Project Framewrok PMBOK 6th Edition (Answers)

Q A REASON
A-A project cannot be terminated before the deadline.
1 B
Projects can be terminated whenever the project deliverables or results are no longer required by the
performing organization. The other choices are correct statements. [PMBOK 6th edition, Page 5]
D-Organizational Process Assets

2 D Issue and defect management databases are considered part of the organizational process assets. These
databases typically contain historical issue and defect status, control information, issue and defect resolution,
and action item results. [PMBOK 6th edition, Page 39]
C-Each phase of the project is generally concluded with a review of the work accomplished and deliverables to
determine acceptance and whether the phase should be considered closed.
3 C
A project phase is usually concluded with a review of the work accomplished and the deliverables to
determine acceptance, whether extra work is still required and to decide whether the phase should be
considered closed. The other options are not valid. [PMBOK 6th edition, Page 121]
A-A collection of unrelated programs can constitute a portfolio.

4 A A portfolio refers to a collection of projects or programs that are grouped together to facilitate their effective
management. The projects or programs need not be directly related or interdependent. [PMBOK 6th edition,
Page 13]
D-Exclusions
Project exclusions identifies what is excluded from the project. Explicitly stating what is out of scope for the
5 D
project helps manage stakeholders’ expectation and can reduce scope creep. Other choices cannot help more
in this regard. [PMBOK 6th edition, Page 154]
D-Repeat all the five process groups for each phase
6 D
Process groups should not be confused with project phases. Each phase should contain all of the process
groups. [PMBOK 6th Edition, Page 19]
B-Schedule activities considering both the resource availability and the project time.

7 B Resource optimization technique during the Control Schedule process allows a project manager to schedule
activities considering both the resource availability and the project time. Other choices are invalid. [PMBOK
6th edition, Page 227]
D-Progressive elaboration
8 D
Progressive elaboration is a characteristic of projects. It allows a project management team to manage the
project to a greater level as the project evolves. [PMBOK 6th edition, Page 565]
A-To perform the project’s work

Project team members are responsible for performing the actual project work. They work with the project
9 A manager to complete project activities and achieve the goals of the project. The project manager is assigned
by an organization to achieve specific project objectives. While the sponsor authorizes the project, ultimate
responsibility for the project’s success lies with the project manager and the project sponsor. [PMBOK 6th
edition, Page 51]
A-If project team is not motivated.
The most important part of knowledge management is creating an atmosphere of trust so that people are
10 A motivated to share their knowledge. Even the best knowledge management tools and techniques will not
work if people are not motivated to share what they know or don't pay attention to what others know. None
of the other choices pose a more serious threat than this. [PMBOK 6th edition, Page 100]
 D-Pre-Inception
11 D
Pre-Inception is not a PMBOK process group. [PMBOK 6th edition, Page 23]
B-Make changes as early in the project as possible.

12 B Changes should be made as early as possible in the project to avoid additional cost and delays. The influence
of stakeholders is high at the start of the project and low towards the end. In contrast, the cost of making
changes in a project is low at the start of a project and high towards the end. [PMBOK 6th edition, Page 549]
B-The cost associated at the beginning of the project is highest.
13 B
At the initial stage of a project, cost is typically not at its highest. [PMBOK 6th edition, Page 549]
A-Initiating and Closing

14 A Throughout the project, the different process groups are often conducted at the same time except for the
initiating and closing groups, which are separated by the other three groups. [PMBOK 6th edition, Page 23,
555]
A-Monitoring and controlling
15 A
Control Schedule is part of the monitoring and controlling process group. [PMBOK 6th edition, Page 25]
A-Planning
16 A
All activities listed are planning activities. [PMBOK 6th edition, Page 25]
B-Change requests
17 B
Change request is a change management tool and not a knowledge management tool. The other choices are
valid examples of knowledge management tools. [PMBOK 6th edition, Page 103]
D-Procedures for accepting and rejecting change requests.
18 D
Procedures for accepting and rejecting change requests are related to change management rather than
configuration management. [PMBOK 6th edition, Pages 118, 119]
D-Construction of each building is a project because each building is separate in nature.

19 D Projects are temporary and unique, whereas operational work is repetitive. Since Nancy is working to
construct three unique buildings, and each has a definite beginning and a definite end, each effort is
considered as a project. [PMBOK 6th edition, Page 4]
C-Less

Since the project manager is spending most of the money and managing resources, he or she is currently in
20 C
the execution phase of the project. Spending levels reach a maximum in the execution phase. Stakeholder
influences on the project decrease over the life of the project. Hence, stakeholder influence is now less than in
previous phases. [PMBOK 6th edition, Page 549]
C-Codified explicit knowledge lacks context and is open to different interpretations.

21 C Codified explicit knowledge lacks context and is open to different interpretations, so even though it can easily
be shared, it isn’t always understood or applied in the right way. The rest of the statements are incorrect.
[PMBOK 6th edition, Page 100]
C-Throughout the duration of the project

The correct response is that lessons learned are compiled, formalized and stored throughout the project's
22 C
duration. Lessons learned are part of the organizational process assets, which the project team members may
update throughout the project during the Manage Project Knowledge process. [PMBOK 6th edition, Page 98]
 B-Divide the project into multiple phases and organize phase gates.

In a predictive life cycle, the project planning is completed in the early phases of the project. Although the use
23 B
of the waterfall life cycle is mandated by the client, the project manager can still customize the approach to
obtain benefits offered by the adaptive approaches. In this case, dividing the project into multiple phases and
organizing phase gates with the customer can help achieve this. [PMBOK 6th edition, Pages 19, 21]
D-Initiating, Planning, Executing, Monitoring and Controlling, Closing
24 D
The logical sequence of the five process groups is: Initiating, Planning, Executing, Monitoring and Controlling,
and Closing. [PMBOK 6th edition, Page 23]
A-Organizational process assets

25 A Organizational process assets can be used to influence a project's success. Organizational standards and
policies such as safety and health policy, ethics policy, quality policy, and project management policy are a
part of the organizational process assets. [PMBOK 6th edition, Page 39]
D-Time-boxing

26 D Time-boxed periods are durations during which the team works steadily toward completion of a goal. Time-
boxing helps to minimize scope creep as it forces the teams to process essential features first, then other
features when time permits. [PMBOK 6th edition, Page 182]
A-Business requirements
27 A
Business requirements describe the higher-level needs of the organization as a whole, such as the business
issues or opportunities. Other choices are much lower level requirements. [PMBOK 6th edition, Page 148]
C-Staffing peaks during the execution phase of a project.

Staffing is typically highest during the execution phase of the project. The other three responses may not hold
28 C true. Projects can move forward into subsequent phases without the deliverables of the prior phase being
completely approved; this is known as fast tracking. Changes during the initial phases of the project are the
least expensive. The influence of the stakeholders is highest during the start of the project and declines as the
project moves to completion. [PMBOK 6th edition, Page 549]
B-Iterative lifecycle with sequential phase to phase relationship

The project manager should use the Iterative life cycle since project phases and activities will most probably
29 B
be repeated as the project team's understanding of the project and requirements increases. Further, since any
project phase can only start once its previous phase has been completed, the phase-to-phase relationship
should be sequential. [PMBOK 6th edition, Page 19]
A-Retrospectives
30 A
Recurring retrospectives regularly check on the effectiveness of the quality process. They look for the root
cause of issues then suggest trials of new approaches to improve quality. [PMBOK 6th edition, Page 276]
C-Execution management
31 C
Execution management is not a PMBOK knowledge area. Note that execution is a process group. [PMBOK 6th
Edition, Pages 23, 24]
C-Communicate the current status to the customer and indicate the potential changes to cost and schedule.

A project manager should always communicate an accurate statement of the project status. There could be
subsequent actions to determine how the savings could be best put to use, whether there could be any cost
32 C
sharing, etc.—but these would need to be done following the appropriate procedure. [PMI Code of Ethics and
Professional Responsibility]
 B-David was asked to analyze the business requirements but he focused on the solution requirements.

David was asked to analyze the business requirements but he focused on the solution requirements. Business
33 B
requirements describe the higher-level needs of the organization as a whole, such as the business issues or
opportunities. While the solution requirements describes in detail the features, functions and characteristics
of the product that will meet the business and stakeholder requirements. [PMBOK 6th edition, Page 148]
D-Initial stage
34 D
Stakeholders typically have the most influence during the initial stages of a project. [PMBOK 6th Edition, Page
549]
B-Phase planning

Stage Gates, Phase Gates and Kill Points all refer to a phase end review with the objective of obtaining
35 B
authorization to close the current phase and start the next one. This is a retrospective review of the current
phase. Phase planning, on the other hand, is performed early during the planning phase of the project.
[PMBOK 6th edition, Page 21]
A-Variance
36 A
Variance is a quantifiable deviation, departure, or divergence away from a known baseline of expected value.
[PMBOK 6th edition, Page 111]
B-Project lifecycles are independent of product lifecycles.
37 B
Project life cycles are independent of product life cycles, which may be produced by a project. [PMBOK 6th
edition, Page 19]
A-Standards are guidelines established by consensus and approved by a recognized body, while regulations
are mandatory, government-imposed requirements.
38 A
Standards are regarded as guidelines developed by a recognized body and established by consensus. In
contrast, regulations are government-imposed requirements. For example, building codes are an example of
regulations. [PMI Code of Ethics and Professional Responsibility]
A-Changes to project scope

The distinction between progressive elaboration and scope creep needs to be understood since the two terms
39 A
are different. The changes to scope (especially in an uncontrolled manner) are called scope creep. In contrast,
progressive elaboration involves building on or elaborating the output of a previous phase. [PMBOK 6th
edition, Page 185]
A-Cost and staffing levels are low at the start of the project.
40 A
Cost and staffing levels are low at the start of the project. The other statements are incorrect. [PMBOK 6th
edition, Page 549]
B-Development of a detailed description of each project and the product it produces

The primary function of a PMO is to support project managers in a variety of ways. This may include
41 B developing and managing project policies, coaching, mentoring, training, and oversight. This may also include
management of resources that are shared across the projects. However, development of a detailed
description of each project would be a responsibility of the project manager handling the project, not of the
PMO. [PMBOK 6th edition, Page 48]
B-User stories

User stories are short, textual descriptions of required functionality often developed during a requirements
42 B
gathering workshop. The rest of the choices are graphical formats. [PMBOK 6th edition, Page 145]
 D-Commercial databases
43 D
Commercial databases are considered enterprise environmental factors. The other choices are organizational
process assets. [PMBOK 6th edition, Pages 39-41]
D-A feasibility study may be considered a program.

Organizations may classify projects differently depending on their internal policies and structures. Hence, a
44 D
feasibility study can be considered pre-project work, the first phase of a project, or a stand-alone project.
However, it cannot be considered a program. A program will have much larger scope. [PMBOK 6th edition,
Page 11]
C-Competitor
45 C
The competitors are affected by the project but are not actively involved in the project. Competitors are
external project stakeholders. [PMBOK 6th edition, Page 550]
A-Regular updates of the company website

Regular updates of the company website constitute an operational activity and are clearly not a project.
46 A
Responding to a contract solicitation and running a campaign are clearly projects. The endeavor lasting for ten
years cannot be ruled out as a project just because of its duration. Projects can last from a few weeks to many
years. [PMBOK 6th edition, Page 4]
B-This may be unnecessary. The project management team needs to decide what is appropriate for the
project.

The correct response is that this may be unnecessary. The project management team needs to decide what is
appropriate for the project. Since the prior project had a duration of 14 months and the current one is of 3
47 B
months' duration, it is unlikely that the current project will have exactly the same processes applied. Some
amount of tailoring will be required. The other responses are not valid. It cannot be said with certainty that
the project manager will not be violating copyright and intellectual property rights of prior customers. Most
organizations have clear guidelines on what information can go into their organizational assets' database.
[PMBOK 6th edition, Page 28]
D-Rolling wave planning

48 D Rolling wave planning resembles agile approaches since it allows the project management team to wait until
the deliverables or subcomponents are agreed on, so the details of the WBS can be developed. [PMBOK 6th
edition, Page 160]
A-Reserved for short-term planning horizons in a just-in-time fashion.
49 A
In agile/adaptive environments, detailed estimates are reserved for short-term planning horizons in a just-in-
time fashion. The rest of the choices are incorrect. [PMBOK 6th edition, Page 234]
A-Kill point
50 A
The transition from one phase to another within a project's lifecycle typically involves, and is usually defined
by, some form of technical transfer or handoff. This is also called a kill point. [PMBOK 6th edition, Page 21]