1. D.

Explanation: Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and
qualitative information to determine whose interest should be considered throughout the project. It identifies
the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project.

2. B.

Explanation: Your organization has never created a Project Charter in the past, so you must find a Project
Charter template to update in order to create a Project Charter for your project.

This is a tricky question. Usually templates for project documents are found in the Organizational Process
Assets. However, since your company has never developed a Project Charter, you cannot find this template
there. You can find templates for a Project Charter on websites and in commercial databases, which are
included in Enterprise Environmental Factors.

3. A

Explanation: This process is performed throughout the project, from initiation through closure.

4. C

Explanation: Answer A is incorrect because "constraints" limit your options. Answer B is incorrect because
it's not the correct process for adjusting project baselines. Answer D is incorrect because, although it's a
tempting answer based on real-world experience, it's not the answer PMI is looking for, and it would be more
applicable to project controlling.

5. C.

Explanation: The cost-benefit analysis and other information provided is ideal information to use in a project
charter. The charter must be completed and approved by the sponsor before the project is authorized to
commence. The starting point for all project activities is the approval of the project and the authorization to use
organizational resources (option C) through a project charter.

6. D

Explanation: To fully complete the Close Project process, you must ensure that all project documents are
updated, marked as final versions, and archived.

7. A

Explanation: The project manager wants to resolve this issue quickly. A face to face meeting is the best
choice to resolve this conflict. Any other communication choice would involve noise that would hinder
resolution.

8. A

Explanation: Since the customer is a key stakeholder, the project manager should engage with them to
address this risk.
9. A

Explanation: The Change control board is a formally chartered group responsible for reviewing, evaluating,
approving, deferring, or rejecting changes to the project and for recording and communicating such decisions.

10. A

Explanation: The stakeholder engagement plan is a component of the project management plan that identifies
the strategies and actions required to promote productive involvement of stakeholders in decision making and
execution.

11. B

Explanation: The risk register is updated when appropriate risk responses are chosen and agreed upon.
Updates to the risk register may include but are not limited to; Agreed-upon response strategies, Specific
actions to implement the chosen response strategy. Fallback plans for use when a risk that has occurred and
the primary response proves to be inadequate, Residual risks and Secondary risks that arise as a direct
outcome of implementing a risk response.

12. D

Explanation: Control Procurements has a financial management component that involves monitoring
payments to the seller. This ensures that payment terms defined within the contract are met and that
compensation is linked to the seller’s progress as defined in the contract. A principal concern when making
payments is to ensure there is a close relationship of payments made to the work accomplished.

13. A

Explanation: Cause-and-effect diagrams are also known as fishbone diagrams, why-why diagrams, or
Ishikawa diagrams. This type of diagram breaks down the causes of the problem statement identified into
discrete branches, helping to identify the main or root cause of the problem.

14. C

Explanation: Transferring the completed assembly line to operations is an activity that is completed during
the Close Project or Phase process. This answer choice represents an activity that remains to be completed
in this scenario.

15. D

Explanation: Risk data quality assessment is a tool for Perform Qualitative Risk Analysis process. Next step
after Perform Qualitative Risk Analysis process is Perform Quantitative Risk Analysis process. Interviewing is
one of the tools that can be used in Perform Quantitative Risk Analysis.

16. A

Explanation: Forming. This phase is where the team meets and learns about the project and their formal roles
and responsibilities. Team members tend to be independent and not as open in this phase.
17. D

Explanation: CV = EV–AC

-$25.000 =75.000–AC

AC = $100.000

CPI = EV / AC = $75.000/$100.000 = 0.75

18. B

Explanation: Risk transfer involves shifting ownership of a threat to a third party to manage the risk and to
bear the impact if the threat occurs. Risk transfer often involves payment of a risk premium to the party taking
on the threat.

19. B

Explanation: The Procurement Management Plan is where the process of documenting project procurement
decisions, specifying the approach and identifying potential sellers is captured. The key benefit of this process
is that it determines whether to acquire goods and services from outside the project and, if so, what to acquire
as well as how and when to acquire it.

20. A

Explanation: A bidder conference is a meeting between the buyer and prospective sellers prior to proposal
submittal. They are used to ensure that all prospective bidders have a clear and common understanding of
the procurement and no bidders receive preferential treatment.

21. B

Explanation: External Failure Costs are those failures found by the customer.

22. C

Explanation: Focus groups bring together prequalified stakeholders and subject matter experts to learn about
their expectations and attitudes about a proposed product, service, or result. A trained moderator guides the
group through an interactive discussion designed to be more conversational than a one-on-one interview.

23. C

Explanation: During the Develop Team process we provide training and team building. Negotiation happens
on the Acquire Resources process, which is carried out during the Executing process group.
24. B

Explanation: When running a Monte Carlo analysis for schedule risk, the schedule network diagram and
duration estimates are used. An integrated quantitative cost-schedule risk analysis uses both inputs. The
output is a quantitative risk analysis model.

25. D

Explanation: We need to determine four terms; BAC, PV, AC and EV. BAC is given, it is the project budget
100,000 $. PV is a measure of how much work should be complete. The question says we are 18 months into
a 3-year project. This means half of the work should be complete. So, PV = 0,5 x 100,000 $ = 50,000 $. Then
AC is a measure of how much money has been spent to date. The question states 30% of the budget has
been spent, so AC = 0,3 x 100,000$ = 30,000$. On the other hand, EV is a measure of how much work has
been completed. Considering 40% of the work complete, EV = 0,4 x 100,000 $= 40,000$. Therefore, Schedule
Variance SV = EV – PV; 40,000$ – 50,000 $ = -10,000$ which means the project is behind schedule since SV
is negative. Cost Variance CV = EV – AC; 40,000$ – 30,000 $ = 10,000 $. Since CV is positive the project is
running under budget.

26. C

Explanation: Every change request must be evaluated, even if it is government mandated. Whenever a
change request may impact any of the project baselines, a formal integrated change control process is always
required.

27. B

Explanation: Perform Integrated Change Control is the process of reviewing all change requests; approving
changes and managing changes to deliverables, project documents, and the project management plan; and
communicating the decisions.

28. D

Explanation: A purchase order is the simplest form of a fixed price contract. On the other hand, a request for
proposal is a document used to request proposals from sellers. A purchase agreement sets the terms and
conditions that apply to transactions between parties. Hence memorandum of understanding (MOU), letters
of agreement, verbal agreements, email, etc. are the best ways to show the intention of work.

29. D

Explanation: The point of total assumption (PTA) is the point above which the seller effectively bears all the
costs of a cost overrun on a fixed price 'incentive fee' (FPIF or FPI) contract.

30. D

Explanation: Histograms show a graphical representation of numerical data. Histograms can show the
number of defects per deliverable, a ranking of the cause of defects, the number of times each process is
noncompliant, or other representations of project or product defects.
31. A

Explanation: At the end of each iteration, you and your project team will demonstrate a potentially shippable
product increment to your project stakeholders. This occurs during an Iteration Review Meeting.

32. C

Explanation: Agile practices should be mastered and fully understood before we attempt to customize them.
If we change the practices first and then encounter problems, we won't be able to tell if those problems are
due to the changes, we made or other causes.

33. C

Explanation: Agile teams follow Agile Manifesto value 1, “individuals and interactions over processes and
tools,” because experience has shown that having an empowered team is more important to the success of
an agile project than the processes and tools they choose to use.

34. B

Explanation: Team Evaluation, Individual Evaluation and Process Tailoring are all methods of soliciting
feedback from your Agile project team members. Prototyping is a form of "Product" feedback, not a form of
"Project Team" feedback.

35. A

Explanation: A Feature Breakdown Structure is an Agile artifact that displays the backlog of features for each
of the releases on an Agile project.

36. C

Explanation: Risk appetite is the degree of uncertainly one is willing to accept in anticipation of a reward. A
workaround is an unplanned response to a risk event. Risk Threshold is the level of risk exposure above which
risks are addressed and below which risks may be accepted

37. C

Explanation: Contingency Reserve is time or money allocated in the schedule or cost baseline for known
risks with active response strategies.

38. B

Explanation: A scatter diagram is a graph that shows the relationship between two variables. Scatter diagrams
can demonstrate a relationship between any element of a process, environment, or activity on one axis (tiling
works) and a quality defect on the other axis.
39. B

Explanation: Better execution of the Manage Stakeholder Engagement process may have addressed the
poor engagement levels of the key stakeholders during project execution. However, the question is asking
what might have been done differently during project 'planning'. The Manage Stakeholder Engagement
process is part of the Executing (not Planning) Process Group. Hence A stakeholder engagement assessment
matrix is the best tool for identifying resistant stakeholders with enough influence to undermine a project. In
this case, identifying the current and desired engagement levels of the key stakeholders might have allowed
the project manager to take action to address the undesirable engagement levels and prevent the
stakeholder's resistance from negatively impact the project's performance.

40. C

Explanation: Sequence Activities is the process of identifying and documenting relationships among the
project activities. The key benefit of this process is that it defines the logical sequence of work to obtain the
greatest efficiency given all project constraints.

41. C

Explanation: The error was the project manager's fault and needs to be corrected. Re-issuing the RFQ will
allow all sellers to review complete information and resubmit their bids.

42. A

Explanation: Preventive means proactive approach.

43. D

Explanation: All other options are done during the iterations

44. D

Explanation: Read the question again, it’s asking for summary information.

45. A

Explanation: Trusting relationship leads to better knowledge sharing and management.

46. A

Explanation: In an incremental life cycle, the deliverable is produced through a series of iterations that
successively add functionality within a predetermined time frame. The deliverable contains the necessary and
enough capability to be considered complete only after the final iteration.
47. C

Explanation: Customers incur unwanted risk from a traditional time and materials approach. They are often
used for staff augmentation, acquisition of experts, and any outside support when a precise statement of work
cannot be quickly prescribed.

48. B

Explanation: In agile projects, product owner and team to decide how much needs to be developed and how
long it will take to have a releasable product based on business goals, dependencies, and impediments.

49. C

Explanation: Option B & D are not process. Option A is used if there are any envisaged changes in the project.

50. C

Explanation: Plan-do-check-act and Six Sigma are two of the most common quality improvement tools used
to analyze and evaluate opportunities for improvement.

51. A

Explanation: A kanban board helps the team to further improve its effectiveness by visualizing the flow of
work, making impediments easily visible, and allowing flow to be managed by adjusting work in process limits.

52. A

Explanation: Servant leadership is the practice of leading through service to the team, by focusing on
understanding and addressing the needs and development of team members in order to enable the highest
possible team performance.

53. A

Explanation: Multitasking slows the progress of the entire team, because team members waste time context
switching and/or waiting for each other to finish other work. When people are 100% dedicated to the team, the
team has the fastest possible throughput.

54. A

Explanation: If the quality of the product increments is poor, you should consider using the various test-driven
development practices. This mistake-proofing discipline makes it difficult for defects to remain undetected.

55. B

Explanation: As a general guideline, demonstrate whatever the team has as a working product at least once
every 2 weeks. That frequency is enough for most teams, so team members can get feedback that prevents
them from heading in a wrong direction.
56. D

Explanation: Agile teams do not plan just once in one single chunk. Instead, agile teams plan a little, deliver,
learn, and then replan a little more in an ongoing cycle.

57. A

Explanation: A servant leader can help clear the obstacles when they struggle with obstacles. In that situation,
they could consider a coach. When there are unclear work assignments, you would need to help the team
learn that they self-manage their work. Consider kanban boards to see the flow of work. Consider a daily
standup to walk the board and see what work is where.

58. D

Explanation: The single most important practice is the retrospective because it allows the team to learn about,
improve, and adapt its process. Retrospectives help the team learn from its previous work on the product and
its process. One of the principles behind the Agile Manifesto is: “At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts its behavior accordingly

59. C

Explanation: Agile measures what the team delivers, not what the team predicts it will deliver. Baselines are
often an artifact of attempted prediction. In agile, the team limits its estimation to the next few weeks at most.
In agile, if there is low variability in the team’s work and if the team members are not multitasking, the team’s
capacity can become stable. This allows better prediction for the next couple of weeks. Nevertheless, agile
does not create the ability to do more work

60. D

Explanation: Validate Scope is the process of formalizing acceptance of the completed project deliverables

61. B

Explanation: At the end of a project or phase, the information is transferred to an organizational process asset
called a lesson learned repository.

62. D

Explanation: This question asks for the time spent to build a quality product, precisely for the cost spent to
build it right to meet customer expectations.

63. A

Explanation: Collaborate/problem solve. Incorporating multiple viewpoints and insights from differing
perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and
commitment. This approach can result in a win-win situation.
64. D

Explanation: the performance measurement baseline consists of scope, schedule performance, and cost
estimates.

65. C

Explanation: Develop Project Charter is the process of developing a document that formally authorizes the
existence of a project and provides the project manager with the authority to apply organizational resources to
project activities. This process is performed once or at predefined points in the project.

66. B

Explanation: You should evaluate ways that can result in cost savings and re-estimate the project. Requesting
a change in budget or scope without fully analyzing the options, or simply moving ahead with plans to request
additional funds in the future are violations of the PMI Code of Ethics. This code requires project managers to
provide accurate, timely, and truthful project information always. Option C can be a right option if the question
situation mentions that as a Project Manager, he/she has done evaluation on options to save cost (without
compromising on the scope) for e.g. Buy and make, etc.

67. C

Explanation: Every documented change request either approved, deferred, or rejected by CCB needs to be
updated in issue log.

68. A

Explanation: Fast tracking involves overlapping phases as well as overlapping activities. An example is
constructing the foundation for a building before completing all the architectural drawings.

69. A

Explanation: Pull communication is suited for this purpose. It is used for large volumes of information or for
large audiences and requires the recipients to access communication content at their own discretion.

70. A

Explanation: Discussion will allow the project manager to set appropriate expectations in a personal and less
threatening manner than the other forms of communication. Informal verbal communication would be the most
appropriate form of communication in this scenario.

71. D

Explanation: The WBS dictionary is a supporting document for the WBS and provides detailed information
about each component in the WBS. Acceptance criteria for each of the work packages are included in the
WBS dictionary.
72. B

Explanation: The question states that the project is in the execution stage. This answer choice describes the
development of the stakeholder engagement plan which is performed during project planning. Hence, the
project manager would not be developing the stakeholder management plan in this scenario, making this
answer choice the 'least' likely activity to be performed in this scenario.

73. B

Explanation: Determine if any materials belonging to the other company have been copied. The fact that the
other company has gone out of business does not necessarily mean that it no longer owns intellectual property.
Once you know if materials from the other company have been used, you can develop a plan to move forward.

74. C

Explanation: When an agile approach is used, Control Schedule is concerned with conducting retrospectives
for correcting and improving processes, reprioritizing the backlog, and determining the velocity of the current
iteration. All of these activities are mentioned in this scenario are of Control Schedule process.

75. B

Explanation: As a result of the Control Resources process, the resource management plan may and, in this
case, should be updated to reflect actual experience in managing project resources. Note, an approved change
request will be required to update the resource management plan as it is a component of the project
management plan.

76. C

Explanation: Ambiguity risks relate to areas of the project where imperfect knowledge might affect the
project’s ability to achieve its objectives. Examples include elements of the requirement or technical solution,
future developments in regulatory frameworks, or inherent systemic complexity in the project.

77. A

Explanation: Comparing actual project performance against the project management plan is performed during
the Monitor and Control Project Work process.

78. D

Explanation: The Validate Scope process differs from the Control Quality process in that the former is
primarily concerned with acceptance of the deliverables, while the latter is primarily concerned with correctness
of the deliverables and meeting the quality requirements specified for the deliverables.

79. A

Explanation: This question is asking you to create a forecast using estimate to complete (ETC), which uses
CPI to project how much money is likely to be spent for the rest of the project. The first step is to plug the
numbers into the formula EAC = BAC / CPI, which yields EAC = $80,000 / .95 = $84,210. That’s how much
money you’re likely to spend on the project. Now you can figure out ETC = EAC - AC = $84,210 - $25,000 =
$59,210.
80. C

Explanation: Your risk register is one of the most important project management tools that you have—that’s
why you review it and go over your risks at every meeting. Any time you come across a new risk, the first thing
you should do is document it in the risk register. It’s easy to lose track of risks, especially when you’re running
a big project. By adding every risk to the register, you make sure that you don’t forget about any of them. So,
once you’ve identified the risk, what’s the next step? You analyze the impact and probability of the risk! That’s
what the Qualitative Risk Analysis process is for. You shouldn’t take any other action until you’ve analyzed the
risk. The reason is that it might turn out that the risk is very unlikely, and there might be another risk with a
higher probability and larger impact that deserves your attention.

81. C

Explanation: All project reports must be communicated as formal written documents. Not only that, but
anything that has to do with a contract DEFINITELY needs to be formal written.

82. B

Explanation: If you want to evaluate how the project is doing with respect to the schedule and budget, you
need to calculate CPI and SPI. The first step is to write down the information you have so far: BAC = $450,000,
planned % complete = 45%, actual % complete = 40%, and AC = $165,000. Now you can calculate PV = BAC
x planned % complete = $450,000 x 45% = $202,500. And you can calculate EV = BAC x actual % complete
= $450,000 x 40% = $180,000. Now you have the information you need to calculate CPI and SPI. CPI = EV /
AC = $180,000 / $165,000 = 1.09, which is above 1.0—so your project is within its budget. And you can
calculate SPI = EV / PV = $180,000 / $202,500 = .89, which is below 1.0 - so your project is behind schedule.

83. C

Explanation: When you’re performing the Close Procurements process, you’re closing out work done by
a seller for a contract. To do that, you do a few things: you verify that all the work and deliverables are
acceptable, you finalize any open claims, and in case of early termination, you follow the termination
clause in the contract. On the other hand, when you’re performing the Close Project or Phase process,
you’re finalizing all the various activities that you do across all the process groups, and you’re also verifying
that the work and deliverables are complete.

84. A

Explanation: Gold plating is when you or your team add more work to the project that was not requested
by the sponsor or client. It is always a bad idea to gold plate a project because the impact is sometimes not
immediately known. Sometimes, a feature that might seem useful to your team is a detriment to the client.
Gold-plated features can also introduce bugs that slow down later development.

85. C

Explanation: This is an example of accepting a risk. The team can’t do anything about the weather, so the
project manager has accepted the fact that they could end up being delayed by it.

86. B

Explanation: A watchlist is where you keep risks that don’t have a high enough probability or impact to make
it into the risk register but still need to be monitored. By recording the risk in a watchlist, you will have a
reminder to check to be sure that circumstances haven’t changed as your project goes on. That should give
you enough time to come up with a risk response strategy if circumstances change as time goes on.
87. C

Explanation: Cost Aggregation is used to build your budget, but it is not a tool for cost estimation. Bottom-
up, Parametric, and Analogous estimation techniques are used for both cost and time estimates.

88. A

Explanation: A control chart is a valuable tool for visualizing how a process is doing over time. By taking
one measurement after another and plotting them on a line chart, you can get a lot of great information about
the process. Every control chart has three important lines on it: the mean (or the average of all data points),
an upper control limit and a lower control limit. There’s an important rule called the Rule of Seven that helps
you interpret control charts. That rule tells you that if you find seven consecutive measurements that are on
the same side of the mean, there’s something wrong. That’s because it’s extremely unlikely for seven
measurements like that to occur—it’s much more likely that there’s a problem with your process. If you can
figure out an improvement to fix that, you’ll have a lot fewer defects to repair later!

89. A

Explanation: Lessons learned are part of the organizational process assets, not enterprise environmental
factors. Your company’s enterprise environmental factors tell you about how your company typically business
does—like how your company’s departments are structured, and the regulatory and industry environment your
company operates in. An important enterprise environmental factor that you’ll run across when you’re planning
a project is the work authorization system. That’s your company’s system to determine who is supposed to be
working on what, and when the work should get done.

90. B

Explanation: Quality Audits are when your company reviews your project to see if you are following its
processes. The point is to figure out if there are ways to help you be more effective by finding the stuff you are
doing on your project that is inefficient or that causes defects. When you find those problem areas, you
recommend corrective actions to fix them.

Note: Any time you create recommended corrective actions, they go through change control.

91. B

Explanation: Even if a project is shut down before the work is completed, you still need to document the
lessons learned and add them to the organizational process assets. In fact, if a project is terminated early,
that’s probably the best time to do that! When a project goes seriously wrong, then there are always important
lessons that you can learn—even if it wasn’t your fault!

92. D

Explanation: Look at the answers to this question. What do you see? A list of processes— “Create WBS”,
“Develop Project Management Plan”, “Develop Project Charter,” and “Identify Stakeholders”. Your job is to
figure out which of these processes comes next. So, what clues do you have to tell you where you are in the
project lifecycle? Well, you’ve just been authorized to manage a new project. Since the project charter is what
authorizes a project manager to work on a project, it means that the Develop Project Charter process has just
been performed. So, which of the processes in the list comes next? The other Initiating process: Identify
Stakeholders.

93. C

Explanation: The best way to resolve any problem is to confront the issue—because “confronting” means
figuring out the source of the problem and then resolving the root cause of the conflict. Any time you have an
opportunity to confront the problem, you should do it. Remember, one of the most important things that a
 project manager does is make sure that team conflicts get resolved. Sometimes questions are worded so that
the word “confronting” sounds negative. Even when it is, it’s still the best approach to resolving conflicts!

94. C

Explanation: Whenever you use any of the seven basic tools of quality to examine the results of an inspection
of your product, you are in Perform Quality Control. If you were examining the process your company uses to
build multiple projects, you would be in Perform Quality Assurance.

95. D

Explanation: You must always follow your company’s policy—it’s your ethical duty as a project manager. You
should find some other way to reward her that is not against your company’s rules.

96. A

Explanation: Before you can close your project, there are a few things you need to do. Remember the
acceptance criteria in the scope statement? Well, those criteria need to be met. And you need to get formal
written acceptance from the customer. And every work item in the WBS needs to be completed. Until the
customer accepts the final product, your project isn’t done!

97. D

Explanation: Once you’ve closed out a procurement, it’s important to conduct a procurement audit. This is
where you go over everything that happened on the project to figure out the lessons learned and look for
anything that went right or wrong. However, consideration—or payment—is not part of an audit (unless there
was a problem processing or paying it).

Note: That’s why the payment system is one of the Administer Contracts tools and techniques, and not part
of Close Procurements - you can’t close out the contract until it’s been paid.

98. D

Explanation: A resource histogram is just a way to visualize the number of people in each role that you will
need on your project as time goes on. Once you have figured out your schedule and the order of activities,
you figure out how many people it’s going to take to do the work and plot that out over time. Then you have a
good idea of what the staffing needs of your project will be.

99. C

Explanation: The procedure for managing changes to a contract is found in the Contract Management Plan.
The other three answers are all things you typically find in a project charter.

100. D

Explanation: Every risk should have a risk owner listed in the register. That person is responsible for keeping
the response plan up to date and make sure the right actions are taken if the risk does occur.

101. A

Explanation: It’s just easy to calculate the late finish (LF) of an activity in a network diagram. Look at the
following activity, take its LS (late start), and subtract one. If there’s more than one following activity, use the
one with the lowest LS. So, for activity F in the question, the following activities are G, with a LS of 17, and H,
with a LS of 11. So, the LF of F is 11 - 1 = 10.
102. B

Explanation: Since the CFO is affected by your project, that means he’s a stakeholder. The best thing you
can do in this situation is get the new stakeholder’s opinion incorporated in the project up front. It’s important
that all the project stakeholders understand the needs and objectives that the project is meant to address. The
worst case is to have the stakeholder’s opinion incorporated at the end of the project—that could mean a lot of
re-work or even an entirely unacceptable product.

103. C

Explanation: Residual risks are risks that remain even after you have planned for and implemented all of your
risk response strategies. They don’t need any further analysis because you have already planned the most
complete response strategy you know in dealing with the risk that came before them.

104. B

Explanation: Sometimes you’ll find that some risks have obviously low probability and impact, so you won’t
put them in your register. Instead, you can add them to a watchlist, which is just a list of risks that you don’t
want to forget about, but you don’t need to track as closely. You’ll check your watchlist from time to time to keep
an eye on things.

105. C

Explanation: When you’re looking at CPI and SPI numbers, remember lower = loser. If your CPI is below 1.0,
then your project is over its budget. If the SPI is below 1.0, then the project is behind schedule. In this case,
the project is ahead of schedule, since its SPI is above 1.0. But it’s over its budget, because it’s got a CPI
that’s below 1.0.

106. A

Explanation: The formula for lines of communication is n x (n-1) / 2. So, the answer to this one is (17 x 16) /
2= 136.

107. C

Explanation: Project managers must have a “zero tolerance” policy on racist remarks, or any other cultural
insensitivity. If there is an incident involving racism, sexism, or any other kind of discrimination, your top priority
is to correct that. Every company has a policy that guides how you handle this kind of situation, so a question
involving racism will usually involve the company’s policy or HR department.

108. D

Explanation: Pareto charts plot out the frequency of defects and sort them in descending order. The right axis
on the chart shows the cumulative percentage. This helps you figure out which root cause is responsible for
the largest number of defects. The 80/20 rule states that 80% of defects are caused by 20% of the root causes
you can identify. So, if you do something about that small number of causes, you can have a big impact on
your project.

Note: The bars in the Pareto chart show the number of defects in each category, with a line overlaid that shows
the percentage of the total defects found.
109. B

Explanation: The halo effect is when you put someone in a position they can’t handle, just because they’re
good at another job. Just because Joe is a great programmer, that doesn’t mean he’ll be a good project
manager.

110. B

Explanation: Monte Carlo Analysis is a way of seeing what could happen to your project if probability and
impact values changed randomly.

111. C

Explanation: Cost of quality is what you get when you add up the cost of all the prevention and inspection
activities you are going to do on your project. It doesn’t just include the testing. It includes any time spent
writing standards, reviewing documents, meeting to analyze the root causes of defects, reworking to fix the
defects once they’re found by the team—absolutely everything you do to ensure quality on the project.

112. A

Explanation: One effective way to deal with a risk is to pay someone else to accept it for you. This is called
transference. The most common way to do this is to buy insurance.

113. B

Explanation: When you’re working with procurements, Independent Estimates is one of the tools and
techniques of the Conduct Procurements process. It certainly sounds a lot like something you’d do while
planning out your procurements. Don’t forget that the Conduct Procurements process involves finding sellers
as well as carrying out the work to complete the contract. That’s why you use things like Bidder Conferences
and Qualified Seller Lists in Conduct Procurements. (PMBOK 5 Question, Check mate!)

114. A

Explanation: Diagramming Techniques (including Ishikawa diagrams and flowcharts) are a tool of the Identify
Risks process. You use them to find the root cause of defects in Quality Management processes
but they can also be useful in finding the risks that can lead to trouble in Risk Management.

Note: Don’t assume that every time you see a fishbone diagram the question is talking about Perform Quality
Control.

115. B

Explanation: By the time the Close Project or Phase process happens, you should have already gotten formal
written acceptance for the deliverables. That’s what the Verify Scope process is for, and you verify that formal
acceptance in the Close Project or Phase process.

116. C

Explanation: The WBS work packages can be displayed by project phase or by project deliverable. It depends
on how your company needs to see the work organized. If you use the same phased lifecycle for all projects, it
can be easier to show all the work as it breaks down within each phase. If you have various teams depending
on the deliverables your team will produce, it can make sense to break the work down by project deliverable.
117. D

Explanation: Ground rules help you prevent problems between team members, and let you establish working
conditions that everyone on the team can live with. You set up the ground rules for a project to help
guide people in their interactions with each other. Make sure you discuss the ground rules with the
team during the kick-off meeting!

118. D

Explanation: The WBS Dictionary is an output of the Create WBS process. It is created along with the WBS
and gives all the details about each work package in the WBS.

119. C

Explanation: This question isn’t hard if you remember one important fact: you need your team’s help when
you’re writing the lessons learned. That’s why you can’t release the team until the lessons learned are
documented and added to the organizational process assets. Also, the last thing you do on the project is close
the contract. The reason for this is that you don’t want to have to wait for payment before releasing the team,
because most contracts have payment terms that allow for some period before full payment is required.

120. A

Explanation: Not every change needs to be made. Before you make any change, you always need to evaluate
its impact on the triple constraint—time, cost, and scope—and how those changes will affect the quality of the
deliverables. Until you analyze that impact, there’s no way to know whether it makes sense to make the change.

121. C

Explanation: It’s easy to get change, defects, and corrective actions mixed up—they’re all words that
sound suspiciously similar! Just remember: a defect is any deliverable that does not meet its requirements. A
defect is NOT always caused by a mistake—defects can come from lots of sources, and team members’ errors
only cause some defects. For example, plenty of defects are caused by equipment problems.

Note: Don’t forget that the project management plan itself is a deliverable! That means that it can have defects,
too - a lot of companies have specific standards and requirements that every project plan must meet. And if a
defect is found in the plan after the work has started, then you need to go through change control to repair it!

122. B

Explanation: The Project Scope Statement is where you figure out exactly what your stakeholders need, and
turn those needs into exactly what work the team will do to give them a great product. Any constraints or
assumptions that need to be made to determine the work need to be written down in the scope statement as
well.

123. A

Explanation: Changes are found in Monitor and Control Project Work; they are approved in Perform Integrated
Change Control and implemented in Direct and Manage Project Execution. When you are monitoring and
controlling the project work, you are always looking for changes that might need to be made to your plan and
assessing their impact. Then you present those changes to the change control board for approval. If they
approve, you implement them in the Direct and Manage Project Execution process— that’s where all the work
gets done.

124. C

Explanation: Positive risks are opportunities that could happen on your project. The strategies for dealing
with them are all about making sure that your project can take advantage of them or at least share in them with
other projects if possible.

125. D
 Explanation: This is a tough situation for any project manager. You’ve got a problem that’s happened, and you
didn’t plan for it. Now it’s going to cost you money. What do you do? Well, you can’t just accept it and move
on—that’s only something you do with risks that have no other option. You have options with a problem that
happens during your project. And you can’t just go to the boss, because you’re the project manager and it’s
your job to figure out what to do. There’s no use in doing risk planning, because you already know the probability
(100%) and impact (the cost of fixing the problem). So, what do you do?

That’s where your reserve comes in. There are two kinds of reserves: a contingency reserve and a management
reserve. The contingency reserve is what you use for “known unknowns”—you use it to pay for risks that you’ve
planned for. But this situation isn’t like that. That’s why you tap into the management reserve. That’s the money
in the budget you set aside for “unknown unknowns”— problems that you didn’t plan for but which came up
anyway.

126. B

Explanation: When you have a project that’s broken up into subprojects or phases, it’s important that you
perform the Initiating processes at the beginning of the project. Answer B is the one that best describes
something that happens during the processes in the Initiating group—performing the Identify Stakeholders
process.

127. B

Explanation: This question looks hard, but it’s easy if you remember that Manage Stakeholder Expectations is
just an ordinary Monitoring & Controlling process—it’s the one for the Communications Management knowledge
area. Once you know that, it’s easy to pick out the output that doesn’t fit! When you’re handling a change in a
Monitoring & Controlling process, you update your project plan and organizational process assets, and you
request changes. But you don’t create deliverables.

128. A

Explanation: The change management plan describes the process for submitting, evaluating and
implementing changes to the project.

129. B

Explanation: C & D. From the process of identifying individual project risks as well as sources of overall
project risk and documenting their characteristics in Identify Risks to the process of developing options,
selecting strategies, and agreeing on actions to address overall project risk exposure, as well as to treat
individual project risks in Plan Risk Responses take part in the Planning Process Group.

A & B. Quality planning should be performed in parallel with the other planning processes. For example,
changes proposed in the deliverables in order to meet identified quality standards may require cost or schedule
adjustments and a detailed risk analysis of the impact to plans. Therefore, right answer is B.

130. B

Explanation: The change control procedure varies from project to project. However, every change request
must be processed through a formal change control process.

131. A

Explanation: During the Monitor and Control Project Work process, work performance data is gathered and
passed to the controlling processes. The Monitor and Control Project Work process is responsible for keeping
track of the all project's measures, including cost

132. A
 Explanation: Changes can occur in the project at any time. The Perform Integrated Change Control process
is valuable for managing and tracking those changes

133. D

Explanation: All seven processes of Project Integration Management use Expert Judgment as a tool and
technique.

134. D

Explanation: The WBS represents all product and project work, including the project management work. The
total of the work at the lowest levels should roll up to the higher levels so that nothing is left out and no extra
work is performed. This is called the 100 percent rule

135. C

Explanation: Fast tracking is performing activities in parallel instead of series, therefore it is irrelevant.
Leveling the resources was for fixing the over-allocation of resources and distributing the tasks to all your
resources uniformly. Monte Carlo analysis is another estimating tool which is irrelevant choice as well.

136. A

Explanation: It says that you are concerned about the accuracy of progress reports from the project. In order
to check whether the standards of your organization have been applied in the projects that you are responsible
of; you can conduct a quality audit and find out whether there is really a problem.

137. C

Explanation: Receiver acknowledges if he agrees with the information he received. If you remember,
acknowledgement was saying that the receiver got the message, but it does not mean that he or she agrees
with the received message. Acknowledgement means only that the message sent by the other party has been
received.

138. B

Explanation: Procurement statement of work, procurement documents are prepared in plan procurements
management process along RFP which is a procurement document as well. Therefore, it is prepared in plan
procurements process. RFP was defining what the buyer is requiring from the seller.

139. A

Explanation: Project closure guidelines or requirements will contain the organization's procedures to follow.

140. B

Explanation: Completion of project scope is measured against the scope baseline which is a part of the project
management plan. In contrast, the product scope is measured against the product requirements.

141. B

Explanation: Quality is not a part of the Project Scope management

142. B

Explanation: Rolling wave planning is an iterative planning technique in which the work to be accomplished
in the near term is planned in detail, while work further in the future is planned at a higher level. It is a form of
 progressive elaboration applicable to work packages, planning packages, and release planning when using
an agile or waterfall approach.

143. A

Explanation: The correct response is the Scope Management Plan. This plan provides guidance on how
project scope will be defined, documented, validated, managed and controlled by the project management
team.

144. B

Explanation: Creating the WBS is an important process in a project, and it is done as a part of Project Scope
Management.

145. B

Explanation: Project requirements documentation is used as an input to define the project's scope baseline.
However, the requirements documentation is not a part of the scope baseline.

146. A

Explanation: When a project is performed under contract, the contractual provisions are generally considered
as constraints for the project as they are the limiting factors.

147. B

Explanation: Resource requirements are part of WBS dictionary, but resource assignments are not.

148. B

Explanation: If there is no historical information available, then consulting with subject matter experts is the
next best thing a project manager can do to prepare the project plan.

149. B

Explanation: Projects experiencing a high degree of change require active engagement and participation with
project stakeholders. To facilitate timely, productive discussion and decision making, adaptive teams engage
with stakeholders directly rather than going through layers of management

150. B

Explanation: The project charter is defined as a document issued by the project sponsor that formally
authorizes the existence of a project and provides the project manager with the authority to apply
organizational resources to project activities.

151. A

Explanation: The opening of a claim is in controlling procurements or the Control Procurements process

152. A

Explanation: Training is a part of the Preventive Cost which will be beneficial for the project.
153. C

Explanation: Since this is a legitimate request, pay the fee, since delaying project will cost more.

154. B

Explanation: Quality is the degree that the product meets the requirements. Grade is the technical
characteristics. A low-grade example is a basic cellphone meets the need to make phone calls. A high-grade
example would be an advanced smartphone with extra features.

155. B

Explanation: They provide flexibility to redirect a seller when the scope of the project cannot be defined or
there are high risks involved. This is the key benefit for a cost reimbursable contract.

156. B

Explanation: The source selection analysis step was missed, as the process Plan Procurement Management
produces this as an output.

157. C

Explanation: There is no need for risk requirements.

158. C

Explanation: CPI > 1 and SPI > 1 is the best answer. As the PMBOK® Guide states: CPI greater than 1
indicates under planned cost or under budget. SPI greater than 1 indicates ahead of schedule.

159. D

Explanation: Plan a new response is the best course of action to be done by project manager in this scenario.

160. D

Explanation: The escalation process is a component of the communications management plan.

161. A

Explanation: Although you have used them in the past, it has been on smaller projects. You will want to
confirm that they can do the work.

162. B

Explanation: A quality audit can confirm that approved changes have been implemented.

163. A

Explanation: Creating of a project charter validates alignment of the project to the strategy of the organization
and the ongoing operational work an organization. The project charter authorizes a project & its project
manager and makes a project official.

164. C

Explanation: The performance measurement baseline is an integrated scope-schedule-cost plan which is for
the project work against which project execution is compared to measure and manage performance.
165. D

Explanation: The cost baseline is the approved version of the time-phased project budget that includes all
the contingency reserves except for all management reserves. If we add management reserve, then it
becomes Cost Budget.

166. A

Explanation: The risk register records the information from those risk processes throughout the project

167. A

Explanation: Project scope statement within the Scope baseline provides definition of acceptance criteria,
which may influence, increase, or decrease quality costs and project costs. The Scope baseline is composed
of the WBS, The WBS Dictionary and the Scope Statement. Be sure to know the importance and details of all

168. D

Explanation: The project manager should hold a bidder conference. Since two companies are asking the
same questions and the third has submitted a bid that is unexpectedly low, there may be some confusion on
the project.

169. B

Explanation: A defect repair which is performed during the process Direct and Manage Project Work. Defect
repair which is an intentional activity to modify a nonconforming product or product component.

170. D

Explanation: Positive risks are those risks where the project would benefit from an event. E.g. New product
orders or new projects as a result of existing one.

171. C

Explanation: When a change request has been approved through the Perform Integrated Change Control
process and are the only way to change the project baselines.

172. D

Explanation: Ishikawa diagrams were developed in the 1960s by Kaoru Ishikawa and are also known as
fishbone diagrams, why why diagrams.

173. C

Meetings are used to develop an understanding of significant project stakeholders. They can take the form of
facilitation workshops, small group guided discussions, and virtual groups using electronics or social media
technologies to share ideas and analyze data.

174. C

Explanation: A make-or-buy analysis is used to determine whether work or deliverables can best be
accomplished by the project or should the purchase be acquired from outside sources.
175. D

Explanation: The project manager needs to document the result of the change request. This way if the issue
comes up again, there is already documentation on the request and why it was rejected. The change log is
used as a comprehensive list of all changes submitted during the project and lists their current status.

176. B

Explanation: Estimate at completion (EAC) is the expected total cost of completing all work expressed as the
sum of the actual cost to date and the estimate to complete (EAC = BAC/CPI). CPI = EV/AC = $175,000 /
$225,000 = .778 Therefore EAC = $300,000 / .778 = $385,000

177. B

Explanation: The product of the risk times the impact of the risk is the expected monetary value.

178. C

Explanation: Risk appetite is the degree of uncertainty an entity is willing to take on in anticipation of a reward.

179. D

Explanation: Implement Risk Responses is an executing process, where the risk plan for a specific risk will
be implemented.

180. D

Explanation: The stakeholder register is used in all the process groups except closing.

181. D

Explanation: Identify Stakeholders. The process of identifying the people, groups, or organizations that could
Impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting
relevant information regarding their interests, involvement, interdependencies, influence, and potential impact
on project success.

182. B

Explanation: Crashing a schedule compression technique is used to shorten the schedule duration for the
least incremental cost by adding resources

183. A

Explanation: This is the most common contract and the seller must deal with any risks

184. D

Explanation: Destructive testing loss is an example of cost of conformance while all the other options are
examples of cost of nonconformance.

185. B

Explanation: Activities with divergence and convergence are at greater risk because they are affected by
multiple activities or can even affect multiple activities.
186. A

Explanation: Risk is considered when selecting the content of each iteration, and the risks will also be
identified, analyzed, and even managed during each iteration

187. C

Explanation: A "Daily Scrum" also known as a "Daily Standup" is a brief daily collaboration meeting in which
the team reviews progress from the previous day and declares intentions for the current day, and highlights
any obstacles encountered or even anticipated.

188. C

Explanation: A project manager can use a WBS dictionary to prevent scope creep before work even starts,
rather than dealing with scope creep while the work is being done. The WBS dictionary can include milestones
descriptions, acceptance criteria, duration estimates, interdependencies, and other information about work
packages

189. B

Explanation: After implementing the risk response plan a secondary risk occurred. The secondary risk may
have a risk response plan and/or contingency reserve. If it does the risk owner has to implement it to solve the
problem. If not, the project manager may have to perform a workaround to solve the problem.

190. D

Explanation: Project assumptions and constraints must be documented in the assumption log, which is an
output of the develop project charter process. High-level assumptions and constraints can be identified in the
business case.

191. A

Explanation: The approval of the deliverables as meeting acceptance criteria transfers the verified
deliverables to accepted deliverables. Accepted deliverables may include approved product specifications,
delivery receipts, and work performance documents.

192. B

Explanation: Finalizing that lessons learned register is critical in that it helps catalogue key methods to
improve future projects. Archiving the lessons learned register ensures that the information is readily available
to future project managers.
193. C

Explanation: Validate Scope does not ensure the project completes on time and within budget. It also does
not differentiate between change request work and other deliverables. Though it is concerned with meeting
business requirements, it is not involved with realizing business benefits.

194. B

Explanation: The proper action is to create a change request and submit it through the Integrated Change
Control process.

195. D

Explanation: The critical path method (CPM) is used to estimate the minimum project duration and to
determine the amount of schedule flexibility that exists within the logical network paths of the schedule model.
This method considers activity sequences and durations in the process but does not consider resource
availability.

196. A

Explanation: It is best to follow a sequential approach before escalating the matter. Discussing the issue with
the team member may bring out the reasons for these mistakes. It could even reveal a faulty understanding
on the project manager's part. The issue, if indeed is a mistake by the team member, must be escalated only
if it is of a reasonably high severity. Audits may be initiated when such issues frequently arise, and the
integrity of the work delivered is in question.

197. D

Explanation: The feedback from the engineers highlights potential issues in the logical foundations used to
create the cost estimates. These fundamental facts should be included in the basis of estimates and
assumption log. The proper action is for the team to evaluate the validity of the responses and make the
appropriate changes to the cost estimates.

198. C

Explanation: Bottom-up estimating aggregates estimates of individual lower-level activities, starting at the
work package level, to create estimates for each component of the WBS.

199. C

Explanation: By crashing the project, you are adding additional resources to complete project work. The
costs of these resources must be incorporated into the cost estimate.

200. B

Explanation: The work package is the work defined at the lowest level of the WBS for which costs and
duration can be estimated and managed.