement management plan

The answer is C, evaluation criteria. The source selection criteria or evaluation criteria defined in the plan
procurement management process actually defines in an objective, quantitatively manner, how the potential
sellers will be evaluated in the conduct procurements process. Therefore, if you have applied specific
metrics, and specific categories to evaluate, or assess a potential seller in the conduct procurement process,
then you have to use those metrics and categories to evaluate each seller one by one. And the sellers, who
receive highest scores should be awarded the contract. Therefore, the team members should not go into an
argument about the selection of the sellers. Because there is already a quantitative process to evaluate which
seller is the best in matching your source selection criteria.

Knowledge Area: Procurement Management Knowledge Area

19. A project manager is in the middle of creating a request for proposal (RFP). What part of the
procurement process is she in?

A-) Conduct procurements

B-) Plan Procurements

C-) Control Procurements

D-) Close Procurements

The answer is B, she is in the plan procurements process. Because the procurement statement of work and
procurement documents are prepared in the plan procurements management process. And RFP is a
procurement document as well. Therefore, it is prepared in the plan procurements process. RFP is defining
what the buyer requires from the seller.

Knowledge Area: Procurement Management Knowledge Area

20. You want to group your project stakeholders based on their authority and involvement in the project.
Which of the following is the appropriate model for this?

A-) Power/Interest Grid

B-) Power/Influence Grid

C-) Influence/Impact Grid

D-) Salience Model

The answer is B. Power/Influence Grid. The Authority of a stakeholder represents the power of the
stakeholder and the involvement of a stakeholder represents the influence level of the stakeholder.
Therefore, the answer is B. Power/Influence Grid.

Knowledge Area: Stakeholder Management Knowledge Area

1. The answer is C. In this situation, the project manager acts as the secretary of the project and does
the paperwork. So this is an example of a project expediter position where the project manager does
not have any authority and power. The project manager only does paperwork.
2. The answer is B. Executing. The question states that team member feels some of the measures on
his activities are not valid. Therefore, he must be working during the executing phase of the project
where project deliverables are produced and project members perform most of their assigned work.
3. The answer is D. Ask management how the new project will affect your project. Since this is
another project that your company is going to execute, you need to determine whether it will impact
your project. Knowledge Area: Integration Management Knowledge Area
4. The answer is C. Historical information. The first thing to explore before starting a new project is
the historical information about similar projects in the organizational process assets library of the
organization. Knowledge Area: Integration Management Knowledge Area
5. The answer is A. WBS Dictionary. Work packages in a Work Breakdown Structure contain only
nouns or a couple of words regarding a work or deliverable. Detailed information on what needs to
be done, responsible, prerequisites, successors, due date, etc. are included in the Work Breakdown
Structure Dictionary. Knowledge Area: Scope Management Knowledge Area
6. The answer is C. Tell the stakeholders the scope cannot be added. After the scope of a project is
finalized and the scope baseline is determined, it can be changed only with approved changed
requests. If there is not an approved change request, the existing scope baseline must be valid and the
project team must work on delivering that scope only. In this scenario, the scope is defined already
but some stakeholders ask to add new work to the scope. This cannot be done unless there is an
approved change request. Therefore, stakeholders must be informed that this new work cannot be
added. Knowledge Area: Scope Management Knowledge Area
7. The answer is C, crash the project. Because, in the first sentence, it is mentioned that the schedule is
too long, therefore the aim is to make a shorter schedule. And in the second sentence, it is mentioned
that you have extra personnel resources. If you have resources, you can put more resources into an
activity to complete it in a shorter time. And this is actually a description of crashing an activity or
crashing the project. If you look at the other options, fast tracking is performing activities in parallel
instead of series, therefore it is irrelevant. Leveling the resources was for fixing the over-allocation
of resources and distributing the tasks to all your resources uniformly. And Monte Carlo analysis is
another estimating tool that is an irrelevant choice as well. Therefore, the best answer is C
Knowledge Area: Schedule Management Knowledge Area
8. The answer is D. Is not on the critical path. Because if you look at the early start and late start
values of the activity, you can find the float or the slack of activity’s time by subtracting the early
start, 3 days, from the late start, 13 days. And it gives 10 days of float for this activity. You will find
the same result if you subtract the early finish, 9 days, from the late finish, 19 days. Since the float of
activity or the slack of the activity is greater than zero, it’s not on the critical path. Remember critical
path activities have zero float, therefore the answer is D.
Knowledge Area: Schedule Management Knowledge Area
9. The answer is A. Agree to analogous estimating, as it is a form of expert judgment. Since analogous
estimating is a type of expert judgment you can accept it. This is a tricky question.
Knowledge Area: Cost Management Knowledge Area
10. Answer: C. The Sprint Retrospective is an opportunity for the Scrum Team to inspect its
performance and create a plan for improvements for the next Sprint. The goal of this activity is to
inspect and improve the process. First, the team goes over what they have done well. Then, they
focus on what they did wrong, slow, or how they could have done it better. Based on the discussions,
improvement areas and actions are planned for the next Sprints. Knowledge Area: Agile Practices
11. The answer is A. quality audits. If you read the second sentence again, it says that you are
concerned about the accuracy of progress reports from the project. In order to check whether the
standards of your organization have been applied in projects under your responsibility, you can
conduct a quality audit and determine whether there is a problem. Therefore, the best answer is A,
Quality Audits. Knowledge Area: Quality Management Knowledge Area
12. How would you explain to your team if you were in this scenario? The best answer is C, to identify
inefficient and ineffective policies. B and D are irrelevant options because the quality audit is done in
order to check whether you are meeting the quality standards and whether you are following the
 quality procedures of your company. Therefore, it’s not related to whether the customer is following
its quality processes. Or it is not related to the accuracy of costs submitted by the team. Knowledge
Area: Quality Management Knowledge Area
13. The answer is C, lack of resource-leveling. If you read the clauses again, here the problem is the
activities or the tasks that need to be performed in the project are not clear. So, the reasons for these
ambiguities, or these unclear points about the tasks that will be performed can be the lack of a WBS.
If the project activities are not decomposed and a WBS created, then this might be causing
ambiguities in your project tasks. Also, if you do not have a clear and concise responsibility
assignment matrix, then the resources of your project will have unclarity about who will do what in
the project. Also, if the team was not involved in project planning, then the required steps, tasks, and
activities that need to be performed in the project may not have been identified. So, options A, B, and
D are the possible reasons for this case mentioned in the question. However, lack of resource
leveling might be the cause of the scheduling problem. Resource leveling is a technique used in the
schedule management knowledge area, which enables the uniform distribution of tasks and activities
in a project. Knowledge Area: Resources Management Knowledge Area
14.