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What do you expect when you are submitting an invitation for bid to sellers?
Question 1 options:
Offers which are not primarily written to win against competition.
Offers which are similar enough to allow a selection based on price.
General information on a seller’s ability to provide the goods or services.
Offers which will differ significantly in solution approach and price.
___________ are usually not a manifestation of unique organizational cultures and styles.
Question 2 options:
Views of authority relationships
Individual traits and attitudes of co-workers
Shared visions, values, norms, beliefs, and expectations
Policies, methods, and procedures
During project execution, you found out that work is often not performed at the right time and in the right order. Deliverables are made by one team member that cannot be processed by another one. This already leads to timely rework and bad morale among team members. Which project management tool is most appropriate to deal with problems like this?
Question 3 options:
Communications management plan
Work authorization system
How should change management be planned for?
Question 4 options:
Planning for change management should be done while the various change control processes are being applied.
Change management can be planned in a set of management plans or a specific change management plan.
Changes are generally not predictable; therefore, planning for change management cannot be reasonable.
Changes are a sign of bad planning. One should avoid changes during a project, thus eliminating the need to manage them
Which statement best describes the purpose of the communications management plan?
Question 5 options:
The communications management plan focuses on the use of communications technologies by the project management team.
The project management plan is a subsidiary document of the overall communications management plan.
The communications management plan describes rules of behavior and respect for communications in cross-cultural teams.
The communications management plan describes the information delivery needs including format and level of detail
A project manager’s PDM network schedule gets audited by a scheduling expert.
The expert tells the project manager to focus more on nodes with “path
convergence,” also known as “sinks.” What is he referring to?
Question 6 options:
Nodes in a WBS, where several branches are brought back together.
Nodes in a network logic diagram, which have multiple predecessors.
Nodes in a conditional network diagram, at which it becomes deterministic.
Nodes in a decision tree, showing various branches with the same chance
You are running a major project with four sub-projects. Each of the sub-project managers has developed a risk management plan, identified many risks, analyzed them, and planned for risk response. It is now two months later. What should you not do?
Question 7 options:
Make sure that the sub-project managers monitor trigger conditions for contingency plans.
Make sure that the sub-project managers monitor their project work for new and changing risks.
Ensure that they handle all risks to save you from project level risk control.
Make sure that the sub-project managers keep track of the identified risks and those on the watch list.
What should managers consider before conducting a performance-evaluation interview with a project team member?
Question 8 options:
How can discussion of the manager’s leadership style be avoided?
Has the employee been provided with sufficient instructions and work tools?
How can disputes related to unsatisfactory performance be avoided?
Which management fallacies can most easily be delegated to the worker?
At the beginning of project execution, you notice different opinions between team members relating to project work and deliverables and to the level of overall complexity. What should you do right now?
Question 9 options:
Give your team members some time to develop a common understanding of the project scope and product scope. Upcoming interface problems may be resolved later.
Use interviews in private with each individual team member to inform them of your expectations and your requirements in an atmosphere of confidence.
Organize meetings to identify and resolve misunderstandings between team members in order to avoid interface problems, disintegration, and costly rework early in the project.
Use the risk management processes to identify and assess risks caused by misunderstandings and develop a plan with measures in order to respond to them.
In configuration management, which of the following is necessary to maintain the integrity of baselines?
Question 10 options:
Analyzing variances by comparing baseline information with actual project data.
Ensuring transparency across all project management processes and activities.
Releasing only approved changes for incorporation into products or services.
Ensuring that team members adhere to a code of ethical conduct and behavior.
Which of the following is generally not regarded as an element of active listening?
Question 11 options:
Making eye contact
Interrupting when appropriate
Interpreting the information
Which statement describes best handling of assumptions during the initiating processes?
Question 12 options:
Organizational, environmental, and external assumptions should be addressed by the project charter.
Managing and organizing assumptions means avoiding risks right from the start of the project.
It is the responsibility of the sales person in charge to identify all risks related to a customer project.
Risks are a sign of uncertainty. Avoiding all uncertainties means that a project should have no risks at all.
Which statement describes best handling of assumptions during the initiating processes?
For a project, the following earned value data have been assessed:
AC: $ 4,000,000
CV: $ -500,000
BaC: $ 9,650,000
What is the earned value of the project?
Question 13 options:
EV = CV + AC = $ 4,000,000 – $ 500,000 = $3500,000
During the execution of a project to build a complex defense system, your team has run into a deep crisis. The project’s goal and objectives have been challenging right from the start, but now you have discovered that your team members have become increasingly unaware of them. Being busy solving detail problems, they often fail to understand the overall requirements. Then they develop solutions that resolve issues in their area of limited responsibility while causing new problems at the interfaces with other system components. Meanwhile, the team members show signs of growing frustration, and time is running away. How can you help your team in this situation?
Question 14 options:
Ignore the low-level issues and focus on achieving the overall requirements. Details can be sorted out during test and handover.
If everybody simply does their jobs, then there should be no problem. Make sure that team members are fully aware of their accountability.
Problems of this dimension have their origin in fundamental personal incompatibilities between team members. You should replace them all.
Accompany your team members along a sequence of maturity levels from dependence through independence to interdependence.
Which of the following are not common barriers to project team building?
Question 15 options:
Unclear project objectives/outcomes
Excessive team member commitment
Differing outlooks, priorities, and interests
What is not a reason for companies to organize lessons learned?
Question 16 options:
Lessons learned databases are an essential element of the organizational process assets.
Lessons learned should focus on identifying those accountable for errors and failures.
Phase-end lessons learned sessions provide a good team building exercise for project staff members.
Lessons learned sessions should bring about recommendations to improve future performance on projects.
What is important for quality auditors?
Question 17 options:
They must be mandated by the auditee.
They must be properly trained.
They must be in-house personnel.
They must be third-party staff.
The communications management plan is a document that includes descriptions of:
Question 18 options:
stakeholder communication requirements.
activity level status reports.
project level performance reports.
A customer is requiring a minor scope change and expects you to do this without delays and additional costs. You believe that you have adequate authorization to make the decision by yourself, but you are not quite sure. What should be your next steps?
Question 19 options:
A requested change is always an opportunity to get more money paid by the customer and to secretly solve schedule and quality problems. You should make some reasonable estimates on time, costs, risks, etc. and then add a nice margin on top of that to calculate the new price.
Customer satisfaction is your top priority. The customer gives you an opportunity to increase their satisfaction, which you should use to the maximum benefit. Most project managers have contingencies to cover risks; these can be used to pay the additional costs.
Handle the request according to the integrated change control processes described in your management plans. Then make a decision together with the appropriate change control body, whether the increased customer satisfaction will be worth the extra costs, work, risks, etc.
Before making a decision, you should have a look at the customer’s parking lot. If you find there to be many expensive, new automobiles, it is likely that you can use the requested change to increase the profit from the contract. Otherwise, you should reject the request.
The cost baseline is developed during which process?
Question 20 options:
Perform integrated change control
During a meeting, a discussion came up: To which degree does your project have to be compliant to the processes enumerated in the PMBOK Guide? What should be the guiding principle to answer this question?
Question 21 options:
The more processes the project team follows, the better the project’s performance will be.
The processes are meant as rough guidelines to which a team should only adhere if there is enough consensus.
The project team must select appropriate processes required to meet the project requirements.
Without alterations, the project manager must follow all 42 processes for project management
What is typical for critical chain project management?
Question 22 options:
Management of leads and lags
Management of resource over-allocations
Management of total floats and free floats
Management of buffers
The members of your project team have been assigned to your project with general availability levels of 50%. Yesterday, they reported to you that significant variances occurred during project execution. You have noted that the team members have been spending less than 50% of their time working on your project. Your project schedule is about to become heavily delayed, and deadlines are in jeopardy. What should you do?
Question 23 options:
Ignore the difficulties, adjust your schedule, and negotiate new deadlines according to the slower progress.
Talk with functional managers. Negotiate clear and written assignments with reliable scheduling priorities.
Focus on internal charges. Make sure that your project is not getting charged for more than the actual work.
Talk to your sponsor and try to get more resources assigned on similar conditions as the existing ones.
The concept of (the) __________ states that changes related to one requirement—scope, time, or cost—will at least influence one other element.
Question 24 options:
three wise men
three needs theory
During code inspection in a major software development project, a project management team identified frequent occurrences of critical programming errors. These errors are scattered across the code and occur without a discernible pattern. Which tool is most likely to help the team identify areas of error concentration in order to develop a prioritized response strategy?
Question 25 options:
Process decision program chart
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