1.

CONCEPTUAL FRAMEWORK

Which of the following are typically

operational stakeholders?
Users

The executing company

Clients and users

Customers

Good!
The guide differentiates between client and user, with clients being those people or organizations who will
approve and manage the product, service or result of the project and users being those people or
organizations who will use the product, service or result of the project. Although it may coincide, it depends
on the project, with one or more of the client and sponsor. PMBOK 5th Ed. Page 32

If I integrate performance information I am...

I'm working on the data

I'm working in communications

I am controlling the work

I am managing the information

You failed
The information is integrated into reports, and the reports are generated in the process of monitoring and
controlling project work.

Which of the following opinions is false:

In a basically functional organization the team can never
include full-time staff from different functional departments.

The assets of the organization's processes and

environmental factors influence the decisions to be made in the
project

Organizational process assets can contain completed

schedules and earned value data.
 The organization can provide risk tolerance experiences that
you should be aware of as a PD.

Good!
If a critical project arises, even a functional organization can create a special project team for it. And that
the staff be dedicated full time to that critical project.

The following life cycle options for a generic

project hold that:
Uncertainty is greater at project closure

The risks are greater during the execution of the project.

The ability to influence product features without affecting

project cost is highest at the beginning of the project.

The cost of correcting errors is more in the project planning.

Good!
The risks and uncertainty are greater at the beginning of the project. The cost of correcting errors and
making changes often increases substantially as you approach completion.

The person or group that provides resources

and support for the project and is
responsible for facilitating its success is:
The project management office

The functional manager

The sponsor

The organization

Good!
The Sponsor may be external or internal to the organization and is the person or group that provides
resources and support for the project and is responsible for facilitating its success.

The fundamental Mission of PMI is:

Protect PMs from any professional intrusion

Work for the recognition of the Project Engineering profession

Develop and maintain new PMBOKs

 Work for the recognition of the value of project management
as a profession and methodology in organizations and society.

Good!
The PMI's mission is: To work for the recognition of the value of project management as a profession and
methodology in organizations and society.

In the "golden pots" project, the students of

the Trinidad Island gardening school have
proposed unifying all the work criteria to
build their golden pots. For this they call
their project management office because a
problem has arisen in the management of
documentation, they ask for a document that
serves as an example, they go to look for it
and cannot find it, this is because they have
not searched in:
Process Assets

Environmental Factors

The Project Master Plan

None of the above

Good!
Quality checklists are part of the organization's process assets and project documents.

Easter time is approaching and we have to

give the staff vacations. The general director
of the company "Finest Elections" has
decided to give vacations to the accountants
of the organization, one of them is involved
in a project so the project will be left without
an accountant for a few days, this means
 that the project is being managed by an
organization:
Functional

Balanced Matrix

Project Oriented or Projected

Any of the above could be valid

Good!
Any of the three previous answers is valid, since administrative staff are assigned to projects in any type of
organization, at least part-time.

Which of the following are typically

operational stakeholders?
Client and end user

Product Assemblers

Functional manager

Sellers and suppliers

Good!
The stakeholders who carry out and direct business operations are called Operational Stakeholders. The
rest are interested in the project but not operational.

We have had to waste too much time with

the client in a meeting in which we have
analyzed a SWOT and the project budget.
Since the project has not yet been closed
and contracted, the general director called
you to his office and gave you a tremendous
fight that the walls almost fell down, this is
because:
I shouldn't have kicked her out, you were doing your job.
 The project manager must advise the client on feasibility
analysis

It is because since the minutes were not signed, the project

director was not assigned

His kidneys hurt from working so much and his wife doesn't
prepare dinner for him when he gets home.

You failed
The project manager should try to help the client as much as possible in terms of project feasibility studies
and alignment with the strategic objectives of the organization.

2. INTEGRATION
Effective project integration normally
requires putting greater intensity into:
The personal trajectories of the team members

Timely updates to the project master plan

Effective communication between project phases

Control of the Product and its Requirements

Good!
This question is of the type "all answers are valid and you have to mark the most relevant one." Integration
involves keeping the project coordinated and merged in its different phases and processes, managing
iterativity so that problems in one area do not make us lose control of the rest.

The main person responsible for creating

what is necessary and used to inform
stakeholders about the progress of the
project is the process of:
Manage communications

Control the schedule

Monitor and control work

 Control the range

Good!
The Monitor and Control Project Work process outputs Work Performance Reports. These will be used to
report the progress of the project allowing stakeholders to understand the current status of the project.
Performance reports constitute the physical or electronic representation of information about work
performance, intended to generate decisions, actions or knowledge.

Of the following statements about control,

the most appropriate is:
Change control focuses on approving or rejecting changes to
deliverables and processes.

Configuration control focuses on identifying, documenting,

and approving or rejecting changes to project deliverables or
baselines that are considered special.

Configuration control focuses on the specification of selected

deliverables and processes.

Configuration control is not concerned with ensuring that

defined functional requirements are met.

Good!
Configuration control focuses on the specification of both deliverables and processes, while change control
is more oriented toward identifying, documenting, and approving or rejecting changes to project
deliverables or baselines. One of the configuration management activities is its verification and audit that
ensures compliance with the functional requirements defined in the configuration documents.

A change request may require approval

from:
From the project director

From CCB

The client's

Of all the above

Good!
As indicated in the plan some requests may be approved by the DP, but sometimes a CCB change control
committee is formally responsible for approvals, however, some requests may even require client or
sponsor approval after approval. approval by the CCB, unless they are part of it.

The transfer of the final product of the

project occurs in the process:
Control the range

Validate scope

Close the project

Close acquisitions

Good!
The Transfer of the product, service or final result is the output of the process Close the Project or Phase

Among the accepted deliverables there may

be:
Approved Product Specifications

Job performance documents

Intermediate or partial deliverables of the first phases

All of the above is valid

Good!
View accepted PMBOK deliverables

Which of the following sequences

represents straight-line depreciation?
50?, 50?, 50?

100?, 110?, 120?

1?, 10?, 100?

 1,2,3...

You failed
Straight-line depreciation uses the same amount in each time period. General logic question even if you
don't know much about accounting. It must be taken into account that in the integration of the project and,
for example, in monitoring and control, we can find questions of all kinds that arise in practice, beyond the
theory of the PMBOK.

As Project Director in the company

"Jamonerías la Grasa Jugosa" you have
participated in the creation of the project's
charter, but you have not been able to get it
approved. Your Director, the client and his
boss requested that the project start
immediately. Which of the following is the
best option to do?
Create an integrated change control process

Show your manager the impact of proceeding without

approval

Focus on completing projects that have signed charters

Start work only with activities on the critical path

You failed
This is the only option that prevents us from having numerous problems in the future. It must be explained
that until we have closed the minutes, we will not have the fundamental pillars of the project well
established. The other options simply obviate the problem.

Linear programming is an example of what

type of project selection criteria?
Constraint Optimization

Comparative approach

Profit measurement

Impact analysis
Good!
Constraint optimization uses mathematical models. Linear programming is a mathematical model. This is
an example of a question that is not strictly subject to the PMBOK and must be reasoned from the logic of
the presentation of the question itself.

Our project is fully operational, it is not true

that:
The collected data is analyzed in the Monitor and Control
Work process.

A change request to modify any of the project documents

may result in an update.

Change requests include necessary actions (preventive,

corrective, updates...)

Approved change requests include necessary actions

(preventive, corrective, updates...)

You failed
The DATA collected is analyzed in the control processes of the other areas, in the work monitoring
process THE INFORMATION that comes from these control processes is analyzed.

3. SCOPE MANAGEMENT
Once the "thumbed keyboards" project has started, your boss calls you with some doubt about
what he should do at this moment, it turns out that a production manager has told him that they
already have a deliverable ready for review and that it is necessary to validate the deliverable,
we meet...
At the end of the project

At the beginning of the project

At the end of each phase of the project

During the planning processes

Validating scope is closely related to

Perform quality control

Sequence Activities
 Perform Quality Assurance

Time management

Which of the following best describes the product analysis:

Work with client to determine product description

Mathematically analyze the desired quality for the project

Gain a better understanding of the project product to create the scope statement

Determine if project quality standards can be met

You arrive late for a meeting with the clients of your project and everyone is sitting at the table,
they scold you but everyone knows that you are a number one, a crack, so as soon as you sit
down they tell you what they are describing a USER STORY:
They are documenting the features or functions required by stakeholders

They are creating a record of the controversies faced in the project

They are generating the events or stories that happened between the interested parties

They are communicating the progress of the project

The Sponsor of the "painful falls" project advises you to break down the work into small pieces.
Which of the following does not describe how far to break down the work?
Until you have a meaningful conclusion

Until logically it can no longer be subdivided

Until it can be done by one person

Until it can be realistically estimated

Maria de la Salvación Camillas, an engineer with extensive experience in projects to implement

new management systems in nursing centers like the one she now manages, has finished
identifying the interested parties, collecting their requirements and defining what will have to be
done to deliver the product requested by the customer. Therefore, you will next proceed to
subdivide the project deliverables and project work into smaller components. This indicates that
it will be:
defining the scope of the project

defining the activities

 creating the EDT

estimating the duration of each task

As a project manager you sit down with your team and your client to measure, examine and
verify that the service meets all the requirements established in the contract. What tool or
technique are you using?
inspection

control quality

control range

audit

I realized during scoping that I need to update the project calendars, I should then update:
The master plan

The scope master plan

A project document

None of the above

We have been entrusted with the important task of managing a humanitarian project for "birds
without borders", the project is already closed and approved in terms of planning and we are
going to directly direct the execution since the previous DP has become ill. One of the
employees without reviewing the plan went to work, surely this will mean:
that the communications plan must be improved

scope corruption

team development and integration

control range

Which of the following can create the greatest misunderstanding of the project scope
statement?
Imprecise language

Poor pattern, structure, and chronological order

Minor variations in work package sizes

Lots of detail
 4. TIME MANAGEMENT
Two weeks ago you joined the project "the graph that attracts you", through this project you will
consolidate yourself as a true leader and to begin with you want to control the schedule so you
are reanalyzing the project to predict its duration. You do this by analyzing the sequence of
activities with the least amount of scheduling flexibility. What technique are you using?
Critical Path Method

Flowchart

Diagram by Precedence

The Work Breakdown Structure

We can use project management software like MS Project to obtain comparative bar charts with
the baseline. What is this useful for?
To determine dependencies between activities

For resource optimization

To develop the schedule

To track the schedule

You need to perform one of the schedule compression techniques to shorten the duration of the
project in order to meet the completion date agreed upon with the client. In your meeting with
the project team, escalation or rapid execution are being considered. Which of the following
statements would be correct?
Escalation always adds risk to the project

Fast execution always adds costs to the project

Escalation is possible only if resources from other activities are trained to support critical
path activities.

Rapid execution adds risk to the project.

Which of the following statements is wrong:

For the Estimate Costs process I can use the results of Develop the Schedule

For the Estimate Activity Resources process I can use the results of Estimate Costs

For the Estimate Activity Resources process I use the results of Acquire Project
Equipment.
 For the Acquire Project Equipment process I use the results of Estimate Activity
Resources

Regarding contingency reserves, which of the following items is false?

They are assigned to identified risks

They can be included in the Estimates of the duration of the activities by adding a
percentage of the estimated duration of the activity.

They are always added in the form of mattresses.

They are clearly identified within the schedule baseline

The level of flexibility in scheduling logical network paths within the schedule is known as:
Contingency reserves

Mattresses

Clearance

Uncertainty

Estimating the time of some complicated activities, we are using the pert method and we
suddenly wonder which of the following best describes the relationship between standard
deviation and risks:
There is no relationship

The standard deviation tells you if the estimate is accurate.

The standard deviation tells you how uncertain the estimate is.

The standard deviation tells you if the estimate includes a time cushion

We have not yet finished planting all the roses in our rose bushes project, but halfway through
monitoring we realize that if the optimistic estimate for an activity is 12 days and the pessimistic
estimate is 18 days, what is the standard deviation for this activity?
1

1,3

What a mess has formed between the project members in a meeting, and all this because there
are too many project managers who are not clear about which of the following is better
illustrated by a bar diagram than by a network diagram:
 logical relationships

Critical paths

Resource trade-offs

Progress or status

When is it useful to use the 50/50 rule, the 20/80 rule, or the 0/100 rule?
To know if we have spent more than we should.

When we know the percentage of progress completed

When we have tangible deliverables that demonstrate progress

When the activity does not have partial tangible deliverables or it is difficult to calculate
progress

5. COSTS
In the project the earned value is 280?, the planned value is 260?, the actual cost is 280?, and
the total budget is 440?. If hypothetically the cost performance is expected to be the same for
the rest of the project. What is the variation at completion (VAC)?
0

31,42?

-31,42?

20?

Cost risk means:

There are risks that will cost the project money

The project is too risky from a cost perspective

There is a risk that project costs could rise more than planned

There is a risk that the cost of the project will be less than planned

The difference between the cost baseline and the cost budget can best be described as:
Management reserves

Contingency reserves
 The project cost estimate

The amounts for project risks

You're having trouble estimating the cost of a project. Which of the following best describes the
most likely cause of your difficulty?
Inadequate scope definition

Lack of availability of desired resources

Lack of historical records of previous projects

Lack of company processes

Which of the following is an example of a parametric estimation?

Euros per module

Learning curve

Upward

CPM

Are contingency reserves part of the cost baseline?:

Yeah

No

Only if they apply

Only if requested by the client

Fernando is the Project Sponsor of the new Guatemala City Zoo, he has just signed the
project's charter and is negotiating all prices with potential suppliers before finalizing the
planning and starting the execution and purchasing of animals. Pedro is the purchasing
manager and believes that he is wrong and that he should wait until the master plan is
completed and negotiate during execution...
Fernando is wrong and must wait

Pedro is wrong, Fernando is doing right

They should talk to the Project Manager and get advice

None of the previous are true

You have been entrusted with a project to install 10 pools in an urbanization, having to install
two pools per month and with a budget per pool of 5,000 euros. You will not be able to start the
next pool until you have finished the previous one. At the end of the third month you have the
following: The cost of all the pools was 5000 euros except for the fourth pool which was 5500
and the sixth pool which is 2000 euros. Pool number 4 finished later than expected and
continued in the third month, so the start of pool number 5 of the third month was delayed and
pool number 6 was only 45% complete. What is the value of the CPI?
1, 01

0,99

1,11

0,91

The following table shows the data for earned value management, on the performance index of
the work to be completed, indicating which is true, if it is calculated at the beginning of the third
month:

If it is greater than 1 it is easier to complete

Worth 0.92

6% cost savings needed

If it is less than 1, cost savings are necessary

A cost management plan includes a description of:

Project costs
 How resources are allocated

Budgets and how they are calculated

The WBS level at which earned value will be calculated

6. QUALITY
You are a quality expert, the project manager "Quality, check!, check!" asks you a question that
you must answer in a meeting with the client, it is the following: What would you call the point
where the benefits or gains to be received from improving quality equal the incremental cost to
obtain that quality?:

Quality control analysis

Marginal analysis

Standard quality analysis

Compliance analysis

Fernando works at Construcciones Todoterreno, a leading company in concrete structures.

During the execution of a viaduct pier, perform destructive tests to design the best concrete.
What type of cost are you incurring?

compliance and prevention

compliance and evaluation

of non-compliance and action for failures

non-compliance and external due to failures

Which of the following is not a quality metric?

Punctuality rate

the earned value

budget control

the frequency of defects

Which of the following approaches is not appropriate?

Quality must be planned, designed and built not inspected.

Prevention costs are non-conformity work costs.

 The plan-do-check-act cycle is the basis for continuous quality improvement.

The OPM3 model and Six Sigma are used for quality improvement.

Which explanation is not wrong?

Planning should be done in parallel to the other project planning processes.

Nonconformity costs are expenses incurred during the project to avoid failures.

Nonconformance costs can be internal or external evaluation costs for failures.

Within the compliance costs there are only prevention costs to avoid failures.

You're walking around the office and you hear in the background a small meeting where your
project team has just planned to test an entire population. Suddenly you are very alarmed and
you speak up so that they do not commit such madness! This is because testing could

take too much time

Provide more information than required

be mutually exclusive

Show many defects

Which of the following answers clearly and without a doubt reveals to us why quality is planned
and not inspected?

Reduces quality and is less expensive

Improves quality and is more expensive

Reduces quality and is more expensive

Improves quality and is less expensive

The day has finally come when you manage a project, alone, but not everything is as easy as it
seemed... You spend all day monitoring and controlling, because there are several execution
activities that are underway and they are very important. You start to worry about the accuracy
of the progress reports your team is making. How can you check if there is a problem?

Quality audits

Risk quantification reports

Regression analysis

Quality controls
You are managing a project in a just-in-time environment. This will require more attention,
because the amount of inventory in such an environment is usually:

45

12

You are meeting with your work team, working hard and preparing a control diagram to monitor
quality tests. Which of the following statements regarding these diagrams is true?

The upper and lower limits defined by the client are more flexible than the upper and lower
control limits set by the project manager

The upper and lower control limits are set by the director and are outside the specification
limits.

The upper and lower control limits are set by the client, indicating what is admissible and
what is not.

The upper and lower limits defined by the project manager are more flexible than the
upper and lower control limits set by the client.

7. HR
As time goes by and the difficulties of the water evaporation project of the "las salinas de
aguadulces" complex located in the Doñana National Park become more evident, the members
of the project begin to become demoralized and demotivated, because they must be done. so
many steps that they no longer know very well how it will all end. This is a job for:

Project team management

the development of project teams

Correct work planning

proper stakeholder management

The halo or halo effect refers to the tendency to

Promote from within

Hire the best

Place people in project management because they are good in their technical areas
 Place people in project management because they have had project management training

Have you heard the project manager say "I can't deal with hedge right now", this means he is
using the technique:

Dictator

Force

Avoid

Consent

Which theory proposes that employees' efforts result in effective performance and that
employees will be rewarded for their achievements?

Conditional reinforcement

Maslow's hierarchy

McGregor's theory

Expectations

During the project "la más nostra", you have just discovered that a major subcontractor on your
project is systematically submitting deliverables late. The subcontractor contacts you and asks
you to continue accepting late deliverables in exchange for a reduction in project costs. This
offer is an example of

To confront

Consent

Smooth

Force

Ana Botellín is in charge of a very complex project, not so much because of its technical
aspects but because of the number of people affected by the project and who oppose it. One of
the most important skills you must acquire is negotiating since you practically have to negotiate
with everyone except...

the purchasing manager

other project managers

the client
 functional heads

One of your project employees has left unmotivated in the middle of the execution phase, you
don't explain why and you mention it to the project sponsor, you tell him that this is strange
because you raised his salary and this should motivate him, the sponsor tells you explains that,
according to Herzberg's theory, salary is not a motivator, but rather a hygienic factor, and that
you must then improve its safety because it is a motivating factor. Do you think he is right?

Yeah

No, safety is a hygiene factor

No, security is a fear factor

No, security is an expectation factor

What theory states that the success of a company is based on trust, close relationships
between superior and subordinate, and personalized treatment for each employee?

Ouchi Theory Z

Herzberg's Motivation Theory

Mac Gregor's Theory X and Y

Expectations theory

We calmly walk through our offices with a check list in our hands supervising the performance of
human resources, we are at:

Develop the team, group of execution processes

Develop the team, group of monitoring and control processes

Lead the team, execution process group

Lead the team, group of monitoring and control processes

The most frequent causes of conflict in a project are schedules, project priorities and:

Personality

Resources

Cost

Management
 8. COMMUNICATIONS
After an intense day of work you encounter a problem with the performance of a team member.
What is the best form of communication to address this problem?

Formal written communication

Formal verbal communication

Informal written communication

Informal verbal communication

The most likely outcome of communication blockers is that:

The project is delayed

Conflicts occur

Increase the level of distrust

Management is upset

You are distributing the minutes of a previous meeting to project members, this is a
communication

internal and formal

internal and vertical

internal and informal

internal and official

You maintain communication with a new member of your project, you are explaining how
communications should be handled. In your opinion, who is responsible for ensuring that the
information is well understood?

Transmitter

Receiver

None

Both
During a meeting, one of its members is continually receiving calls on his cell phone until the
boss gets angry and throws the cell phone out the window. These calls are an example of:

Noise

Blockers

Personalities

Communication management

So that your staff in the other European headquarters can know all the project information, you
place it on an ftp server. What communication method are you using?

push

Pull

Interactive

Technological

The project manager is waiting for a deliverable that will be presented today via email from a
team member. At the end of the day, the project manager contacts the team member to notify
them that they have not received it. The team member apologizes, explaining that he was
unable to send the deliverable by email and instead sent it by post, and reminds the DP that he
had informed him, during a telephone conversation, that this would occur. "It was that time when
I told you that I couldn't hear you well because there was a plane passing by"... what could have
been done to avoid the problem?

Paralinguistic communication

Add it to the controversy log after the phone call

Better attention to determining communications requirements

Feedback during communication

When a project manager participates in negotiations, non-verbal communication skills include:

Little importance

Great importance

Important only when cost and schedule objectives are involved

Important to ensure that you win the negotiation

Communications are generally improved when the sender___________receiver.

He speaks louder to

Uses gestures when talking to

He speaks slowly to

Shows concern about the prospect of

You are the project manager, if you had three stakeholders and a new one has been added that
you also need to communicate with, how many channels do you have now?

10

12

16

9. RISKS
When you were tasked with your last telecommunications project, you didn't think you would
have so much work to do to follow up on identified risks, monitor residual risks, identify new
risks, and evaluate the effectiveness of the risk management process throughout the project.
They have been in business for three months now and he is satisfied. The only thing he hasn't
done yet is

Review the risk register

ask the expert

Meet with your boss

Pass change requests to the committee

Today he woke up in a good mood, as almost always, and thought that it was the ideal day to
work with his team on prioritizing risks, which is very useful for subsequent analysis or actions.
They will do so by evaluating and combining the probability of occurrence and impact of said
risks. They will then go, if applicable, to

Identify new risks

Plan risk response

Follow identified risks

 Monitor residual risks

You have finally decided to use the well-known Monte Carlo technique, this means that you are
going to use it to:

Receive an indication of the risk involved in the project

Estimate the duration of a risk

Simulate possible quality controversies in the project

Check with management about the risks of hiring more staff

If a risk has a 20% probability of occurring in a certain month, and the project is expected to last
five months. What is the probability that the risk event will occur in the fourth month of the
project?

10%

20%

60%

80%

If a risk has a 90% probability of occurring and its consequence would be 10,000,000 euros,
what does the figure of 9,000,000 euros represent?

Risk value

Current value

Expected monetary value

Contingency budget

Risk appetite is:

What a risk insurer earns

The degree of risk acceptance

The degree of uncertainty of the risk that an entity will assume

The degree to which an organization will resist risk

Unknown risks cannot be managed proactively and therefore may be assigned a reserve of...

Management

Contingency

Mattress

Exploitation

If the team has to repair a deliverable after a year and a half of use, because it is still under
warranty, is the expense incurred in this work considered a type cost?

Evaluation Nonconformity Cost

External Evaluation Cost for Failures

Cost of Internal Nonconformity due to Failures

External Nonconformity Cost due to Failures

For complex projects in which analysis of different scenarios is required and seeing the
influence that different sets of changes in different project variables whose probability
distributions are known have on the project, what quantitative analysis technique would you
use?

sensitivity analysis

probability distributions

expected monetary value analysis

Monte Carlo simulation

Which of the following is one of the most important characteristics of the Delphi technique:

Extrapolation of historical records from previous projects

Expert opinion

Analytic hierarchy process

Bottom-up approach

10. ACQUISITIONS
You are preparing the cost-reimbursable contract for the execution of some civil engineering
work and reviewing the checklist of the elements you have or usually include in it. Which of the
following answers are not two elements to include?

financing mechanism and dispute resolution alternatives

processing change requests and execution finances

sanctions and penalties for non-compliance

the final price and payment conditions

Negotiations between two parties are becoming complex, so Party A makes some notes that
both parties sign. However, when they are getting work done, Party B claims that they are not
obligated to provide an item they both agreed to during negotiations, because it was not
included in the subsequent contract. In this case, Part B:

He is not right, since both parties must comply with what they agreed to

You are right, because there was an offer

In general he is right, because the two parties are only obligated to do what is in the
contract.

In general he is not right, because all agreements must be respected

You have just started working on an acquisition when management decides to terminate the
contract. What should you do first?

Return to the procurement planning process

Return to the procurement execution process

Complete the quality planning process

Go to the procurement control process

What type of contract don't you want to use if you don't have enough employees to audit
invoices?

Cost plus fixed fees (CPFF)

Time and materials (T&M)

Fixed price (FP)

Fixed price plus incentive fees (FPIF)

Once signed, a contract is legally binding unless:

A party is incapable of executing it

One party is unable to finance its share of the work

Is violating an applicable law

Be declared null and void by the legal representative of any of the parties

What are teamwork agreements?

verbal agreements between two entities to work together on a project

legal framework agreements to form a company or temporary union of companies

the basic rules of team operation defined in the kickoff meeting

It is an agreement without an end date between two companies

You have this data from the contract Target cost: 10,000 Target profit: 750 Maximum profit:
1,350 Minimum profit: 300 Contractor distribution: 15% Ownership distribution: 85% If final
agreed cost is 4,000, what will be the final price of the contract?

4.150

5.350

10.000

6.530

The final contract with your supplier for a large networked computer systems package for a new
project in which you are the project manager is usually signed last and as a prior step to the
award.

the project manager

the purchasing department

the project manager and the purchasing manager

the directors of the organization

the award contract may be all of the following except

a simple purchase order

 a legally binding document

cannot be modified once signed

binds both parties

A project manager on the seller's side is informed by his management that the project must do
everything possible to be granted monetary incentives. The main objective of incentive clauses
in a contract is

Reduce costs for the seller

Help the seller control costs

Synchronize goals

Reduce risks for the buyer

11. INTERESTED
Before you start hiring your project team and after being authorized as project manager, you are
working with your sponsor, you have not begun to develop the master plan and you study the
people who can influence the project, you are in the process of :

Prepare the articles of incorporation

Identify interested parties

Start

Planning

The role of each stakeholder is determined by

The interested party and the sponsor

The project manager and the sponsor

The team, the project manager and the interested party

The project manager and the interested party

A stakeholder engagement assessment matrix can be used to identify

Communication gaps
 More interested

Key relationships between stakeholders

Stakeholder skill levels

A project manager wants to involve stakeholders more in the project. Which of the following
options would be the best way to achieve this?

Have stakeholders periodically review the list of project requirements

Invite interested parties to attend status meetings

Send status reports to interested parties

Update stakeholders regarding the status of project changes

The belief or mental image of an interested party about the future is a:

Requirement

Heuristics

Expectation

Restriction

You are meeting with your sponsor and are trying to identify potential stakeholders, why are you
with your sponsor and not the project team?

Because you are in the planning stage

Because the sponsor has more information than the others

Because we probably don't have a project team at this point.

None of the above is correct

The director of the "hands united against corruption" project has determined that the
management of the stakeholders in this project is of utmost importance. To define the lines of
work of this project, he asks you to prepare a report on the structure of the organization. You
are clear that the structure of the organization is:

An environmental factor of the company

An asset of the organization's processes

 A stakeholder management tool and technique

None of the above is correct

You dared to take the reins of a project despite your little experience, you don't know how to
plan the management of stakeholders, so the first thing you are going to do is:

Take a course in human resources

Tell it to your client

Talk to an experienced Project Manager

Consult archives of previous projects

You are going to visit an interested party in the project, you are crossing the city to get to the
offices of this interested party and have a meeting with him, meanwhile your boss, who is the
Project Manager, tells you that this interested party is not participating in any way. active in the
project and their attitude is not influencing it at the moment, how would you classify the
interested party?

Unknown

Reticent

Supporter

Leader

You are the project manager of a large wastewater project and have over 500 potential project
stakeholders. what is the next thing you should do?

Eliminate some interested parties

Find an effective way to bring together the needs of all stakeholders

Contact your manager and ask which stakeholders are the most important

Bring together the needs of all the most influential stakeholders