23/2/25, 7:55 PMP Practice Exam 3 | Free PMP Practice Questions

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PMP Practice Exam 3

This the third of our free PMP practice exams. It includes another 50 PMP
practice questions. These are written in the same style as the questions that
are found on the Project Management Professional certification exam. This is
an interactive practice test with detailed explanations for all of the answers.

Results

37 of 50 Questions answered correctly

Your time: 00:45:57

You have reached 37 of 50 point(s), (74%)

View Questions

Which one of the following options best describes the contents of the
Scope Baseline?

Project scope management plan and WBS

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Project scope statement in addition to schedule and cost baselines

Project scope management plan and project scope statement

Project scope statement and WBS

Correct
According to the PMBOK® Guide (6th Edition) the scope baseline
includes the WBS, WBS dictionary, and the project scope statement.

You are managing a software development project with a set of

preplanned milestones. Your team has completed all milestones and you
are now verifying that the product meets the specifications outlined in
the project management plan. What process group are you currently in?

Closing

Monitoring and Controlling

Executing

Planning

Correct
Verifying that a product meets specifications is part of Monitoring and
Controlling.

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Your construction project is located in an area which is prone to

overnight burglaries. Since this is a problem that you cannot solve it,
your project team has decided to do nothing for this risk other than just
taking out an insurance policy. Which type of risk response planning is
this?

Transference

Avoidance

Sharing

Acceptance

Correct
The use of insurance to shift the negative impact of a risk, in this case
burglary, is an example of risk transference.

For the first time in your career you are assigned as the manager of a
project with 250 stakeholders. You have never dealt with this number of
stakeholders in a project. What would be your best course of action in
this situation?

Find an effective way to gather the requirements of all stakeholders.

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Not all stakeholders are really important, so eliminate some of them

to increase your efficiency.

Collect the requirements of the most influential stakeholders.

Try to find the most important stakeholders and make sure to satisfy
them.

Incorrect
As a project manager you cannot eliminate some stakeholders or
consider their requirements according to their degree of importance or
influence. You have to consider the requirements of all stakeholders.

In which one of the following organizations does the project manager

have more power?

Strong Matrix

None, the project manager has always less power than the functional
manager.

Weak Matrix

Functional

Correct

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The project manager has more power in a strong matrix organization. In

a strong matrix organization the project managers have authorities
comparable to that of functional managers and normally they are not
under the supervision of the functional managers. In a weak matrix
organization the project manager is organizationally under the
supervision of a functional manager who is given the project
responsibilities.

Tom is managing a project that was contracted on a time and material

basis and during the project execution he finds that some of the tasks
have been taking less time than planned. On average each team
member has required only 25 hours to accomplish work which was
planned for 37.5 hours during the week. What is the best thing that Tom
can do in this situation?

Report this accurately on the status report and ensure that

activities are re-estimated as necessary, to keep the team
completely occupied.

Report the accurate status to your manager and send a separate

report stating that each team member was busy for 37.5 hours.

Report on the status report that each team member was busy for
37.5 hours, and use the time saved for other activities not related to
the project.

Avoid mentioning these kinds of savings on status reports.

Correct

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You would need to report the status accurately to the customer even if it
means losing some revenue. Reporting that each team member has spent
37.5 hours a week is both inaccurate and ethically wrong.

Which structured technique in the Manage Quality process involves

finding a long-lasting solution for a discovered issue?

Problem solving

Design for X

Performance reviews

Root cause analysis

Correct
Performance reviews is a tool and technique of Control Quality. Design
for X, Root cause analysis and Problem solving are all Manage Quality
techniques however Design for X involves optimizing around an
identified variable and Root cause analysis helps reveal the issue but does
not go so far as to work towards and define a solution. Problem solving
involves finding a long-lasting solution to a problem by identifying it,
analyzing it, choosing the best solution of the alternatives and putting
the solution into action.

Your team is currently in the process of controlling and verifying the

quality of the deliverables on your project. Which TWO tools would they

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not be utilizing to accomplish this?

Quality audits

Statistical sampling

Design for X

Control charts

Correct
Quality audits and design for X would not be used during control quality.
Instead, they would be utilized during the manage quality process.

As the project manager of a manufacturing facility construction project,

you have needed to estimate certain activity durations before all project
team members were acquired. During the acquisition of the project
team, you find that the actual competency levels of the team members
are much lower than what you had anticipated when you were
estimating the activity durations. What would be the best course of
action in this situation?

Inform the stakeholders that the project is behind schedule.

Modify the activity duration estimations and the schedule

considering the actual competency levels.

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Keep the schedule as it is because no delay has happened yet.

Ask the project team members to work overtime in order to

compensate for their low level of competency.

Correct
The best course of action is to fully understand the consequences of the
lower competency of the team members. That is only possible if you
incorporate the changed level of competency in the activity duration
estimations and the project schedule accordingly. Keeping the schedule
as it is would not solve the problem. It is too soon to ask for overtime or
inform the stakeholders about the delay, considering that the project is in
its early stages and you still don’t know the exact effects of the lower
competency of the team members on the schedule.

Your company’s vice president just informed your division that it would
be utilizing a change-driven Agile project delivery method going
forward for all new projects. Which quality may negatively impact the
success of this initiative?

The evolution of internal processes

Cross-department collaboration

The use of organizational change management techniques

An emphasis on not failing

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Incorrect
With Agile, it is assumed that many things are not going to be correct
upfront. Therefore, there will be a failure, but adapting and making
corrections is appropriate. If a team focuses on getting things correct
before acting, then they will lose the speed and agility in the method. All
of the other answers are important qualities in a change to an agile
mentality.

You are currently implementing the risk management process of your

project. There are a number of risks that have been identified in your
project, however the team has elected not to change the project plan to
deal with the risk, but they have established a contingency reserve in
the event that some of these risks are triggered. This is an example of
what type of risk mitigation technique?

Avoidance

Passive acceptance

Active acceptance

Contingent response strategy

Correct
Recognizing the risk and not changing the plan, but making some
contingencies in the event the risk is triggered, is an example of active
acceptance. Passive acceptance would be if no contingencies were put in

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place and avoidance would be correct if the project plan were modified
to accommodate the risks.

On a control chart, a source of variation that is intermittent, not inherent

in the system, and is not predictable is known as:

Common or typical Cause

Specific Assignment

Normal or Common Cause

Special or Assignable Cause

Correct
On a control chart, a source of variation that is intermittent, not inherent
in the system, and not predictable, is called a Special or Assignable Cause
which is an unusual event.

You are in the process of closing your project and you are looking at
different documents which you have in your archive as the project
manager. There is an untitled document in which throughout various
project meetings you have documented differences in opinion,
situations to be investigated, and emerging or unanticipated
responsibilities. If you want to pick a title for this document, which one
of the following it would be?

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Meeting Minutes

Risk Register

Issue Log

Project Performance Report

Incorrect
The issue log is a tool used in the Manage Team process. According to
the PMBOK® Guide (6th Edition), an issue log is used to document and
monitor who is responsible for resolving specific issues by a target date.

You are going to start your fifth project as the manager at your
company. From your past experience, you know that one of the
stakeholders has always made a lot of changes in the projects. What
would be your best approach to manage this particular stakeholder in
the beginning of the project?

Try to get this stakeholder eliminated from your project

Escalate the problem to the stakeholder’s manager to direct his

activities to other projects

Resist against the changes that this stakeholder initiates so he/she

realizes that you do not accept any changes

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Get the stakeholder involved in the project as early as possible

Correct
Changes are not bad! Changes normally come from lack of input at the
beginning of the project. If we begin effective communication with this
stakeholder early, we stand a much better chance of discovering their
changes during the planning process when they will have less of an
impact on the project. Trying to eliminate the stakeholder is the wrong
approach.

Large fluctuations in the periodic expenditure of funds are undesirable

for organizational operations. Therefore, the expenditure of funds is
frequently reconciled with the disbursement of funds for the project.
This is known as:

Disbursement Reconciliation

Expenditure Reconciliation

Funding Limit Reconciliation

Budget Reconciliation

Correct
Funding limit reconciliation is one of the tools and techniques used in the
Determine Budget process. This will reconcile the availability of funds

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with their expenditure and it will necessitate the scheduling of work to be

adjusted to smooth or regulate the expenditures.

Drag and drop the sort elements to match the descriptions with the
leadership styles.

Sort elements

Performance focused. Goal and objective-

Transformational
oriented.
Combines transactional, transformational, and
Transactional charismatic qualities to suit the group
dynamics
Leads through empowerment and coaching.
Servant−Leader The focus is on relationships and
collaboration

Laissez−faire Allows team to make their own decisions.

Interactional Empowers, encourages, and inspires.

Energetic and passionate about convictions but

Charismatic may be motivated by personal goals.

Incorrect
Transformational: Empowers, encourages, and inspires.

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Transactional: Performance-focused. Goal and objective-oriented.

Servant Leader: Leads through empowerment and coaching. The focus is

on relationships and collaboration.

Laissez-faire: Allows the team to make their own decisions.

Interactional: Combines transactional, transformational, and charismatic

qualities to suit the group dynamics.

Charismatic: Energetic, inspiring, and passionate about convictions but

may be motivated by personal goals.

You are working on a project where a negative risk has occurred.

However, you have no contingency plan for this risk. You call a meeting
and a solution is devised to change the workflow until a permanent
solution can be implemented. This is an example of?

Recovery plan

Workaround

Reserve plan

Risk Response plan

Correct
According to the PMBOK® Guide (6th Edition), a workaround is a
response to a threat (or problem) that has occurred for which a prior
response had not been planned or was not effective. Therefore, any time

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there is no contingency plan in place, but the risk which happened must
be addressed, the response is called a workaround.

The project sponsor gives you a project charter and asks you to start
working on the project immediately and to provide him with a schedule.
What should you do first?

Begin creating a project scope statement

Create an activity list

Acquire the project team and start working

Begin estimating the activities required to complete the scope of

work

Correct
There’s no mention in the question that the schedule is required on an
urgent basis, so you need to follow the steps to get to a project schedule.
The project scope statement and other planning activities must be
completed before a schedule can be created.

Your project is running slightly over budget. You mention this to another
project manager, who suggests you shift some of your expenses to
indirect costs that are not charged to your project budget. What do you
do?

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According to the other project manager, examine project expenses to

see if any are indirect expenses that could be taken off your project.

Crash the project.

Re-estimate the project costs.

Use your contingency reserves.

Incorrect
Re-estimating of the project costs is probably required, but it is not a
direct response to the budget overrun problem. Indirect expenses are
costs associated with the project and it is not truthful to get them off the
project reports. Crashing is not relevant in this situation because there’s
no mention of schedule delays. Therefore, you should use your project
reserves to cover the budget overruns.

What is the last thing that should be done in the Close Project process?

Record the project lessons learned

Project financial closure

Release the project resources

Project formal acceptance

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Correct
Outputs of the Close Project or Phase process include archives, lessons
learned, and project closure. However, some project resources (people,
computers, telephones) must be used to perform these closing activities.
Once completed, the project can release its resources.

Which is a technique that the project manager can use during the
Implement Risk Response process to enable action when those who are
responsible for executing the risk response are outside of the project
team?

Influencing

Contingent response strategies

Active listening

Colocation

Incorrect
Influencing is an Interpersonal and Team skill used by Implement Risk
Responses and is helpful when those responsible for carrying out the risk
response are not part of the project team or have other demands on their
time. The other techniques are not used by the Implement risk response
process.

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As a project manager in the middle of project execution you realize that

completing the project will take longer than the original plan. What is
the best course of action to take?

Meet with your managers and inform them that the project cannot
be completed on time.

Increase the working hours of the project staff.

Cut some of the product scope.

Investigate to find schedule compression options and then

present your managers with those options.

Correct
The most reasonable and responsible way of facing such a problem
would be to find a solution to overcome the project late completion. Of
course in the next step, if you find that there’s no schedule compression
possible, you might choose another option.

Yesterday you met with the customer on your current project and
presented the progress on the deliverables for the new widget you are
building them. Unfortunately, they were disappointed with what they
saw and remarked that what was being built was not exactly what they
asked for. They asked you to rectify it, and since it was your mistake,
they would not expect the schedule or budget to be impacted.

You are not clear why there were crossed signals since everything had
been signed off on until now. What should you do next?
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Gather the team together with all the project documents and
plans and do a root cause analysis.

Since your team made a mistake, you must put a plan in place to
rework the project.

You should schedule a meeting with the customer and let them know
that all the designs and plans had been signed off on by them, so
there couldn't be a mistake on your end.

You should work according to plan since you are confident the
customer will be happy with the end product regardless of their
comments.

Correct
The first step in a misunderstanding is to determine the root cause of the
misunderstanding. If there was an error in the design, then this will
cascade to other areas. If there wasn’t an error, then you can walk the
customer through all of the project artifacts and determine where there
may have been a misunderstanding. Once everyone agrees on what
happened, then a path forward can be planned.

All of the following statements regarding a project manager are correct,

EXCEPT which one?

The project manager is accountable for the project's ultimate success

or failure

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The project manager may initiate changes to the project scope

The project manager is assigned after the project charter is created

The project manager is responsible for managing stakeholders’

expectations

Incorrect
A project charter is created during project initiating. A project manager is
assigned during project initiating, not after it.

As a project manager you work under the supervision of a project

division director who oversees several other projects. During a company
meeting you are present when your manager is presenting a status
report of all the projects being run in his division. He reports that all
projects are within budget and none of them is behind the schedule.
However, you know that your status reports for the last several weeks
have been reporting a delay in the schedule. What do you do in this
situation?

Notify the appropriate management immediately.

Do nothing because your manager is responsible for the information

that he has provided to his managers.

Ask your manager if that information was simply a typographical

error.

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Quit the company because you might be blamed for presenting false
information.

Correct
You should notify the appropriate management immediately that
incorrect information has been presented for your project. The PMI Code
of Ethics requires that managers report the errors of others, and provide
accurate and truthful information to project stakeholders at all times.
Doing nothing or quitting the company are both passive and unethical.

You are preparing for your meeting with the customer so they can
validate the work done so far. What do you need to ensure is ready and
completed before the meeting begins?

The work deliverables have been accepted.

A list of change requests is available.

The deliverables have been tested and verified.

The organization's process assets are available.

Correct
You need to ensure that the deliverables have been tested and verified.
The idea is that you never want to show the customer a deliverable that
hasn’t first been tested and shown to meet its requirements before
asking them to accept it.

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You are manager of a sports complex construction project. During the

planning phase of the project one of the team members who is asked to
prepare activity duration estimates sends you an email including
duration estimates for two activities as follows: Activity A: 15 days + a
lag of 4 days; Activity B: 1 month + a lead of 2 weeks. What would be
your possible objection to these estimates?

The Activity Duration Estimate should have also mentioned the

predecessor or successor activity to which the lag or lead is attached.

The team member should have presented the standard deviation of

the estimations.

Activity duration estimates should not include any lag or lead

information.

All the estimates should have the same units of measure.

Correct
Activity duration estimates are quantitative assessments of the likely work
periods to complete an activity. They should not include any lag or lead
information.

You are close to the project’s end when a group of stakeholders

demands that some requirements be changed now that they see what
the impact will be. This is obviously a problem because you have not

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accounted for the time and cost of these requirements in the project’s
original plans. What is the best thing to do to prevent such problems in
the future?

Do a more thorough job of estimating

Do a better job on stakeholder management

Consider a larger contingency reserve to compensate for such

happenings

Review the project charter more thoroughly, examining the business

case for shortcomings

Correct
The only choice that correctly addresses the problem at hand is the one
that includes stakeholder expectation management.

Tom, as the project manager, is in the middle of project execution when

his boss tells him that he should release one of his team members for
another project. Assuming that all of his project resources have similar
capabilities and each resource is working on only one activity at a time,
which activity would be impacted the least if that resource were
released?

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Activity C

Activity B

Activity H

Activity F

Incorrect
In order to be on the safe side, the best option is to choose the resource
who is working on the activity with the greatest float. This is activity F.

You are a software development project manager and most of your

team members operate from remote locations without the benefit of
face-to-face contact. One of your major concerns is to build trust among
the team members. Which of the following will help you the most in
doing so?

Co-Location

Team-building activities

Training

Establishing Ground Rules

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Correct
Team Building activities help develop trust and help establish good
working relationships. Ongoing communications are a part of Team
Building Activities. It is a tool used in Develop Team. Especially when the
teams become remote, the importance of ongoing communication
increases in building trust among the team members.

A colleague of yours who is currently managing a project is retiring and

you are going to be his substitute. During the handover meetings he
tells you that the project is on schedule and within budget, but only
because he has pushed the project team so hard. What should be your
first course of action?

Meet with the team and review your expectations

Develop a management strategy

Check the CPI

Check the SPI

Correct
By developing a management plan it will dictate the rest of your actions,
such as meeting with your team. You will also need a management plan
before checking CPI and/or SPI.

Which conflict resolution method does not have long-term effects?

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Forcing

Compromise

Problem Solving

Smoothing

Incorrect
Smoothing is a method that only aims at minimizing the severity of the
conflict, but it does not try to eliminate the source of conflict or find a
permanent solution. Forcing is one of the worst methods of conflict
resolution. However, it has long-term effects.

You are going to be a construction project manager to build a new

pharmaceutical plant. The project requires that governmental hearings
about the end product of the plant be held prior to site preparation.
What kind of a dependency is this?

Soft logic

Mandatory dependency

Discretionary dependency

External dependency

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Correct
This is called an external dependency. It involves a relationship between
project and non-project activities.

You are managing a construction project. After you have created the
schedule performance baseline, your project customer, which is external
to your company, approaches you about adding some new items to the
project scope. You will ask the customer to issue which one of the
following documents?

Change request

Project scope baseline

Project charter

Project scope statement

Correct
Since this is an external customer, the only document that it can create is
a change request. The rest of the options are in the responsibility of the
project manager or project sponsor. Changes must be formally controlled
using the change control system.

When are risk identification activities performed?

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During the Plan Risk Management process

During the Perform Qualitative Risk Analysis process

During the Perform Quantitative Risk Analysis process

Ongoing throughout the project

Correct
The process of Identify Risks is originally categorized as a planning
process. However, this process is iterative because unknown risks can be
discovered throughout the life cycle of the project.

You are the project manager for the production of a commercial

complex construction project. You have completed the Define Scope
process for your project. Which of the following may be generated
through this process?

Project scope statement, WBS

WBS, Updates to Requirements traceability matrix

Project scope statement, Updates to Requirements traceability matrix

Project scope statement, Project charter

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Incorrect
The Define Scope process will result in the development of the Project
Scope statement and updates to project documents such as the
stakeholder register, requirements documentation, and the requirements
traceability matrix.

As the manager of an IT project, you have utilized 360-degree feedback

techniques for your information gathering and are in the process of
giving formal feedback to team members. You will be setting specific
goals for employees for the remainder of the project. Which technique
are you utilizing?

Individual and Team Assessments

Observation and Conversation

Co-location

Influencing

Correct
Individual and Team Assessments are a technique of the Develop Team
process. In such an assessment, team members receive feedback from
project managers. Managers can gather information from those who
interact with the team member using 360-degree feedback principles.

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You are managing a software development project budgeted at

$360,000 according to the earned value analysis report which you have
on your desk. As of today you have spent $110,000 and the earned value
is $120,000. However, according to the project schedule you should have
spent $150,000. Which one of the following options best describes your
project status?

Not enough information

Behind schedule

Ahead of schedule

On schedule

Correct
EV= $120,000
AC= $110,000
PV= $150,000
SPI= EV/PV
SPI= 120,000/150,000
SPI= 0.8

Since SPI is less than 1 we can conclude the project is behind schedule.

Which of the following organizational types has many features of a

functional organization and gives the project manager more of a
coordinator or expeditor role than a manager?

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Projectized

Strong Matrix

Weak Matrix

Hybrid

Correct
The description is one of a weak matrix organization where the project
manager does not have much power. In a weak matrix organization the
project manager has a role which is closer to a coordinator or expeditor
than a manager.

You are managing a multi-disciplinary project when the functional

manager of a project resource responsible for a critical path task informs
you that the resource will be out on sick leave for the next two weeks.
There will be a day to day slip on the project until the resource returns,
as there is not an alternative resource that can be used. What do you
do?

Fast track the project

Notify the project stakeholders immediately

Crash the project

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Cover the delay with your schedule reserves

Incorrect
Notify the stakeholders immediately that there is project delay due to a
resource that is no longer available. Once the stakeholders are aware of
the situation and its impact to the project, a path forward can be
developed. Project managers are required to provide timely and accurate
project information at all times, and to follow all project processes and
policies, as per the PMI Code of Ethics and Professional Conduct. Making
contingency plans without input from the stakeholders is a violation of
this code.

Your project has completed and the final deliverables have already been
sent to the customer, but the customer refuses to give the project final
acceptance. What would you do in this situation?

Document the situation

Inform your management about the issue

Ask the project team to recheck the deliverables

Talk to the company lawyer to start the legal process

Correct
The first thing to do is to understand the situation. In order to do that
you need to document the situation and find out the reasons why the

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customer is not signing off. After doing so, you should inform your
management.

You are explaining resource leveling to one of your team members. You
can tell any of the following statements about resource leveling,
EXCEPT?

Resource leveling is necessary when some resources have been over-

allocated.

Resource Leveling can increase the length of the critical path.

The primary purpose of resource leveling is to keep resource usage

at a constant level.

Resource leveling is applied to a schedule before it has been

analyzed by the critical path method.

Correct
Resource leveling is a schedule network analysis technique. It is applied
to a schedule that has already been analyzed by the critical path method.

You are managing a project for a customer that has offered an incentive
for meeting all deadlines. At this time, the project is running on a
compressed schedule, but is continuing to have regular quality meetings
to ensure the output of the project meets the customer’s requirements.
Your manager, however, is concerned that the meetings will cause
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further project delays and missed deadlines, which will in turn result in
the loss of potential incentive payments. He insists that the meetings be
stopped immediately and that all project effort be focused on making
on-time deliveries. What do you do?

Cancel all meetings

Refuse the request

Add project resources

Further compress the schedule

Incorrect
Refuse the request and explain to your manager that you are obligated to
adhere to all quality management plans for the project. Failing to do so
would not only deliver a possibly defective product to the customer, but
is also a violation of the PMI Code of Ethics. The Code requires project
managers to follow all project processes and polices.

As a senior project manager you have been assigned as mentor for a

newly hired junior project manager. You want to explain where the
control limits are located on a control chart. Which option will you tell
him?

Inside the normal distribution curve

Within the specification limits

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Above and below the specification limits

Close to the statistical independence point

Correct
The control limits are the dashed lines above and below the mean.
‘Within the specification limits’ is the only answer to address this
correctly. Since control limits are the measure you use to determine
quality, it follows that your quality should exceed your customer’s need.
Otherwise you probably would not do the work. To exceed customer
needs, the control limits should fall within the specification limits which
are determined according to the customer’s needs.

Place the following actions in the correct sequence for what to do when
a change is requested by the customer. Drag and drop the actions to
sort them first to last.

View Answers: Student Correct

 Submit a change request

 Document the change and analyze it for feasibility

 Determine the costs and benefits of the change

 Perform the Integrated Change Control Process

 Communicate the status of the change to relevant stakeholders

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 Update the project management plan and project documents

Incorrect
Step One => Document the change and analyze it for feasibility

Step Two => Determine the costs and benefits of the change

Step Three => Submit a change request

Step Four => Perform the Integrated Change Control Process

Step Five => Update the project management plan and project
documents

Step Six => Communicate the status of the change to relevant

stakeholders

Your company has an emergency and needs contracted work done as

soon as possible. Under these circumstances, which of the following
would be the helpful to add to the contract?

Requirements as to which subcontractors can be used

Incentives

A force majeure clause

A clear contract statement of work

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Correct
It is clearly mentioned that this is an emergency situation, and normally
there is not enough time in emergency situations to have a clear
statement of work or subcontractors requirements. Instead, you probably
need to use a cost plus contract with some incentives to motivate the
contractor for on-time delivery without expanding the scope.

As a new project manager in the company, you have been sent to a

training course. During the course you hear the instructor using the
expression “halo effect”. You don’t understand the expression and ask
from the instructor about the meaning. He explains that “halo effect”
refers to the tendency to:

hire the best.

move people into project management because they have had

project management training.

promote from within.

move people into project management because they are good in

their technical fields.

Correct
The “halo effect” refers to the tendency to move people into project
management because they are good in their technical fields. This
happens frequently, especially in technical companies.

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During the Sequence Activities process, your project team has identified
several dependencies to a few related projects that will provide major
and critical deliverables to your project. Some of those projects are very
similar to your project in terms of their scope and deliverables. In this
situation, which of the following processes you should be most
concerned about?

Sequence Activities

Validate Scope

Plan Risk Response

Control Scope

Correct
Since there are dependencies to the external projects and those projects
should provide you with critical and major deliverables, the biggest
concern must be the risks that other projects may cause to yours. It
would be better to prevent those problems in the Plan Risk Response
process than to just spend effort controlling or validating scope.

As the project manager you are in the middle of the project execution
phase when a team member informs you of a cost overrun on a specific
work package. What should be your first action in this situation?

Implement the change control process

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Inform the stakeholders

Determine the budgeted cost

Find the cause of cost overrun

Correct
The first action should be to analyze the situation. Finding the cause of
the cost overrun is the only one of the options that is relevant to
analyzing the situation.

You are going to be hired in a company as a project manager, but you

are told in the first interview that according to your capabilities, you will
be given a coordinator or expeditor role. How is a project expeditor role
different from a project coordinator role?

A project coordinator cannot make any decisions

A project expeditor reports to a higher-level manager

They are both the same and they have lower authority than a project
manager

A project coordinator has some authority and can make some

decisions

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Correct
According to the PMBOK® Guide (6th Edition), the project coordinator
reports to a higher-level manager and has authority to make some
decisions. The project expeditor has no authority to make decisions.

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