SECTION 1

CHAPTER 11
1. The document that officially sanctions the project is the:
A. Project charter
B. Project plan
C. Feasibility study
D. Cost-benefit analysis

2. The work breakdown structure “control points” for the management of a project are the:
A. Milestones
B. Work packages
C. Activities
D. Constraints

3. One of the most common reasons why projects undergo scope changes is:
A. Poor work breakdown structure
B. Poorly defined statement of work
C. L ack of resources
D. L ack of funding

4. Which of the following generally cannot be validated using a work breakdown structure?
A. Schedule control
B. Cost control
C. Quality control
D. Risk management

Answer questions 5–8 using the work breakdown structure (WBS) shown below (numbers in parentheses show the
dollar value for a particular element):
1.00.00
1.1.0 ($25K)
1.1.1
1.1.2 ($12K)
1.2.0
1.2.1 ($16K)
1.2.2.0
1.2.2.1 ($20K)
1.2.2.2 ($30K)

5. The cost of WBS element 1.2.2.0 is:

A. $20K
B. $30K
C. $50K
D. Cannot be determined

6. The cost of WBS element 1.1.1 is:

A. $12K
B. $13K
C. $25K
D. Cannot be determined

7. The cost of the entire program (1.00.00) is:

A. $25K
B. $66K
C. $91K
D. Cannot be determined

8. The work packages in the WBS are at WBS level(s):

A. 2 only
B. 3 only
C. 4 only
D. 3 and 4

9. The performance measurement baseline is most often composed of three baselines:

A. Cost, schedule, and risk baselines
B. Cost, schedule, and scope baselines
C. Cost, risk, and quality baselines
D. Schedule, risk, and quality baselines

10. Which of the following is (are) the benefit(s) of developing a WBS to low levels?
A. Better estimation of costs
B. Better control
C. Less likely that something will “fall through the cracks”
D. All of the above

11. Baselines, once established, identify:

A. What the customer and contractor agree to
B. What the sponsor and the customer agree to
C. What the customer wants done but not necessarily what the project manager plans to do
D. What the project manager plans on doing but not necessarily what the customer has asked for

12. One of your contractors has sent you an e-mail requesting that they be allowed to conduct only eight tests rather than
the ten tests required by the specification. What should the project manager do first?
A. Change the scope baseline.
B. Ask the contractor to put forth a change request.
C. Look at the penalty clauses in the contract.
D. Ask your sponsor for his or her opinion.

13. One of your contractors sends you an e-mail request to use high quality raw materials in your project stating that this
will be value-added and improve quality. What should the project manager do first?
A. Change the scope baseline
B. Ask the contractor to put forth a change request
C. Ask your sponsor for his or her opinion
D. Change the WBS

14. What are the maximum number of subsidiary plans a program management plan can contain?
A. 10
B. 15
C. 20
D. Unlimited number

15. The change control board, of which you are a member, approves a significant scope change.
The first document that the project manager should updated would be the:
A. Scope baseline
B. Schedule
C. WBS
D. Budget

CHAPTER 12

1. The shortest time necessary to complete all of the activities in a network is called the:
A. Activity duration length
B. Critical path
C. Maximum slack path
D. Compression path

2. Which of the following cannot be identified after performing a forward and backward pass?
A. Dummy activities
B. Slack time
C. Critical path activities
D. How much overtime is scheduled

3. Which of the following is not a commonly used technique for schedule compression?
A. Resource reduction
B. Reducing scope
C. Fast-tracking activities
D. U se of overtime

4. A network-based schedule has four paths, namely 7, 8, 9, and 10 weeks. If the 10-week path
is compressed to 8 weeks, then:
A. We now have two critical paths.
B. The 9-week path is now the critical path.
C. Only the 7-week path has slack.
D. Not enough information is provided to make a determination.

5. The major disadvantage of using bar charts to manage a project is that bar charts:
A. Do not show dependencies between activities
B. Are ineffective for projects under one year in length
C. Are ineffective for projects under $1 million in size
D. Do not identify start and end dates of a schedule

6. The first step in the development of a schedule is a:

A. Listing of the activities
B. Determination of dependencies
C. Calculation of effort
D. Calculation of durations

7. Reducing the peaks and valleys in manpower assignments in order to obtain a relatively
smooth manpower curve is called:
A. Manpower allocation
B. Manpower leveling
C. Resource allocation
D. Resource commitment planning

8. Activities with no time duration are called:

A. Reserve activities
B. Dummy activities
C. Zero slack activities
D. Supervision activities

9. Optimistic, pessimistic, and most likely activity times are associated with:
A. PERT
B. GERT
C. PDM
D. ADM

10. The most common “constraint” or relationship in a precedence network is:

A. Start-to-start
B. Start-to-finish
C. Finish-to-start
D. Finish-to-finish

11. A network-based technique that allows for branching and looping is:
A. PERT
B. GERT
C. PDM
D. ADM
12. If an activity on the critical path takes longer than anticipated, then:
A. Activities not on the critical path have additional slack.
B. Activities not on the critical path have less slack.
C. Additional critical path activities will appear.
D. None of the above

13. Which of the following is not one of the three types of dependencies?
A. Mandatory
B. Discretionary
C. Internal
D. External

14. You have an activity where the early start is week 6, the early finish is week 10, the latest
start is week 14, and the latest finish is week 18. The slack in this activity is:
A. 4 weeks
B. 6 weeks
C. 8 weeks
D. 18 weeks

CHAPTER 13

1. Which of the following is a valid way of evaluating the financial feasibility of a project?
A. Return on investment
B. Net present value
C. Internal rate of return
D. All of the above

2. The three common classification systems for estimates includes all of the following except:
A. Parametric estimates
B. Quick-and-dirty estimates
C. Analogy estimates
D. Engineering estimates

3. The most accurate estimates are:

A. Parametric estimates
B. Quick-and-dirty estimates
C. Analogy estimates
D. Engineering estimates

4. Which of the following is considered to be a bottom-up estimate rather than a top-down

estimate?
A. Parametric estimates
B. Analogy estimates
C. Engineering estimates
D. None of the above

5. Which of the following would be considered as a cost-estimating relationship (CER)?

A. Mathematical equations based upon regression analysis
B. Learning curves
C. Cost–cost or cost–quantity relationships
D. All of the above

6. If a worker earns $30 per hour in salary but the project is charged $75 per hour for each hour
the individual works, then the overhead rate is:
A. 100%
B. 150%
C. 250%
D. None of the above
7. Information supplied to a customer to support the financial data provided in a proposal is
commonly called:
A. Backup data
B. Engineering support data
C. Labor justification estimates
D. Legal rights estimates

8. Estimating pitfalls can result from:

A. Poorly defined statement of work
B. Failure to account for risks in the estimates
C. Using the wrong estimating techniques
D. All of the above

9. The source of many estimating risks is:

A. Poorly defined requirements
B. An inexperienced project manager
C. Lack of management support during estimating
D. All of the above

10. A project where the scope evolves as the work takes place is called either progressive planning or:
A. Synchronous planning
B. Continuous planning
C. Rolling wave planning
D. Continuous reestimation planning

11. The calculation of the total cost of a product, from R&D to operational support and disposal, is called:
A. Birth-to-death costing
B. Life-cycle costing
C. Summary costing
D. Depreciation costing

CHAPTER 14

1. In earned value measurement, earned value is represented by:

A. BCWS
B. BCWP
C. ACWP
D. None of the above

2. If BCWS = 1000, BCWP = 1200, and ACWP = 1300, the project is:
A. Ahead of schedule and under budget
B. Ahead of schedule and over budget
C. Behind schedule and over budget
D. Behind schedule and under budget

3. If BAC = $20,000 and the project is 40 percent complete, then the earned value is:
A. $5,000
B. $8,000
C. $20,000
D. Cannot be determined

4. If BAC = $12,000 and CPI = 1.2, then the variance at completion is:
A. –$2,000
B. +2,000
C. –$3,000
D. +$3000

5. If BAC = $12,000 and CPI = 0.8, then the variance at completion is:
A. –$3,000
B. +$2,000
C. –$3,000
D. $3,000

6. If BAC for a work package is $10,000 and BCWP = $4,000, then the work package is:
A. 40 percent complete
B. 80 percent complete
C. 100 percent complete
D. 120 percent complete

7. If CPI = 1.1 and SPI = 0.95, then the trend for the project is:
A. Running over budget but ahead of schedule
B. Running over budget but behind schedule
C. Running under budget but ahead of schedule
D. Running under budget but behind schedule

8. The document that describes a work package, identifies the cost centers allowed to charge
against this work package, and establishes the charge number for this work package is the:
A. Code of accounts
B. Work breakdown structure
C. Work authorization form
D. None of the above

9. Unknown problems such as escalation factors are often budgeted for using the:
A. Project manager’s charge number
B. Project sponsor’s charge number
C. Management reserve
D. Configuration management cost account

10. EAC, ETC, SPI, and CPI most often appear in which type of report?
A. Performance
B. Status
C. Forecast
D. Exception

11. If BAC 5 $24,000, BCWP 5 12,000, ACWP 5 $10,000, and CPI 5 1.2, then the cost that
remains to finish the project is:
A. $10,000
B. $12,000
C. $14,000
D. Cannot be determined

12. There are several purposes for the 50–50 rule, but the primary purpose of the 50–50 rule is
to calculate:
A. BCWS
B. BCWP
C. ACWP
D. BAC

13. When a project is completed, which of the following must be true?

A. BAC = ACWP
B. ACWP = BCWP
C. SV = 0
D. BAC = ETC

14. In March CV = –$20,000, and in April CV = –$30,000. In order to determine whether or not the situation has really
deteriorated because of a larger unfavorable cost variance, we would need to calculate:
A. CV in percent
B. SV in dollars
C. SV in percent
D. All of the above

15. If a project manager is looking for revenue for a value-added scope change, the project
manager’s first choice would be:
A. Management reserve
B. Customer-funded scope change
C. Undistributed budget
D. Retained profits

16. A project was originally scheduled for 20 months. If CPI is 1.25, then the new schedule date is:
A. 16 months
B. 20 months
C. 25 months
D. Cannot be determined

17. The cost or financial baseline of a project is composed of:

A. Distributed budget only
B. Distributed and undistributed budgets only
C. Distributed budget, undistributed budget, and the management reserve only
D. Distributed budget, undistributed budget, management reserve, and profit only

CHAPTER 15

1. In the future, we must better understand how to:

A. Identify metrics
B. Measure metrics
C. Report metrics
D. All of the above

2. Metrics must be established for those activities that:

A. Are the most difficult to manage
B. The most difficult to measure
C. The most difficult to report
D. Have a direct bearing on the success or failure of the project

3. Completing a project within the triple constraint is not necessarily success if the stakeholders cannot recognize the value
at the completion of the project.
A. True
B. False

4. Metrics are design to:

A. Keep stakeholders informed
B. Portray a clear and truthful representation of the project
C. Provide information for informed decision making
D. All of the above

5. In the early years of project management, how many core metrics were looked at on each project other than time and
cost?
A. None
B. 2
C. 3
D. 5

6. In the early years of project management, we discovered that:

A. Measurement of time and cost was usually quite accurate.
B. The project was a success if we met the time and cost constraints.
C. Unfavorable metrics did not often provide us with sufficient information for corrective action.
D. Customers and stakeholders quickly understood the meaning of these metrics.
7. Which of the following is true?
A. Metrics should not be allowed to change as the project progresses.
B. Good metrics can provide precise predictions of performance rather than a close estimate.
C. Metrics do not provide any real value unless they can be measured.
D. All of above are true.

8. Metrics focus on the future whereas KPIs focus more so on the here and now.
A. True
B. False

9. The Rule of Inversion states that:

A. Only metrics that are difficult to measure should be selected as KPIs.
B. Risk KPIs are essential for tracking performance.
C. Only core metrics should be tracked.
D. Only the easy metrics, such as time and cost, should be selected.

10. Some metrics and KPIs may not be measured until well into the future because the measurement
is based upon the beneficial use of the deliverable.
A. True
B. False

11. Which of the following is not one of the six characteristics of a KPI?
A. Predicts the present and the future
B. Can be displayed with more than one icon
C. Relevant to the success and failure of the project
D. Few in number

12. Which of the following can influence the selection of KPIs?

A. Size and number of dashboards
B. Type of audience and audience requirements
C. Audience project management maturity level
D. All of the above

13. KPIs provide no real value if they cannot be measured with any “reasonable” degree of accuracy.
A. True
B. False

14. Sophisticated measurement techniques will eliminate uncertainties and provide us with
complete information for project decision making.
A. True
B. False

15. The true health of a project can be determined from a single metric or KPI.
A. True
B. False

16. During a project kick-off meeting, team members should be briefed on what KPIs will be
used as well as what KPIs will not be used.
A. True
B. False
SECTION 2
WHY PLANS FAIL ?
1. Corporate goals are not understood at the lower organizational levels.
Suggestion: Corporate executives must keep providing the necessary strategic information through
managerial level and through company mentorship

2. Plans encompass too much in too little time.

Suggestion: Make a system that give reward and punishment for labor productivity and also make a system
that can enchance commitment and employee relations.

3. Financial estimates are poor.

Suggestion: Make 3 types of financial forecasting, such as Optimistic, moderate, and Pessimistic. After that
we could calculate the pessimistic of the IRR than we compare to the MARR we targeted. Does it feasible
or not.

4. Plans are based on insufficient data.

Suggestion: Use Exploratory Modelling to find out some insights

5. No attempt is being made to systematize the planning process.

Suggestion: Tell the benefits of systematize the planning process and also give case study of its success

6. Planning is performed by a planning group.

Suggestion: A group must point up a leader of the project this leader is needed to decide hard choices.

7. No one knows the ultimate objective.

Suggestion: Make one OMG!

8. No one knows the staffing requirements.

Suggestion: Make the project objectives clear to the details so that we could know what type of staff that
needed.

9. No one knows the major milestone dates, including written reports.

Suggestion: Make it OMG! Held a meeting with executives so we can find the best plan according to each
division constraint.
10. Project estimates are best guesses, and are not based on standards or history.
Suggestion: Use Exploratory Modelling to guess something new

11. Not enough time has been given for proper estimating.
Suggestion: Use Old project for bench marking estimates.

12. No one has bothered to see if there will be personnel available with the necessary skills.
Suggestion: Give motivations to all employee

13. People are not working toward the same specifications.

Suggestion: Make a reward and punishment system for employee

14. People are consistently shuffled in and out of the project with little regard for schedule.
Suggestion: Plan the project with all stakeholders and all project leaders. So, if there is any constraint it
could be discussed
SECTION 3