
         1.   A Project Manager is imst likely to have the strongest influence in an               organizationtbat is:

         A.   Balanced Matrix
         B.   Functional
         C.   Projectized
         D.   Strong Matrix

          ANS: C
         Reference: PMBOK 2.3.3
         
         2.   Project Management processes are:

         A.   A series of actions bringing about a result
         B.   Concerned with describing and organizing the work of the project
         C.   Concerned wit specifying and creating the product
         D.   Broken into core and non-core processes

         ANS: B
         Reference: PMBOK 3.1

         3.   Executing processes are concerned with:

         A.   Recognizing that a project or phase should begin
         B.   Coordinating people and other resources to carry out the plan
         C.   Devising and maintaining a workable method to accomplish the business need that the project
              was undertaken to address
         D.   Ensuring that the project objectives are met by monitoring and measuring progress
              and taking corrective action when necessary

         ANS: B
         Reference: PMBOK 3.3.3

         4.   Controlling processes are concerned with:

         A.   Coordinating people and other resources to carry out the plan
         B.   Recognizing that a project or phase should begin
         C.   Ensuring that the project objectives are met by monitoring and measuring progress and
              taking corrective action when necessary
         D.   Devising and maintaining a workable scheme to accomplish the business need that
              the project was undertaken to address

         ANS: C
         Reference: PMBOK 3.2

         5.   A conplex project will fit best in what type of organization?
         A.   Functional
         B.   Cross-functional
         C.   Matrix
         D.   Balanced.

         ANS: C
         Reference: PMBOK 2.3.1

         6.   Core planning processes:
         A.   Include scope planning, cost planning, schedule planning and performance reporting
         B.   Provide a framework for the project
         C.   Are used to track the progress of a project
         D.   Have clear dependencies so they must be executed in essentially the same order on most
              projects
         
         ANS: D
         Reference: PMBOK 3.3.2

         7.   In a weak matrix organization, functional managers are usually responsible for:
         A.   Monitoring personnel performance
         B.   Approval for changes to the project schedule
         C.   Monitoring their project team members deliverables
         D.   Changes that impact their team member~ participation

         ANS: A
         Reference: PMBOK 2.3.3

         8.   As a Project Manager onreplacing2 miles of sewer pipe part of your job is to determine if
              there are cbanges to the scope of the project, the schedule, the budget and the
              tecbnical requirements. These responsibilities are part of wbich process:
         A.   Executing
         B.   Controlling
         C.   Planning
         D.   Closing
         
         ANS: B
         Reference: PMBOK 3.3.4

         9.   You are one of four full-time project managers in an organization
              You all sbare an administrative person There are generally 8-10 projects
              per year tbat involve about 25% of the organization~ enployees, however,
              these employees do not report to you. Your organization can best be classified as:
         A.   Functional
         B.   Strong matrix
         C.   Projectized
         D.   Balanced matrix

         ANS: D
         Reference: PMBOK 2.3.3
         
         10.  During the course of a project you have motivated team members, managed conflict,
              performed personnel administrative functions and negotiated for more resources.
              These are examples of:
         A.   General Management
         B.   Project Human Resource Management
         C.   Project Execution
         D.   A Projectized organization
         
         ANS: A
         Reference: PMBOK 2.4

         11.  You have been promoted to Manager, Continuous Process Improvement. Your new position:
         A.   Is a project because the work will be performed by people
         B.   Is not a project because Continuous Process Improvement will continue indefinitely
         C.   Is a project because it is constrained by limited resources
         D.   Is a project because improvements must be plained, executed, and controlled
         
         ANS: B
         Reference: PMBOK 1.2

         12.  Wbich of the following is not a Project Management knowledge area?
         A.   Project Quality Management
         B.   Project Procurement Management
         C.   Project Configuration Management
         D.   Project Risk Management
         
         ANS: C
         Reference: PMBOK 1.3.2

         13.  In a matrix organization, which of the following is not a responsibility of the project
              manager?
         A.   Complete task definitions
         B.   Resource requirement definitions
         C.   Major timetable milestones
         D.   Personnel perfonmnce measurements
         
         ANS: D
         Reference: Project Management:

         14.Of the following, which usually exhibits the slowest rate of change?
         A.   People
         B.   Technology
         C.   Organizations
         D.   The Environment

         ANS: A
         Reference: Project Management: A Systems Approach to Planning, Scheduing, and Controlling, 7th Edition P.33

         15.The state of being totally answerable for the satisfactory completion of a
         specific assignment is called:
         A.   Authority
         B.   Accountability
         C.   Responsibility
         D.   Fiduciary
         
         ANS: B
         Reference: Project Management: A Systems Approach to Planning, Scheduing, and Controlling, 7th Edition p.97

         16.  During the planning phase of your current project, you prepare a detailed
         financial plan. For this process, you are using:
         A.   A general imnagement skill
         B.   An industry specific skill
         C.   A skill that is common to general management and project management
         D.   A project management skill
         
         ANS: C
         Reference: PMBOK 1.4

         17.  You are responsible for the communication controls for the Genesis series of satellites.
         Your current assignment is:
         A.   Project management
         B.   Functional management
         C.   Facility management
         D.   Program management
         
         ANS: D
         Reference: PMBOK 1.5

         18.  Which of the following knowledge areas are part of Project Closure?
         A.   Communications
         B.   Scope
         C.   Cost
         D.   Human Resources
         
         ANS: A
         Reference: PMBOK 10.4 and Figure 3-7

         19.  The process of detemuining who needs what infonnttion,
              when they need it, and how it will be given to them is:
         A.   Information distribution
         B.   Communications requirements
         C.   Communications planning
         D.   Communications management
         
         ANS: C
         Reference: PMBOK 10.1

         20.  Communication planning is most ti~tly linked with what process:
         A.   Cost estimating
         B.   Organizational planning
         C.   Cost budgeting
         D.   Performance reporting
         
         ANS: B
         Reference: PMBOK 10.1

         21.  Which of the following is not a technology factor that may affect the
              project communications plan:
         A.   Immediacy of the need for the information
         B.   Length of the project
         C.   Expected project staffing
         D.   Logistics of how many individuals will be involved with
           the project and at what locations

         ANS: D
         Reference: PMBOK 10.1.1.2

         22.  Where is the bulk of the project budget spent?
         A.   Scope management
         B.   Production
         C.   Labor and materials
         D.   Project plan execution

         ANS: D
         Reference: PMBOK 4.2
         
         23.  Which of the following is not a type of performance reporting:
         A.   Status reporting
         B.   Progress reporting
         C.   Forecasting
         D.   Benchmark reporting

         ANS: D
         Reference: PMBOK 10.3
         
         24.  Which tool and technique integrates scope, cost and schedule in measuring project
         perfonmnce?
         A.   Variance analysis
         B.   Earned value
         C.   Trend analysis
         D.   Performance report

         ANS: B
         Reference: PMBOK 10.3.2.4
         
         25.  Inputs to Administrative Closure include all of the following except:
         A.   Perfonmnce measurement documentation
         B.   Other project records
         C.   Documentation of the product
         D.   Project archives
         
         ANS: D
         Reference: PMBOK 10.4.1

         26.  Which equation correctly illustrates the cost variance of a project, in cunency?
         A.   BCWP-ACWP
         B.   BCWP/ACWP
         C.   BCWP-BCWS
         D.   BCWP/BCWS
         
         ANS: A
         Reference: PMBOK Figure 10-3, 10.3.2.4

         27.You are approximately 30% through your project and the sponsor wants a forecast of the final
         budget based on what has already been spent. You create an S curve chart display of what kind
         of perfonmnce report:
         A.   Earned value
         B.   Trend analysis
         C.   Variance analysis
         D.   Cost distribution curve
         
         ANS: B
         Reference: PMBOK 10.3.2

         28.  At 40% through your project you have a BCWS of $68,000 and a BCWP of $62,000. Your
         project is:
         A.   Ahead of schedule
         B.   Behind schedule
         C.   A positive cost variance
         D.   A negative cost variance

         ANS: B
         Reference: PMBOK 10.3.2.4

         29.  In preparing for a team meeting you want to let the team know how they are doing on the
         project schedule over all. You calculate the task achievements as follows: planning has a BCWS
         of $20,000 and a BCWP of $25,000, testing has a BCWS of$17,000 and BCWP of$15,000, and
         design has a BCWS of $34,000 and a BCWP of $42,000. As a whole your project is:

         A.   15% ahead of schedule
         B.   15% behind schedule
         C.   15% ahead of schedule, but over budget
         D.   15% behind schedule and budget
         
         ANS: A
         Reference: PMBOK 10.3.2.4

         30.  In order to let the project sponsor know the percentage of cost variance of
         your project, you calculate:
         A.   BCWP-BCWS
         B.   BCWP/BCWS
         C.   BCWP/ACWP
         D.   BCWP-ACWP
         
         ANS: C
         Reference: PMBOK 10.3.2.4

         31.  As the project manager, you chair a weekly exchange of information meeting among team
         leaders.
         This is an example ofcommunicationthat is:
         A.   Internal, formal, and horizontal
         B.   External, informal, and vertical
         C.   Oral, internal, and informal
         D.   Oral, external, and formal
         
         ANS: C
         Reference: PMBOK 10.2.2.1

         32.  Manual filing systems, electronic text databases, and project management
         soflware that allow team members to share information about the project are exanples of
         A.   A communication management plan
         B.   An information retrieval system
         C.   An information distribution system
         D.   A project management information system
         
         ANS: B
         Reference: PMBOK 10.2.2.2

         33.  During project team formation and during the early phases of a project, the most common
         source of conflict within the project teamis likely to be:
         A.   Schedules
         B.   Priorities
         C.   Technical opinions
         D.   Cost
         
         ANS: B
         Reference: Project Management: A Managerial Approach, 2000 p.259

         34.  During execution of a project, the most common source of conflict within the project team
         is likely to be:
         A.   Schedules
         B.   Priorities
         C.   Technical opinions
         D.   Cost
         
         ANS: A
         Reference: Project Management: A Managerial Approach, 2000 p.236

         35.Of the following, which conThct resolution strategy is likely to yield the most productive
         results?
         A.   Withdrawing
         B.   Forcing
         C.   Compromising
         D.   Collaborating

         ANS: D
         Reference: Human Resource Skills for the Project Manager: The Human Aspects of Project Management pp. 117- 119

         36.  During execution of your project plan, you discover that a task team is unaware that
         deliverables from another task will be late, holding up their o~ progress.
         As a result you should:
         A.   Revise the project schedule
         B.   Revise the project budget
         C.   Revise the communication plan
         D.   Revise the quality plan
         
         ANS: C
         Reference: PMBOK 10.2.2.3

         37.  In assigning your new project to you, the programmanager tells you that this is a
         very high visibility project and that executive management will be following your
         progress very closely with particular interest in use of the pyrotechnics that
         will be involved. This infonmtion is valuable input for your:
         A.   Risk management plan
         B.   Communication management plan
         C.   Scope management plan
         D.   Technical specification
         
         ANS: B
         Reference: PMBOK 10.1.2.1

         38.  The Communication Management Plan provides all of the following except:
         A.   A collection and filing structure for project information
         B.   Communication barriers
         C.   A distribution structure for project information
         D.   Project communication schedules
         
         ANS: B
         Reference: PMBOK 10.1.3.1

         39.  Life-Cycle Costing is:
         A.   The concept of including acquisition, operating, and disposal costs when
              evaluating various alternatives
         B.   Considers the information needs of the stakeholders
         C.   The term used on smaller projects when all the components ofProject Cost
              Management are viewed as a single process
         D.   Used to estimate the life of the product
         
         ANS: A
         Reference: PMBOK Glossary

         40.  The two phases used in Project Cost Management are:
         A.   Planning and executing
         B.   Executing and controlling
         C.   Planning and close out
         D.   Controlling and planning
         
         ANS: D
         Reference: PMBOK Figures 3-5, 3-7 and 7-1

         41.  Determining what resources and quantities will be used for the project is part of
         A.   Cost budgeting
         B.   Cost estimating
         C.   Resource planning
         D.   Cost control
         
         ANS: C
         Reference: PMBOK 7.1

         42.  The Scope Statement is used in which process
         A.   Resource Planning
         B.   Cost Estimating
         C.   Cost Control
         D.   Cost Planning

         ANS: A
         Reference: PMBOK 7.1.1.3

         43.  Inputs into Resource Planning include:
         A.   Staffing requirements, procurement policies, Work Breakdown Structure
         B.   Work Breakdown Structure, Scope Statement, historical information,
              resource pool description, organizational policies
         C.   Work Breakdown Structure, Scope definition, resource pool description
         D.   Expert judgement, historical information, Work Breakdown Structure, Scope Statement
         
         ANS: B
         Reference: PMBOK 7.1.1

         44.  The term resource planning refers to:
         A.   Labor
         B.   Capital equipment
         C.   Materials
         D.   All of the above
         
         ANS: D
         Reference: PMBOK 7.1.1.4

         45.  Cost estimating includes all of the following except:
         A.   Identifying and considering various costing alternatives
         B.   Pricing strategy
         C.   Developing an assessment of the likely quantitative result
         D.   Baselining
         
         ANS: D
         Reference: PMBOK 7.2

         46.  Cost Estimating is most closely linked with which other process?
         A.   Procurement, Risk
         B.   Scope, Procurement
         C.   Time, Scope
         D.   Risk, Time, Integration
         
         ANS: C
         Reference: PMBOK 7.2.1

         47.  Parametric Modeling and Analogous Estimating are used in what process:
         A.   Cost Control Tools and Techniques
         B.   Cost Estimating Tools and Techniques
         C.   Risk Analysis Tools and Techniques
         D.   Risk Analysis Outputs
         
         ANS: B
         Reference: PMBOK 7.2.2

         48. You are building the budget for your project. You dont have detailed requirements
              for the project yet. However, a fellow project manager completed a similar project
              A year ago, and has his budget assumptions and final costs documented. You decide
              to use this information as the basis of your cost estimating. This is called:
         A.   Analogous estimating
         B.   Parametric modeling
         C.   Bottom-up estimating
         D.   Spreadsheeting

         ANS: A
         Reference: PMBOK 7.2.2.1
         
         49. As the Project Cost Engineer on a high rise development you are preparing your budget.
              You have developed a template, based on similar projects that can be used for buildings
              with 3-25 stories. It breaks out cost per square foot for plumbing,
              wiring, HVAC, dry wall, floors etc. This type of cost estimating is called:
         A.   Analogous estimating
         B.   Parametric modeling
         C.   Bottom up estimating
         D.   Spreadsheeting

         ANS: B
         Reference: PMBOK 7.2.2.2

         50. Before you begin the cost budgeting process for building a new school you
              should make sure your cost engineer has given you:
         A.   Cost estimates, chart of accounts, cost baseline
         B.   Supporting detail, estimate at completion
         C.   Cost estimates and supporting detail,
         D.   Cost management plan, cost change control plan, cost baseline
         
         ANS: C
         Reference: PMBOK 7.2.3

         51. You are the program manager for a new commercial jet. A new robotic technology has
              just emerged that will improve the accuracy of machining connectors to within 3 microns.
              This technology will also result in a savings from the previous method. As a result ofthis,
              all program managers are being asked to come up with a new estimate at completion for their
              in-process projects. The most accurate method to develop the new estimate is to:
         A.   Complete and eamed value analysis to detennine the cost index
         B.   Take the actuals to date and add the remaining budget modified by a perfonmnce factor
         C.   Take the actuals to date and develop a new estimate for all remaining work
         D.   Add the remaining budget to what has already been spent
         
         ANS: C
         Reference: PMBOK 7.4.3.4

         52. Which of the following is not an input to cost budgeting?
         A.   Cost estimates
         B.   Work breakdown schedule
         C.   Project schedule
         D.   Risk management plan
         
         ANS: D
         Reference: PMBOK 7.3.1

         53. Which of the following is not an input to the cost control process?
         A.   Perfonmnce measurement
         B.   Cost baseline
         C.   Perfonmnce reports
         D.   Change requests
         
         ANS: A
         Reference: PMBOK 7.4.1

         54. Which of the following is not a tool or technique for cost control?
         A.   Cost change control system
         B.   Revised cost estimates
         C.   Perfonmnce measurement
         D.   Additional planning
         
         ANS: B
         Reference: PMBOK 7.4.2

         55. Which of the following is not an output of the cost control process?
         A.   Revised cost estimates
         B.   Budget updates
         C.   Workarounds
         D.   Estimate at completion
         
         ANS: c
         Reference: PMBOK 7.4.3

         56. As project manager, which of the following activities most deserves your
         immediate attention?
         A.   ACWP = $3,000 and BCWP = $2,900
         B.   BCWS = $3,000 and BCWP = $2,900
         C.   ACWP = $3,000 and BCWP = $3,200
         D.   BCWP = $3,000 and ACWP = $2,400

         ANS: D
         Reference: Kerzner 846 & PMBOK 7.4.2.2

         57.Your project will require use of a high pressure punch press for four months.
              You can rent the press for $10,000 payable at the end of each montE
              You may also choose to make a lump sum payment on the day the press is delivered.
              Using a discount rate of 1% per month, the maximum lump sum payment you should choose to
              make is:
         A.   $38,000
         B.   $38,500
         C.   $39,000
         D.   $39,250

         ANS: C
         Reference: Project Management: A Systems Approach to Planning, Scheduling and controlling, 6th Edition p. 762

         58.A work package, scheduled for one year fromtoday, will cost $114,000 at that time.
              It can be done now at a reduced cost. Using a 12% discount rate, the maximum cost
              you should authorize for doing the work now is:
         A.   100,320
         B.   101,750
         C.   102,500
         D.   103,000
         
         ANS: A
         Reference: Project Management: A Systems Approach to Planning, Scheduling and controlling, 6th Edition p. 762

         59.  At what stage in the project life cycle would costs be the lowest?
         A.   Concept
         B.   Development
         C.   Implementation
         D.   Close out
         
         ANS: A
         Reference: PMBOK 2.1.2

         60.  At what point in the project would stakeholders have the most ability to influence the final
              outputs of the project product?
         A.   Implementation
         B.   Development
         C.   Concept
         D.   Close out
         
         ANS: c
         Reference: PMBOK 2.1.2

         61.  At what point inthe project is there the most risk of project failure?
         A.   Close out
         B.   Development
         C.   Implementation
         D.   Concept
         
         ANS: D
         Reference: PMBOK 2.1.2

         62.  Phase exits, kill points and stage gates are used for what purpose?
         A.   Planning the next stage in the project
         B.   Communicating milestones to stakeholders
         C.   Determining if the project should continue into the next phase
         D.   Measuring earned value
         
         ANS: c
         Reference: PMBOK 2.1.1

         63.  A complex project will fit best in what type of organization?
         A.   Functional
         B.   Cross-functional
         C.   Matrix
         D.   Balanced

         ANS: c
         Reference: PMBOK 2.3.1

         64.  Which knowledge area involves organizational theory as a tool/technique?
         A.   Communications Management
         B.   Cost Management
         C.   Risk Management
         D.   Human Resource Management
         
         ANS: D
         Reference: PMBOK 9.1.2.3

         65.  Human Resource Managenrnt is tightly linked to which other knowledge area?
         A.   Cost Management
         B.   Risk Management
         C.   Communications Management
         D.   Time Management
         
         ANS: c
         Reference: PMBOK 9.1

         66.  Which of the following is not considered a constraint in Organizational Planning?
         A.   Recruitment practices
         B.   Collective bargaining agreenrnts
         C.   Preferences of the project management team
         D.   Expected staff assignments
         
         ANS: A
         Reference: PMBOK 9.1.1.3

         67.  Outputs from Organizational Planning include all of the following except:
         A.   Staffing Management Plan
         B.   Organization Chart
         C.   Project Team Directory
         D.   Role and Responsibility Matrix
         
         ANS: c
         Reference: PMBOK 9.1.3

         68.  Inputs to Staff Acquisition include all of the following except:
         A.   Staffing Management Plan
         B.   Resource Histogram
         C.   Staffing pool description
         D.   Recruitment practices
         
         ANS: B
         Reference: PMBOK 9.2.1

         69.  Which of the following is not an input to Team Development?
         A.   Project Plan
         B.   Staffing Management Plan
         C.   Performance Reports
         D.   Reward and recognition systems
         
         ANS: D
         Reference: PMBOK 9.3.1

         70.  Cost Budgeting is defined as:
         A.   The estimated total cost of the project when done
         B.   Allocating the cost estimates to the individual work items
         C.   Estimating the cost of the resources needed to complete project activities
         D.   The sum of the approved cost estimates
         
         ANS: B
         Reference: PMBOK 7.3

         71.  The cost baseline is an output of what process?
         A.   Cost planning
         B.   Cost estimating
         C.   Cost budgeting
         D.   Cost control

         ANS: c
         Reference: PMBOK 7.3.3.1

         72.  The time phased budget that is used to measure and monitor cost performance is:
         A.   The project budget
         B.   The cost budget
         C.   The cost baseline
         D.   The cost estimate
         
         ANS: c
         Reference: PMBOK 7.3.3.1

         73.  Which knowledge area does not provide input into cost budgeting?
         A.   Time
         B.   Quality
         C.   Scope
         D.   Cost
         
         ANS: B
         Reference: PMBOK 7.3.1

         74.  At the beginning of a project you are asked for an order of magnitude budget.
              What type of budget estimate are you likely to use?
         A.   Analogous
         B.   Parametric modeling
         C.   Bottom-up
         D.   Detailed
         
         ANS: A
         Reference: PMBOK 7.3.2.1

         75.  The major process groups of project management are:
         A.   Planning, control, initiation, closing, execution
         B.   Monitoring, start up, execution, close out, planning
         C.   Conceptual, demonstration, validation, development, production
         D.   Feasibility, planning, design, production, close out
         
         ANS: A
         Reference: PMBOK 3.2

         76.  Project Stakeholder are:
         A.   Anybody who is actively working on the project
         B.   Individuals and organizations who are actively involved in the project,
              or whose interests may be positively or negatively affected as a result of
              project execution or successful project completion
         C.   The plan sponsor, project manager, team members, client
         D.   The customer
         
         ANS: B
         Reference: PMBOK 2.2

         77.  The Project Life Cycle:
         A.   Defines the Product Life Cycle
         B.   Has distinct phases that are the same for all projects
         C.   Defines what work should be done in each phase
         D.   Has gates that must be completed before moving onto the next phase of the project
         
         ANS: c
         Reference: PMBOK 2.1.3 1996 PMBOK 2.1.2 2000

         78. In planning your resources for a new building project you are working with an engineering
              firm, a construction management firm and a general contractor. You are mindful that the general
              contractor will have to manage several sub-contractors over the next 9 months and that the
              structural and civil engineers will need to communicate frequently. You must select the best
              reporting relationships among the parties. This is an example of:
         A.   Staffing requirements
         B.   Communication planning
         C.   Project interface planning
         D.   Staffing management plan

         ANS: c
         Reference: PMBOK 9.1.1.1

         79. As a Project Manager you havejust completed a 9-month project where you had
              accountability for the schedule, budget, team members and quality of the end product.
              You are up for your annual review and expect a bonus based on your perfonmnce
              What is not an area that you would expect to be rewarded for?
         A.   Meeting 95% of your milestones on time
         B.   Finding a way to use Jr. Level Engineers to complete tasks that Sr. Level Engineers
              were scheduled for
         C.   Inspiring the team to work overtime due to an oversight in the scope plan
         D.   Developing project managenrnt skills in a Jr. Project Manager who was assigned to the
              project
         
         ANS: c
         Reference: PMBOK 9.3.2.3

         80. You have inherited a project that is in trouble. The team members are spread out inS states,
              the schedule is behind by 20%, the former project manager alienated the team and
              there is no conmunication plan. The first issue you must work on is building a cohesive
              team to get the project back on track. Which of the following is not a technique that
              you would use in team development:
         A.   Flying everyone in for a team meeting
         B.   Provide training for those areas that are suffering the most
         C.   Establish a reward system that will pay out based on getting the critical path back
              within the established time frame
         D.   Use perfonmnce reports to get feedback on individual perfonmnce
         
         ANS: D
         Reference: PMBOK 9.3.2

         81. You have had your Scope Definition approved and are working on your budget and schedule.
              In order to estimate the labor costs and the schedule you need to know who your team members
              are, and what their skill level is. You consult your staffing managenrnt plan and your staffing
              pool description By following the recruitment practices and working with the procurement
              department to negotiate for various external contractors you are able to complete a project
              directory. All these are steps in what process?
         A.   Organizational Planning
         B.   Resource Planning
         C.   Team Development
         D.   Staff Acquisition
         
         ANS: D
         Reference: PMBOK 9.2

         82.The primary conmunication skills you will use in working with members of your project team
              will be:
         A.   Problem solving
         B.   Negotiating
         C.   Team building
         D.   Public relations
         
         ANS: c
         Reference: Human Resource Skills for the Project Manager:

         83.The primary conmunication skills you will use in working with your project sponsor will be:
         A.   Problem solving
         B.   Negotiating
         C.   Team building
         D.   Public relations

         ANS: A
         Reference: Human Resource Skills for the Project Manager:

         84.The primary conmunication skills you will use in working with functional managers will be:
         A.   Problem solving
         B.   Negotiating
         C.   Team building
         D.   Public relations
         
         ANS: B
         Reference: Human Resource Skills for the Project Manager: The Human Aspects of Project Management p. 34

         85.The primary conmunication skills you will use in working with external stakeholders will be:
         A.   Problem solving
         B.   Negotiating
         C.   Team building
         D.   Public relations
         
         ANS: D
         Reference: Human Resource Skills for the Project Manager: The Human Aspects of Project Management p.34

         86.According to A H. Maslow, people~ needs must be satisfied according to a certain hierarchy.
              The order in which needs must be satisfied is:
         A.   Self-actualization, esteem, social, safety, physiological
         B.   Physiological, seW-actualization, social, esteem, safety
         C.   Physiological, safety, social, esteem, self-actualization
         D.   Self-actualization, social, physiological, safety, esteem

         ANS: C
         Reference: Human Resource Skills for the Project Manager: The Human Aspects of Project Management p.61

         87.According to C. P. Alderfer, people~ needs fall into three broad categories.
              Which of the following is not one of Alderfers categories?
         A.   Existence needs
         B.   Identity needs
         C.   Relatedness needs
         D.   GroMh needs
         
         ANS: B
         Reference: Human Resource Skills for the Project Manager: The Human Aspects of Project Management p.63

         88.Your project plan requires personnel to wear a Radiation Monitor counter at all times while
              they are within the protected area surrounding a nuclear reactor. This requirement arises from
              your concern for:
         A.   Quality assurance reporting requirenrnts
         B.   Personnel safety needs
         C.   Stakeholder reporting requirements
         D.   Personnel physiological needs
         
         ANS: B
         Reference: Human Resource Skills for the Project Manager: The Human Aspects of Project Management p.61

         89.A staffing management plan includes all of the following except:
         A.   Determining how to bring team members onto the project
         B.   A resource histogram
         C.   Determining how to release team members from the project
         D.   Documentation on who has the authority to make decisions
         
         ANS: D
         Reference: PMBOK 9.1.3.2

         90.  Which of the following is not a consideration in selecting project staff members?
         A.   Type of organization
         B.   Personal characteristics
         C.   Previous experience
         D.   Personal interests

         ANS: A
         Reference: PMBOK9.2.1.2

         91.  Which of the following is not a method for acquiring team members?
         A.   Escalating issues to the project sponsor
         B.   Negotiating with functional managers
         C.   Procuring outside resources
         D.   Negotiating with other project teams
         
         ANS: A
         Reference: PMBOK9.2.2

         92.  All of the following are components of Project Integration Management except:
         A.   Initiation
         B.   Project Plan Development
         C.   Project Plan Execution
         D.   Overall Change Control
         
         ANS: A
         Reference: PMBOK4

         93.  Which of the following is not an example of project integration management:
         A.   At project closure you transition the project operations into ongoing operations.
         B.   Upon identifying a risk to the project you perform a risk analysis to ascertain
              the likelihood of the risk occurring and the impact on the project.
         C.   Insuring that the product scope and the project scope are consistent.
         D.   A change in the project scope necessitates changes to the schedule and the budget.
         
         ANS: B
         Reference: PMBOK4

         94.  The project plan is used to do all of the following except:
         A.   Document project planning assumptions
         B.   Define the content of management reviews
         C.   Identify risks that arise during project execution
         D.   Provide a baseline for progress measurement and project control
         
         ANS: c
         Reference: PMBOK4.1

         95.  Which of the following is not an input into Project Plan Development:
         A.   Organizational policies
         B.   Constraints and assumptions
         C.   Historical infonmtion
         D.   Project Planning Methodology
         
         ANS: D
         Reference: PMBOK4.1.1

         96.  Which of the following is not true about project planning methodology?
         A.   It is an input into the project plan development
         B.   It is a structured approach used to guide the project team during the
              development of the project plan
         C.   It may include complex simulations to identify schedule risks
         D.   It may include project planning templates and forms
         
         ANS: A
         Reference: PMBOK4.1.2.1

         97.  A project plan generally includes the following:
         A.   Cost baselines, schedule baselines, assumptions, flow charts
         B.   Project Charter, cost estimates, project schedule, required staff, key risks
         C.   Scope management plan, work arounds, schedule management plan, budget
         D.   Scope statement, product description, control charts, project charter
         
         ANS: B
         Reference: PMBOK4.1.3.1

         98.  All of the following are true about Project Plan Execution except:
         A.   The majority of the budget will be expended in performing this process
         B.   This is where the product of the project is created
         C.   It involves managing change to the original project plan
         D.   It requires PM skills as well as general management skills

         ANS: C
         Reference: PMBOK 4.2

         99.  Inputs to overall change control include:
         A.   Project plan, change control system, performance measurement
         B.   Perfonntnce reports, performance measurement, change requests
         C.   Change requests, performance measurement, project plan
         D.   Project plan, performance reports, change requests

         ANS: D
         Reference: PMBOK4.3.1
         
         100. Configuration Management, Perfonmnce Measurement and
              Project Management Information Systems are all:
         A.   Tools and techniques used in overall change control
         B.   Tools and techniques used in performance reporting
         C.   Examples of how IS systems can impact project management
         D.   Different ways of explaining the performance reporting
         
         ANS: A
         Reference: PMBOK4.3.2

         101. As a project manager on a software development project you are accountable for
              maintaining the integrity of the perfonmnce measurement baselines. This includes making sure
              that approved changes to the schedule and cost are reflected in the project plan. However,
              you also make sure that only changes to the project scope affect the performance measurement
              baselines. This is an exanple of
         A.   Scope change control
         B.   Overall change control
         C.   Perfonmnce measurement
         D.   Configuration management
         
         ANS: B
         Reference: PMBOK4.3

         102. You are a PM at a pharmaceutical company. You are the project manager in charge of
              the development of a new drug that will reduce the after effects of chenrtherapy.
              What is an assumption that you might have as part of your project plan?
         A.   The budget is $7,000,000
         B.   In order to meet the schedule you will have to fast track several of the processes
         C.   There will not be a cure for cancer in the next 5 years
         D.   You can?t move to human testing until animal testing is complete
         
         ANS: C
         Reference: PMBOK4.1.1.5

         103. You are considering outsourcing some of the work on your project. Doing this will reduce
              the amount of time it takes to complete the milestone, and it will increase the budget.
              You should document your decision and the reasons for it in:
         A.   The schedule baseline
         B.   The cost baseline
         C.   The change management plan
         D.   The project plan
         
         ANS: D
         Reference: PMBOK4.1

         104. You havejust been given a new project and are creating the project plan.
              You are reviewing team member planning assumptions, infonmtion from similar projects
              and the identified constraints and assumptions. What tools will you utilize in order
              to complete the project plan?
         A.   Project planning methodology and project management information system
         B. Project management skills and general management skills
         C.   Stakeholder skills and knowledge and organizational policies
         D.   Other planning outputs and project planning methodology

         ANS: A
         Reference: PMBOK4.1.2
         
         105. At appropriate times during your project, you issue task orders that describe what
              work is to be done, who is to do it, and when it is to be done. This is an example of
         A.   Project scheduling
         B.   A work authorization system
         C.   Project planning
         D.   Overall change control
         
         ANS: B
         Reference: PMBOK4.2.2.3

         106. The organizational design of a project is critical to its successful management.
              Which of the following is not one of the three basic factors influencing decisions
              about the design of a project organization?

         A.   Environmental forces
         B.   Strategic choices
         C.   Schedule constraints
         D.   Technological factors
         
         ANS: C
         Reference: Organizing Projects for Success p.91

         107. The degree to which written policies, procedures, rules, and job descriptions guide
              the behavior of personnel involved in projects is called:
         A.   Centralization
         B.   Complexity
         C.   Specialization
         D.   Formalization
         
         ANS: D
         Reference: Organizing Projects for Success p.88

         108. Which of the following is not an organizational policy consideration in
              formulating a project plan?
         A.   Regulatory compliance
         B.   Quality management
         C.   Personnel administration
         D.   Financial controls
         
         ANS: A
         Reference: PMBOK4.1.1.3

         109. Which of the following activities is not a part of administrative closure?
         A.   Generating information
         B.   Filtering information
         C.   Gathering information
         D.   Disseminating information
         
         ANS: B
         Reference: PMBOK3.3.5 & 10.4

         110. Which of the following is not a tool or technique for overall change control?
         A.   Perfonmnce measurement
         B.   Configuration management
         C.   Work Authorization system
         D.   Project management information system
         
         ANS: c
         Reference: PMBOK4.3.2

         111. Inputs to overall change control include all of the following except:
         A.   The project plan
         B.   Perfonntnce reports
         C.   Change requests
         D.   Corrective action

         ANS: D
         Reference: PMBOK4.3.3

         112. Where is the bulk of the project budget spent?
         A.   Scope management
         B.   Production
         C.   Labor and materials
         D.   Project plan execution

         ANS: D
         Reference: PMBOK 4.2
         
         113. A work authorization system is:
         A.   The control mechanism used to track cost packages
         B.   A variation of the work breakdown structure
         C.   A fonml procedure for sanctioning project work
         D.   A policy and procedure that sets the days and hours for the project schedule
         
         ANS: C
         Reference: PMBOK4.2.2.3

         114. Which is not a tool or technique for project plan execution
         A.   General management skills
         B.   Work authorization system
         C.   Work breakdown structure
         D.   Product skills and knowledge
         
         ANS: C
         Reference: PMBOK4.2.2

         115. All of the following are true of Administrative Closure except:
         A.   It includes verifying and documenting project results
         B.   It includes collection of project records
         C.   It includes analysis of project success and effectiveness
         D.   It should be delayed until project completion
         
         ANS: D
         Reference: PMBOK 10.4

         116. Meredith & Mantel describe four varieties of project termination which include
         all of the following except:
         A.   Termination by Extinction
         B.   Termination by Subtraction
         C.   Termination by Integration
         D.   Termination by Starvation

         ANS: B
         Reference: Project Management: A Managerial Approach, 2000 p.540-545

         117. Your new product development project has resulted in a highly successful new product.
              The property, equipment, materials, and personnel of your project are now being integrated
              into the functional organization Your project is being
              terminated by:
         A.   Extinction
         B.   Addition
         C.   Integration
         D.   Starvation
         
         ANS: C
         Reference: Project Management: A Managerial Approach, 2000 p.543-544

         118. Your project to create a new time tracking and accounting system has been put on hold
              pending a decision to bring in a third party human resources system that will handle
              multiple functions. If this decision is made, your project will be terminated by:
         A.   Extinction
         B.   Subtraction
         C.   Integration
         D.   Starvation

         ANS: A
         Reference: Project Management: A Managerial Approach, 2000 p.541

         119. As the most recent in a succession of project managers assigned to the project,
              you discover that one of your projects has no people assigned to it, no deliverables
              scheduled for development, and an extremely small budget. Nevertheless, you are
              expected to report status for the project periodically. This project has, in fact,
              experienced termination by:
         A.   Extinction
         B.   Addition
         C.   Integration
         D.   Starvation
         
         ANS: D
         Reference: Project Management: A Managerial Approach, 2000 p. 544-545

         120. Your new product development project has resulted in a highly successful new product.
              You find that you are being promoted to lead a new business unit to produce and
              market the product. Your project is being terminated by:
         A.   Extinction
         B.   Addition
         C.   Integration
         D.   Starvation
         
         ANS: B
         Reference: Project Management: A Managerial Approach, 2000 p. 541-542

         121. Valid reasons for considering termination of a project include all of the following except:
         A.   The scope of the project is found to be inconsistent
              with the organization?s financial strength
         B.   Organizational support is being spread among too many projects
         C.   Scope change requests are numerous and continuous
         D.   The project product has become available as a commercial off the shelf product
         
         ANS: C
         Reference: Project Management: A Managerial Approach, 2000 p.545

         122. Project termination responsibilities include all of the following except:
         A.   Ensure the completion of work
         B.   Notify the client of completion and ensure delivery of the product
         C.   Ensure that documentation is complete
         D.   Ensure that the project baseline is updated to reflect actual project perfonmnce
         
         ANS: D
         Reference: Project Management: A Managerial Approach, 2000 p. 555-556

         123. Project termination responsibilities include all of the following except:
         A.   Modify project quality standards to reflect those actually implemented
         B.   Oversee preparation of final invoices for the client
         C.   Redistribute personnel, materials, equipment, and other resources
         D.   Record and archive all legal project documents
         
         ANS: A
         Reference: Project Management: A Managerial Approach, 2000 p. 555-556

         124. Project termination responsibilities include all of the following except:
         A.   Archive appropriate project documentation
         B.   Provide project personnel with favorable perfonmnce appraisals to ensure
              their future cooperation
         C.   Ensure the fulfillment of product support requirements
         D.   Oversee the closing of project accounting
         
         ANS: B
         Reference: Project Management: A Managerial Approach, 2000 p.555-556

         125. Which equation conectly illustrates the cost variance of a project, in dollars?
         A.   BCWP-ACWP
         B.   BCWP/ACWP
         C.   BCWP-BCWS
         D.   BCWP/BCWS

         ANS: A
         Reference: PMBOK Figure 10-3, 10.3.2.4

         126. The To Complete Performance Index (TCPI) is calculated by:
         A.   Subtracting the actual costs to date from the estimate at completion
         B.   Dividing the budgeted cost of the remaining work by the difference between the
              estimate at completion and actual costs to date
         C.   Multiplying the estimate at completion by the cumulative cost performance index
         D.   Adding the estimate at completion to the actual costs to
              date and multiplying by the cumulative cost perfonmnce index
         
         ANS: B
         Reference: Earned Value Project Management p. 138

         127. At 40% through your project you havea BCWS of $68,000 and a BCWP of $62,000. Your
              project is:
         A.   Ahead of schedule
         B.   Behind schedule
         C.   A positive cost variance
         D.   A negative cost variance
         
         ANS: B
         Reference: PMBOK 10.3.2.4

         128. Under what knowledge area is the primary process area for canying out the work of the
              project?
         A.   Scope
         B.   Integration
         C.   Schedule
         D.   Framework
         
         ANS: B
         Reference: PMBOK4.2

         129. Which of the following is not true about Project Plan Development?
         A.   Wait until all the other planning outputs are complete, then compile them into
              one final project plan
         B.   It is used to document project planning assumptions
         C.   It is an iterative process
         D.   It involves making trade offs between competing objectives and alternatives
         
         ANS: A
         Reference: PMBOK4.1

         130. Coordinating a schedule, organizational policies, staffing plans and historical
              information about risk is an example of:
         A.   Overall change control
         B.   Risk management
         C.   Communication planning
         D.   Project plan development
         
         ANS: D
         Reference: PMBOK4.1.1

         131. Afactor that limits the project team?s options, such as a prescribed due date, is called a:
         A.   Risk
         B.   Constraint
         C.   Assumption
         D.   Hassle
         
         ANS: B
         Reference: PMBOK4.1.1.4

         132. Those areas that a project manager considers to be true, real or certain are called:
         A.   Constraints
         B.   Risks
         C.   Assumptions
         D.   Planning levers

         ANS: c
         Reference: PMBOK4.1.1.5

         133. You are a new project manager at a utility. In working on your first project you are refenlng
              to the project templates, company glossary, ABT Workbench Manual, and archives from
              previous projects. These tools are helping you with:
         A.   Project plan coordination
         B.   Project plan execution
         C.   Project planning methodology
         D.   The ?soft? tools of project management
         
         ANS: c
         Reference: PMBOK4.1.2.1

         134. As a project manager on a major construction project you spend some time informally
              interviewing contractors, teammembers, engineers and even some of the city permit people.
              You want to make sure you have all your bases covered in the planning process. This is an
              example of
         A.   Information gathering and distribution
         B.   Risk analysis
         C.   Developing a project management information system
         D.   Gathering stakeholder skills and knowledge
         
         ANS: D
         Reference: PMBOK4.1.2.2

         135. Project files, project software, and shared folders are examples of
         A.   Project management information system
         B.   Communication management
         C.   Communication planning
         D.   Risk management tools
         
         ANS: A
         Reference: PMBOK4.1.2.3

         136. A collection of documents that will change over time as more information becomes available
              is called:
         A.   A project baseline
         B.   A project plan
         C.   A project management infonmtion system
         D.   A management control
         
         ANS: B
         Reference: PMBOK4.1.3.1

         137. A management control that rarely changes, and then only in response to defined criteria,
              such as a change in scope is called a:
         A.   Project plan
         B.   Change management plan
         C.   Project baseline
         D.   A subsidiary management plan
         
         ANS: c
         Reference: PMBOK4.1.3.1

         138. Which of the following is not an appropriate reason to provide members of
              your project team with additional training?
         A.   Feedback from other project managers about team performance
         B.   Reports about performance that do not meet project requirements
         C.   Excessive overtime requirements in order to meet the project schedule
         D.   New technologies involved in the scope of the project
         
         ANS: C
         Reference: PMBOK9.3.2.5

         139. Team development is undertaken to improve performance.
              Which of the following is not a way in which team development improves team performance?
         A.   Improvement of individual skills
         B.   Development of technical breakthroughs
         C.   Improvement of team behaviors
         D.  Development of better ways of doing work

         ANS: B
         Reference: PMBOK9.3.3

         140. As project manager, you prepare written input to the performance appraisals of functional
              personnel assigned to your project. This activity is a part of which human resources process?
         A.   Perfonmnce reporting
         B.   Staffing pool description
         C.   Team development
         D.   Organizational planning
         
         ANS: C
         Reference: PMBOK9.3.3.2

         141. In taking over a failing project you hold a status meeting and find that theIS department and
              the business operations representatives are avoiding each other. You realize that before moving
              on you need to do some team building. The type of behavior that the IS and operations people are
              demonstrating is:
         A.   Problem solving
         B.   Withdrawal
         C.   Forcing
         D.   Smoothing
         
         ANS: B
         Reference: Principles ofProject Management p. 162

         142. In taking over a failing project you hold a status meeting where the marketing person and
              the finance person get into a heated discussion, each trying to push their viewpoint on the other
              without listening. You realize that before moving on you need to do some conflict resolution
              The type of behavior that the marketing and finance people are demonstrating is:
         A.   Problem solving
         B.   Withdrawal
         C.   Forcing
         D.   Smoothing
         
         ANS: c
         Reference: Principles of Project Management p. 162

         143. Which of the following models of conflict resolution allows a cooling off period,
              but seldom resolves the issue in the long term?
         A.   Problem solving
         B.   Withdrawal
         C.   Forcing
         D.   Smoothing
         
         ANS: B
         Reference: Principles of PM p. 162

         144. Which method of conflict resolution tends to increase conflict rather than resolve it?
         A.   Problem solving
         B.   Compromising
         C.   Smoothing
         D.   Forcing
         
         ANS: D
         Reference: Principles of Project Management p. 162

         145. Which method of conflict resolution tends to be the most effective in resolving conflicts?
         A.   Confrontation
         B.   Withdrawal
         C.   Forcing
         D.   Organizational development
         
         ANS: A
         Reference: Principles of Project Management p. 162

         146. Which conflict resolution style emphasizes agreement rather than focusing on areas of
         disagreement?
         A.   Problem solving
         B.   Withdrawal
         C.   Forcing
         D.   Smoothing

         ANS: D
         Reference: Principles of Project Management p. 162

         147. All of the following are common uses for a War Room except:
         A.   A repository for project artifacts
         B.   A place where project team members can discuss their common problems
         C.   A location where the up-to-the-minute wall charts of technical perfonmnce are housed
         D.   The project wrap up party
         
         ANS: D
         Reference: Principles of Project Management p. 153-154

         148. Stock options, assigned parking spaces and a company car are all examples of what?
         A.   Perks associated with functional management
         B.   Non-monetary rewards
         C.   Leverage to encourage better perfonmnce
         D.   Ways to justify paying a lower salary
         
         ANS: B
         Reference: Principles of Project Management p. 157

         149. Project Procurement Management has the following processes:
         A.   Solicitation planning, source selection, contract close-out
         B.   Procurement planning, solicitation planning, contract award
         C.   Contract solicitation, contract award, contract administration
         D.   Contract award, contract administration, contract close-out
         
         ANS: A
         Reference: PMBOK 12

         150. A complex project will fit best in what type of organization?
         A.   Functional
         B.   Cross-functional
         C.   Matrix
         D.   Balanced.
         
         ANS: c
         Reference: PMBOK2.3.1

         152. Which of the following is not an input into procurement planning?
         A.   Scope statement
         B.   Vendor lists
         C.   Market conditions
         D.   Constraints
         
         ANS: B
         Reference: PMBOK 12.1

         153. Which of the following is not an input into solicitation planning
         A.   Procurement documents
         B.   Procurement management plan
         C.   Statement of work
         D.   Project Schedule
         
         ANS: A
         Reference: PMBOK 12.2

         154. A make or buy analysis is used as:
         A.   An input to solicitation planning
         B.   A tool for solicitation planning
         C.   An input for solicitation
         D.   A technique for procurement planning
         
         ANS: D
         Reference: PMBOK 12.1.2

         155. What document contains the following: type of contract to be used,
              vendor management protocols, procurement coordination?
         A.   Statement of Work
         B.   Procurement management plan
         C.   Solicitation package
         D.   Procurement documents

         ANS: B
         Reference: PMBOK12.1.3.1

         156. Obtaining information from prospective sellers on how project needs can be met is part of:
         A.   Solicitation planning
         B.   Procurement planning
         C.   Solicitation
         D.   Contracting
         
         ANS: C
         Reference: PMBOK 12.3

         157. Techniques for Source Selection include all of the following except:
         A.   Weighting system
         B.   Screening system
         C.   Independent estimates
         D.   Bidder Conferences
         
         ANS: D
         Reference: PMBOK 12.4.2

         158. Contract administration integrates many of the other knowledge areas.
         All of the following are part of contract administration except:
         A.   Perfonmnce measurement
         B.   Perfonntnce reporting
         C.   Quality control
         D.   Change control
         
         ANS: A
         Reference: PMBOK 12.5

         159. Which of the following is not a typical reason for authorizing a project:
         A.   Market demand
         B.   Keeping the project manager busy
         C.   Business need
         D.   Technological advance
         
         ANS: B
         Reference: PMBOK 5.1

         160. Outputs from the Initiation process include:
         A.   Project Manager identified, Project Charter, Product Description
         B.   Constraints, Assumptions, Product Description
         C.   Project Charter, constraints, assumptions
         D.   Scope Statement, Project Manager identified, Product Description
         
         ANS: C
         Reference: PMBOK 5.1.3

         161. All of the following are generally true about a Project Charter except:
         A.   It includes the product description
         B.   It includes the business need that the project was undertaken to address
         C.   It is issued by a manager external to the project
         D.   It includes a cost benefit analysis
         
         ANS: D
         Reference: PMBOKS.1.3

         162. The Scope Statement incorporates all of the following except:
         A.   Projectjustification
         B.   The basis for future project decisions
         C.   A list of significant project risks
         D.   Project objectives and deliverables
         
         ANS: c
         Reference: PMBOKS.2.3.1

         163. Scope definition is important to the success of the project except:
         A.   Subdividing the project into smaller components improves
              the accuracy of cost, time and resource estimates.
         B.   When there is poor scope definition, final project costs can
              be expected to be higher because of the inevitable changes.
         C.   It serves as the basis for future project decisions.
         D.   It defines a baseline for perfonmnce measurement and control.

         ANS: c
         Reference: PMBOK 5.3
         
         164. Product documentation is input to what process
         A.   Scope Verification
         B.   Performance Reporting
         C.   Risk Analysis
         D.   Scope Planning
         
         ANS: A
         Reference: PMBOK 5.4.1

         165. You are about 30% through a project. In reviewing the product requirements you
              realize that one of the product functionalities has been omitted in the project plan.
              At this point you:
         A.   Update the project schedule and budget to reflect the necessary changes.
         B.   Submit a change request to the change control board and re-baseline the project.
         C.   Negotiate with the client for a new delivery date based on the revised schedule.
         D.   Conmunicate the enor with Sr. Management so they arent surprised at a later date.
         
         ANS: B
         Reference: PMBOK 5.5

         166. During the schedule development process the Project Manager may have to go
              through several iterations of the schedule before establishing the schedule baseline.
              Which of the following are tools and techniques that may be used during this process?
         A.   Critical Path Method, GERT, Resource Requirements
         B.   Resource Leveling Heuristics, Mathematical Analysis, Calendars
         C.   Duration compression, Resource Leveling Heuristics, PERT
         D.   GERT, PERT, Leads and Lags
         
         ANS: c
         Reference: PMBOK6.4.2

         167. Your company has just received approval to purchase a company that offers complementary
              services to your company. They have assigned you as the project manager for the acquisition
              The CFO has handed you a Project Charter that describes how this acquisition will improve
              penetration and open up a new distribution channel for your company s products.
              She has also given you authority to apply organizational resources to project activities.
              You are anxious and excited as you head back to your office to organize your thoughts and
              begin the planning process. Using the Project Charter you define the deliverables and the
              objectives. The output from this process is the:
         A.   Scope Management Plan
         B.   Project Plan
         C.   Scope Statement
         D.   Work Breakdown Structure
         
         ANS: c
         Reference: PMBOKS.2.3.1

         168. Scoring models, comparative approaches and benefit contribution are all part of
         A.   Constrained optimization models for selecting a project
         B.   Benefit measurement models for selecting a project
         C.   Quality measurement techniques
         D.   Information distribution tools
         
         ANS: B
         Reference: PMBOKS.1.2.1

         169. Your company has just received approval to purchase a company that offers
              complenrntary services to your company. As PM on the acquisition, you develop
         A.   deliverable-oriented grouping of project elements that organizes and defines
              the total scope of the project. This output is called:
         A.   Work Breakdown Structure
         B.   Scope Management Plan
         C.   Organizational Breakdown Structure
         D.   Scope definition

         ANS: A
         Reference: PMBOKS.3.3.1

         170. Scope verification is a part of
         A.   Project initiation
         B.   Project planning
         C.   Project execution
         D.   Project controlling
         
         ANS: C
         Reference: PMBOK3.3.3 & 5.4

         171. Which of the following is not an output of scope change control?
         A.   Scope changes
         B.   Work arounds
         C.   Conrctive action
         D.   Lessons learned.
         
         ANS: B
         Reference: PMBOKS.5.3

         172. Which of the following is an input of scope change control?
         A.   Perfonmnce reports
         B.   Conective actions
         C.   Work arounds
         D.   Performance measurements
         
         ANS: A
         Reference: PMBOKS.5.1

         173. The marketing department has just discovered that most buyers are not willing to pay the
              extra cost of one of the features planned in your cunent project. They submit a change request
              that is a result of
         A.   An external event
         B.   An enor or omission in defining the scope of the product
         C.   An error or omission in defining the scope of the project
         D.   A value-adding change
         
         ANS: B
         Reference: PMBOKS.5.1.3

         174. The marketing department has just discovered that a competitor is offering a new feature,
              using a new technology, on a product similar to the one being created by your project. They
              submit a change request that is the result of
         A.   An external event
         B.   An enor or omission in defining the scope of the product
         C.   An error or omission in defining the scope of the project
         D.   A value-adding change
         
         ANS: A
         Reference: PMBOKS.5.1.3

         175. The engineering department has just reported that a small plastic insert
              can be used as an acceptable substitute for an expensive molybdenum bearing
              in the warp drive you are creating. They submit a change request that is the result of
         A.   An external event
         B.   An enor or omission in defining the scope of the product
         C.   An error or omission in defining the scope of the project
         D.   A value-adding change
         
         ANS: D
         Reference: PMBOKS.5.1.3

         176. The engineering department has raised a question about the expensive molybdenum bearing
              you plan to use in your warp drive project. They believe they can find an acceptable but cheaper
              substitute and submit a change request to do the necessary research Their request is the result of
         A.   An external event
         B.   An enor or omission in defining the scope of the product
         C.   An error or omission in defining the scope of the project
         D.   A value-adding change

         ANS: D
         Reference: PMBOK 5.1.3.1

         177. Who originates the Project Charter?
         A.   The Project Manager
         B.   The Project Sponsor
         C.   The client
         D.   A manager external to the project
         
         ANS: D
         Reference: PMBOK 5.1.3.1

         178. What is the document that gives the PM the authority to apply organizational resources?
         A.   The Scope Paper
         B.   The Project Definition Document
         C.   The Project Charter
         D.   The Statement of Work
         
         ANS: C
         Reference: PMBOK 5.1.3.1

         179. Which is true about a work breakdown structure?
         A.   It is a deliverable oriented grouping of project elements
         B.   It shows work elements that have been assigned to various organizational units
         C.   It is the same as a code of accounts
         D.   It is developed after the baseline schedules and budgets have been developed
         
         ANS: A
         Reference: PMBOKS.3.3

         180. Scope verification is concerned with:
         A.   Ensuring that all the elements necessary are included in the WBS
         B.   Receiving buy-in from team members
         C.   The acceptance of the work results
         D.   Developing a project base line
         
         ANS: c
         Reference: PMBOK 5.4

         181. The docunrnt that describes the projects scope baseline is:
         A.   The master schedule
         B.   The Project Definition document
         C.   The Scope Paper
         D.   The Work Breakdown Structure
         
         ANS: D
         Reference: PMBOKS.3.3.1

         182. The two closing procedures are called:
         A.   Contract close out and scope verification
         B.   Contract close out and administrative closure
         C.   Project closure and product verification
         D.   Project closure and lessons learned
         
         ANS: B
         Reference: PMBOI( 12.6 and 10.4

         183. A work package is:
         A.   A task on the Work Breakdown Structure
         B.   A level 1 activity on the Work Breakdown Structure
         C.   A deliverable at the lowest level of the Work Breakdown Structure
         D.   An activity on the Project Schedule
         
         ANS: C
         Reference: PMBOKS.3.3

         184. Ascope change is:
         A.   Any change to the agreed upon project scope as defined by the approved WBS
         B.   A precursor to changes in the schedule and cost baselines
         C.   A result of poor planning
         D.   An output of conective action

         ANS: A
         Reference: PMBOK 5.5.3

         185. Overall change control requires all of the following except:
         A.   Maintaining the integrity of the baseline
         B.   Ensuring that changes to the product scope are reflected in the project scope
         C.   Coordinating changes across knowledge areas
         D.   Making process adjustnrnts as a result of deficiencies

         ANS: D
         Reference: PMBOK4.3

         186. Overall change control is concerned with all of the following except:
         A.   Determining that a change has occurred
         B.   Managing changes as they occur
         C.   Creating change requests
         D.   Influencing factors that create change to ensure that changes are beneficial
         
         ANS: D
         Reference: PMBOK 4.3

         187. Which of the following is not an input to overall change control?
         A.   Configuration managenrnt system
         B.   Perfonntnce reports
         C.   Change requests
         D.   Project plan
         
         ANS: A
         Reference: PMBOK4.3.1

         188. Your current project has over 200 specs, 350 engineering drawings and 5500 parts. What
              tool do you use to apply technical and administrative direction to identiU the functional and
              physical characteristics of items, and control changes to those characteristics?
         A.   Change control system
         B.   Configuration management
         C.   Inventory control
         D.   Operational definitions
         
         ANS: B
         Reference: PMBOK4.3.2.2

         189. Configuration managenrnt dces all of the following except:
         A.   Control changes to functional and physical characteristics of an item or a system
         B.   Record and report changes to any functional and physical characteristics of an item or a system
         C.   Defines the steps by which official project documents may be changed
         D.   Audits items and systems to ensure confonntnce to requirements
         
         ANS: C
         Reference: PMBOI( 4.3.2.2 configuration management does all of the following except:

         190. At the outset of a project you should define the processes necessary to aocount for change.
              Which of the following is not a standard inclusion in a change control system?
         A.   Perfonmnce reports
         B.   Procedures to handle changes that may be approved without prior review
         C.   How to handle changes in emergencies
         D.   The responsibilities of the change control board
         
         ANS: A
         Reference: PMBOK4.3.2.1

         191. Which of the following is not a type of baseline from which to measure change?
         A.   Project plan
         B.   WBS
         C.   Operational definitions
         D.   Project schedule

         ANS: C
         Reference: PMBOK4.3.1, 5.5.1, 6.5.1, 8.1.3

         192. There are three outputs that are common to scope, schedule and cost control processes.
              Which of the following is not a common output to these control processes?
         A.   Baseline updates/changes
         B.   Lessons learned
         C.   Conective action
         D.   Process adjustments
         
         ANS: D
         Reference: PMBOK4.3.3, 5.5.3, 6.5.3, 8.3.3

         193. Perfonmnce reports are an input to overall change control. Which of the following
              statements is not necessarily true about performance reports?
         A.   They provide infonmtion on past project perfonmnce
         B.    They provide information on current status
         C.   They may alert the team to potential future problems
         D.   They are the outcome of project reviews
         
         ANS: D
         Reference: PMBOK 4.3.1.2, 10.3

         194. You are continually faced with tasks coming in late because your resources are
              being pulled off to handle other urgent situatins. You have set up a conference
              with several of the managers who have been doing this on a regular basis. What
              technique might you use to alleviate the cunent situation?
         A.   Forcing
         B.   Problem solving
         C.   Smoothing
         D.   Ignoring
         
         ANS: B
         Reference: The Principles of Project Management p.178

         195. In a team meeting, two of the managers start a discussion that escalates
              into an argument. In order to restore peace to the meeting you point out the part
              of the conThct that they both agree to and using friendly tones try to defuse the
              current situation This is an exanple of what type of conflict management?
         A.   Smoothing
         B.   Problem solving
         C.   Withdrawal
         D.   Compromising
         
         ANS: A
         Reference: The Principles of Project Management p.178

         196. A WBS provides a framework from which all of the following can be done except:
         A.   All tasks to be performed can be identified and resources allocated to them
         B.   Once resource levels have been allocated to tasks, estimates of task duration can be made
         C.   A network diagram, illustrating task dependencies, can be constructed
         D.   All cost and resource allocations can be totaled to develop the overall project budget
         
         ANS: c
         Reference: Project Planning, Scheduling & control, Lewis p.75

         197. A WBS provides a framework from which all of the following can be done except:
         A.   A network diagram, illustrating task dependencies, can be constructed
         B.   All cost and resource allocations can be totaled to develop the overall project budget.
         C.   Perfonmnce can be tracked against the identified cost, schedule, and resource allocations
         D.   Assignment of responsibility for each element can be made

         ANS: A
         Reference: Project Planning, Scheduling & control, Lewis p.75

         198. Part of being a project manager involves dealing with conflict. According to John Adams,
              Ph.D., there are five methods for dealing with conflict. Some of them are used for temporary
              fixes, some provide more penmnent resolutions. Which of the following is used for temporary
              resolution?
         A.   Smoothing
         B.   Problem solving
         C.   Forcing
         D.   Compromising
         
         ANS: A
         Reference: The Principles of Project Management p. 178

         199. A Work Breakdown Structure provides a framework from which all of the following can be
              done except:
         A.   Task durations can be used in developing a working schedule for the project
         B.   A network diagram, illustrating task dependencies, can be constructed
         C.   Perfonmnce can be tracked against the identified cost, schedule, and resource allocations
         D.   Assignment of responsibility for each element can be made
         
         ANS: B
         Reference: Project Planning, Scheduling & control, Lewis p. 75

         200. Which of the following is least likely to be a source of conflict in a matrix environment?
         A.   Competing priorities between the project and functional manager
         B.   Competing for resources between the functional and project manager
         C.   Project team member working at a different site than the project manager
         D.   Ambiguous lines of authority between the functional and project manager
         
         ANS: c
         Reference: The Principles of Project Management p. 184-186

         201.Which of the following is not provided by the framework of a Work Breakdown
              structure?
         A.   All tasks to be performed can be identified and resources allocated to them
         B.   B. Once resource levels have been allocated to tasks, estimates of task duration
              can be made
         C.   A network diagram, illustrating task dependencies, can be constructed
         D.   All cost and resource allocations can be totaled to develop the overall project
              budget
         
         ANS: C
         Reference: Project Planning, Scheduling & control, Lewis p. 75

         202.According to James P. Lewis, which of the following is not provided by the
              framework of a Work Breakdown structure?
         A.   network diagram, illustrating task dependencies, can be constructed
         B.   All cost and resource allocations can be totaled to develop the overall project
              budget.
         C.   Performance can be tracked against the identified cost, schedule, and resource
              allocations
         E.   Assignment of responsibility for each element can be made
         
         ANS: A
         Reference: Project Planning, Scheduling & control, Lewis p. 75

         203. As a project manager in a project organization you are constantly dealing with
              conditions that breed conflict as you execute your project. Which of the following is
              not a condition of conflict in a project organization?
         A.   High stress
         B.   Multiple bosses
         C.   Ambiguous roles
         D.   Low position power

         ANS: D
         Reference: The Principles of Project Management p. 104

         204. You are in the implementation phase of a project. At this point, which of the
              following is the lowest source of conflict for you?
         A.   Conflict over technical opinions
         B.   Conflict over schedule and cost
         C.   Conflict over personnel resources
         D.   Conflict over personality issues
         
         ANS: D
         Reference: The Principles of Project Management p. 189

         205. According to John R. Adams Ph.D., there are five sources of power that people
              have: legitimate, coercive, reward, expert and referent. If the team knows that the
              project manager who is managing the project is reporting straight up to the
              President, what type of power is most prevalent?
         A.   Legitimate
         B.   Coercive
         C.   Referent
         D.   Reward
         
         ANS: C
         Reference: The Principles of Project Management p. 190-191

         206. Two weeks ago the project manager was fired for not managing the project
              well. The project is behind schedule, over cost and the morale on the team is very
              low. The new project manager is having a team meeting. She starts out by telling
              the team about the last three projects she worked on, how they were similar to this
              one and how she brought them in ahead of schedule and on budget. What type of
              power is she establishing?
         A.   Legitimate
         B.   Expert
         C.   Referent
         D.   Reward
         
         ANS: B
         Reference: The Principles of Project Management p. 190-191

         207. The BCWP is 65~/o, the BCWS is 70~/o. The project manager wants to make up
              for the S0/o. The project sponsor has set aside $5000 as a reserve to remedy this
              situation. Instead of using it to hire temporary labor, or pay overtime, the project
              manager is using it as an incentive for the team to catch up in 60 days. If they do,
              the money will be used to take the team members and their guests to Catalina for an
              all expenses paid weekend. What type of power is the project manager referencing?
         A.   Referent
         B.   Coercive
         C.   Reward
         D.   Expert
         
         ANS: C
         Reference: The Principles of Project Management p. 190-191

         208. Project execution is very much an integrative process whereby all the work that
              was planned is actually accomplished. During this integrative process, what is the
              area that the project manager will spend the least amount of time on?
         A.   Conflict resolution
         B.   Documentation and planning
         C.   Prioritization and removal of road blocks
         D.   Trade off among schedule, cost and scope

         ANS: B
         Reference: The Principles of Project Management p. 73
         
         209. The CFO wants to know how the project is going. You put together a
              presentation that shows the milestones, progress to date against schedule and
              budget, and projected progress in the next 30 days. What type of power does this
              demonstrate to senior management?
         A.   Coercive
         B.   Reward
         C.   Legitimate
         D.   Expert
         
         ANS: D
         Reference: The Principles of Project Management p. 190-191

         210. What two main knowledge areas are not listed in the execution process of the
              project, but rather a part of the controlling process?
         A.   Schedule and cost
         B.   Cost and communication
         C.   Quality and risk
         B.   D. Risk and procurement
         
         ANS: A
         Reference: PMBOK 3.3.3

         211. Coordinating changes across knowledge areas is a function of:
         A.   Scope change control
         B.   Project plan execution
         C.   Overall change control
         D.   Baseline management
         
         ANS: C
         Reference: PMBOK 4.3

         212. Making need information available to project stakeholders in a timely manner is
              called:
         A.   Performance reporting
         B.   Information distribution
         C.   Trend analysis
         D.   Variance analysis
         
         ANS: B
         Reference: PMBOK 10.2

         213. A vendor has notified you that a shipment will be 3 weeks late. This will also
              delay the manufacturing of several other items. Recognizing that you will need to
              make some changes to the project, what is your next step?
         A.   Reference the penalty clause in the vendor contract
         B.   Coordinate the change across all impacted areas
         C.   Change the schedule baseline
         D.   Ensure that the change is reflected in the product definition
         
         ANS: B
         Reference: PMBOK 4.3

         214. In communication, which of the following is not a responsibility of the sender?
         A.   Making sure that the information is clear
         B.   Making sure that the information is unambiguous
         C.   Making sure that the information is complete
         D.   Making sure that the information is received

         ANS: D
         Reference: PMBOK 10.2.2.1

         215. As a software development manager in a boutique software shop that sells
              custom solutions, you have designed a system that helps you control change. This
              system identifies the version number of releases, identifies any unique code, and has
              records of all the different variations and who the customer is. This system is
              formally known as:
         A.   Overall change control
         B.   Subsidiary change control
         C.   Software management
         E.   Configuration management
         
         ANS: D
         Reference: PMBOK 4.3.2.2

         216. A set of manual files made available to all team members is called:
         A.   A communication management plan
         B.   An information retrieval system
         C.   An information distribution system
         D.   A performance reporting system
         
         ANS: B
         Reference: PMBOK 10.2.2.3

         217. In reviewing your earned value reports you notice that your application
              integration testing is moving along 2O~/o ahead of schedule. You realize that you can
              have them test some of the enhancements, thereby improving the quality of the
              product, while staying on schedule and within budget. This is an example of:
         A.   Performance reporting
         B.   Overall change control
         C.   Schedule change control
         D.   Earned value
         
         ANS: B
         Reference: PMBOK 4.3

         218. An ad hoc group that discusses variances to the baselines, a documented
              process to manage variances, and procedures to update documents are all part of:
         A.   Scope change control
         B.   Project plan execution
         C.   Configuration management
         D.   Change control system
         
         ANS: D
         Reference: PMBOK 4.3.2.1

         219. Which of the following is an input to the information distribution process?
         A.   Communication skills
         B.   Work results
         C.   Performance reports
         D.   Change requests
         
         ANS: B
         Reference: PMBOK 10.2.1.1

         220.The customer has decided that he wants blue walls instead of gray. You have
              not painted the walls yet. What should you do?
         A.   Document the change order and buy blue paint
         B.   Change the scope document to reflect the change
         C.   Update the schedule to reflect the change
         D.   See if the contract allows a lS~/o surcharge for changes
              PMIP Preparation (I) & A Part-I Answers 1-220
         

         ANS: A
         Reference: PMBOK 4.3
