Project Scope Management

Questions & Answers with Explanation

PROJECT SCOPE MANAGEMENT

128 QUESTIONS WITH ANSWERS AND EXPLANATION

QUESTIONS: From Page # 1 to 34

ANSWERS: From Page # 35 to 55

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 Project Scope Management
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1. A technique in which stakeholders use a decision matrix to assess requirements based

on factors such as expected risk levels, time, cost, and benefit estimates is?
A. Multicriteria decision analysis
B. Mind mapping
C. Affinity diagramming
D. Context diagramming
2. A project manager is starting work on a complex project. There will be people from two
different countries involved. The project sponsor is from a third country, and the work is
being done on an expedited schedule in your country with 14 electrical engineers, 4
architects and their staffs, 3 mechanical engineers, and 2 maintenance experts. What
should the project manager do to make sure all the work in this project is identified?
A. Create a clear management plan, and put it in writing.
B. Create a WBS with input from all parties involved.
C. Create a scope control system.
D. Identify the laws of each country involved.
3. A project manager has discovered a team member has gold plated the work done in an
activity. In order to discover this, the project manager must have been performing:
A. Cost management
B. Staffing management
C. Time management
D. Scope management
4. During project executing, a functional manager asks you to use a model C generator
instead of model B on your project. The functional manager says that model C will solve
the needs of the project and provide some benefits to the manufacturing department.
You look at the cost associated with model C and discover it is substantially higher than
model B. If you are not sure you can justify the more expensive model, what is the best
thing to do?
A. Analyze the differences in using each model and present them to the sponsor.
B. Do a life cycle analysis and present the results to your manager.
C. Use model C and cut other activities to make up for the added cost.
D. Review the specifications of each to validate the manager's claims.

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5. During project executing, a team member comes to the project manager because he is
not sure what work he needs to accomplish on the project. Which of the following
documents contain detailed descriptions of work packages?
A. Activity list
B. Scope management plan
C. WBS dictionary
D. Project scope statement
6. You and your team spent many months eliciting and prioritizing the requirements of
hundreds of stakeholders on your international project. After finalizing the requirements,
you spent a long time developing a schedule and budget that were acceptable to your
management and to the customer. Finally, the performance measurement baseline was
established. But now, you learn that the customer wants to expand the product scope.
Which document must be created?
A. Project scope statement
B. Activity attributes
C. Performance measurements
D. Change request
7. You have been assigned to manage a controversial construction project to build an
apartment complex on previously undeveloped land. There are almost as many
stakeholders opposed to the project as there are in support of it. Which of the following
is not a correct statement about collecting stakeholder requirements?
A. Meetings can be an effective method of resolving competing requirements.
B. Competing requirements are best identified and addressed during project executing.
C. Negotiations may be required to resolve competing requirements.
D. Competing requirements are usually resolved in favor of the customer.
8. You are working to identify all of the points where your project scope requirements
interact with existing system components so that you can develop requirements. Which
tool are you using?
A. Bar chart
B. WBS
C. Networking
D. Context diagram

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9. It is becoming evident that the stakeholders overestimated the quality level required for
several deliverables on your project. The parts produced to date do not meet the
specified standards, but you have found that they are adequate to fill the need for which
they were produced. When a project begins to deviate from the requirements, it is best
for the project manager to:
A. Recommend ways to rectify the situation.
B. Change the requirements to meet the current results of the project.
C. Use alternative methods to measure the achievement of requirements.
D. Redo the collect requirements process.
10. The elicitation and documentation of requirements from all stakeholder groups results in
business requirements, quality requirements, stakeholder requirements, and technical
requirements. Technical requirements include:
A. How the product will be built
B. Training and rollout plans
C. Project requirements
D. What stakeholders want to gain
11. Each of the components of a new product are planned to be developed in consecutive
phases. After work has begun, a team member suggests that, with minor tweaking of
the basic component, it would be possible to develop the other five components
simultaneously. This would result in significant time and cost savings, and the team
member believes the characteristics of the end product would not be affected. What
should the project manager do first?
A. Ask the customer’s opinion.
B. Submit a change request to integrated change control.
C. Make the change.
D. Control scope.
12. You are managing a website development project, which will be used by an insurance
company's employees and its customers. The insurance company will use the site to
send invoices to customers, as well as to communicate the status of insurance claims,
and provide other information to customers. Customers will be able to purchase
insurance and pay their monthly premiums online. The site will also include links to other
websites of potential interest to the insurance company's customers. As part of your

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planning effort, you decide to create a context diagram. Which of the following is shown
in a context diagram?
A. Communication channels and roles
B. Scope options and dependencies
C. Interfaces and boundaries
D. Risks and benefits
13. You are a new project manager and have been assigned a next-generation small
submarine project. The sub will assist in oceanographic studies. Your organization has
created several variations of a similar sub, so you have many organizational process
assets to review. The organization has not used a work breakdown structure in the past.
You know the basic guidelines for creating a WBS and hope that using one will
decrease some of the problems that have occurred on similar projects. The main
problems on past projects were missed deliverables and scope creep (workers
completed work that was unnecessary). Your goal is to make certain that all deliverables
are represented on the WBS, and that if a deliverable is not included in the WBS, it is
not produced by the project. Which of the following is a basic rule or guideline for
creating a work breakdown structure?
A. Each level of a work breakdown structure is a smaller segment of the level above.
B. The first row should describe the products of the project.
C. It should list, in chronological order, every activity that needs to be done to complete the
project.
D. It should be organized by functional areas.
14. The call center’s response time has increased in recent months, resulting in numerous
complaints from dissatisfied customers. Several employees have quit their jobs in the
call center, as they were tired of dealing with disgruntled callers. You have been working
with the business analyst and stakeholders on a project chartered to understand the
problem and to determine a solution. There are diverging opinions, but through
facilitation and analysis work you have a clear picture of what is desired, and have
balanced and prioritized stakeholders’ needs. Which of the following would be the best
place to record this information?
A. Issue log
B. Project scope statement
C. Requirements documentation

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D. Affinity diagram
15. The product of the project has been completed and delivered to the customer by the
team. They are informed by the customer that several of the deliverables are not
acceptable, as they do not meet the requirements specified early in the project. The
project manager and team review the requirements documentation, and are in
agreement that the product deliverables meet the customer’s requirements as they
understand them. The project manager, who is new to the organization, seeks the
advice of the project management office in determining what went wrong. After some
discussion, the PMO realizes that the Validate Scope process was not performed
appropriately by the project manager. Which of the following is a key output of the
Validate Scope process?
A. A more complete scope management plan
B. Confirmation of the project scope statement
C. Requirements analysis
D. Customer acceptance of project deliverables
16. A project manager and team worked together to develop a work breakdown structure.
However, it seems project team members are doing work that is not included in the work
breakdown structure. The purpose of a work breakdown structure is to:
A. Provide senior management with a high-level view of the project scope.
B. Include the total project scope, or all of the work that must be done to complete the
project.
C. Include the work required to create the products of the project.
D. Guide the cost estimate for a project, not how the work is done.
17. Inspections are a tool of the Validate Scope process. All of the following are examples of
inspection except:
A. Product reviews
B. Sensitivity analysis
C. Audits
D. Walkthroughs
18. The team is working to decompose a complex project into more manageable pieces.
Once done, you and other stakeholders will have a clear picture of what exactly is in the
project. You will also be able to plan for estimating and managing project constraints.
What will be the result of this decomposition?

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A. Requirements traceability matrix

B. Affinity diagram
C. Work breakdown structure
D. Context diagram
19. You are preparing for the Validate Scope process on a project that has seen a number
of changes. The changes were serious enough that the scope baseline has been
adjusted twice. You will need to have all the required information before you can
successfully gain acceptance from the customer. All of the following are inputs to the
Validate Scope process except:
A. Inspections and milestone list
B. Scope baseline and verified deliverables
C. Work breakdown structure and requirements traceability matrix
D. WBS dictionary and requirements documentation
20. The original scope baseline for your project is largely intact, although a number of small
changes have led to the redefinition of a few of the product components. A team
member determines the scope for her activity is no longer valid. She comes to you for
advice on making a change. To which of the following documents should you refer to
make this change?
A. The work authorization system
B. The project management information system
C. The scope management plan
D. The cost management plan
21. Being prepared to do a complete job of developing and finalizing the scope baseline
requires that you have also done a thorough and timely job of identifying and analyzing
stakeholders, and of collecting requirements. The development of the scope baseline
can best be described as involving:
A. The project expediter
B. All the stakeholders
C. The functional managers
D. The project team
22. Validate Scope is closely related to:
A. Manage Quality
B. Sequence Activities

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C. Schedule Management
D. Control Quality
23. Which of the following is correct?
A. Verified deliverables are an output of Control Quality and deliverables are accepted by
the customer in Validate Scope.
B. Cost estimates are best created by the person doing the work and the detailed project
cost budget is created by management.
C. Inspecting is part of project control, and order of magnitude estimates are in a range of
+10 to -25 percent.
D. Define Scope and make-or-buy decisions are parts of the Plan Procurement
Management process.
24. Your customer requested the new railroad cars you are building for his company be
constructed from heavy grade aluminum. After reviewing the requirements, two of your
experts inform you the customer would be better off with steel cars. You meet with the
customer to discuss the issue, and he directs you to go ahead with the aluminum cars.
What should you do?
A. Find a way to cut other costs, and upgrade the cars to steel.
B. Provide aluminum cars that meet the customer's requirements.
C. Meet with the customer again to ensure that he understands the expert opinions
regarding using steel instead of aluminum.
D. Meet with your experts to develop another proposal for the customer.
25. Product validation is different than scope validation in that product validation:
A. Verifies that the correct products have been built
B. Occurs during the executing process group
C. Makes sure all work is completed satisfactorily
D. Obtains customer sign-off
26. The team has collected requirements from all identified stakeholders, and has a good
idea of the scope of their project. They move on to create the WBS, but realize that they
need a better way to organize their requirements for reference throughout the project.
Someone suggests that they create a requirements traceability matrix. Which planning
process includes determining what should be included in the matrix?
A. Collect Requirements
B. Develop Project Management Plan
C. Define Scope

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D. Plan Scope Management

27. Which of the following best describes product analysis?
A. Mathematically analyzing the quality desired for the project
B. Determining whether the quality standards on the project can be met
C. Gaining a better understanding of the product of the project in order to create the project
scope statement
D. Working with the customer to determine the product description
28. You are managing a six-month project and have held bi-weekly meetings with your
project stakeholders. After five-and-a-half months of work, the project is on schedule
and budget, but the stakeholders are not satisfied with the deliverables. This situation
will delay the project completion by one month. The most important process that could
have prevented this situation is:
A. Control Schedule
B. Define Scope
C. Control Scope
D. Monitor Risks
29. Two people on the project team have come to you with the discovery that they have
been independently working on the same effort. You investigate further to find that they
are right; they have been duplicating work. This situation can be best characterized as a
lack of:
A. Sponsor direction
B. A matrix organization
C. A good work breakdown structure
D. Effective status meetings
30. A project manager may use ______ to make sure the team members clearly know what
work is included in each of their work packages.
A. The project scope statement
B. The schedule
C. The product scope
D. The WBS dictionary
31. You have a signed project charter and a scope management plan, and are in the
process of creating a project scope statement. You have asked the team for input to

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ensure the project scope statement is complete. However, the team is struggling with
defining the scope. Which of the following best describes the problem?
A. The team is in the Define Scope process and needs the project scope statement as an
input.
B. A WBS was not completed before the project scope statement was begun.
C. The team is working on the project scope statement without the benefit of organizational
process assets.
D. The project objectives were not identified before the project scope statement was begun.
32. How can a project manager track requirements through the project life cycle?
A. Quality checklists
B. Stakeholder requirements documentation
C. Project scope statement
D. Requirements traceability matrix
33. Project management activities:
A. Are distinct from both project and product scope
B. Include work to ensure that the product scope is achieved
C. Are included in project scope at the project manager's discretion
D. Are part of product scope and not part of project scope
34. All of the following statements about work breakdown structures are true except:
A. They prevent work from slipping through the cracks.
B. They help to organize the work.
C. They are created by the project manager.
D. They provide a basis for estimating the project.
35. Product scope management involves the requirements that relate to the product of the
project. Project scope management involves:
A. The entire work of the project, including the product scope
B. All work included in the scope management plan
C. The work that will be done on the project to deliver the product scope
D. The work the project manager will do to manage the project
36. During project planning, it becomes apparent that factions within the client's company
have significantly different views on how the project should be structured and how the
deliverables should be defined. Which of the following is the best thing to do?
A. Make sure the terms and conditions of the contract are clear.
B. Ask the client when they will be in agreement on the project requirements.

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C. Work with leadership from each area to collaboratively engineer a mutually acceptable
solution.
D. List the consequences of changes in the requirements section of the contract.
37. The Collect Requirements process entails the elicitation and documentation of
requirements from all stakeholder groups. These requirements may be categorized into
subsets, including business requirements, quality requirements, stakeholder
requirements, and technical requirements. Business requirements include:
A. Why the project was undertaken
B. What stakeholders want to gain from the project
C. Project requirements
D. Training and rollout plans
38. Which of the following best describes how a work breakdown structure can be used to
determine resources?
A. The WBS breaks the project into one-person activities.
B. The small work packages the WBS provides make it easier to determine what expertise
is needed.
C. It enables management to list the resource hierarchy.
D. It lists the names of the resources to be used.
39. Community leaders have requested the development of a recreation center that will be
used to provide activities and classes for citizens of all ages. There are thousands of
residents in the area, and you are looking for the best way to elicit requirements from
representatives of each group. In addition to the users of the facility, you have identified
additional stakeholders including government leaders, law enforcement, and funding
sources. The most efficient way to elicit requirements from a large group of stakeholders
is:
A. Benchmarking
B. Interviews
C. Questionnaires
D. Focus groups
40. A new project manager has asked you for advice on creating a work breakdown
structure. After you explain the process to her, she asks you what software she should
use to create the WBS, and what she should do with it when it is completed. You might

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respond that the picture is not the most valuable result of creating a WBS. The most
valuable result of a WBS is:
A. A bar chart
B. A list of risks
C. Team buy-in
D. Activities
41. A scope change is made on the project. You have determined the effect on the
schedule, performed integrated change control, and adjusted the project baselines and
the project management plan. What is the next thing to do?
A. Look for impacts to cost.
B. Change the work breakdown structure.
C. Notify stakeholders affected by the change.
D. Submit the change to the change control board for approval.
42. After the kickoff meeting, two team members engage in a casual conversation about the
project objectives and deliverables. It is clear they heard different messages during the
meeting. One team member is so adamant that the other team member gives up
arguing the point. In talking to the project manager, the second team member confirms
that the first team member is mistaken. At this point, what is the best course of action?
A. At the next project meeting, the team member should ask the mistaken team member to
describe his interpretation so the project manager can get everyone on the same page.
B. At the next project meeting, the project manager should spend time reviewing the
documented project scope statement for the purpose of identifying this and other false
assumptions.
C. The second team member should send the other team member an email describing what
he discovered.
D. The project manager should send out an email to the team restating the project
objectives and deliverables.
43. A functional manager meets with the project manager's sponsor to discuss a change to
the acceptance criteria for a major deliverable. After the meeting, the sponsor calls the
project manager into his office and tells him to make the change. What is the best thing
to do?
A. Understand the change.
B. Evaluate the impact of the change.
C. Supply the sponsor with a change form.

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D. Make the change as soon as possible.

44. Transition requirements include:
A. Training and rollout plans
B. Business and stakeholder requirements
C. User stories
D. What stakeholders want to gain from the project
45. A project manager receives a deliverable from one of the team members to provide to
the customer. While looking at the deliverable, the project manager notes that the
document is smaller than what he expected and does not contain what he thought it
should. The project manager should first:
A. Contact the team member's manager to get that person additional training.
B. Audit the development process.
C. Discuss it with the team member.
D. Validate scope.
46. A highway renewal project you are managing appears to have some missing scope.
Your understanding of the scope was that the highway was to be resurfaced. Now, one
of the construction foremen has come to ask why he finds no mention of repainting the
lines on the repaved road. He also wants to know if there are any guard rail replacement
work packages in the project. You have seen some of the resurfaced road that is
completed, with the new lines painted on them. Which of the following is most likely to
have caused the misinterpretation of the project scope statement?
A. Poor pattern, structure, and chronological order
B. Imprecise language
C. Variations in size of work packages or detail of work
D. Too much detail
47. To manage a project effectively, work should be broken down into small pieces. Which
of the following does not describe how far to decompose the work?
A. Until it can be done by one person
B. Until it has a meaningful conclusion
C. Until it cannot be logically subdivided further
D. Until it can be realistically estimated
48. The cost performance index (CPI) on the project is 1.13, and the benefit-cost ratio
(BCR) is 1.2. The project scope description was created by the team and stakeholders.

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Requirements have been changing throughout the project. No matter what the project
manager has tried to accomplish in managing the project, which of the following is he
most likely to face in the future?
A. Having to add resources to the project
B. Having to cut costs on the project and increase benefits
C. Not being able to measure completion of the product of the project
D. Making sure the customer approved the project scope
49. One of the stakeholders on the project contacts the project manager to discuss some
additional scope they would like to add to the project. The project manager asks for
details in writing and then works through the Control Scope process. What should the
project manager do next when the evaluation of the requested scope is complete?
A. Ask the stakeholder if there are any more changes expected.
B. Complete integrated change control.
C. Find out the root cause of why the scope was not discovered during project planning.
D. Make sure the impact of the change is understood by the stakeholder.
50. Which of the following needs to be completed before resources can be finalized for the
project?
A. Validate Scope
B. Bar chart
C. Work breakdown structure
D. Estimates
51. Which of the following are all approaches to voting?
A. Majority, plurality, and unanimity
B. Unanimity, multiplicity, and autocratic
C. Majority, plurality, and facilitation
D. Nominal group, autocratic, and majority
52. A new project manager is planning a complex hardware installation project. The team
consists of 13 people who are experts in their fields. The project manager does not want
to micromanage the project. How far should he decompose the work?
A. To about 80-hour work packages, because it will make the work less complex
B. As large as possible, because he is dealing with experts
C. To 1000-hour work packages, because he is dealing with experts
D. As small as possible, because the work is complex

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53. If a project team is utilizing a product backlog for requirements, this indicates:
A. The team is using an adaptive life cycle approach.
B. The requirements have been finalized by the team.
C. The requirements have been repurposed from a previous, similar project.
D. The order in which the requirements will be completed has been determined.
54. A new project manager created a WBS with his team, at the request of management. In
his previous position, he did not use work breakdown structures, but rather worked with
lists and outlines. Creating a complete WBS was a time-intensive endeavor. Now that he
has the document, he seeks advice from a more experienced project manager as to
how he can get the most benefit out of that effort. The work breakdown structure can be
an effective aid for communication in which setting(s)?
A. Internal within the project team
B. Internal within the organization
C. External with the customer
D. Internal and external to the project
55. The development phase of a new software product is near completion. A number of
quality issues have raised the cost of building the product, but the project manager and
team feel these costs will be inconsequential once the project gets to market. The next
phases are testing and implementation. The project is two weeks ahead of schedule.
Which of the following processes should the project manager be most concerned with
before moving into the next phase?
A. Manage Communications
B. Control Costs
C. Control Quality
D. Validate Scope
56. During a project team meeting, a team member suggests an enhancement to the scope
that is beyond the scope of the project charter. The project manager points out that the
team needs to concentrate on completing all the work and only the work required. This
is an example of:
A. Change management
B. Quality analysis
C. Scope decomposition
D. Scope management

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57. Which of the following is correct in regard to the Control Scope process?
A. Controlling the schedule is the most effective way of controlling scope.
B. The Control Scope process must be done before scope planning.
C. Effective scope definition can lead to a more complete project scope statement.
D. The Control Scope process must be integrated with other control processes.
58. During a meeting with some of the project stakeholders, the project manager is asked to
add work to the project scope. The project manager had 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.
59. The product manager for the product the project is developing notifies the project
manager that she has decided the product should be usable by an additional market.
The best thing for the project manager to do is to:
A. Notify the project change control board that the project scope will have to change.
B. Do nothing, as this is an example of progressive elaboration.
C. Inform the product manager that the potential impacts to the project will be reviewed.
D. Immediately notify the project sponsor that there is a project scope change.
60. Information such as requirement identification number, source of the requirement, and
other requirements attributes may be included in the:
A. Context diagram
B. Work breakdown structure
C. Scope baseline
D. Requirements traceability matrix
61. A project manager discovers two team members discussed what was needed to
complete a work package on the project and made many changes to the project scope.
The work package is now completed, and the team members are planning to go on to
the next work package. In looking at what was done, the project manager determines
the work does not meet the requirements of the project. What is the best course of
action for the project manager?

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A. Have the team begin the work package again and include the incident in their
performance reviews.
B. Refuse the submittal of the work package.
C. Add another work package, describing the correct scope, to the project.
D. Ask the team member's manager to assign different people to the work package.
62. After extended meetings with various stakeholder groups, you have ended up with many
conflicting requirements. You have used your interpersonal skills to facilitate some
resolution, but eventually determine that you will use voting to finalize the prioritization of
requirements. All of the following describe approaches to decision-making using the
voting technique except:
A. Plurality
B. Consensus
C. Majority
D. Unanimity
63. A project has a number of deliverables that are complex and have to be assembled. As
the project manager, you know the work breakdown structure will help stakeholders to
see interim deliverables that will be integrated into the final project deliverables. To help
manage the individual elements, you have used a work breakdown numbering system.
This numbering system allows the project team to:
A. Use it in project management software.
B. Identify the level at which individual elements are found.
C. Provide project justification.
D. Systematically estimate costs of work breakdown structure components.
64. During the completion of project work, the sponsor asks the project manager to report
on how the project is going. In order to prepare the report, the project manager asks
each of the team members what percent complete their work is. There is one team
member who has been hard to manage from the beginning. In response to being asked
what percent complete he is, the team member asks, "Percent complete of what?" Tired
of such comments, the project manager reports to the team member's manager that the
team member is not cooperating. Which of the following is most likely the real problem?
A. The project manager did not assign work packages.
B. The project manager did not get buy-in from the manager for the resources on the
project.

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C. The project manager did not create an adequate reward system for team members to
improve their cooperation.
D. The project manager should have had a meeting with the team member's manager the
first time the team member caused trouble.
65. The best way to gain an understanding of how a business process is performed, in order
to identify requirements, is to:
A. Ask an employee who regularly performs the work.
B. Ask the manager of employees who perform the work.
C. Observe an employee performing the work.
D. Read the job description/training manual description of how to perform the work.
66. The project is mostly complete. The project has a schedule variance of 300 and a cost
variance of -900. All but one of the quality control inspections have been completed and
all have met the quality requirements. All items in the issue log have been resolved.
Many of the resources have been released. The sponsor is about to call a meeting to
obtain product validation when the customer notifies the project manager that they want
to make a major change to the scope. The project manager should:
A. Inform management.
B. Ask the customer for a description of the change.
C. Meet with the project team to determine if this change can be made.
D. Explain that the change cannot be made at this point in the process.
67. On a project to develop an inventory control system, the project manager is working on
creating the scope management plan. He realizes that this plan must include items such
as how the WBS will be created and how the scope of work will be accomplished and
measured. All of the following statements are true about the scope management plan
except:
A. It will be impacted by other parts of project planning.
B. It may be based on organizational forms or templates.
C. It documents how scope will be iterated and controlled.
D. It will not change after approval.
68. A project manager is in the process of validating the scope of a deliverable with the
customer. What is the most important thing the project manager should ensure?
A. Completeness
B. Timeliness

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C. Acceptance
D. Accuracy
69. You have a very accurate WBS and WBS dictionary as parts of your scope baseline.
These have helped with the estimating process. You expect that the WBS dictionary will
help team members clearly understand each work package: what needs to be
completed, what must be included, and the boundaries of each interim deliverable at the
work package level. During a walkthrough of a work package, you discover a team
member is completing the work differently than stated in the WBS dictionary. How
should you deal with this?
A. Determine if the alternative way is acceptable to the functional manager.
B. Replace the team member.
C. Ask the team member if the changes are necessary.
D. Determine if the changes also change the scope of the work package.
70. A new project manager is being mentored by a more experienced PMP-certified project
manager. The new project manager is having difficulty finding enough time to manage
the project because the project scope is being progressively elaborated. The PMP-
certified project manager advises that the basic tools for project management, such as a
work breakdown structure, can be used during project executing to assist the project
manager. For which of the following can a work breakdown structure be used?
A. Identifying the functional managers for each team member
B. Communicating with the customer
C. Showing calendar dates for each work package
D. Describing the business need for the project
71. Two months into a design project, the customer requested a modification to the product.
The change was made without notifying the project manager. During final testing, results
were different than what was planned for. This scenario is best thought of as an
example of which of the following?
A. Poor development of the quality management plan
B. Poor adherence to the communications management plan
C. Poor definition of the test plan
D. Poor scope control
72. As a project manager, you are using a number of tools and techniques that are part of
the Define Scope process. You will be carrying out this process with the help of the

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customer, the team, and other stakeholders. Which of the following is not part of this
process?
A. Inspection
B. Product analysis
C. Facilitation
D. Alternatives analysis
73. The work breakdown structure can be best thought of as an effective aid for ______
communications.
A. Stakeholder
B. Customer
C. Project manager
D. Team
74. Which of the following best describes the Validate Scope process?
A. It provides assurances that the deliverable meets the specifications, is an input to the
project management plan, and is an output of Control Quality.
B. It is an output of Control Quality, occurs before Define Scope, and ensures customer
acceptance.
C. It ensures customer acceptance, shows the deliverable meets specifications, and
provides a chance for differences of opinion to come to light.
D. It ensures the deliverable is completed on time, ensures customer acceptance, and
shows the deliverable meets specifications.
75. The first phase of a project is ending. What should be done before moving on to the next
phase?
A. Management meeting
B. Validate scope
C. Scope management
D. Team meeting
76. A new warehouse distribution project will impact facilities in twelve countries. Each
facility has different requirements for internet access. You know that you need to get
specific requirements and prioritize them. Which of the following techniques is the best
way to do this?
A. Facilitation
B. Pareto analysis
C. Expert interviews

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D. Earned value analysis

77. Who of the following is likely to be involved earliest in defining the work of the project?
A. Technical expert
B. Project manager
C. Business analyst
D. Resource manager
78. You need to document an approach to the definition of deliverables and the project for
an effort that has few stakeholders and a budget that will not exceed $US 10,000.00. It
will not be a difficult effort, given the currently identified project constraints. In which
processes will you document your approach?
A. Define Scope
B. Create WBS
C. Plan Scope Management
D. Develop Project Management Plan
79. A project manager is concerned about the amount of gold plating that has occurred on
past projects. All the following would not be of use in controlling gold plating except:
A. A project charter
B. A work breakdown structure dictionary
C. A staffing management plan
D. A risk management plan
80. The scope management processes are generally completed in which order?
A. Create WBS, Collect Requirements, Define Scope, and Validate Scope
B. Validate Scope, Collect Requirements, Define Scope, Create WBS
C. Collect Requirements, Define Scope, Create WBS, Validate Scope
D. Define Scope, Validate Scope, Collect Requirements, Create WBS
81. What is the difference between verified deliverables and accepted deliverables?
A. Verified deliverables are verified by the quality team and accepted deliverables are
accepted by the customer.
B. Verified deliverables are verified by the customer and accepted deliverables are
accepted by the project manager.
C. Verified deliverables are verified by the customer and accepted deliverables are
accepted by the customer.
D. Verified deliverables are accepted by the customer and accepted deliverables are
verified by the quality team.

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82. Alternatives analysis occurs in which parts of the scope management process?
A. Initiating and scope verification
B. Initiating and scope definition
C. Scope planning and scope definition
D. Scope definition and scope control
83. The program was planned years ago, before there was a massive introduction of new
technology. While planning the next project in this program, the project manager has
expanded the scope management plan because as a project becomes more complex,
the level of uncertainty in the scope:
A. Increases
B. Remains the same
C. Decreases
D. Decreases then increases
84. You are managing a project that is anticipated to have far-reaching impact throughout
the organization. It is considered critical that the team capture requirements of all
stakeholder groups before the executing processes are begun. You and the team have
used document analysis, interviews, surveys, questionnaires, and several facilitated
requirements sessions, resulting in an abundance of requirements from stakeholders.
Which of the following is the best way to prioritize these requirements for inclusion in the
project scope description?
A. Voting
B. Multicriteria decision analysis
C. Mind mapping
D. Affinity diagramming
85. The plan that addresses how to create the WBS and how to obtain acceptance for
deliverables is the:
A. Requirements management plan
B. Quality management plan
C. Scope management plan
D. Process management plan
86. During which part of the project management process is the project scope statement
created?
A. Monitoring and controlling

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B. Executing
C. Initiating
D. Planning
87. Over the last few weeks, the team has made three changes to the activities on the
project. Two of these instances involved adding short, but important, activities to existing
work packages. The other change involved removing a piece of work that was deemed
to be redundant of other planned activities. The project manager must be most careful
to:
A. Record all the changes.
B. Provide documentation on all the changes to the sponsor.
C. Make sure the changes are reflected in the project scope baseline.
D. Prevent more changes from occurring.
88. The process of scope definition is key to a successful project. All the following come
after the Define Scope process except:
A. Collect Requirements
B. Plan Resource Management
C. Estimate Costs
D. Estimate Activity Durations
89. During acceptance testing on a customized scheduling software project, it is determined
that, in order to provide value to the customer, several additional features and functions
must be added. This change in scope will also impact the estimated time and cost to
complete the project. You conclude that to facilitate these additions, the project baseline
must be adjusted. Which of the following best describes when the baseline can be
changed?
A. The original baseline is always maintained throughout the project
B. Only under emergency conditions
C. With approved changes
D. When the project sponsor determines it is appropriate
90. Which of the following is not addressed in the scope management plan?
A. How to obtain acceptance of the deliverables
B. How to determine the correctness of the deliverables
C. How to plan how the project will accomplish the scope
D. How to create the WBS

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91. The scope baseline can best be said to include the:

A. WBS and project charter
B. Scope management plan and project scope statement
C. WBS and project scope statement
D. Scope management plan and WBS
92. The project manager had to request a change in the approved project budget because
the WBS did not contain some work that needed to be done. Which of the following is
the best thing to do as a result of this situation?
A. Redo the WBS and look for more missing scope.
B. Ask for a time extension.
C. Redo the change control system.
D. Recalculate the project scope variance.
93. You are in the last phase of a project. Soon the product deliverables will be fully
integrated and delivered to the customer. To date, you have had no difficulty with
customer acceptance of deliverables, but now the customer is not happy with a
particular project deliverable. You know that small changes may be easily
accommodated, but large changes may affect your project's timeline as well as affecting
other constraints. What is your best course of action?
A. Meet with the customer and offer a substitute project deliverable.
B. Tell the customer the deliverable meets the scope of work and get the customer's
agreement to proceed.
C. Meet with the team to determine changes needed.
D. Determine why the customer is unhappy with the deliverable.
94. You have been assigned to manage a portion of a program that is supposed to be
finished within a two-week period. You have met with the leadership of the department
to gather requirements, and you have a project charter, project scope statement, and
project management plan that have been approved by these individuals. You are told to
meet with the actual user of the product of the project to demonstrate how the system
will work. When you give the demonstration, it is clear the user's requirements are very
different from the ones you were initially given and to which both you and the leaders of
the department agreed. What is the best thing for you to do now?
A. Complete the work as originally specified and formulate a new project to meet the user's
requirements.

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B. Generate a change request for the user's requirements.

C. Convene another meeting with the leadership of the department and the users to
generate a revised set of requirements.
D. Attempt to meet as many of the user's requirements as possible within the project's
established budget and schedule.
95. Which of the following includes the processes required to ensure the project includes all
the work required to successfully complete the project—without additional unnecessary
work?
A. Multicriteria management
B. Requirements traceability management
C. WBS management
D. Scope management
96. On an agile software development project, the project manager asks business
stakeholders to create user stories, which will be used in the development and testing of
the new application. The main purpose of writing a user story is:
A. To document features or functions required by stakeholders
B. To perform what-if analysis
C. To create a record of issues encountered on the project
D. To communicate progress
97. Which of the following is done during the Create WBS process?
A. Alternatives analysis
B. Project selection
C. Product analysis
D. Decomposition
98. A project has just started the second phase, in which work packages are being created.
A new team member has completed his work packages for this phase, and has asked
the project manager to validate the scope of his work packages. The team member is
anxious to have the customer see his work packages. The project manager, although
confident in this new team member, wants the team member to gain confidence after
the customer sees his work packages. When should the Validate Scope process be
done?
A. At the beginning of the project
B. During the planning processes

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C. At the end of the project

D. At the end of each phase of the project
99. You have spent the last six weeks gathering requirements from a large number of
stakeholders on your new project. You have held four brainstorming sessions with your
internal team members, and have used mind maps to ensure all aspects of the
requirements have been considered. You have conducted three focus groups with
stakeholders representing three different perspectives on the requirements. Now, you
find yourself with pages and pages of requirements, too numerous to manage. You
realize you cannot address each requirement individually. A tool to collect requirements
in which stakeholders group requirements by similarities is:
A. Affinity diagramming
B. Context diagramming
C. Multicriteria decision analysis
D. Mind mapping
100. A manager has responsibility for a project that has the support of senior
management. From the beginning, you (the project manager) have disagreed with the
manager as to how the project should proceed and what the deliverables should be.
You and she have disagreed over many issues in the past. Your department has been
tasked with providing some key work packages for the project. What should you do?
A. Inform your manager of your concerns to get her support.
B. Provide the manager with what she needs.
C. Ask to be removed from the project.
D. Sit down with the manager at the beginning of the project, attempt to describe why you
object to the project, and discover a way to solve the problem.
101. Your team is in the process of creating deliverables on a project chartered to
develop a multimedia marketing program for a new food product. Your control efforts
include comparing the time and cost expended in producing the interim deliverables to
the allocated cost and budget for each deliverable. In addition to these controlling
activities, you are working to control the project scope by measuring scope performance
and analyzing variances from the plan. All of the following are outputs of the Control
Scope process except:
A. Updates to the project baselines
B. Accepted deliverables

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C. Change requests
D. Updates to the lessons learned register
102. You are working on a project with over 450 stakeholders and a starting budget of
over US $200,000,000. You are arranging to lead a scope decomposition session that
will help you in your project planning. This involves subdividing the major project
deliverables into smaller pieces. Which of the following most closely describes the
benefits of scope decomposition?
A. Provide the project duration, provide project control, and assign control charts.
B. Improve the accuracy of estimates, define a baseline for performance, and assist with
responsibility assignments.
C. Assist in stakeholder assignment to project activities with specified start and end dates.
D. Provide more activities to assign to resources, and allow for lower estimates.
103. All of the following are parts of the scope baseline except the:
A. WBS dictionary
B. Scope management plan
C. Project scope statement
D. Work breakdown structure
104. A conflict between the requirements is best resolved in favor of the:
A. Stakeholder
B. Customer
C. Project manager's supervisor
D. Sponsor
105. A client has asked you to add to the scope of the course development project. In
addition to developing a nutrition course to be delivered live to patients hospitalized after
heart attacks, the sponsor has determined that it would be valuable to offer the same
information in an online format, altered slightly to direct the content toward caregivers.
The project is under budget and a little ahead of schedule. What should you do?
A. Ask the sponsor for approval to make the change.
B. Determine the effects of the change on the project.
C. Approve the change.
D. Get approval from the configuration change board.
106. A high-level, informal, and short description of a feature that provides value to a
stakeholder is called a(n):

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A. Business case
B. User story
C. Expectation
D. Interface
107. You are working to build a campground on several acres of undeveloped land. This
project will require an area for tents and an area for trailers and other campers. All
camping spots must have access to electricity. In addition, you must design and build a
parking area, some restrooms and shower facilities, as well as a covered gathering area
for parties, concerts, and receptions. The customer has also requested a restaurant on
the property that must be equipped to serve hot meals and snacks to the users of the
campground. You and your team have created a WBS that includes over one hundred
work packages to achieve all of these requirements. As an experienced project
manager, you realize that managing each of these work packages separately is nearly
impossible. Which of the following is a way to manage scope, cost, and schedule at a
level higher than a work package?
A. Critical chain
B. Control account
C. Activity level
D. Deliverable level
108. You have been evaluating the interim deliverables of a software system
development project. Testing went well, and the system was accepted by the customer.
The system has subsequently been found to give unexpected results. Which of the
following best describes what the project manager should do first?
A. Apologize to the customer.
B. Change the activity sequencing.
C. Review the Validate Scope process.
D. Review the customer's inspection process.
109. The project was tasked to develop a new software to be used by three sales
channels of an auto parts company. The project was consistently on time and within
budget, and the stakeholders approved of prototypes of the software. However, when
the completed software was installed and beta tested, a problem was discovered.
Although the software performed as expected on in-store and call center–assisted
purchases, it was found to be incompatible with other software necessary to complete

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online transactions. Therefore, the customer refused to accept the final deliverable, and
the team was left to find a new software package that would accommodate all of the
customer’s needs. Which of the following did the team not do?
A. Control stakeholder engagement.
B. Collect requirements from the right stakeholders.
C. Accurately define product scope.
D. Test interim deliverables.
110. The team has just been formed for a new data management project. Several of the
team members recently attended a training session in which they learned how to create
work breakdown structures and how valuable they are on a project. They are excited to
use the project information they currently have, and begin creating a WBS. Other team
members suggest that they are getting ahead of themselves, as they do not yet have all
the inputs they need to create the WBS. All the following are used to create the WBS
except:
A. Organizational process assets
B. Requirements documentation
C. Quality measurements
D. Project scope statement
111. During acceptance testing on a customized software project, it is determined that, in
order to provide value to the customer, several additional features and functions must
be added. This change in scope will be assessed in integrated change control to
determine possible impacts on other aspects of the project. As a result of this change in
scope, any of the following are likely to change except:
A. Project charter
B. Cost baseline
C. Requirements traceability matrix
D. Schedule baseline
112. You are bringing the team together to create a WBS for a local park's sustainable
landscaping project. You want a good WBS because you will use it to help with
estimating and in planning around a number of constraints on your project. It will also be
used for executing, managing, and controlling the project. A WBS is best described as a
tool for tracking:
A. Scope

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B. The schedule
C. Resources
D. Cost
113. The team will be repurposing an expanse of city property into a public park facility.
Numerous listening sessions open to the public have been held, as well as meetings
with public officials. At this point, there is a high level of confidence that the
requirements have been defined and prioritized. The weather is perfect for beginning
work on the project, and the project team is eager to start. The project manager reminds
them that a work breakdown structure and the scope baseline are not complete. He
adds that the WBS will also be important to other project processes. A work breakdown
structure is an input to all of the following processes except:
A. Estimate Costs
B. Manage Quality Assurance
C. Define Activities
D. Identify Risks
114. It is critical to define requirements during planning on a project. The greater the
number of stakeholders, the more difficult it is likely to be to define all requirements, and
to then get agreement from all stakeholders on which requirements should go into the
project management plan. As a project manager, you can best resolve the differences
between the requirements of one stakeholder and those of another by making which of
these statements?
A. Let's look at why there is a difference of opinion on the requirements.
B. I have made the decision to resolve the problem this way.
C. This discussion is getting too heated. Let's regroup to solve the problem tomorrow.
D. There are many points on which we agree. I am certain if we focus on them, we will find
a solution.
115. You have just joined the project management office after five years of working on
projects. One of the things you want to introduce to your company is the value of
creating and utilizing work breakdown structures. Some of the project managers are
angry that you are asking them to do "extra work." Which of the following is the best
thing you could tell the project managers to convince them to use work breakdown
structures?
A. Work breakdown structures are the only way to identify risks.

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B. Work breakdown structures are of greater value on large projects.

C. Work breakdown structures are best when the project involves contracts.
D. Work breakdown structures will prevent work from slipping through the cracks.
116. The project manager and team have finalized the WBS for their bridge construction
project. It took a lot of time and many meetings to break the scope of this large project
into manageable pieces. As they worked through this process, the team identified
additional requirements that were incorporated into the WBS document. All the following
are outputs of the Create WBS process except:
A. WBS dictionary
B. Updates to the requirements documentation
C. Scope baseline
D. Change requests
117. Your company has been selected to produce a new product for an external
customer. At the same time, it has been determined that your company will be starting a
new division to diversify its internal product line, with the first product of the new line to
be introduced at a trade show in eight months. To avoid a schedule overlap between the
two ventures, senior management of your project has imposed a product delivery date
on the product for the external customer. To whom are you as the project manager most
accountable?
A. Project team
B. Project sponsor
C. Senior management
D. Customer
118. A project manager believes that modifying the project scope may provide added
value for the customer. Several team members have approached her to point out what
they believe to be a needed addition to the scope of the project. They are not sure if the
scope they are asking to add was missed in the original scope definition, whether it was
an oversight on the part of the team, or if this scope addition simply represents new,
added value for the customer. What should the project manager do?
A. Contact the customer to determine if the change adds value.
B. Change the scope baseline.
C. Change the project's objectives.
D. Call a meeting of the change control board.

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119. Which of the following best describes the difference between the Control Scope
process and the Perform Integrated Change Control process?
A. Control Scope focuses on making changes to the product scope, and Perform Integrated
Change Control focuses on making changes to integration.
B. Control Scope focuses on making changes to the product scope, and Perform Integrated
Change Control focuses on determining the impact of a change to scope, time, cost,
quality, risk, resources, and customer satisfaction.
C. Control Scope focuses on controlling the scope of the project, and Perform Integrated
Change Control focuses on determining the impact of a change of scope on time, cost,
quality, risk, resources, and customer satisfaction.
D. Control Scope focuses on controlling the scope of the project, and Perform Integrated
Change Control focuses on making changes to integration.
120. Your manager, the vice president of research at an electronic systems development
firm, defines success on the project as providing "state-of-the-art" development. The
vice president of marketing defines success as "world-class practices." The vice
president of engineering, who is the customer for this project, is primarily concerned with
new features. Which of the following best describes what you should do?
A. Concentrate on making the product of the project state-of-the-art.
B. Concentrate on new features.
C. Identify additional stakeholders that want new features to shift the balance in that
direction.
D. Make sure the requirements are defined in measurable terms.
121. The team has completed the first set of web pages on the website development
project. The next step is to present those deliverables to the customer before continuing
with the development work. Which of the following is an important input to the Validate
Scope process?
A. Organizational process assets
B. Verified deliverables
C. Change requests
D. Accepted deliverables
122. You have been selected as the project manager of the research and development
project in a program that will make drones for medical supply drops in emergency
situations. Your organization has never done such a project before. You have spoken to
your management and a representative from the customer's company. You still need to

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speak with the second customer representative who has also been assigned to the
project. Collectively, the two will be the voice of the customer. Who determines the
project scope requirements of a new project?
A. The project manager
B. Senior management
C. The customer
D. The stakeholders
123. The work breakdown structure is created by:
A. Project management software
B. The sponsor
C. The team
D. The project manager
124. A project manager is performing a review of a deliverable when she hears that the
team member who did the work is complaining to everyone that he is being picked on by
having his deliverable reviewed. You know this is not true. What lesson learned could
you take to future projects?
A. Set a review policy in the scope management plan.
B. Use a walk-through instead of a review.
C. Perform reviews less frequently.
D. Tell all the team members at the beginning of the project that their deliverables will be
reviewed by the project manager.
125. The graphic designer on the project recommends a blue background for the
marketing materials, while the customer strongly argues for red. The graphic designer
explains that, in color psychology, blue is more calming and is likely to generate a better
reaction from potential buyers. A decision must be made today. How should this
requirements conflict be resolved?
A. Get a consensus of outside experts.
B. Compromise between the two options and use purple.
C. Use red.
D. Use blue.
126. While completing work, a project team member tells you that a work package has
been forgotten in the WBS. What is the best thing to do?
A. Include it only in the network diagram.

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B. Include it in the WBS.

C. Wait for a change request to be processed.
D. Include it in the estimate, but not the activity list.
127. You are the project manager on an information technology project on which you and
the sponsor have already approved the scope. While having lunch with a customer
representative working with him on a software project, an information specialist on your
team learns a simple alteration in the display would be a great addition to the project.
The information specialist installs the change with no negative effect on the project
schedule and at no additional cost. What action should be taken?
A. The information specialist should be recognized for exceeding customer expectations
without affecting project cost or schedule.
B. The project manager should add an activity to the project management plan with no
associated time.
C. The information specialist should be told that his behavior was unacceptable, as it may
have negatively affected the overall project.
D. The project manager should create a change control form and have the customer
approve the change since the change has already been made.
128. You are managing a project on which your team is physically located with client
personnel at a remote location. There is a high level of interaction between your team
and client personnel, and client satisfaction is considered very important. Since the
client is expressing a very high level of satisfaction with the project's progress, your
management has indicated no concerns about the project. However, you are behind
schedule and over budget. In addition, morale among team members is low, and several
team members have talked about quitting. Team members complain regularly about
priority adjustments and alteration of activities. The weekly reports you receive about
activities completed are often difficult to relate to the WBS and the project management
plan. What action should you take to most effectively address these problems?
A. You should identify ways to make team members' work more satisfying using the most
applicable motivational theory.
B. You should enforce scope control.
C. You should create a reward system to ensure that project team members complete
activities within the timeframes outlined in the project management plan.
D. You should incur the extra expense to be on-site to more closely monitor the activities of
the project team.

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1. The correct answer is A.

This is the definition of multicriteria decision analysis. Using this technique, requirements
are ranked based on factors such as expected risk levels, time, cost, and benefit estimates.

2. The correct answer is B.

The question asks about identifying work. Only a work breakdown structure relates to
identifying work, as a WBS is used to define all the work required to complete the project.

3. The correct answer is D.

This is a result of scope management.

4. The correct answer is A.

Presenting an analysis of the differences between the models to the project sponsor is the
better choice. Because this is an issue that affects multiple stakeholder groups across the
organization, it is up to the sponsor to make the decision and up to the project manager to
provide the information for the decision to be made. This is an example of evaluating before
making a decision.

5. The correct answer is C.

The WBS dictionary defines each element in the WBS. Therefore, descriptions of the work
packages are in the WBS dictionary. Activity lists may identify the work package they relate
to, but they do not contain detailed descriptions of the work packages. The project scope
statement defines the project scope, but it does not describe the work a team member is
assigned. The scope management plan describes how scope will be planned, managed,
and controlled. It does not include a description of each work package.

6. The correct answer is D.

Changes must be formally controlled as outlined in the change management plan. The
process begins with a change request.

7. The correct answer is B.

It is a responsibility of the project manager to look for competing requirements during

project planning. These differences must be resolved before the project proceeds to the
executing processes. The other statements regarding competing requirements are all
correct.

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8. The correct answer is D.

A context diagram is frequently used to define and model scope. It shows the boundaries of
the product scope by highlighting the product and its interfaces with people, processes, or
systems.

9. The correct answer is A.

It is best to fix the problem when results begin to deviate from requirements. This may
include recommending preventive or corrective actions, or changes to parts of the project
management plan.

10. The correct answer is A.

Technical requirements include specifications of how the product will be built.

11. The correct answer is D.

The change is not expected to affect the end product, so it is not a priority to ask the
customer’s opinion of this change. Since the project is already in executing, a change
cannot be made without completing the change management process. The first step is to
assess the impact of the change to scope. With that information, a change request should
go through the integrated change control process.

12. The correct answer is C.

A context diagram shows the boundaries of the product scope and its interfaces with
people, processes, or systems.

13. The correct answer is A.

The first level should be the project life cycle or major deliverables, not descriptions of the
products. The WBS does not list deliverables in chronological order. It is inefficient to
organize a WBS by functional area. The WBS is hierarchical; therefore, each lower level is
made up of all the parts of the segment directly above it.

14. The correct answer is C.

An issue log is used during project executing and monitoring and controlling, while this
scenario takes place during planning. An affinity diagram might be used to organize
requirements into categories, but it is not used to document final requirements. The scope
statement is a more high-level document, whereas the requirements documentation (an

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output of the Collect Requirements process) is more detailed. It helps to ensure that
requirements are clear and unambiguous, and that the resulting work will be acceptable.

15. The correct answer is D.

The output of the Validate Scope process is customer acceptance of project deliverables.
The other choices all happen during project planning, well before the time the Validate
Scope process takes place.

16. The correct answer is B.

The work breakdown structure is designed to show all the work that is required to produce
the project output as well as the other project-specific activities. It should include enough
detail to allow the project manager to manage the project with the resulting work packages.

17. The correct answer is B.

Product reviews, audits, and walkthroughs are all forms of inspections, which may be used
in the Validate Scope process. Sensitivity analysis has nothing to do with validating scope,
and is not a form of inspection.

18. The correct answer is C.

Decomposition is the process of logically subdividing the project into smaller pieces. It is
used to develop the WBS.

19. The correct answer is A.

The work breakdown structure, WBS dictionary, and project scope statement are all parts of
the scope baseline, which is an input to Validate Scope. Requirements documentation and
the requirements traceability matrix are also inputs. Inspection is a tool of Validate Scope.
The milestone list shows dates on which significant events in the project are expected to
occur. It is unrelated to validating scope.

20. The correct answer is C.

The scope management plan describes how requested scope changes will be managed.

21. The correct answer is D.

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After obtaining input from the customer and other stakeholders, the project team is
responsible for developing the scope baseline. Remember that the scope baseline includes
the WBS, WBS dictionary, and project scope statement.

22. The correct answer is D.

Control Quality checks for correctness; Validate Scope checks for acceptance.

23. The correct answer is A.

The order of magnitude estimate range is not correct. Looking again at the procurement
process will tell you that Define Scope is not a part of that process. The detailed project cost
budget is created by the project manager with input from the team. Verified deliverables are
an output of Control Quality and deliverables are accepted by the customer in the Validate
Scope process.

24. The correct answer is B.

Differences in objectives are resolved in favor of the customer. Here the project manager
has discussed the issue with the customer, and the customer has made his determination.
It's time to move on.

25. The correct answer is C.

Scope validation, which occurs in the Validate Scope process, focuses on customer
acceptance of a deliverable. Product validation, which occurs during project closing, is
focused on making sure all the work is completed satisfactorily.

26. The correct answer is D.

The requirements management plan includes a plan for what will be included in the
requirements traceability matrix. The requirements management plan is an output of the
Plan Scope Management process. The other output of that process is the scope
management plan.

27. The correct answer is C.

You need to have a product description before you can do product analysis. Analyzing the
level of quality desired is related to the Plan Quality Management process. Determining
whether the quality standards on the project can be met is done in the Manage Quality

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process. Product analysis includes gaining a better understanding of the product of the
project in order to create the project scope statement.

28. The correct answer is B.

Monitor Risks, Control Schedule, and Control Scope are monitoring and controlling
processes. This situation asks how to prevent the problem, which would have been done
during planning. The project deliverables are defined in the Define Scope process, which is
a part of project planning. Good planning reduces the likelihood of a situation like the one
described in the question, by including the right people and spending adequate time
clarifying the project scope.

29. The correct answer is C.

Although there could be other reasons than those presented, this is most likely due to the
lack of a good work breakdown structure. A good work breakdown structure identifies each
work package so that each can be properly assigned, thus reducing the possibility that the
same work will be done by more than one resource.

30. The correct answer is D.

The project scope statement describes work on a high-level basis. Work packages need to
be specific to enable team members to complete their work without gold plating. The
product scope does not tell team members what work is assigned to them. The team should
have a copy of the schedule, but a schedule does not show them what work is included in
each of their work packages. Work packages are described in the WBS dictionary. NOTE:
Do not think of the WBS dictionary as a dictionary of terms.

31. The correct answer is C.

The project scope statement is an input to the Create WBS process, not vice versa. The
project scope statement is an output of the current process (Define Scope), not an input.
The high-level project objectives are included in the project charter, which is created in
initiating. Since the charter was approved, the project objectives must have been identified.
In the Define Scope process, organizational process assets are required before the scope
statement can be completed. These include historical records of previous projects, including
their scope statements, and may also include processes and templates for creating a scope
statement.

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32. The correct answer is D.

The project scope statement, stakeholder requirements documentation, and quality

checklists all include some information about requirements. However, the requirements
traceability matrix is the best answer, as its purpose is to track requirements through the
project life cycle.

33. The correct answer is B.

Project management activities include work to ensure that the product scope is achieved.

34. The correct answer is C.

Don't forget that the team should be involved in the creation of the WBS. Involving the team
helps you obtain buy-in from the people who do the work.

35. The correct answer is C.

The scope management plan covers both product and project scope. If you are building a
house, the house itself is the product scope. The planning, coordination, and management
of the work to be done to ensure the product scope is achieved are aspects of project scope
management. The "entire work of the project" encompasses the integration of all knowledge
areas; this question is specifically addressing scope.

36. The correct answer is C.

Asking the client when they will be in agreement on the requirements is withdrawal. Making
sure the contract terms and conditions are clear will help only after the fact. Listing the
consequences of changes is a penalty. You need to encourage the client to realize they
have a problem and work with them to finalize their requirements.

37. The correct answer is A.

Business requirements address why the project was undertaken and the business need the
project is intended to address.

38. The correct answer is B.

The WBS is not broken down into one-person activities. The WBS does not provide names
of resources or a hierarchy of resources, but rather a hierarchy of work packages. The small
work packages the WBS provides make it easier to determine what expertise is needed
when identifying resources.

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39. The correct answer is C.

Benchmarking is a method of identifying requirements by comparing the performance of the

organization to that of its competition. Interviews are most effective with one or a small
group of stakeholders. Focus groups are most effective with a group of 6 to 12
stakeholders. It is generally most time-efficient to learn about the needs and characteristics
of a large number of stakeholders using a survey or questionnaire.

40. The correct answer is C.

The WBS is an input to all of these choices. However, team buy-in is a direct result of the
WBS creation process, while the other choices use the WBS to assist in their completion.
Involving the team in creating the WBS provides project team members with an
understanding of where their pieces fit into the overall project management plan and gives
them an indication of the impact of their work on the project as a whole.

41. The correct answer is C.

Integrated change control includes looking for impacts to cost, so that has already been
done. Submitting the change to the change control board would have been done before the
baselines and plans were adjusted. Adjusting the project management plan implies that the
work breakdown structure would have been updated as well. Many people forget to notify
stakeholders of changes and how the changes will affect them. Making such notifications is
important, and the best answer here.

42. The correct answer is B.

The second team member sending an email is likely to offend the other team member and
escalate the argument, rather than convince the team member. The team member asking at
the next team meeting for the team member who misunderstands to present his
interpretation singles him out as likely being wrong and will increase his defensiveness, as
well as potentially confuse the others. It is the responsibility of the project manager to make
sure that all team members understand the objectives and deliverables. The project
manager sending out an email that restates the information that the team member
misunderstood is not likely to help since the one-way communication will probably continue
to be misunderstood, and, with one-way communication, the project manager will receive no
feedback or confirmation of understanding. The project manager reviewing the project

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scope statement in a meeting treats all team members with respect and preserves an
individual's integrity while identifying gaps in the document. It not only helps to clarify the
objectives and deliverables for the confused team member, but allows the project manager
to watch body language and to hear from the other team members to make certain all team
members understand, as well as identifying and resolving any other issues.

43. The correct answer is A.

You need to first understand the change before you can evaluate its impact. In this
instance, verbal communication is not likely to provide enough information to evaluate.
Once you understand the change, you can work with the team to determine the impact and
options.

44. The correct answer is A.

Transition requirements describe the things necessary to ensure a smooth change, which
may include training, organizational change, and rollout plans. They describe how best to
implement the solution into the business.

45. The correct answer is D.

Such a review compares the deliverable to the requirements and then gets acceptance. The
project manager might have misunderstood the requirements, and it would be best to check
before talking to the team member or presenting the deliverable to the customer.

46. The correct answer is B.

Much of the work on the project is dictated by the project scope statement. Any imprecision
in such a key document will lead to differing interpretations.

47. The correct answer is A.

The lowest level of the WBS is a work package, which can be completed by more than one
person. The other choices are aspects of a work package.

48. The correct answer is C.

There are many pieces of data in this question that are distractors from the real issue.
Though it is common to have to cut costs and add resources to a project, nothing in the
question should lead you to think these will be required in this situation. Customers do not
generally approve the project scope (what you are going to do to complete their

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requirements); instead, they approve the product scope (their requirements). Since
requirements are used to measure the completion of the product of the project, not having
complete requirements will make such measurement impossible.

49. The correct answer is B.

Notice that there are many things the project manager could do listed in the choices;
however, the question asks what the project manager should do next. Management of the
change is not complete when the Control Scope process is completed. It is important to look
at the impact of the change on other parts of the project, such as schedule and budget.
Therefore, performing integrated change control is the best thing to do next. This would
probably be followed by making sure the impact of the change is understood by the
stakeholder, then determining why this scope was not identified in planning, and asking the
stakeholder if there are more changes expected.

50. The correct answer is C.

The WBS is the basis for making estimates and assigning resources. Therefore, the WBS is
the correct answer.

51. The correct answer is A.

Multiplicity is not an approach to voting, and is not a term used in project management.
Facilitation is an approach to bring a group to consensus. The nominal group technique is
used in collecting requirements. Majority, plurality, autocratic, and unanimity are all
approaches to voting. Majority means that more than half the group supports the decision.
Plurality results in the option with the greatest number of supporters. Autocratic is an
approach to voting where one person makes the decision for all. Unanimity means
everyone agrees.

52. The correct answer is A.

The heuristic (general rule) we use in project decomposition is 80 hours for a medium-sized
project. It doesn't matter how experienced the team members are. You need this level of
reporting to manage the project effectively.

53. The correct answer is A.

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The product backlog is a requirements management tool utilized by projects using an

adaptive or agile life cycle approach. The requirements remaining in the backlog are
reprioritized throughout the project.

54. The correct answer is D.

The work breakdown structure can be used for communication vertically and horizontally
within the organization, as well as outside the project.

55. The correct answer is D.

The Validate Scope process deals with acceptance by the customer. Without this
acceptance, the project manager will not be able to move into the next project phase.

56. The correct answer is D.

The team member is suggesting an enhancement that is outside the scope of the project
charter. Scope management involves focusing on doing all the work and only the work in
the project management plan that meets the objectives of the project charter. The project
manager is performing scope management.

57. The correct answer is D.

Although it is correct that effective scope definition can lead to a more complete project
scope statement, this cannot be the answer, because it does not deal with control. Scope
planning occurs before the Control Scope process, not after it. Controlling the schedule is
not the best way to control scope, so that is not the best answer. The control processes do
not act in isolation. A change to one will most likely affect the others. Therefore, the need to
integrate the Control Scope process with other control processes is the best answer.

58. The correct answer is C.

Although one could let the sponsor know about the stakeholders' request, the best choice
listed would be to say no, as this was already considered. An even better choice would be
to find the root cause of the problem, but that choice is not offered here.

59. The correct answer is C.

Reviewing and analyzing the impacts of the change is the best option, since a change to
any part of the product or project should be evaluated for impacts to other parts.

60. The correct answer is D.

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A requirements traceability matrix links requirements to objectives, and may include

requirements attributes such as identification number, source of the requirement, who is
assigned to manage the requirement, and the status of the requirement. This matrix is
maintained and used throughout the project.

61. The correct answer is B.

A submittal that does not meet the requirements should not be accepted.

62. The correct answer is B.

Consensus is not a result of voting. Rather, it is achieved through facilitated sessions

wherein everyone agrees to accept the decision supported by the group as a whole.

63. The correct answer is B.

The numbering system allows team members to quickly identify the level in the work
breakdown structure where the specific element is found. It also helps to locate the element
in the WBS directory.

64. The correct answer is A.

The project manager is not losing resources (which is implied by not getting the manager's
buy-in). Although a reward system would help with cooperation, the real problem here is not
cooperation. Meeting with the team member and his manager cannot be the answer
because it also does not solve the problem at hand (the team member not knowing what he
is to do). If you selected this choice, be very careful! You can get 10 to 20 questions wrong
on the exam simply because you do not see the real problem! The whole discussion of the
team member and his actions is a distractor. The real problem in this scenario is not that the
team member is being uncooperative. He is asking a question that many team members
want to ask in the real world. "How can I tell you how things are going if I do not know what
work I am being asked to do?" The real problem is the lack of a WBS and work packages. If
there were a WBS and work packages for the project, the team member would not have to
ask such a question.

65. The correct answer is C.

Observation is the best way to gain a true understanding of the process. You see how work
is actually done, rather than having someone tell you how it should be done. You see

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problems and exceptions as they arise during the work. You see how many different
processes are going on at the same time and how many interruptions workers experience
during the process. You may see how one employee performs the work differently than
another.

66. The correct answer is B.

Do not jump into the problem without thinking. The customer only notified the project
manager that they want to make a change. They did not describe the change. The project
manager should not say no until they know more about the potential change, nor should the
project manager go to management without more information. The project manager must
understand the nature of the change and have time to evaluate the impact of that change
before doing anything else. Of these choices, the first thing to do is to determine what the
change is. The project manager might then analyze the potential change with the team, but
only if their input is required.

67. The correct answer is D.

The scope management plan may be developed in stages, or iterated, throughout project
planning.

68. The correct answer is C.

The key aspect of the Validate Scope process is acceptance of the deliverable.

69. The correct answer is D.

A team member should have flexibility in how they complete the work package as long as
they stay within the overall scope of the WBS dictionary. You must investigate to determine
impact of the work being completed differently.

70. The correct answer is B.

A WBS does not show dates or responsibility assignments. The business need is described
in the project charter. In this situation, the project scope is being fine-tuned. It would save
the project manager time in effectively managing progressive elaboration if the WBS was
used as a communications tool. Using the WBS helps ensure everyone (including the
customer) understands the scope of the work.

71. The correct answer is D.

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If the scope change request had been properly handled, the impact of the change would
have been identified and addressed immediately.

72. The correct answer is A.

Facilitation, alternatives analysis, and product analysis are tools and techniques of Define
Scope. Inspection is done during project monitoring and controlling—in the Validate Scope
process—and is therefore the exception.

73. The correct answer is A.

The term "stakeholder" encompasses all the other choices. In this case, it is the best
answer since the WBS can be used (but does not need to be used) as a communications
tool for all stakeholders to see what is included in the project.

74. The correct answer is C.

The project management plan is completed before the Validate Scope process. The
Validate Scope process does not deal with time, but rather with acceptance. The Validate
Scope process does not occur before the Define Scope process. The choice stating the
Validate Scope process ensures customer acceptance, shows the deliverable meets
specifications, and provides a chance for differences of opinion to come to light is entirely
correct, making that the best answer.

75. The correct answer is B.

The Validate Scope process is done at the end of each phase of the project. If it is not done,
you risk delivering something that is not acceptable to the customer.

76. The correct answer is A.

Earned value analysis is a progress reporting tool. Pareto analysis is a quality tool. Expert
interviews simply provide information from individuals. Facilitation sessions can be used to
help groups of stakeholders with different perspectives reach consensus on prioritizing
requirements. Since this is an international project, you will likely need to hold facilitation
sessions remotely.

77. The correct answer is C.

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Often, a business analyst is involved before a project is chartered. The business analyst is
responsible for identifying business need and developing a business case for a project to
address the need.

78. The correct answer is C.

The scope management plan is an output of the Plan Scope Management process. The
plan documents your approach to define, plan, manage, and control scope on a project. The
complexity of the scope management plan is determined based on the needs of the project.

79. The correct answer is B.

Gold plating generally refers to adding extra scope. If you picked the project charter,
remember the project charter is a high-level document. Because the WBS dictionary is
much more detailed, it provides the most help in controlling gold plating.

80. The correct answer is C.

Of course, the very first process of scope management is Plan Scope Management, and the
last process is Control Scope. The scope management processes may be iterated, but they
are generally completed in this order: Plan Scope Management, Collect Requirements,
Define Scope, Create WBS, Validate Scope, and Control Scope.

81. The correct answer is A.

Here is another example of an answer with multiple parts. The only answer that is entirely
correct is that verified deliverables are verified by the quality team and accepted
deliverables are accepted by the customer.

82. The correct answer is C.

In Plan Scope Management, the project manager and team consider ways to determine
requirements, produce the product of the project, and control the project. In the Define
Scope process, alternatives analysis is used to further define the decisions made in scope
planning regarding how the project will meet requirements.

83. The correct answer is A.

Not all questions will be difficult. The level of uncertainty in scope increases based on the
scale of effort required to identify all the scope. For larger projects, it is more difficult to
catch everything.

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84. The correct answer is B.

Using multicriteria decision analysis, stakeholders quantify requirements using a decision

matrix based on factors such as expected risk levels, time estimates, and cost and benefit
estimates.

85. The correct answer is C.

How to create the WBS and how to obtain acceptance for deliverables on the project are
documented in the scope management plan.

86. The correct answer is D.

The project scope statement is an output of the Define Scope process, which occurs during
project planning.

87. The correct answer is C.

Providing documentation of the changes to the project sponsor is not the most valuable
action to take. Be careful about choices like "prevent more changes." Changes are not bad,
and should not generally be prevented. Making sure the changes are reflected in the project
scope baseline is a method of recording the change, but it is more specific and detailed
than just saying record all the changes. Therefore, it is the better choice.

88. The correct answer is A.

Remember that the project scope statement is an output of the Define Scope process.
Estimate Activity Durations, Plan Resource Management, and Estimate Costs are all done
after the Define Scope process. The scope baseline, which includes the project scope
statement, is an input to each of these processes. Only the Collect Requirements process
occurs before Define Scope. See Rita's Process Chart in the book PMP® Exam Prep.

89. The correct answer is C.

The baseline changes only with approved changes.

90. The correct answer is B.

How to determine the correctness of the deliverables refers to the Control Quality process,
of which verified deliverables is an output. Do not confuse this with the Validate Scope
process, which results in acceptance of deliverables.

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91. The correct answer is C.

The scope baseline includes the WBS, WBS dictionary, and the project scope statement.

92. The correct answer is A.

A change in cost may not affect the time a project takes to complete. There is nothing in the
question to suggest that the methods to find and make changes are faulty. Project scope
variance is a made-up term. When such a situation occurs, it is important to see if anything
else has been forgotten.

93. The correct answer is D.

The Validate Scope process requires acceptance by the customer. If they are not happy,
you must evaluate why they are unhappy in order to determine a course of action to meet
their needs. The other choices could happen after that.

94. The correct answer is B.

Change requests are an output of the Validate Scope process. A change request is the
most effective way of handling thedisconnect between what users actually want and what
management thinks they want. This scenario illustrates the importance of identifying the
correct stakeholders and engaging them in determining project requirements.

95. The correct answer is D.

Scope management ensures the appropriate scope is done. The other choices are made-up
terms. The WBS and requirements traceability matrix are tools to document project scope.
They are used to manage scope throughout the project. Multicriteria decision analysis is a
planning tool used to determine scope.

96. The correct answer is A.

A user story is a way of stating a requirement, often using the following format: As a , I
want , so that . User stories may be developed in facilitation sessions or as part of other
requirements-gathering methods.

97. The correct answer is D.

Decomposition is used to break the project deliverables into manageable pieces during the
Create WBS process.

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98. The correct answer is D.

The Validate Scope process occurs during project monitoring and controlling. It is done at
the end of each project phase to get approval for phase deliverables, as well as at other
points to get approval for interim deliverables.

99. The correct answer is A.

This is the definition of affinity diagramming. Requirements can be sorted into categories,
such as business requirements, project requirements, solution requirements, and transition
requirements. Sorting requirements in this way helps to identify additional areas of scope or
risk that have not yet been identified.

100. The correct answer is B.

We assume that proper project management was followed and your opinion was considered
during project initiating. Therefore, you need to provide the work as approved by
management.

101. The correct answer is B.

Accepted deliverables are an output of the Validate Scope process. The other choices are
outputs of Control Scope.

102. The correct answer is B.

Decomposing the scope into smaller pieces allows for more accurate estimates. This also
makes it easier to track the project against the performance measurement baseline and to
assign resources using a responsibility assignment matrix.

103. The correct answer is B.

The scope baseline includes the WBS, WBS dictionary, and the project scope statement.
The scope management plan is not part of the scope baseline.

104. The correct answer is B.

Stakeholders is a generic term that includes the customer, but not all stakeholders are as
influential in decision-making. A requirements conflict is generally resolved in favor of the
customer.

105. The correct answer is B.

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You can expect many questions dealing with changes on the exam. Generally, you look for
impacts to all aspects of the project, even if the project is ahead of schedule and/or under
budget. You cannot approve the change or request the sponsor's approval until you have
determined the effects of the change on the project. There is no such thing as a
configuration change board.

106. The correct answer is B.

A user story describes a feature or functionality desired by a stakeholder.

107. The correct answer is B.

Control accounts allow for the aggregation and analysis of work performance data so the
project manager knows how the work to produce the project deliverables is progressing.

108. The correct answer is C.

A project manager cannot be responsible for the customer's inspection process, only his
own. Network diagram changes will not affect the root cause of this problem. An apology
might be in order later, after the root cause is found. The best choice of those provided is to
review the Validate Scope process, as that process deals with acceptance by stakeholders.

109. The correct answer is D.

Based on the scenario presented, the team was aware of the high-level requirement that
the software perform in all three sales channels. Therefore, it seems that they had collected
requirements from the right stakeholders, and accurately defined the scope. Somehow in
the development of the software, an important requirement was overlooked, or was not
properly developed. If the software had been tested in all three channels before it was
delivered to the customer, the issue would have been identified, and the change control
process to fix the problem would have been followed. Testing is an important aspect of the
Control Scope process.

110. The correct answer is C.

Quality measurements are not an input to the Create WBS process.

111. The correct answer is A.

These additional requirements must be incorporated into the requirements traceability

matrix. A change in scope is also likely to impact the project schedule and budget. The

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project charter documents objectives and high-level requirements, which will not change
based on the scenario presented.

112. The correct answer is A.

Work not in the WBS is outside the scope of the project.

113. The correct answer is B.

The WBS is used in many different processes, but is not integral to the Manage Quality
process.

114. The correct answer is A.

It is imperative that requirements be as clear as possible before the project management

plan is finalized. Focusing on points of agreement is smoothing, adjourning the discussion
until tomorrow is avoidance, and making the decision unilaterally is forcing. Only problem-
solving (determining the cause for differing opinions regarding the requirements) helps to
clarify the requirements.

115. The correct answer is D.

Work breakdown structures are required on projects of every size, regardless of whether
contracts are involved. Work breakdown structures can be used to help identify risks, but
risks can be identified using other methods as well. Preventing work from being forgotten
(slipping through the cracks) is one of the main reasons the tool is used, and is the best
choice offered here.

116. The correct answer is D.

Change requests are not required during project planning. They are outputs of the Validate
Scope and Control Scope processes of scope management.

117. The correct answer is D.

The project manager must facilitate a fair and equitable solution, but the customer is the first
of equals.

118. The correct answer is A.

The project manager should confirm with the customer that the change will add value, and
then follow the change management process.

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119. The correct answer is C.

Notice how the choices are similar to each other? Simply look at the first part of each choice
"Control Scope focuses on …" and see which version of the first part of the statement is
correct. Then read the second part of each choice. The only statement that is entirely
correct is: Control Scope focuses on controlling the scope of the project and Perform
Integrated Change Control focuses on determining the impact of a change of scope on time,
cost, quality, risk, resources, and customer satisfaction.

120. The correct answer is D.

Requirements must be measurable to ensure they are understood and reachable. This is
even more important than resolving a difference of requirements in favor of the customer
because you cannot meet the customer's needs if the requirements are ambiguous.

121. The correct answer is B.

Organizational process assets are an input to earlier parts of the scope management
process, but not to the Validate Scope process. Accepted deliverables and change requests
are outputs of the Validate Scope process. Validate Scope is the process of validating
acceptability of the work. Therefore, you need verified deliverables (from the Control Quality
process) to use in the analysis.

122. The correct answer is D.

The stakeholders determine the project requirements and decide whether the project was a
success. The customer, the project manager, and senior management are all subsets of
"stakeholders."

123. The correct answer is C.

The team is needed because they are the technical experts on the project.

124. The correct answer is A.

It is not necessary that all deliverables are reviewed by the project manager. Reviewing less
frequently or calling the review by another name do not solve the real problem. It would be
best to create a review policy on future projects.

125. The correct answer is C.

Requirements conflicts are generally resolved in favor of the customer.

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 Project Scope Management
Questions & Answers with Explanation

126. The correct answer is C.

Anything missed in the WBS should be added. However, such changes should be
evaluated in the Perform Integrated Change Control process. The change can then be
added to the network diagram and estimate. Changes to the project management plan,
once it has been approved at the end of planning, must be handled through the change
control process.

127. The correct answer is C.

A project manager should ensure they give the customer what they asked for; no more and
no less. Even though in this case the change had no negative effect on cost or schedule, it
may have adversely affected other areas of the project, such as quality. There was no
opportunity to complete the Perform Integrated Change Control process before the change
was made. However, integrated change control is still needed in order to assess other
possible impacts to the project.

128. The correct answer is B.

Informal changes to project scope and project management plan are probably the chief
causes of schedule slippage, cost overruns, and project team member frustration. Effective
scope control is critical to the success of a project.

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