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Question 1 - Qid 6113151, Risk Management, 2. Process, 11.7 Monitor Risks Click the red
button at the
The project management plan specifies that a predictive development approach has bottom of the
been selected to produce the project deliverables. page to end the
exam and see
Where in the project life cycle will the overall project risk be the lowest?
your results.
(Please note that on the real PMP exam you may be asked to provide your answer by
clicking the correct area in the image. But here in the simulator, we are asking you to
select the answer below.)
Restart
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A
B
C
D
b c g f
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Hint Unmarked Clear All &
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Your answer is correct Exam!
Explanation: (https://www.project-
A life cycle of a typical traditionally managed project consists of initiation, management-

planning, execution, monitoring and controlling, and closure. Overall
prepcast.com/pmp-
project risk is the effect of uncertainty on the project as a whole. Many
various factors contribute to the overall project risk: technical, managerial, practice-
commercial, external, to name but a few. Deliverables are not produced up
exam-
until the project enters its execution. Project objectives, such as scope,
schedule, cost, quality, etc. are not being measured during project questions-
initiation and planning. At that point, there are many unknowns, and it's
sample-test/)
even unclear if the project will meet its objectives. Therefore, the overall
project risk at the beginning of the project is the greatest. As the project
progresses, decisions are made, and deliverables and produced and
accepted, the overall project risk decreases. During project closure, there
are typically not too many unknowns left (if at all). After the deliverables
are accepted, and the project's objectives are met, the "victory" can be Your
declared. This is where the overall project risk is considered very low or
non-existent. Therefore, of the choices provided, the risk is the lowest Result :
during project closure (area D).
61%
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marked
Question 2 - Qid 6110002, Cost Management, 3. Business Environment, 4.1 Develop

Want
Project Charter More?
A company is considering two projects, Alpha and Beta. Project Alpha is expected to The PM Exam
result in a $50 million net profit, while project Beta and is expected to net $45 million.
Simulator
Both projects could be very lucrative and rewarding. However, the financial controller
has stated that the company can only invest in one of these projects. offers 2,100
questions in a
If project Alpha is selected, what will be the opportunity cost?
b c g realistic,
f
$95 million online

$50 million
environment.
$45 million
$5 million
Try it!
Get PM Exam
Hint Unmarked
Simulator
(http://www.pm-
Your answer is incorrect
Explanation: exam-
simulator.com/pmp)
Opportunity cost is regarded as the value of the alternative that is not
chosen. If the decision is made to select project Alpha and forego the $45
million in potential profit from project Beta, the opportunity cost of this
decision is $45 million, the value of project Beta.
The topic of this question is not covered in the PMBOK® Guide. However,
the Project Management Professional (PMP)® Examination Content Outline
(ECO) indicates that while there are some commonalities between the
PMBOK® Guide and the ECO, the exam is not bound by the PMBOK® Guide.
The list of enablers specified in the tasks of the ECO domains is not
exhaustive either. The ECO assumes that prospective PMP aspirants are
familiar with other sources of information/preparation, including but not
limited to PMI Code of Ethics and Professional Conduct, PMI?s Practice
Standards (e.g., Scheduling, Earned Value Management, etc.);
organizational behavior theories such as Tuckman?s Ladder, Theory X and
Theory Y, Maslow's hierarchy of needs; commonly frowned upon project
management practices, such as gold plating; and others. We intentionally
have these questions in our simulator so that you would be better
prepared for the real exam. PMP aspirants are encouraged to explore
additional sources of information and/or to be familiar with them from
their project management experience.
Question 3 - Qid 6110003, Integration Management, 2. Process, 4.1 Develop Project

Charter
You are managing a project to build five bridges. The project consists of five sequential
phases with each phase delivering one bridge.
After the first phase of the project is complete, which process group of the second phase
should follow?
Initiating
Planning
Executing
Closing
Hint Unmarked
b c g f

Explanation:
The Initiating Process Group is made up of two processes, Develop Project

Charter and Identify Stakeholders. The Initiating Process Group is
performed to define a new project or a new phase of an existing project by
obtaining authorization to start the project or phase. The purpose of this
Process Group is to align the stakeholders' expectations and the project
purpose, inform stakeholders of the scope and objectives, and discuss how
their participation in the project and its associated phases can help to
ensure their expectations are met.
In the scenario described, you are about to start a new project phase.
Therefore, you should start with the Develop Project Charter process. It
does not necessarily mean you would develop a new project charter for
each consecutive project phase, but it means that you will perform the
processes of the Initiating Process Group starting with the Develop Project
Charter process. You will review the project charter to see if the high-level
assumptions and constraints made during project initiation are still valid,
and whether or not the market conditions are still favorable for the project.
Performing this process may result in an update of the charter or an
addendum to the project charter. In an extreme scenario, this process may
result in project termination.
While the PMBOK® Guide does not explicitly mention going back to the
Initiating Process Group to look at the project charter, it does provide
several examples implying that the project team may choose to go with
each new phase as a separate, stand-alone project. Undertaking a stand-
alone project means performing all its processes, starting with the Develop
Project Charter. The same logic applies to the next process in the Initiating
Process Group, the Identify Stakeholders process. It is possible that new
stakeholders became involved in the project, or some of the previous
stakeholders left, or the level of engagement of the existing stakeholders
have changed. Even if nothing has changed, the Develop Project Charter
and the Identify Stakeholders processes should be performed. Otherwise,
how would you be able to conclude that nothing has changed? Therefore,
starting the new phase of the project with the processes of the Initiating
Process Group is the best answer to the question asked.
Question 4 - Qid 6110005, Stakeholder Management, 2. Process, 13.1 Identify

Stakeholders
The project aims to investigate the feasibility of constructing a hydroelectric dam from a
technical, economic, and social point of view. The project charter created by the project
manager on behalf of the project sponsor is now approved.
Which of the following processes should be performed next?
b Project Management Plan c

Develop g f
Identify Risks
Identify Stakeholders
Develop Project Charter
Hint Unmarked
Your answer is correct

Explanation:
The Identify Stakeholders process is the process of identifying all people or

organizations impacted by the project and documenting relevant
information regarding their interests, involvement, and impact on project
success. Both the Develop Project Charter process and the Identify
Stakeholders process are part of the Initiating Process Group which should
be completed before proceeding to the processes in the Planning Process
Group. In this scenario, since the project charter has been developed and
approved, the Identify Stakeholders process should be performed next.

Stakeholders
You are managing a software upgrade project for your company. Your project sponsor
has a great deal of authority regarding project decisions, but you recently discovered
that he doesn't have much interest in your project. To complete the project
successfully, you need your project sponsor's continuous support.
What stakeholder management strategy should you use with your project sponsor?
Keep the sponsor satisfied

Manage the sponsor closely
Monitor the sponsor's actions
Keep the sponsor informed
Hint Unmarked

Explanation:
A power/interest grid is a classification model used for stakeholder analysis

and management that groups the stakeholders based on their level of
authority (power) and their level of concern (interest) regarding project
outcomes. The classification and recommended management strategies
are as follows:
• Low-power/low-interest: monitor only

• Low-power/high-interest: keep informed
• High-power/low-interest: keep satisfied
b c g f
• High-power/high-interest: manage closely
Based on this scenario, the sponsor can be classified as high-power and

low-interest; therefore, keeping the sponsor satisfied is the best strategy
under the circumstances described in the scenario.
Question 6 - Qid 6110008, Scope Management, 2. Process, 5.2 Collect Requirements
The project sponsor asks for a copy of the document that contains the description,
owner, source, priority, and status of product requirements.
Which project document is the project sponsor requesting?
The requirements management plan

The requirements traceability matrix
The scope management plan
The work breakdown structure (WBS)
Hint Unmarked

Explanation:
In this scenario, the project sponsor requested a document that provides

specific information about the product requirements of your current
project. The requirements traceability matrix is a grid that links product
requirements from their origin to the deliverables that satisfy them. Typical
attributes used in the requirements traceability matrix may include a
unique identifier, a textual description of the requirement, the rationale for
inclusion, owner, source, priority, version, current status, and status date.
Additional attributes to ensure that the requirement has met stakeholders'
satisfaction may include stability, complexity, and acceptance criteria.
Question 7 - Qid 6110011, Schedule Management, 2. Process, 6.2 Define Activities
You are facing problems decomposing the testing work package into the final activities
required to complete the work package. Detailed testing plans and activities cannot be
determined until the system is at least 50% developed and more details become
available. The system development work package will take at least three months to
complete.
What is the best way to resolve this problem?
Use product analysis techniques such as product breakdown and systems analysis
to decompose the system testing work package
Decompose the system development work package now and decompose the
b c g f
system testing work package later
Break down the project into multiple phases so that the system testing work
package goes into the second project phase
Consult the project management plan to determine what to do in this situation
Hint Unmarked

Explanation:
Delaying the decomposition of the system testing work package until later
in the project is an example of rolling wave planning. Rolling wave planning
is an iterative planning technique in which the work to be accomplished in
the near term is planned in detail, while the work in the future is planned at
a higher level. Decomposition may not be possible for a deliverable or
subcomponent that will be accomplished far into the future. The project
management team usually waits until the deliverable or subcomponent is
agreed on, so the details of the work breakdown structure (WBS) can be
developed. Therefore, the best approach is to use rolling wave planning
and decompose the system development work package now, and then
decompose the system testing work package later, when more project
information becomes available.

Management Plan
You are about to start planning for a large and complex project. Due to the size of the
project along with the regulatory and environmental considerations, the development
of a detailed project management plan will be critical.
As a starting point for initial project planning, what is the first thing you should do?
Conduct a project kick-off meeting to inform and engage stakeholders and gain
commitment
Review the project charter to understand the high-level information about the
project
Begin the process of identifying stakeholders so they can be engaged as necessary

for project planning
Share the project scope statement with the project team for a common
understanding of project deliverables
Hint Unmarked
b c g f

Explanation:
The question states that project planning is about to begin which suggests
that project initiation has been completed. The project charter is created
during the Develop Project Charter process as part of project initiation. The
project team uses the project charter as a starting point for initial project
planning. The type and amount of information in the project charter varies
depending on the complexity of the project and the information known at
the time of its creation. At a minimum, the project charter should define
the high-level information about the project that will be elaborated in the
various components of the project management plan.
Question 9 - Qid 6110020, Resource Management, 2. Process, 9.0 Project Resource

Management
As you are monitoring the cost baseline for your project, you notice that project
expenses are higher than expected at this point in the project.
What is the most likely cause of the variance?
Overestimated material costs

Lack of stakeholder support
An incomplete milestone list
Excess inventory
Hint Unmarked

Explanation:
Physical resource management is concentrated in allocating and using the

physical resources such as materials, equipment, and supplies efficiently
and effectively. Organizations should have data on how much inventory to
keep on hand as the project progresses. Failing to manage and control
resources efficiently can be a source of increased costs in a project. In the
scenario described, you have determined expenses are higher than
expected. One of the causes for increased costs is failing to maintain
appropriate levels of inventory. Too much stock on hand may result in
realizing the expenses for those supplies before they were expected when
comparing against the cost baseline.
Question 10 - Qid 6110029, Resource Management, 1. People, 9.4 Develop Team
b c g f
Recently, you promoted your star programmer, Sam, to lead the agile development
team. Sam was a fantastic software coder, and you thought the promotion would mean
that he could now share his expertise with the other development team members.
However, you are surprised to learn that the performance of Sam in his new role is not
meeting your expectations.
Which empirical rule did you forget while considering the promotion of Sam?
Expectancy theory
Halo effect
Pareto concept
Murphy's law
Hint Unmarked

Explanation:
The halo effect (also known as the Peter principle) states "In a hierarchy,
every employee tends to rise to his/her level of incompetence." Most
project team members are motivated by an opportunity to grow,
accomplish, and apply their professional skills to meet new challenges.
Their achievements continuously promote them within an organization to
a certain level until they are unable to perform. Sam might have risen to his
incompetency level, which is what you have likely forgotten to consider
while promoting him to lead the development team.
The topic of this question is only briefly mentioned in the PMBOK® Guide.
However, the Project Management Professional (PMP)® Examination
Content Outline (ECO) indicates that while there are some commonalities
between the PMBOK® Guide and the ECO, the exam is not bound by the
PMBOK® Guide. The list of enablers specified in the tasks of the ECO
domains is not exhaustive either. The ECO assumes that prospective PMP
aspirants are familiar with other sources of information/preparation,
including but not limited to PMI Code of Ethics and Professional Conduct,
PMI?s Practice Standards (e.g., Scheduling, Earned Value Management,
etc.); organizational behavior theories such as Tuckman's Ladder, Theory X
and Theory Y, Maslow's hierarchy of needs; commonly frowned upon
project management practices, such as gold plating; and others. We
intentionally have these questions in our simulator so that you would be
better prepared for the real exam. PMP aspirants are encouraged to
explore additional sources of information and/or to be familiar with them
from their project management experience. The PMBOK® Guide is provided
as a reference to indicate that the scenario refers the Develop Team
process.
Question 11 - Qid 6110032, Communications Management, 2. Process, 10.3 Monitor

Communications
b c g f
You have just taken over a project in execution. During your first week, you determine
that the project team members spend a lot of time responding to unexpected requests
for information from different project stakeholders. Because of these interruptions, the
team cannot focus on their project activities, and as a result, the project is behind
schedule.
What should you do first?
Tell the team members to stop responding to unexpected requests since it is not the
responsibility of the team
Push the team to respond to all the requests faster so that they can perform their
assigned project activities on time
Ask the team to forward all stakeholder inquiries to you so that the team members
can focus on their assigned tasks
Review the communications management plan to understand how stakeholder

requests should be handled
Hint Unmarked

Explanation:
Monitor Communications is the process of monitoring and controlling

communications throughout the entire project life cycle to ensure the
information needs of the project and its stakeholders are met. In this
scenario, the stakeholders are reaching out directly to the project team
members, which is not the most effective use of the team's time. To
determine why this is happening, you need to review the communications
management plan to determine how stakeholder inquiries are to be
managed. With this information, you can best judge whether the
stakeholders are violating that agreement. After that, you can proceed to
make whatever changes are needed to shield the project team from the
time-consuming responses to the stakeholders' requests for information
and develop a better communications protocol for stakeholder
information requests.
Question 12 - Qid 6110034, Scope Management, 2. Process, 5.1 Plan Scope

Management
A team member submits a draft of the requirements management plan to the project
manager for a review. The project manager notices that one of the components
included in the plan does not belong there.
Which of the following components did the project manager most likely notice?
b c g f
A process that describes how the project requirements will be prioritized

The metrics that will be used and the rationale for using them
A process that specifies how a project scope statement will be prepared
How requirement activities will be planned, tracked, and reported
Hint Unmarked

Explanation:
The requirements management plan is a component of the project or

program management plan that describes how requirements will be
analyzed, documented, and managed. A process that specifies how a
project scope statement will be prepared is an element of the scope
management plan and should be excluded from the requirements
management plan. The incorrect answer choices represent components
that should be included in the requirements management plan.
Question 13 - Qid 6110038, Scope Management, 2. Process, 4.5 Monitor and Control
Project Work
While reviewing your project's performance, you discover a significant variance. If the
issue is not fixed before the next customer inspection, your project might be canceled.
However, after a further review conducted by the project team, you are glad to hear that
bringing the project back on track requires only a minor correction to a configuration
element.
Implement the corrective action

Submit a change request
Consult the project sponsor
Delay the customer inspection
Hint Unmarked

Explanation:
All of the available answers seem like possible options in this scenario, but
the question is specifically asking what you should do 'first'. Although you
have already analyzed the situation and you know what corrective actions
are required, you must follow the proper change control procedure. A
configuration element is a project artifact that has been placed under
configuration control. Any change to a configuration element should be
formally controlled and will require a change request. Since the question
b c g f
describes a situation requiring a change to a configuration element, the

first thing you should do is submit a change request and have it approved
before you can implement the changes.
Question 14 - Qid 6110039, Integration Management, 2. Process, 4.5 Monitor and

Control Project Work
A project manager is leading a process improvement project for a factory operation.

Currently, the project manager and the team are performing the Monitor and Control
Project Work process.
Which of the following activities might be carried out during this process?
Comparing actual project performance against the project management plan

Implementing approved change requests to achieve the project's objectives
Analyzing change requests and either approving or rejecting them
Gaining formal acceptance of the deliverables by the customer or sponsor
Hint Unmarked

Explanation:
Monitor and Control Project Work is the process of tracking, reviewing, and
reporting overall progress to meet the performance objectives defined in
the project management plan. Of the available choices, only comparing
actual project performance against the project management plan is
performed during the Monitor and Control Project Work process.
Question 15 - Qid 6110040, Integration Management, 2. Process, 4.6 Perform

Integrated Change Control
An organization has a policy that a change control board (CCB) must review all change
requests for every project in the organization, and that the CCB follows the
recommended activities outlined in the PMBOK® Guide. Project managers and the
project team do not serve as members of the CCB.
Based on this scenario, which of the following activities might be performed by

members of the CCB?
Submitting a change request

Implementing approved change requests
Initiating and closing a project
Monitoring implementation of approved changes
Hint Unmarked
b c g f

Explanation:
The change control board (CCB) is a formally chartered group responsible

for reviewing, evaluating, approving, deferring, or rejecting change
requests. The CCB can include project stakeholders, and a change may be
requested by any stakeholder involved with the project. Therefore, it is
possible for a member of the CCB to submit a change request.

A company has authorized a dedicated change control board (CCB) to review and
evaluate all change requests that are submitted for any project.
If the project sponsor is a member of the CCB, which of the following best describes an
individual or group that can request a change on a project?
Project manager
Project sponsor
Project team
Any stakeholder
Hint Unmarked

Explanation:
Changes may be requested by any stakeholder involved with the project

and may occur at any time throughout the project life cycle. The project
manager, the project sponsor, and the project team are all project
stakeholders and therefore, can request changes. All of the answer choices
are technically correct, but the option of 'any stakeholder' provides a
complete answer and is, therefore, the best answer to the question.
Additionally, the fact that the company authorizes a change control board
(CCB) and the project sponsor is its member is irrelevant to the question
asked. It is essential to discern the relevant information of a question to
select the best answer of the choices given.
Question 17 - Qid 6110055, Procurement Management, 2. Process, 12.3 Control

Procurements
One of your contractors is not performing to the agreed-upon standards. You want to
terminate the contract and engage another contractor for the same job. You need to
determine the specific legal procedure for the early termination of the contract.
What should you do?

b c g f
Check the procurement management plan

Look at the scope statement
Review the risk register
Consult the contract
Hint Unmarked

Explanation:
The contract is the document you would refer to in order to understand the
early termination procedure. A contract is a mutually binding agreement
that obligates the seller to provide the specified deliverable. It constitutes
a legal relationship. The early termination of a contract is a special case of
the Control Procurements process that can result from an agreement by
both parties, from the default of one party, or for the convenience of the
buyer if provided for in the contract. The rights and responsibilities of the
parties in the event of an early termination are contained in the
termination clause of the contract.

Stakeholders
A project is divided into four sequential phases. The second phase of the project has just
been completed, and the third phase is about to begin.
What should the project manager do first?
Begin the process of directing and managing the project work

Perform the process of identifying the project stakeholders
Start the process of monitoring and controlling the project work
Begin the process of developing the project management plan
Hint Unmarked

Explanation:
The process of identifying project stakeholders occurs for the first time in a
project either before or at the same time the project charter is developed
and approved. It is repeated as necessary but should be performed at the
start of each phase and when a significant change in the project or
organization occurs. Each time the identification process is repeated, the
project management plan components and project documents should be
consulted to identify relevant project stakeholders.
b c g f

Stakeholders
An organization has a project management office (PMO) that ensures all relevant
project documents are created, and all project management processes are followed
according to established best practices.
What should the project manager review first to identify stakeholders for a newly
started project?
The business documents as a source of information about the project's

stakeholders
The communications management plan to learn about the project's stakeholders
The stakeholder engagement plan to identify the management strategies and

actions required to engage stakeholders effectively
The requirements documentation for information on potential stakeholders
Hint Unmarked

Explanation:
The business documents include the business case and the benefits
management plan. Both of these documents are created during pre-
project work and are available as sources of information about the
project's stakeholders during the first iteration of the Identify Stakeholders
process. The business case identifies an initial list of stakeholders affected
by the project. The benefits management plan may identify the individuals
and groups that will benefit from the delivery of the outcomes of the
project and are thus considered as stakeholders. Among the available
options, only the business documents are available as sources of relevant
information during the first iteration of the Identify Stakeholders process.
Question 20 - Qid 6112348, Schedule Management, 2. Process, 6.5 Develop Schedule
The following table is an activity list that includes the duration and predecessor for a
series of project activities.
What is the duration of the critical path?
11
14
9
13
b c g f
Hint Unmarked

Explanation:
Using the critical path method may require drawing a project schedule
network diagram, or listing all the possible the sequences of paths with the
given activities, then adding up the durations, and knowing which path
constitutes the critical path.
Given the activity list shown, you can see that:
• Start serves as predecessor for both A and E, creating a divergence

into two paths.
• Activity A serves as predecessor for both B and C, creating another
divergence.
• Activity E serves as a predecessor for both B and F, creating another
divergence.
The project schedule network diagram is as follows.
The resulting list of paths with their aggregated durations is below. The
critical path is Start-E-B-D-End, and the duration of the critical path with
the data given is 14.

Stakeholders
A project manager is in the process of developing the stakeholder register. As the first
step in this process, she needs to create a list of potential stakeholders and decides to
use a data gathering technique called brain writing.
What is the first thing to do when using that technique?
Convene a data gathering meeting with the participants

Develop your own template for a stakeholder register
Send a list of questions to participants before the creativity session
Consult the stakeholder engagement plan to understand how the stakeholders are
to be identified
Hint Unmarked
Your
b answer is incorrect c g f
Explanation:
Data gathering techniques that can be used for the Identify Stakeholders
process include questionnaires and surveys, brainstorming, and brain
writing. Brain writing is a refinement of brainstorming that allows
individual participants time to consider the questions individually before
the group creativity session is held. Therefore, the first step of brain writing
is providing the participants with the questions before the creativity
session. This process will allow the participants to be better prepared
which will make the meeting more effective than a traditional
brainstorming session.
Question 22 - Qid 6110066, Communications Management, 2. Process, 10.0 Project

Communications Management
A project manager does most of her communicating with team members, internal
project stakeholders, and external project stakeholders via email. The project manager
incorporates specific techniques when composing her emails to reduce any
misunderstandings.
Which of the following is not considered one of these techniques?
Concise expression
Clear purpose directed to the needs of the reader
Controlled flow of words and ideas
Communications register
Hint Unmarked

Explanation:
The scenario describes the use of techniques that will aid in the reduction
of misunderstandings in written communication specifically. These
techniques are known as the 5Cs of written communication:
1. Correct grammar and spelling

2. Concise expression and elimination of excess words
3. Clear purpose and expression directed to the needs of the reader
4. Coherent, logical flow of ideas
5. Controlled flow of words and ideas
However, the question asks which answer is 'not' a technique that will aid
in the reduction of misunderstandings in written communication, or in
other words, which answer is not one of the 5Cs of written communication.
'Communications register' is not one of the 5Cs components. Actually,
'communications register' is a made-up term.
b c g f
Note, the term 'tools and techniques' used in this question to describe the
5Cs does not refer to the traditional meaning of tools and techniques of the
project management processes. We are using this term as we consider it to
be a reasonable description of the components comprising the 5Cs.
Question 23 - Qid 6110070, Risk Management, 2. Process, 11.3 Perform Qualitative

Risk Analysis
As the project manager, you are leading a brainstorming session with key stakeholders
to identify project risks. Once the project risks are determined, you immediately
proceed to nominate different team members as risk owners and assign them the task
of developing individual risk response plans.
Have you properly conducted risk management planning?
No, you should be the one developing the risk response plans as you are ultimately
responsible for the outcomes of the project.
Yes, the risk response plans are an output of the Identify Risks process and should
be developed right after the risks have been identified.
No, before assigning risk responsibility to team members, you need to assess each
risk's probability of occurrence and its impact.
Yes, the team members should be assigned responsibility for a risk as soon as
possible and tasked with creating a risk response plan.
Hint Unmarked

Explanation:
To answer this question correctly, you need to understand what process

the project team is currently performing. In this scenario, you have
identified project risks and therefore have finished creating the initial
version of the risk register. This conclusion means that you have completed
the Identify Risks process, which is one of the planning processes in the
Project Risk Management Knowledge Area. According to the PMBOK®
Guide, project risk management processes occur in the following order: 1.
Plan Risk Management 2. Identify Risks 3. Perform Qualitative Risk Analysis
4. Perform Quantitative Risk Analysis 5. Plan Risk Responses 6. Implement
Risk Responses 7. Monitor Risks. Your next step is, therefore, to move into
the Perform Qualitative Risk Analysis process, which is the process where
you will prioritize risks for further analysis or action by assessing and
combining their probability of occurrence and impact. The Perform
Qualitative Risk Analysis process and, if needed, the Perform Quantitative
Risk
b Analysis process should be done c after the Identify Risks process
g in f
order to properly identify the risks on which to focus and plan. Only then
should team members be assigned risk ownership. Assigning risk
ownership to team members before determining which risks are the most
likely to occur and impact the project is not an efficient use of resources
and is not the proper protocol outlined in the PMBOK® Guide.
Question 24 - Qid 6110072, Scope Management, 2. Process, 5.2 Collect Requirements
You are managing a project to build a database and need to acquire information from
the stakeholders of the project. The team is using brainstorming, focus groups,
interviews, questionnaires, and benchmarking to understand and document the
stakeholders' needs.
The methods the team is using are representative of which tool and technique?
Data gathering
Data analysis
Decision making
Data representation
Hint Unmarked

Explanation:
The project described in the scenario is in the Collect Requirements

process where project stakeholders' needs and requirements are
determined and documented. A tool and technique used in the Collect
Requirements process to elicit requirements from stakeholders is data
gathering. Data gathering includes brainstorming, focus groups,
interviews, questionnaires, surveys, and benchmarking.
Question 25 - Qid 6110074, Scope Management, 2. Process, 5.4 Create WBS
The project is in execution, but your project team is unable to stop arguing about the
project milestones and the specific risks associated with them. This on-going conflict
puts the project at risk of running behind schedule.
What would likely have helped avoid this conflict had it been properly created first?
A project charter
Physical resource assignments
Quality metrics
A work breakdown structure
Hint Unmarked
b c g f

Explanation:
The WBS is considered by many project managers to be the heart of the

projects lead by a predictive project management approach since a WBS
lists the total scope of work to be carried out by the project team to
accomplish the project objectives and create required deliverables. The
milestone list is an output from the Define Activities process to which the
WBS serves as an input (as part of the scope baseline). The risk register is
an output from the Identify Risks process to which the WBS serves as an
input (as part of the scope baseline) used as a framework to structure risk
identification techniques. Had the project manager and the team taken the
time to create a proper WBS, it is likely the team would have had a more
accurate milestone list and risk register with which to finish their project
management plan on time and avoid the conflict described in the scenario.
Project Work
During project execution, the team discovers that some of the buttons on the remote
control developed by the project for a new product do not work according to the
specifications. A change request is submitted and approved to replace the buttons.
Which of the following best describes this change request?
Corrective action
Preventive action
Defect repair
Gold plating
Hint Unmarked

Explanation:
Approved change requests can be a corrective action, a preventive action,

or a defect repair. The question reads, "some of the buttons on the remote
control developed by the project for a new product do not work according
to the specifications". This scenario is an example of a defect repair since it
involves taking immediate action to correct a defective product
component that does not meet product specifications. The performing
organization is neither taking preventive action nor addressing a deviation
(corrective action) from the agreed-upon project baselines. Gold plating
does not apply here since the organization is adding extra buttons to the
remote control unit not as a means of enhancing the product or making the
customer happy, but as a means of meeting product specifications.
b c g f
Question 27 - Qid 6110076, Schedule Management, 2. Process, 6.4 Estimate Activity

Durations
A project manager meets with a customer for initial discussions about an upcoming
project. At the end of the meeting, the customer asks the project manager for a rough
estimate of the project duration. Based on her experience with three similar projects,
the project manager provides an estimate of 8-10 months.
What estimation technique does the project manager use?
Expert judgment
Three-point estimating
Analogous estimating
Bottom-up estimating
Hint Unmarked

Explanation:
The project manager is using historical duration information from

comparable projects to estimate the duration of a future project. This gross
value estimating approach is called analogous estimating and is frequently
used to provide a ballpark figure when there is a limited amount of
detailed information available about the project.
Question 28 - Qid 6110079, Quality Management, 2. Process, 8.2 Manage Quality
A project manager is performing quality assurance for a project whose quality

standards are very stringent. In order to meet and exceed the quality requirements, the
project manager uses a set of technical guidelines, which were applied during the
design phase of the project to optimize quality.
What tool or technique is the project manager using in this scenario?
Design for X (DfX) where the X in DfX represents the quality aspect of the product
Design of experiments (DOE) as a quality improvement methodology
The Manage Quality process to ensure compliance with project quality

requirements
Process analysis to identify opportunities for process improvements
Hint Unmarked

Explanation:
b c g f
The question implies that the Manage Quality process, sometimes referred
to as quality assurance, is underway. Design for X (DfX) is one of the tools
and techniques which may be used during the Manage Quality process. DfX
is a set of technical guidelines that may be applied during the design of a
product for the optimization of a specific aspect of the design. DfX can
control or even improve the product's final characteristics. The X in DfX can
be different aspects of product development which can include but are not
limited to quality improvement.

Stakeholders
You have compiled a list of potential stakeholders for your project, and now you are
classifying the stakeholders with regard to the direction of their influence. As you work
through your way down the list of stakeholders, you have come to the project sponsor.
How should this stakeholder be classified?
Downward
Sideward
Outward
Upward
Hint Unmarked

Explanation:
According to the scenario, you are carrying out the Identify Stakeholders
process. Directions of influence is an example of a data representation
technique that can be used as part of this process. This technique classifies
stakeholders according to their influence on the work of the project or the
project team itself. Stakeholders can be classified as upward, downward,
outward, or sideward. The upward classification includes senior
management of the performing organization or customer organization,
sponsor, and steering committee. Therefore, the project sponsor should be
classified as upward.
Project Work
During project planning, the project team rigorously defined the project scope. During
project execution, a senior engineer calls the project manager and suggests a simpler
and more efficient design which could benefit the project.
What should the project manager do next?
Nothing, no changes are needed since the project scope was rigorously defined
b c g f
Discuss the change with the project sponsor

Evaluate the impact of the proposed change on the project constraints
Ask that the engineer submit a change request
Hint Unmarked

Explanation:
A change request is a document to record an adjustment to project scope,

schedule, cost, etc. Changes may include corrective action, preventive
action, or defect repair, among others. The engineer is proposing what she
believes to be a valid design change which can be further evaluated by the
change control board. Although changes may be initiated verbally, they
should be recorded in written form and entered into the change
management and/or configuration management system. Thus, of the
available choices, asking the engineer to create and submit a change
request is what the project manager should do next, and is, therefore, the
best answer to the question asked.
One may argue that evaluating the change should come before submitting
the change request. We had an extensive debate on the subject of change
requests in general and on this question in particular. The reason being is
that the PMBOK® Guide does not do a good job in explaining the exact
process in detail. We have discussed this process among our team of
certified project management professionals and have concluded that the
first thing that should be done when a change is requested on a project is
the physical creation of the change request, a document if you wish, filling
out a form. Otherwise, on what basis would a project manager and the
project team spend time evaluating a request that is not even
documented?
Question 31 - Qid 6110087, Schedule Management, 2. Process, 6.4 Estimate Activity

Durations
You are working with a team to estimate how much time is required for each activity.
You are using a document that contains information on the categories of labor,
material, and equipment required to complete the project. You are also interested in
the skill levels, required certifications, and the grade levels for supplies.
Which of the following documents would you primarily refer to for this purpose?
Resource breakdown structure

Organizational breakdown structure
Work breakdown structure
Risk breakdown structure
Hint Unmarked
b c g f

Explanation:
Based on the scenario described, the project team is performing the

Estimate Activity Durations process. An input to this process is the resource
breakdown structure (RBS), which is a hierarchical list of team and physical
resources related by category and resource type that is used for planning,
managing, and controlling project work. Each descending level represents
an increasingly detailed description of the resource until the information is
small enough to be used in conjunction with the WBS to allow the work to
be planned, monitored, and controlled.
Question 32 - Qid 6110090, Risk Management, 2. Process, 11.2 Identify Risks
While performing project work, a team member notices that there is a potential new
risk, which could impact the project's critical path.
What should the team member do immediately?
Recommend the project be placed on hold for a day to avoid the risk
Document the risk in the risk register
Draft an emergency fallback plan since the critical path is in jeopardy
Generate a risk report using quantitative and quantitative analysis of the identified
risk to alert the team of the schedule impacts
Hint Unmarked

Explanation:
By recording identified risks in the risk register, the project manager and
team are able to keep track of all potential threats and opportunities.
Furthermore, once a risk has been analyzed using qualitative and or
quantitative risk analysis methods, the risk register serves as the central
repository for planned risk responses and lists risk owners. As such, any
time a new risk emerges on a project, the first step to take is to
immediately document it in the risk register.

Procurements
You are managing a project that is nearing its end and planning to settle all pending
claims with the vendors. In one case, you are not satisfied with the delivery of their final
product. All conversations with the vendor have ended in an impasse.
b you do in this situation?

What should c g f
Pay the vendor as some products were delivered

Take the vendor to court
Discontinue further meetings with the vendor and hold back payment
Identify some form of alternative dispute resolution
Hint Unmarked

Explanation:
Contested charges where the buyer and seller cannot reach an agreement
are called claims. The contract usually has terms to handle claims
administration. If the parties cannot resolve the claim, it should be handled
by alternative dispute resolution (ADR), typically following procedures
established in the contract. There are two types of ADR, arbitration and
mediation. Direct negotiation between the parties is the preferred method.
Litigation in the courts is the last option that a project manager should
choose. Based on the scenario described, the project manager has
negotiated directly with the seller. However, all conversations have ended
in an impasse. In this situation, the next step for the project manager to
take is to identify some form of alternative dispute resolution.
Question 34 - Qid 6112009, Risk Management, 2. Process, 11.0 Project Risk

Management
Your company was awarded a contract that includes a 10% bonus payment if the
project is completed two months early. You consider several options to exploit this
opportunity.
What is the best course of action for you to increase the chances of receiving the bonus?
Reduce project scope

Level resources
Crash the schedule
Purchase insurance
Hint Unmarked

Explanation:
This question involves two project management Knowledge Areas, Risk

Management and Schedule Management. Crashing is an example of a
schedule compression technique that can be used during the Develop
Schedule process. This technique may help exploit the opportunity by
adding more resources to the critical path. The processes of the Project
Risk
b Management Knowledge Area caim to develop options and strategies
g f
to capture opportunities (positive risks) and minimize the effects of threats

(or negative risks). In the scenario described, you have been presented with
a chance to collect a bonus payment for early project completion. A
contingency reserve including amounts of time, money, or resources to
take advantage of the opportunity should be established. The opportunity
to collect the bonus payment is within reach; therefore, the best course of
action in this situation is to crash the schedule to shorten the critical path.
The quality management plan specifies the use of a data representation technique to
show the strength of relationships between four factors.
Which of the following tools or techniques should be used to comply with the plan?
Affinity diagram
Matrix diagram
Scatter diagram
Quality diagram
Hint Unmarked

Explanation:
A matrix diagram seeks to show the strength of relationships among

factors, causes, and objectives that exist between the rows and columns
that form the matrix. Depending on how many factors may be compared,
the project manager can use different shapes of matrix diagrams; for
example, L, T, Y, X, C, and roof-shaped. An X-shaped matrix can display four
factors for comparison which is what required by the question, making the
matrix diagram the best answer of those provided.

Stakeholders
You have just taken over a project in which some of the deliverables will be produced by
external vendors. You want to familiarize yourself with those who are involved in the
project from the sellers' side.
Where would you look to obtain this information?
Bid documents
Stakeholder register
Seller proposals
Stakeholder engagement plan
Hint Unmarked
b c g f

Explanation:
The stakeholder register is a project document that contains relevant

information regarding stakeholder interests, involvement,
interdependencies, influence, and potential impact on project success.
Vendors are project stakeholders and as such should be included in the
stakeholder register. The project manager and project team members
should refer to this document when obtaining pertinent information about
project stakeholders whether the stakeholders are internal or external to
the performing organization.
Question 37 - Qid 6112018, Stakeholder Management, 2. Process, 13.0 Project

Stakeholder Management
Your project has been plagued with numerous change requests.
What is the most likely reason?
Incomplete stakeholder register

Lack of a detailed procedure to close the project
Failure to implement risk responses
Change management plan did not authorize a change control board
Hint Unmarked

Explanation:
Academic research and analyses of high-profile project disasters highlight

the importance of a structured approach to the identification,
prioritization, and engagement of all stakeholders. The ability of the
project manager and team to correctly identify and engage all
stakeholders in an appropriate way can mean the difference between
project success and failure. The stakeholder register is a project document
where information about identified stakeholders is recorded. This
document includes the stakeholders' main requirements and expectations
for the project. Failure to appropriately identify key stakeholders early
enough in the project could result in an incomplete stakeholder register
and a project with numerous change requests submitted by stakeholders
as they are identified.
Question 38 - Qid 6112019, Quality Management, 2. Process, 8.3 Control Quality
b c g f
In the design phase, external experts verified that the team's blueprints for a new crane
complied with requirements. During the build phase, the customer performed a
walkthrough and found that some welding joints on the crane were defective. The crane
needs to be reworked to ensure it can be operated safely.
How could this situation have been avoided?
Outsourcing the welding to an external vendor

Testing the welding before the customer walkthrough
Using the requirements traceability matrix
Defects are part of any project and cannot be avoided.
Hint Unmarked

Explanation:
The question describes a situation in which the project team completed

the design phase of the project and began building the product. However,
it appears the team did not sufficiently test the work done on the welding,
which is part of the Control Quality process. This process is carried out to
ensure the project outputs are complete, correct, and meet customer
expectations before the customer accepts the deliverables as part of the
Validate Scope process. As a result of not performing the Control Quality
process, defects were found in the crane when the customer held a
walkthrough. If the team carried out the Control Quality process properly,
it is likely the defective welding would have been discovered, corrected,
and the situation described in the scenario avoided.
Question 39 - Qid 6112028, Integration Management, 3. Business Environment, 1.2

Foundational Elements
For an upcoming project, a needs assessment and business case have been completed,
and the project management office (PMO) is reviewing a draft of the benefits
management plan. The PMO highlights an element of the benefits management plan
and requests that the element be removed before the document is finalized.
Which of the following was most likely the element the PMO requested to remove?
Expected tangible and intangible value to be gained by the implementation of the

project
A set of options to be considered for addressing the business opportunity
A timeframe for realizing the benefits of the project
Measures to be used to show benefits realized
Hint Unmarked
b c g f

Explanation:
The key elements of a benefits management plan include target benefits,

strategic alignment, a timeframe for realizing benefits, benefits owner,
metrics, assumptions, and risks. Identification of a set of options to be
considered for addressing the business problem or opportunity is a key
element of the project business case and should not be included in the
benefits management plan. This element is most likely what was marked
for removal by the PMO.
You have been requested to fill in for a project manager who has called in sick midway
into project execution. As you get yourself familiar with the project team, you are
impressed to see how well the team members collaborate and work through issues
smoothly and effectively.
Based on your observations, where is the team on the Tuckman ladder?
A
B
C
D
Hint Unmarked

Explanation:
The Tuckman ladder is one of the models used to describe stages of team
development. This model is typically referred to by project management
practitioners as part of the Develop Team process. The model includes five
stages: forming, storming, norming, performing, and adjourning. While it is
safe to say that most teams go through all five stages, some may get stuck
in a particular stage or even regress (go back) to an earlier stage. On the
other hand, projects with team members who worked together in the past
might skip a stage. Each stage is distinguished by different dynamics
among the team members resulting in various levels of team effectiveness.
Team effectiveness is at its lowest level during the storming stage as the
environment is characterized by a high degree of conflict and a lack of
collaboration among the team members. As the team members begin to
b c g f
work together and trust each other, in other words, the relationships
between the team members normalize (thus the name of the next stage,
norming), the degree of team effectiveness increases. Teams that
successfully go through the norming stage would eventually reach the
performing stage, which is the highest level of team development. In the
performing stage, the team function as a well-organized unit, and the team
effectiveness is at its highest.
Please note that on this page we only show a general

explanation for the 120 questions.
The PMP Exam Simulator (http://www.pm-exam-

simulator.com/pmp), however, will give you a much
richer experience because you also receive an
explanation of why each of the answer choices is
correct or incorrect, as well as a reference that allows
you to read up on the subject and learn from any
mistakes.
Question 41 - Qid 6112039, Scope Management, 2. Process, 5.3 Define Scope
To define the product that will be produced by the project, the project team is using a
product analysis technique that helps with breaking down the high-level requirements
into the level of detail needed to design the product.
Which of the following is the product analysis technique used by the team?
Work breakdown structure

Product planning
Progressive elaboration
Product breakdown
Hint Unmarked

Explanation:
Product analysis can be used as a tool to define the scope of a project. It

involves methods for translating high-level product or service descriptions
into meaningful deliverables. Requirements are captured at a high level
and decomposed to the level of detail needed to design the final product
and define the scope. Examples of product analysis techniques include
product breakdown, requirements analysis, systems analysis, systems
engineering, value analysis, and value engineering. In the scenario
b c g f
described, the team breaks down the high-level requirements into the level
of detail needed to design the product, which corresponds to the product
breakdown technique, making it the best answer among the choices given.

Close Project or Phase
A three-phase project to build a prototype is underway. The first phase entails design. In
the second phase, the manufacturing team would produce the parts from the design
specifications. In the third phase, the production team would assemble the parts to
construct the prototype. The project is now at the end of the first phase.
What should be done with the phase's deliverables?
Verified by the testing team for quality compliance

Transferred to the production team
Transitioned to the project management office (PMO)
Handed over to the manufacturing team
Hint Unmarked

Explanation:The question states that the project is at the end of the first
phase, implying the Close Project or Phase process is being carried out. An
output of the Close Project or Phase is the transition of the final product,
service, or result to a different group or organization that will operate,
maintain, or support it throughout its life cycle. Officially transferring the
ownership of deliverables to the assigned stakeholders facilitates project
(or phase) closure. In this case, the project manager would transfer
ownership of the design to the manufacturing team since they are
responsible for the second phase of the project.
Question 43 - Qid 6112056, Integration Management, 2. Process, 4.3 Direct and

Manage Project Work
A project is nearing its end when the project manager receives an approved change
request to replace a defective unit.
Capture the problem in the issue log

Meet with the change control board
Have the defective unit repaired
Have the defective unit replaced
Hint Unmarked
b c g f

Explanation:
The question suggests that the Direct and Manage Project Work process is
being carried out. Approved change requests are one of the inputs to that
process. The project manager has received an approved change request. It
is now her responsibility to ensure the approved change request is
implemented as specified. Since the change request calls for the
replacement of the defective unit, the next step for the project manager is
to have the defective unit replaced.

A technician has just tested a piece of equipment and found a defect. The technician
has informed the project manager and submitted a change request to repair the defect,
indicating that the repair will require significant rework.
Approve the change request

Consult the change management plan
Instruct the team to repair the defect
Reject the change request due to significant rework
Hint Unmarked

Explanation:
During the Perform Integrated Change Control process, change requests

may be submitted for review and have a decision made based on the
merits of the request. A defect repair requires an approved change request,
but the project manager may or may not have the authority to approve the
change request. The change management plan provides direction for
managing the change control process and documents the roles and
responsibilities. The project manager should check the change
management plan first to know which individual or group is responsible for
reviewing and making decisions on change requests.
Question 45 - Qid 6112061, Integration Management, 2. Process, 4.0 Project

Integration Management
At the end of a design project, a competitor has gained market share with a new
technology that has rendered the project?s deliverable obsolete. The project sponsor is
pleased with the work of the project team who finished within budget and on time but
thinks that the project should have been terminated much sooner.
b c g f
What might have the manager of the project done differently in this situation?
Used phases and phase gates
Established a change control board (CCB) to review and render decisions for all
submitted change requests
Terminated the project when the new technology was introduced
Scheduled more frequent lessons learned meetings with the project team
Hint Unmarked

Explanation:
During project integration, a project manager needs to consider how to

tailor the way that Project Integration Management processes are applied.
Among these considerations is the project life cycle including the
appropriate use of phases and phase gates. A phase gate is a review at the
end of a phase in which a decision is made to continue to the next phase,
to continue with modification, or to end a project. During a phase gate, the
business case should be examined to determine if it is still valid or needs to
be modified. In some cases, for example, changes in the competitive
landscape may lead to a decision to terminate the project as the business
case has been invalidated. In this scenario, the business case is no longer
valid due to new technology, which was introduced in the marketplace and
rendered the current product in development obsolete. Of the available
options, only using a phased approach with phase gates introduces a
periodic structured review of the viability of the project, making this the
best answer to the question asked.
Question 46 - Qid 6112064, Schedule Management, 2. Process, 6.0 Project Schedule

Management
A project is underway to construct a wind farm in an area with no communication

infrastructure. The plan is to monitor progress and coordinate the scheduling of the
project activities using project management software and provide daily status updates
to the project sponsor at the home office. Two project teams will work and reside onsite
in rotating seven-day tours.
Which of the following is the most likely challenge the teams will face while controlling
the schedule?
Stability of requirements
Technology support
Human resource availability
Project importance
Hint Unmarked
b c g f

Explanation:
Each project is unique. Therefore, the project manager may need to tailor
the way Project Schedule Management processes are applied. Technology
support is among the considerations for tailoring that should be kept in
mind while planning the project under the circumstances described in the
scenario. The question presents a situation where a project is being
conducted in a desolate area without any existing infrastructure for
technology support. This circumstance means that there are no cellular
towers or Wi-Fi and no readily available means of communication.
Concerning controlling the schedule, the project manager must consider
how the project management software, including the project schedule, will
be updated and submitted daily to the home office. The project manager
may need to acquire the necessary equipment to use satellite technology
and reconsider the content and frequency of the project status updates.
Therefore, of the available choices, technology support is the best answer
to the question asked.
Question 47 - Qid 6112068, Resource Management, 1. People, 9.5 Manage Team
A project is behind schedule because department managers reassigned project team

members to work on other assignments. After negotiations with the managers, you
agreed to a temporary solution where a core group of project resources is dedicated to
performing the project work until more resources are approved.
What conflict resolution technique did you most likely employ in this situation?
Compromise or reconcile
Force or direct
Collaborate or problem solve
Smooth or accommodate
Hint Unmarked

Explanation:
The question states that a temporary solution was suggested that provided
some degree of satisfaction for both managers. The compromise/reconcile
approach to conflict resolution is characterized by searching for solutions
that bring some degree of satisfaction to all parties to temporarily or
partially resolve a conflict. Even though the compromise/reconcile
approach provides a lose-lose solution because both parties have to give
up something, it is the best answer based on the situation described by the
question.
b c g f
Question 48 - Qid 6112072, Scope Management, 2. Process, 5.6 Control Scope
During a daily stand-up meeting, one of the programmers mentions that she had some
extra time and added functionality, which was not included in the original design. She
believes the customer will appreciate the added functionality.
What is your best course of action?
Remove the added functionality and ensure that the project team builds the
software as designed going forward
Thank the programmer for the extra effort and notify the customer of the new
functionality that has been added
Update the cost baseline since the project will run over budget due to the cost of
adding new functionality
Accept the added functionality, but ask the programmer to build only what has
been designed going forward
Hint Unmarked

Explanation:
The extra code that was written to add the functionality should be
removed from the build, and the project manager should ensure software
is written as designed going forward. Adding unplanned functionality,
sometimes referred to as gold plating, will increase the overall project risk.
For example, there may have been a good reason the client did not want
this added functionality. Perhaps the client's computer system cannot
support more advanced functionality. Additionally, the added code may
interfere with other functionality since it was not integrated with the
original build plan. Of the available choices, the best course of action is to
remove the added functionality and ensure that the design plan is followed
in the future. Note that if the project manager believes that this added
functionality would benefit the customer, then the suggestion can be made
to the customer. The customer can then decide whether or not to add the
functionality and accept any impact on other project constraints. If the
customer approves the added functionality, a change request should be
submitted and processed through the Perform Integrated Change Control
process.
Ideally, a risk of removing the functionality should be assessed first

including the impact on all project constraints, and then a decision would
have to be made accordingly. However, this answer choice is not provided.
b c g f
Therefore, as we always recommend, we have to select the best answer of

those provided, even if it does not look/sound like the perfect/ideal answer
or the answer one would want to see among the options.
The project manager is managing the research and development of a new cancer
screening test. The project manager would like to determine whether the processes
currently in use in the project are effective in meeting the quality requirements
specified by the customer.
What does the project manager need to obtain first to make this determination?
Quality control measurements

Resource breakdown structure
Requirements traceability matrix
Acceptance of deliverables from the customer
Hint Unmarked

Explanation:
The scenario implies that the project manager wants to perform Manage
Quality which is the process of translating the quality management plan
into executable quality activities that incorporate the organization?s
quality policies into the project. Ensuring that the processes used in the
project are effective in meeting the quality requirements needed to satisfy
the customer is one of the goals of the Manage Quality process. However,
to do this, the Manage Quality process uses the quality control
measurements gathered during the Control Quality process. Therefore, to
determine whether the processes currently in use in the project are
effective in meeting the quality requirements needed to satisfy the
customer, the project manager first should obtain the quality control
measurements. Note that typically outputs from the executing processes
become inputs to the monitoring and controlling processes. However, in
this case, quality control measurements are an output from the Control
Quality process, a monitoring and controlling process, and an input to the
Manage Quality, an executing process.
During an inspection of a project deliverable, the team detects the same defect in the
deliverable that has already been identified during a previous inspection. The project
manager is confused about how this could have happened since a change request was
approved to repair the defect. After discussing the issue with the team, the project
manager learns that the team never implemented the approved change request.
b c g f
What could have helped prevent this situation?
Holding an approved change requests review

Conducting a retrospective meeting
Performing a root cause analysis
Creating a quality report
Hint Unmarked

Explanation:
Inspections carried out as part of the Control Quality process may uncover
defects or areas of noncompliance with project requirements, which, in
turn, may generate change requests. It is the responsibility of the project
team to ensure that those approved change requests are implemented and
properly tested, completed, and certified. In this scenario, the project
manager learns that an approved change request was never implemented.
Retrospectives, root cause analysis, and quality reports would not have
prevented this issue but could be used to help the team avoid such a
mistake in the future. An approved change request review would have
provided the project manager and the team a mechanism for verifying that
the approved change request was implemented and is, therefore, the best
answer to the question asked.
Question 51 - Qid 6112200, Quality Management, 2. Process, 8.1 Plan Quality

Management
The team has just reported to you that they have completed the Plan Quality
Management process. You review their work and see that they have produced the
quality management plan, and made the necessary updates to the project management
plan and project documents.
What did they forget?
Determine quality metrics

Define quality roles and responsibilities
Revise the lessons learned register
Update the requirements traceability matrix
Hint Unmarked

Explanation:
b c g f
The question suggests that the Plan Quality Management process was
performed, and an element of this process was missed. Quality metrics are
a project document that serves as one of the outputs of the Plan Quality
Management process. This document was not mentioned in the scenario.
All of the other outputs are stated as being completed. A quality metric, an
input to the Manage Quality and Control Quality processes, specifically
describes a project or product attribute and how these processes will verify
compliance with it. Therefore, quality metrics are what was most likely
missed by the project team.
One may argue that quality metrics should be part of the quality
management plan just like the quality roles and responsibilities. While this
may sound counter-intuitive, the PMBOK® Guide describes quality metrics
as a separate standalone document. The complete list of the components
of the project management plan vs. project documents can be found on
page 89, Table 4-1. Project Management Plan and Project Documents.

You are managing a project to build a house for a private client. A few weeks before the
project's planned completion date, the client calls and asks to add an outdoor sauna to
the property. You analyze the project schedule and determine that this change would
be fairly easy to implement without having an impact on the completion date.
Begin construction since the project completion date is not violated

Review the requested change against all project constraints
Have the sponsor verify if the change violates construction regulations
Consult with the change control board on how to handle the change
Hint Unmarked

Explanation:
A project manager is responsible for overseeing the development of the

product of the project. This includes managing changes that arise during
execution by balancing competing constraints with the resources
available. In the scenario presented, the project manager is faced with
managing a change introduced late in the project life cycle. While it
appears that an outdoor sauna will not be difficult to implement and that
no negative schedule impacts are anticipated, the change request must
still be examined in greater detail using the Perform Integrated Change
Control process to assess the impact of the change on other project
constraints, such as the the project schedule, costs, quality, resources,
risks, etc., and communicate the impact of the change to the client.
b c g f
What if the cost of adding the sauna will exceed the budget the client had
in mind for the project? What if the project does not have enough resources
to implement the change? These and other questions should be asked
when a change request is properly evaluated. Therefore, of the choices
provided, reviewing the requested change against all project constraints is
the best answer to the question asked.

Charter
You have been asked to lead a product development project which will use an agile
framework. Currently, you are in the process of drafting the project charter, and you
want to bring together stakeholders and subject matter experts to discuss perceived
project risk, success criteria, and other topics.
What is the best way for you to accomplish this objective?
Facilitate an iteration retrospective

Invite the relevant participants to the daily scrum meetings
Conduct interviews with the identified individuals
Schedule a focus group
Hint Unmarked

Explanation:
The question states that the project charter is being drafted which implies
that the project is in the initiation stage. A focus group is a data-gathering
technique which may be beneficial in the development of the project
charter. Focus groups bring together stakeholders and subject matter
experts to learn about the perceived project risk, success criteria, and
other topics in a more conversational way than a one-on-one interview.
The expectations of the project manager do not change in an adaptive
(agile) environment, but control of the detailed product planning and
delivery is delegated to the team who, in the scenario described, can be
considered the subject matter experts. The incorrect answer choices
represent meetings that would take place after project initiation has been
completed or are not held in a group setting. Therefore, of the available
choices, scheduling a focus group is the best answer.
Question 54 - Qid 6112434, Procurement Management, 2. Process, 4.7 Close Project

or Phase
A multi-phase project has reached a phase gate. The key project stakeholders want to
determine if the phase has met its success criteria and if the project should proceed to
the next phase.
b c g f
In addition to the project management plan, which documents will be required?
Risk register and risk report

Lessons learned register and lessons learned repository
Business documents and project charter
Agreements including procurement contracts
Hint Unmarked

Explanation:
A phase gate is a review point at the end of a phase to determine if the

project will continue to the succeeding phase, end the project, repeat the
phase, or continue with some modifications. The documents required to
make this determination are the project charter, the business case, and the
benefits management plan. The last two are collectively known as the
business documents. The project charter provides the project's success
criteria. The business case provides information about the business need
and the cost-benefit analysis that justifies the project. The benefits
management plan is used to measure whether the benefits of the project
are being achieved as planned. Therefore, to determine if the phase has
met its success criteria and if the project should proceed to the next phase,
in addition to the project management plan, one would need the project
charter and business documents.
Question 55 - Qid 6112456, Integration Management, 2. Process, 4.4 Manage Project

Knowledge
You are in the process of establishing a knowledge management system for your
project.
Which of the following actions will be the least beneficial in this process?
Reviewing the lesson learned register

Monitoring stakeholder engagement
Examining the resource breakdown structure
Studying the project team assignments
Hint Unmarked

Explanation:
b c g f
Central to knowledge management is having the right processes and

people with the right knowledge. Having documents that identify the
people and their capabilities are essential to identifying current knowledge
and the gaps that may exist. Keep in mind that the question is asking for
the action that will be 'least' beneficial in this process.
Monitor Stakeholder Engagement is the process of monitoring stakeholder

relationships and tailoring strategies for engaging stakeholders through
the modification of engagement strategies and plans. This process helps
maintain or increase the efficiency and effectiveness of stakeholder
engagement activities as the project evolves and its environment changes.
The Monitor Stakeholder Engagement process belongs to the Monitoring
and Controlling Process Group, while according to the scenario, the project
manager is carrying out the Manage Project knowledge process, which is
part of the Executing Process Group.
Monitoring stakeholder engagement does not help identify the people or

processes needed to establish a knowledge management system for the
project, whereas the other options, namely the lessons learned register,
the resource breakdown structure, and project team assignments are
useful in determining what is required for a knowledge management
system. Therefore, of the available choices, monitoring stakeholder
engagement would be the least beneficial for establishing a knowledge
management system for the project and is, therefore, the best answer to
the question asked.
Question 56 - Qid 6112463, Stakeholder Management, 2. Process, 13.3 Manage

Stakeholder Engagement
You are leading a large project that involves many stakeholders. You want to get two
new team members up to speed with the overall dynamics of the project and engage
effectively with the project stakeholders.
What should you do?
Ask the team members to record any issues they encounter into the issue log
Review the stakeholder register with the new team members
Schedule a meeting with the new team members and all project stakeholders
Submit a change request to update the stakeholder engagement plan
Hint Unmarked

Explanation:
The stakeholder register is a project document that contains all current

information about the stakeholders. The stakeholder register includes the
stakeholder identification information, assessment information, and
b
stakeholder classification. It is usedc by the project team to maintain
g f
information about the stakeholder's expectations and interests with the

project. By reviewing the stakeholder register with the new team members,
the project manager can provide them with the information about each
project stakeholder, politics surrounding the project, and other relevant
details about the project and the stakeholders that may help the new team
members to get up to speed with the overall dynamics of the project and
engage effectively with the project stakeholders.
Question 57 - Qid 6112493, Resource Management, 1. People, 9.1 Plan Resource

Management
You are facilitating a meeting with your project team to develop the team charter. At the
start of the meeting, a team member states, "I don't understand the importance of this
meeting. We are all professionals, and this isn't our first project working together.
Wouldn't our time be better spent getting an early start on project execution?" The
body language of the other team members suggests that they agree with the
comments.
How should you respond to the team member?
As long as everyone is in agreement, then let's skip the team charter and get ahead
of schedule
Let's use the team charter from our last project as a starting point and then update
it as necessary
The team charter is required by the project management office (PMO) for all projects
The team charter will eliminate any potential conflicts which will improve our
productivity
Hint Unmarked

Explanation:
The team charter establishes clear expectations regarding acceptable

behavior by the project team members. An early commitment to clear
guidelines decreases misunderstandings and increases productivity. The
question indicates that the project team has worked together on previous
projects. If the team charter from the last project was effective, it serves as
a good starting point for use on the current project. It is essential that the
project manager gain the commitment of the project team for the
guidelines established by the team charter, and if using the previous team
charter as a template helps gain the commitment of the project team, then
b c g f
it is a worthwhile compromise. Of the available choices, using the previous

team charter as a starting point provides the best opportunity to gain the
commitment of the project team.
Question 58 - Qid 6112596, Procurement Management, 2. Process, 12.1 Plan

Procurement Management
You are leading a project to build an oil pipeline in a foreign country. You want to
outsource some of the construction work to local contractors and are in the process of
preparing the bid package for prospective sellers.
Which of the following documents would you leave out of the package?
Request for proposal

Statement of work
Independent cost estimates
Bid documents
Hint Unmarked

Explanation:
Preparing the bid package for prospective sellers implies you are carrying
out the Plan Procurement Management process. Bid documents along with
the request for proposal (RFP), procurement statement of work (SOW),
source selection criteria, independent cost estimates are among the
outputs of this process. These documents are also among the inputs to the
Conduct Procurements process. However, not all of these documents are
provided by the buyer to the prospective sellers. Sometimes, to benchmark
procurements, the buying organization develops independent cost
estimates either internally or using external resources such as a
professional estimator. Buyers do not usually provide these estimates to
the prospective sellers since a benchmark range may prejudice the sellers
into proposing prices that do not work well with their business model and
resources. The buyer uses these benchmark estimates principally to verify
if bids are reasonable, or if a large number of outliers indicate an issue with
procurement processes or communications. Thus, of the choices provided,
leaving the independent cost estimates out of the bid package makes the
most sense and is, therefore, the best answer to the question asked.
Question 59 - Qid 6112605, Communications Management, 2. Process, 10.1 Plan

Communications Management
You are developing the communications management plan for a construction project.
You want to determine the information needs of the project stakeholders, specifically
focusing on the type and the format of information that will be required to
communicateb with the stakeholders. c g f
What is your best course of action?
Develop the stakeholder register

Review the requirements documentation
Conduct a communication requirements analysis
Consult the stakeholder engagement plan
Hint Unmarked

Explanation:
The question implies that you are performing the Plan Communications
Management process with the development of the communications
management plan. Communication requirements analysis is one of the
tools and techniques that may be used in this process. Analysis of
communication requirements determines the information needs of the
project stakeholders. These requirements are defined by combining the
type and format of information needed with an analysis of the value of that
information. Therefore, of the available answer choices, conducting a
communication requirements analysis is the best course of action in this
scenario.
Question 60 - Qid 6125134, Cost Management, 2. Process, 7.4 Control Costs
The following Gantt chart displays the schedule for a software upgrade project. The
system analysis was completed on August 12th, but the system design and development
activities are still in process as of October 3rd. Once the product is developed, the
project team will need to test and deploy it, which must be completed by October 17th.
The method used to determine the earned value is based on percent complete.
What is the cost variance as of October 3rd?
-$650
$3,750
$650
$3,100
Hint Unmarked

Explanation:
b c g f
Cost variance (CV) is the earned value (EV) minus the actual costs (AC). The
current earned value is the sum of the earned values for every activity that
has either been completed or is in progress. Thus, the earned value can be
calculated by multiplying the activity's percent complete by the activity's
planned value. The actual costs are the total costs of individual activities.
Note, since the scenario mentions that the method used to determine the
earned value is based on percent complete, the earned value of a partially
completed work package is calculated by multiplying the planned value of
the work package by its the percent complete.
The calculations are shown below:
EV = EV of activity 1 + EV of activity 2 + EV of activity 3 = (1 x $500) + (0.75 x

$1,000) + (0.50 x $5,000) = $3,750
AC = AC of activity 1 + AC of activity 2 + AC of activity 3 = $600 + $500 +

$2,000 = $3,100
CV = EV - AC = $3,750 - $3,100 = $650
Therefore, the cost variance (CV) in this scenario is $650. Since the CV is a
positive value, the project is running under planned costs. Note, the
information about testing and deployment that must be completed by
October 17th is irrelevant for selecting the correct answer.
Question 61 - Qid 6112614, Resource Management, 1. People, 9.0 Project Resource

Management
A servant leader has just been assigned to an upcoming product development project
and believes that the project is well-suited to Kanban. However, the development team
is unfamiliar with this approach.
What is the servant leader's best course of action?
Discuss Kanban during a daily standup meeting

Review Kanban at the iteration retrospective
Let the team members learn Kanban on their own
Have the team attend a workshop on Kanban
Hint Unmarked

Explanation:
The scenario implies that the servant leader wants to use a project
management approach with which the development team is unfamiliar. If
the servant leader believes that the Kanban approach is the best
methodology for the project, then the servant leader has the responsibility
to ensure that the development team has the appropriate training to
b c g f
execute the project. Of the available options, conducting a Kanban

workshop would be consistent with agile best practices and provide the
development with the necessary tools to execute the project.
Question 62 - Qid 6112667, Scope Management, 2. Process, 5.3 Define Scope
You are developing the project scope statement. You have specified the deliverables for
the project, included the requirements under which the deliverables will be accepted,
and explicitly stated what is out of project scope.
What else should you include in the project scope statement?
Project exclusions
Acceptance criteria
Project approval requirements
Product scope description
Hint Unmarked

Explanation:
The scenario describes the development of the project scope statement

which is an output of the Define Scope process. The project scope
statement is the description of the project scope, major deliverables,
assumptions, and constraints. The entire scope, including project and
product scope, is documented in the scope statement. The detailed project
scope statement includes the following:
• Product scope description which progressively elaborates the

characteristics of the product, service, or result described in the
project charter and requirements documentation.
• Deliverables which describe any unique and verifiable product, result,
or capability to perform a service that is required to be produced to
complete a process, phase, or project.
• Acceptance criteria which are a set of conditions that is required to be
met before deliverables are accepted.
• Project exclusions which explicitly identify what is excluded from the
project.
According to the scenario, of the four elements listed above, three have
already been specified in the project scope statement. The only missing
element is the product scope description.
Note, acceptance criteria included in the project scope statement are at

the deliverable level. The WBS dictionary (which is not the topic of this
question) includes acceptance criteria for each individual work package
specified in the WBS.
b c g f
Question 63 - Qid 6112676, Resource Management, 2. Process, 9.3 Acquire Resources
A project manager is in the process of obtaining team members. She wants to

understand the availability of the team members required to complete project work.
What should the project manager do to find this information?
Look at the resource calendars

Contact the project management office
Review the resource requirements
Examine the resource breakdown structure
Hint Unmarked

Explanation:
The scenario implies that the project manager is about to start one of the
iterations of the Acquire Resources process and needs to understand the
availability of the project team members. The project documents include
the resource calendars which serve as an input to the Acquire Resources
process. A resource calendar identifies the working days, shifts, start and
end of normal business hours, weekends, and public holidays when each
specific resource is available. Information on which resources are
potentially available during a planned activity period is used for estimating
resource utilization. Resource calendars also specify when and for how
long the identified team and physical resources will be available during the
project. Of the available choices, looking at the resource calendars
provides the best source of information for the project manager about the
availability of the team members to perform project work.
Note, resource calendars are progressively elaborated and updated

throughout the project. Once created as an output of the Acquire
Resources process, they are used as needed whenever this process is
repeated. In other words, after the Acquire Resources process is completed
for the first time, resources calendars become an input to each subsequent
iteration of the process, which is the assumption the scenario described.
A project to reduce the defect rate of the manufacturing process is underway. To

analyze and improve the process, the project team is now carrying out the quality
assurance activities.
Which of the following would be the most beneficial for this project?
Introducing the use of a kanban board into the manufacturing process

Consulting with a certified Six Sigma Black Belt expert
Utilizing
b rolling wave planning for thec project g f
Adopting a just-in-time (JIT) manufacturing process
Hint Unmarked

Explanation:
The question implies that the project manager is carrying the Manage
Quality process. Quality improvements can occur based on findings and
recommendations from the quality control processes, the findings of the
quality audits, or problem-solving in the Manage Quality process. Plan-do-
check-act and Six Sigma are two of the most common quality
improvement tools used to analyze and evaluation opportunities for
improvement. A person with the Six Sigma Black Belt certification is an
individual that has been trained to apply Six Sigma tools and techniques
for process improvement. Six Sigma improves quality by identifying and
eliminating the causes of defects and minimizing the variability in a
manufacturing process. A Six Sigma process is one in which 99.99966% of
the products of the process are free of defects. Of the available choices,
only consulting with a certified Six Sigma Black Belt expert would be
beneficial in reducing the defect rate of a manufacturing process.
Question 65 - Qid 6112687, Risk Management, 2. Process, 11.6 Implement Risk

Responses
During project planning of a large, complex project, project management best practices
were rigorously and thoroughly followed. During project execution, the project
experienced several critical risks, which were foreseen and previously identified.
Despite the meticulous planning, the project failed to achieve the established objectives
due to these realized risks.
What may have gone wrong in this scenario?
The realized risks had not been identified earlier in the project
The risk responses were poorly devised
The qualitative risk analysis was inadequate
There was little or no action taken to manage the known risks
Hint Unmarked

Explanation:
Proper attention to the Implement Risk Responses process will ensure that
the agreed-upon risk responses are actually executed. A common problem
with Project Risk Management is that project teams spend effort in
identifying
b and analyzing risks andcdeveloping risk responses, theng risk f
responses are agreed upon and documented in the risk register and risk
report, but no action is taken to manage the risk. The incorrect answer
choices all represent activities that occurred during project planning,
which according to the scenario, was meticulous and followed all project
management best practices. Therefore, the most likely reason for the
project failing to meet objectives is the result of inadequate attention to
the Implement Risk Responses process during project execution. Thus,
among the available choices, taking little or no action to manage the
known risks is the best answer to the question asked.
Question 66 - Qid 6112688, Communications Management, 1. People, 10.2 Manage

Communications
A team member volunteered to provide the project status update in a weekly

presentation to the key stakeholders. After the first meeting has taken place, feedback
from the stakeholders suggests that the presentation was not very engaging.
What is the best way for the project manager to address this situation with the team
member?
Discuss the issue with the team member

Prepare a formal written document
Utilize formal verbal communication
Send an email to the team member
Hint Unmarked

Explanation:
The project manager has to decide on the appropriate choice of media to

use while addressing the situation with the team member. The choice of
media includes formal versus informal communication and written versus
verbal communication. There is nothing in the scenario to suggest that the
situation is recurring or severe warranting formal communication (either
written or verbal). The team member has volunteered. Having an informal
discussion with the team member will allow the project manager to set
appropriate expectations in a personal and less threatening manner than
the other forms of communication. Such a discussion is an example of
informal verbal communication.
Note, the correct answer choice, "discuss the issue with the team
member", does not specify whether the discussion is formal or informal.
However, it is reasonable to assume that such a discussion would be
informal. Regardless, whether the discussion is formal or informal, of the
choices provided, discussing the issue with the team member is the best
answer to the question asked.
b c g f
Question 67 - Qid 6112694, Stakeholder Management, 2. Process, 13.3 Manage

A corporate restructuring project is in execution. The job responsibilities of many key

stakeholders are being disrupted, which has caused challenges in keeping the
stakeholders engaged in a positive manner.
Which of the following actions is the project manager least likely to perform in this
situation?
Manage stakeholder expectations through negotiation and communication
Develop approaches to involve stakeholders based on their needs, expectations,

interests, and potential impact on the project
Address any risks or potential concerns related to stakeholder management and

anticipate future issues that may be raised by stakeholders
Engage stakeholders at appropriate project stages to obtain, confirm, or maintain

their continued commitment to the success of the project
Hint Unmarked

Explanation:
The question implies that the project manager is implementing the

stakeholder engagement plan, which suggests that the Manage
Stakeholder Engagement process is being carried out as part of project
execution. The development of approaches to involve stakeholders based
on their needs, expectations, interests, and potential impact on the project
describes the development of the stakeholder engagement plan, which is
performed during project planning rather than project execution. Note, the
question is asking for the activity, which is 'least' likely to be performed in
this situation. Therefore, of the available choices, the project manager is
'least' likely to be developing the stakeholder engagement plan in this
scenario.
Question 68 - Qid 6112702, Resource Management, 2. Process, 9.6 Control Resources
You are leading a software development project where the developers are colocated
within rented office space. Writing the code is taking longer than anticipated, and you
have contacted the landlord requesting to rent the office for another week.
Unfortunately, the landlord tells you that the office is already booked. You capture the
problem in the project documents.
What should you do next?
Record
b the issue in the issue log c g f
Revise the resource management plan

Update the risk register
Request additional funds
Hint Unmarked

Explanation:
The office is a physical project resource. Contacting the landlord

requesting to rent the office for another week is a function of the Control
Resources process. Control Resources is the process of ensuring that the
physical resources assigned and allocated to the project are available as
planned, as well as monitoring the planned versus actual utilization of
resources and performing corrective action as necessary. In this case, the
actual utilization of the office space will exceed the planned utilization. The
resource management plan is a component of the project management
plan that describes how project resources are acquired, allocated,
monitored, and controlled. Updates to the resource management plan are
an output of the Control Resources process. The plan may be updated to
reflect actual experience in managing project resources. Therefore, among
the available options, revising the resource management plan is what you
should do next.
Note, an approved change request will be required to update the resource

management plan as it is a component of the project management plan.
Question 69 - Qid 6112760, Procurement Management, 2. Process, 12.2 Conduct

Procurements
During a bidder conference, a supplier asks why a section is missing from the request
for quotation (RFQ). Upon realizing that the section is indeed missing, the project
manager becomes flustered and stumbles through a brief reply. When the seller
responses were received, all but three prospective suppliers fail to address the missing
section.
What is the best course of action?
Hold the bidder conference again, and explain the importance of the point that was
initially missed
Select from the three vendors that submitted complete proposals
Send a revised RFQ to all prospective suppliers and allow them the opportunity to
resubmit their proposals
Extend the deadline and allow all of the vendors to resubmit their proposals
Hint Unmarked
b c g f

Explanation:
In this scenario, sending the new RFQ to all suppliers, clarifying the critical
point that was previously missing, and receiving updated responses to the
RFQ would be fair to all suppliers. It may not be practical or cost-effective
to conduct another bidder conference, especially as other aspects of the
project have already been covered in the prior bidding conference. Apart
from fairness, re-issuing the RFQ ensures that requirements are
understood. Another benefit of sending out a revised RFQ would be
receiving more viable bids from other vendors. Therefore, among the
available options, the best course of action for the project manager is to
send a revised RFQ containing the new information to all prospective
suppliers and allow them the opportunity to resubmit their proposals.
Question 70 - Qid 6112783, Schedule Management, 2. Process, 6.6 Control Schedule
You are leading a project to develop a new web application. Together with your project
team you reprioritize the product backlog, determine velocity for the past iterations,
and adapt your work plans accordingly. Additionally, you facilitate retrospectives every
two weeks.
Which of the following processes describes the work you are performing?
Monitor Risks
Manage Quality
Control Schedule
Develop Schedule
Hint Unmarked

Explanation:
Adaptive life cycles, such as the agile approach, use short cycles to
undertake work, review the results, and adapt as necessary. These cycles
provide rapid feedback on the work approaches and suitability of
deliverables, and generally involve iterative scheduling. The project
described in the scenario is using an agile approach as evidenced by the
use of the retrospectives, backlog, and iterations. When an agile approach
is used, Control Schedule is concerned with conducting retrospectives to
correct and improve processes, reprioritizing the backlog, determining the
velocity in each iteration, and adjusting the plans accordingly. Therefore,
of the choices provided, the work you are performing is best described by
the Control Schedule process.
b c g f
Question 71 - Qid 6112785, Schedule Management, 2. Process, 6.1 Plan Schedule

Management
You are part of a cross-functional development team piloting an adaptive approach to

project management in an organization that has traditionally used a predictive
approach. You realize that you have to tailor the template of the schedule management
plan.
Which of the following components of the template are you likely to tailor the most?
The rules of performance measurement, the summary milestones, and the key
deliverables
The organizational procedures links, the units of measure, and the project
organization charts
The schedule model development, the release and iteration length, and the
reporting formats
The project schedule model maintenance, the level of accuracy, and the level of
precision
Hint Unmarked

Explanation:
The question suggests you are carrying out the Plan Schedule Management
process. The schedule management plan is the primary output of this
process. The schedule management plan establishes the criteria and the
activities for developing, monitoring, and controlling the schedule. Of the
choices presented, only the schedule model development, the release and
iteration length, and the reporting formats are components of the schedule
management plan. All three of these components would merit significant
tailoring to reflect an adaptive approach to project management. The
project schedule model development specifies the scheduling
methodology and the scheduling tool used to develop the schedule model.
For an adaptive approach, the schedule model will be a selected series of
activities needed to complete a high-priority subset of the project scope
that can deliver value quickly. The release and iteration length determine
the time-boxed events that must be completed and how long it will take to
release the iteration. The reporting formats will be driven by the adaptive
schedule model and the iteration length.
The other answer choices contain components that are not part of the
schedule management plan.
b c g f
Question 72 - Qid 6112817, Risk Management, 2. Process, 11.7 Monitor Risks
A project team performs monthly risk audits for a project, where a large number of
identified risks have been realized. So far, the risk responses have been appropriate,
and the reserves sufficient. An executive for the requesting organization criticizes the
project manager improper risk audits, stating that only independent, external resources
should perform risk audits.
How should the project manager respond?
Explain that risk audits can be performed either internally or externally as long as
they follow the project management plan
Agree with the executive and submit a change request to update the project
management plan to have the audits conducted externally
Follow the guidance provided by the executive and hire a team of external auditors
to conduct the risk audits going forward
Explain that if the current risk audits are not sufficient, then a comprehensive
project audit should be carried out
Hint Unmarked

Explanation:
Risk audits are among the tools and techniques of the Monitor Risks
process. Risk audits are used to consider the effectiveness of the risk
management process. The project manager is responsible for ensuring that
risk audits are performed at an appropriate frequency as defined in the
project's risk management plan. Risk audits are typically performed by the
project team and may be included during routine project review meetings
or may form part of a risk review meeting, or the team may choose to hold
separate risk audit meetings. In this scenario, since conducting risk audits
internally is not contrary to project management best practices, and the
current risk audit process has proven to be effective, there is no reason to
agree with the executive. Therefore, among the available options, the best
course of action is to explain to the executive that risk audits can be
performed either internally or externally as long as they follow the project
management plan.
Note that any stakeholder can request a change to the project. It is not
clear from the question if the executive's comment constitutes a change
request. If, after explaining the rationale for continuing with the current
internal risk audits, the executive still wants external auditors performing
the risk audits, the project manager should follow the change control
process established for the project. However, in this situation, the change
b c g f
request would likely be rejected since there is no reason to believe that the
project would benefit from hiring external auditors to perform the risk
audits.
Question 73 - Qid 6112819, Risk Management, 2. Process, 11.1 Plan Risk Management
You are developing the risk management plan for your project. In support of this
process, you need to determine the acceptable level of overall project risk exposure.
Determine the risk appetites of key project stakeholders

Consult the risk exposure register within the organizational process assets
Facilitate a brainstorming meeting to develop a comprehensive list of project risks
Develop a set of responses to individual project risks to mitigate overall project risk
Hint Unmarked

Explanation:
The risk management plan is created as an output of the Plan Risk

Management process. Stakeholder risk appetite is one of the elements
which may be included in the risk management plan. The risk appetites of
key stakeholders on the project are recorded in the risk management plan.
In particular, stakeholder risk appetite should be expressed as measurable
risk thresholds around each project objective. These thresholds will
determine the acceptable level of overall project risk exposure. The
incorrect answer choices represent activities which would not likely be
conducted as part of the Plan Risk Management process. Therefore, among
the available options, determining the risk appetites of key stakeholders is
the best answer to the question asked.
Question 74 - Qid 6112895, Integration Management, 2. Process, 4.3 Direct and

Manage Project Work
You meet with your team to determine the life cycle for your project. After analyzing the
best way to define and manage requirements, develop deliverables, handle changes,
control risk and cost, and engage key stakeholders, the decision is made to select a
hybrid life cycle.
With the project life cycle selected, how will the product be delivered?
As subsets of the overall product

As a single final product at the end of the project
As work
b packages of the WBS c g f
As product increments based on customer's value
Hint Unmarked

Explanation:
Predictive and agile project life cycles differ from one another in several
aspects. One of them is the way the project product, service, or result is
delivered. Predictive projects develop plans up-front and deliver only a
single final product (service or result) at the end of the project. Agile
projects, on the other hand, deliver working product increments as
frequently as possible based on the highest value to the customer.
Everything in between is defined as a hybrid delivery. With hybrid project
life cycles, the product can be divided into subsets, which are delivered at
either pre-defined intervals or as soon as the subsets are completed.
Therefore, of the choices provided, with the hybrid life cycle selected,
delivering the result of the project as subsets of the final product
constitutes the best answer to the question asked.
Question 75 - Qid 6112983, Resource Management, 1. People, 9.2 Estimate Activity

Resources
As a project manager, you are in the process of estimating the team resources that will
be required for your project. The challenge you are having is that, due to the nature of
the project and the selected development approach, only a few of the top levels of the
WBS have been identified with the remainder to be progressively elaborated
throughout the project.
What is the best approach to determine the team resource requirements for the
project?
Check the organizational process assets for similar projects and use analogous
estimating
Apply bottom-up estimating using the work breakdown structure (WBS) as a guide
Utilize parametric estimating for the individual work packages within the existing
WBS
Decompose the WBS down to the work package level during initial project planning
Hint Unmarked

b
Explanation: c g f
The question suggests that you, as the project manager, are performing the
Estimate Activity Resources process and that a hybrid development
approach is being utilized. When incorporating agile practices within an
overarching traditional waterfall approach, the project scope may be
progressively elaborated throughout the project, and the work breakdown
structure (WBS) may not be fully decomposed during initial project
planning. Under such circumstances, one viable approach to estimating
team resource requirements would be to utilize the analogous estimating
technique. If there are past similar projects, the organizational process
assets (OPAs) should contain detailed information that could be used for
analogous estimating.
Question 76 - Qid 6112986, Scope Management, 2. Process, 5.4 Create WBS
You are part of a project team designing a new type of a vehicle. You are about to begin
work on a work package for the braking system of the vehicle and want to review the
acceptance criteria before starting the work.
Where can you find this information?
Project management plan

Activity attributes
Requirements documentation
The WBS dictionary
Hint Unmarked

Explanation:
A work package is the lowest level of the WBS and provides a general
description of the work to be completed by this work package. The WBS
dictionary supplements the WBS by including more detailed information
for each work package or other WBS components. The WBS dictionary is an
output of the Create WBS process and provides information such as the
description of work, schedule milestones, quality requirements, and
acceptance criteria for each work package. Therefore, the acceptance
criteria for the work package to be completed are described in the WBS
dictionary.
Note, the wording of the question, "You are about to begin work on a work
package...", suggests that project execution has already begun, thus
implying the project management plan including all its components (such
as the scope baseline that includes the WBS dictionary) has been finalized
and approved.
b c g f
Question 77 - Qid 6112994, Integration Management, 2. Process, 4.7 Close Project or

Phase
A project to construct an assembly line is nearly complete. The project manager closes
procurements, shares the final project report, updates the lessons learned repository,
and obtains feedback from the relevant stakeholders.
Provide final payment to the suppliers

Send a summary of how the final product achieved the business needs
Transfer the completed assembly line to operations
Send formal written notice to the vendors that the contracts have been completed
Hint Unmarked

Explanation:
The question implies that the Close Project or Phase process is underway.
Actions and activities necessary to transfer the project's products, services,
or results to the next phase or production and/or operations is one aspect
of project closure. Correctly answering this question is an exercise in the
process of elimination. The incorrect answer choices represent activities
that have already been completed by the project manager in this scenario.
Among the available choices, only transferring the completed assembly
line to operations represents a closing activity which has yet to be
completed, making it the best response to the question asked.
Question 78 - Qid 6113034, Risk Management, 2. Process, 11.5 Plan Risk Responses
A project team is mulling over two risk responses for inclusion in the risk register. The
first risk response has two criteria that must be met and costs $5,000. The second risk
response has four criteria that must be met, but only costs $2,000.
What action is the project team least likely to take in selecting the best risk response?
Running a Monte Carlo simulation

Performing an alternatives analysis
Conducting a cost-benefit analysis
Using multicriteria decision analysis
Hint Unmarked

Explanation:
b c g f
In this scenario, the project team is deciding between two different risk
responses for inclusion in the risk register, which suggests that the project
team is currently performing the Plan Risk Responses process. Alternatives
analysis, cost-benefit analysis, and multicriteria decision analysis are all
techniques which are commonly used during the Plan Risk Responses
process to select risk responses. Note, the question is asking for the action
that the project team is 'least' likely to take in selecting the risk response. A
Monte Carlo simulation is a data analysis technique where a computer
model is iterated many times, with the input values chosen at random for
each iteration driven by the input data, including probability distributions
and probabilistic branches. Outputs are generated to represent the range
of possible outcomes for the project. However, in this case, there are only
two options under consideration which can serve as inputs for the
simulation. Thus, a Monte Carlo simulation would only be able to perform
two unique iterations rather than the many iterations required to produce
a probability distribution. Using a Monte Carlo simulation is not
appropriate when only a small, finite number of options are under
consideration. Since there are only two options under consideration, in
this case, a Monte Carlo simulation is not the appropriate tool for the
project team to use in selecting the best risk response.
Question 79 - Qid 6113042, Resource Management, 2. Process, 9.3 Acquire Resources
To acquire resources for the project, the project manager consults the resource
management plan. The plan calls for the scrum master to be assigned to the team.
However, the only individual in the company qualified to serve as a scrum master has
already started working on another project, and her functional manager does not
cooperate on a potential resolution.
How could this situation have been prevented?
The project manager should have checked the project's resource calendars for the
availability of the scrum master.
The project sponsor should have directed the project manager to serve as both the
project manager and the scrum master.
The scrum master should have refused to work on the other project knowing that
she is the only qualified resource in the company.
The availability of the scrum master should have been negotiated between the
functional manager and the project manager during project initiation.
Hint Unmarked

b
Explanation: c g f
The question implies that the project manager is carrying out the Acquire
Resources process. In situations where a key resource is required for the
success of the project, that resource can be-preassigned to the project in
the project charter or during initial project planning. In the scenario, the
scrum master was assigned to a different project, and the functional leader
is refusing to find a suitable resolution. Had the project manager
negotiated with the foundational manager for the resource ahead of time,
the resource might have still been available. Note that it might be a little
unusual for a project to have a project manager and a scrum master, but it
might be necessary for a complex project that will utilize a hybrid project
framework.
Question 80 - Qid 6113179, Integration Management, 2. Process, 1.2 Foundational

Elements
A project team is using the Stacey Complexity Model to map the degree of uncertainty in
the project and select the appropriate project life cycle. As the meeting progresses, it
becomes evident that while the requirements are well-known, the team is unfamiliar
with the technology required to implement them. As a result, the team selects an
adaptive project life cycle.
Where on the Stacey Complexity Model did the team most likely map the project?
A
B
C
D
Hint Unmarked

Explanation:
A project life cycle is the series of phases that a project passes through
from its start to its completion. (Note, the word "phase" in this context is
used differently from how it's used in multi-phase projects). The project life
cycle provides the basic framework for managing the project. Predictive,
iterative, incremental, adaptive, hybrid are examples of a project life cycle.
The selection of the life cycle depends on project characteristics. There are
various models that can be used to describe project characteristics. One of
them is the Stacey Complexity Model. The model addresses the degree of
uncertainty as it relates to the project requirements on the one hand and
b c g f
how to fulfill those requirements using current knowledge and technology

on the other hand. The technical degree of uncertainty is mapped on the
horizontal axis, and the uncertainty of requirements is on the vertical axis.
According to the model, as project uncertainty increases along any of those
dimensions, so too does the risk of rework and the need to use a different
project management approach.
When project requirements, as well as the technology to implement these

requirements, are clear, the predictive project life cycle is typically the way
to go. As the degree of uncertainty increases, the likelihood of changes,
risk, and rework increases as well. Such projects would benefit from either
iterative, incremental, adaptive, or hybrid life cycles. When both the
technical degree of uncertainty and the degree of uncertainty in project
requirements is very high, a project is considered chaos (or anarchy).
Managing such a project is very hard to impossible.
In the scenario, the project requirements are well-known, meaning the

degree of uncertainty in requirements is low. However, the team is
unfamiliar with the technology required to implement them, implying the
technical degree of uncertainty is high. Based on these findings, the team
selects an adaptive project life cycle, implying the project has been
mapped within area C.
Please note that on this page we only show a general

explanation for the 120 questions.
The PMP Exam Simulator (http://www.pm-exam-

simulator.com/pmp), however, will give you a much
richer experience because you also receive an
explanation of why each of the answer choices is
correct or incorrect, as well as a reference that allows
you to read up on the subject and learn from any
mistakes.
Your project team members are writing software code together as a pair and reviewing
each other's work to determine if the code conforms to the requirements
documentation.
Which of the following will be a result of these reviews?
Accepted deliverable
Acceptance criteria
Work performance data
Verified
b deliverable c g f
Hint Unmarked

Explanation:
Writing software code together as a pair and reviewing each other's work is
known as pair programming. This practice is often used on agile projects.
As far as traditional project management is concerned, the scenario
suggests the team is in the Control Quality process and is using the tool of
inspection, such as peer reviews, to determine if the software conforms to
documented standards. The goal of the Control Quality process and the
inspection is to verify the correctness of deliverables thereby producing the
output of verified deliverables. The verified deliverables then become an
input to the Validate Scope process to determine if the deliverables meet
the acceptance criteria for formal acceptance by the customer or sponsor.
Formal acceptance of the verified deliverables produces an output from
the Validate Scope process called accepted deliverables. Since the team is
conducting a code review to determine the correctness of the software, the
result of their efforts will be a verified deliverable.
As part of the Direct and Manage Project Work process, the project manager conducts
an iteration planning meeting. The meeting is dominated by the most senior developer
who frequently and sharply interrupts the other team members. The project manager
wants to ensure that during the next iteration planning meeting all voices are heard.
What is the project manager's best course of action?
Discuss the issue with the senior developer, and for the next meeting allocate equal
amounts of time for each team member to speak
Inform the senior developer's functional manager about this unacceptable behavior
and request that the manager take disciplinary action
Post a copy of the team's social contract in the meeting room and review the
contents at the start of the next iteration planning meeting
Invite the sponsor to the next iteration planning meeting to have the senior
developer be more thoughtful in the presence of the sponsor
Hint Unmarked

Explanation:
b c g f
The scenario describes a situation where one project team member is

dominating a meeting, and not all voices are being heard. The team charter
should include meeting guidelines, including such things as not
interrupting and allowing all project team members to have a voice. In this
case, the senior developer may not even realize the disruption that he/she
is creating and the impact on the other project team members. One way of
addressing the issue would be to remind the project team members about
their commitments by posting a copy of the team charter and reviewing it
before the meeting. The incorrect answer choices represent actions that
are either an overreaction or would not likely be effective in addressing the
issue.
It should be noted that there are many ways of addressing the issue
described in the question. The project manager probably should have been
more proactive during the meeting to ensure that all voices are heard.
Alternatively, the project manager might have spoken to the senior
developer in private about his behavior to address the issue. Regardless, of
the available options, posting the team charter, and reviewing the contents
before the iteration planning meeting is the 'best' answer.
Question 83 - Qid 6113070, Scope Management, 1. People, 5.0 Project Scope

Management
The scrum master, business analyst, programmers, and testers have been assigned to a
product development project. The performing organization is well-versed with the
traditional waterfall framework but will incorporate scrum for the software
development phase of the project.
What is the best strategy to ensure that all of the scrum roles and responsibilities are
served in the project?
Remove the business analyst from the software development phase since that role
is only associated with waterfall project management
Mentor the business analyst to serve in the role of the product owner during the
software development phase since those roles are closely aligned
Request that one of the programmers serve as the voice-of-the-customer for the
purposes of prioritizing the items in the product backlog
Ask the most experienced tester to approve or reject the deliverables during the
sprint review as testers are typically most familiar with the product
Hint Unmarked

Explanation:
b c g f
The roles typically associated with scrum include the scrum master,
development team, and product owner. In this scenario, the product
owner is the role that is vacant. Although the business analyst is a role that
is typically associated with waterfall projects, the business analyst can also
provide support to the team leader and product owner in an agile
environment. The business analyst typically works with the customer to
determine and refine project requirements and develop the requirements
documentation. When agile methodologies are employed, the business
analyst may also assist with the development and refinement of the
product backlog. With scrum, the product owner is responsible for
managing the product backlog and ensuring that it is prioritized according
to business value. In this case, the business analyst will likely have much of
the necessary skill set to serve as the product owner but will be lacking in
knowledge and experience with agile. Thus, the scrum master should
mentor the business analyst to close any agile knowledge gaps and ensure
that all of the duties related to a product owner are fulfilled.
Question 84 - Qid 6113086, Communications Management, 2. Process, 10.2 Manage

Communications
The construction project has many people and specialized teams at the worksite every
day. Frequent communication between the team leads is critical for safety and
efficiency.
Which agile ceremony can this project incorporate to increase timely cross-functional
communication?
Iteration reviews
Risk-based spikes
Retrospectives
Daily standups
Hint Unmarked

Explanation:
When traditional, plan-driven projects take on or use agile tools and

techniques, the overall project management approach is considered
hybrid. The scenario provides an example of such a project. Certain agile
ceremonies can be incorporated into traditional projects to help the
project manager and team in various ways. In the situation described in the
question, the project demands more frequent communication and
alignment between the various stakeholders working on the construction
site every day. This communication is essential to ensure there is a
coordination of daily activities and a seamless flow of information. Daily
standups are short time-boxed meetings attended by the team and
relevant
b stakeholders. The team members
c report of work completed
g since f
the last daily standup, work to be done today, and any impediments to
progress. This daily communication and coordination of activities may help
the project manager, team, and other individuals and groups working on
the construction site maintain safety and efficiency, as requested by the
question.
Question 85 - Qid 6113087, Communications Management, 2. Process, 10.3 Monitor

Communications
At times over a project life cycle, the team must adopt a few agile ceremonies. The aim
is to communicate quicker in times of tight deadlines. Unfortunately, team members
are not getting the information needed during the ceremonies.
What is the best option to confirm that the information is received and understood?
Validate with the team that the information was captured and facilitate feedback
discussions
Spread out the ceremonies over months between each event to ensure
comprehension
Mandate that all project team members update the information radiators after each
ceremony
Reduce the number of project team members that attend the ceremonies
Hint Unmarked

Explanation:
Hybrid projects take the best options from the various project
management approaches available. For example, the scenario describes a
traditional project, in which the team is requested to adopt agile
ceremonies to speed up communication cycles during tight deadlines.
Occasionally, especially as teams are first learning the methods, there may
be gaps in communication and action. Project managers can assist in
improving the effectiveness of agile ceremonies by validating with all the
participants that the information shared with them was received and
understood. Confirming that the ceremony is meeting its objectives and
facilitating the necessary feedback loops supports the purpose. Those
feedback actions may be gradually lessened as the ceremonies are
internalized by the team and relevant stakeholders.
Question 86 - Qid 6113096, Integration Management, 1. People, 4.0 Project

Integration Management
b c g f
A project manager is wrapping up the hardware development phase of a product

development project. The project will now transition to the software development
phase.
How might the project manager's role change with respect to integration management?
Act as a servant leader by determining the relative size of the story points of the
items in the product backlog
Delegate the control of the detailed project work planning and product delivery to
the project team members
Ensure that the project team members each have specific tasks assigned to them
and recorded in a Gantt chart
Strengthen the change management controls to ensure that scoop creep is

minimized or entirely eliminated
Hint Unmarked

Explanation:
The question indicates that a hybrid project is moving from a predictive

phase to an agile phase. A project manager's role will change along with
the change in the project management approach. The project manager's
role with a predictive phase is typically more directive and controlling,
whereas agile leadership requires servant leadership. Agile teams are
considered self-organizing, such that the project manager would assign
work to the project team, and the team would then collaborate to achieve
the project goals. Thus, detailed product planning and delivery will be
delegated to the project team. The incorrect answer choices represent
actions that would be considered anti-patterns for agile methodologies.
You are conducting a sprint retrospective in accordance with the communications

management plan. The development team members want to try pair programming as
they believe it will improve productivity by reducing rework. Even though you are very
skeptical, you agree to implement the practice as you want to empower the team to be
a self-managing unit.
What should you do next?
During the upcoming sprint, measure velocity and, if it decreases, discontinue pair
programming and reprimand the team members
b c g f
Invite the project sponsor and other key stakeholders to demonstrate the increased
collaboration between the project team members
Submit a change request to update the communications management plan with the
new agile practice of pair programming
At the end of the upcoming sprint, revise the burndown chart, evaluate the
productivity, and update the lessons learned register
Hint Unmarked

Explanation:
The scenario describes a situation where the development team wants to

try pair programming as a strategy to improve productivity. Even though
you, as the project manager, are skeptical that the approach will be
effective, you should still support the project team with their efforts to
improve productivity. After all, the purpose of a sprint retrospective is for
the project team to inspect and adapt their practices in order to improve
performance. Additionally, the team members are the experts with the
development work and are in a better position to determine how they can
best work together compared to a project manager. After the practice has
been implemented, it will be incumbent on the project manager to verify
any performance improvements and bring that information to the project
team during the next sprint retrospective so the team can further reflect
and adjust. A burndown chart will capture the team's velocity and allow a
before and after comparison to determine whether or not pair
programming was successful in improving productivity. Any knowledge
gained should then be captured in the lessons learned register.
Note, the scenario implies the project is managed using hybrid methods.
Therefore, incorporating pair programming may or may not require an
approved change request. This would depend on how explicit the project
management plan is in this case.
Question 88 - Qid 6113123, Integration Management, 1. People, 4.3 Direct and

Manage Project Work
A project manager is leading a daily standup meeting with a scrum team as part of the
Direct and Manage Project Work process. A developer raises an impediment stating that
he is struggling with the software code necessary to authenticate users on the sign-in
page. The developer indicates that the impediment could result in a schedule delay to
the current sprint.

b c g f
Write the software code for the developer since it is the project manager's
responsibility to remove impediments
Submit a change request to update the schedule baseline to reflect the delay
caused by the impediment
Move the user authentication feature back into the project backlog and ask the
product owner to reprioritize it
Recommend that the scrum team members use swarming as a technique to clear
the impediment
Hint Unmarked

Explanation:
The scenario describes a hybrid project that incorporates agile practices

into a predictive project management framework. A developer raises an
impediment during a daily standup meeting. Even though this issue
represents a blocker for a particular developer and may result in a
schedule delay, it might not be an impediment for the entire project team.
Agile teams emphasize the use of generalizing specialists. Thus, it is
possible that other team members might be able to assist in resolving this
issue. The project team is responsible for producing the deliverables,
collaborating on achieving the project's objectives. Swarming is a
technique that is typically used when agile practices are incorporated into
a project. With this technique, multiple team members focus collectively
on resolving a specific impediment.
Note, when all of the team members leave their current tasks to help one
developer, it is reasonable to assume that their tasks may also be delayed.
While this assumption makes the correct answer arguable, of the choices
provided, suggesting swarming is the project manager's best course of
action.
Question 89 - Qid 6113125, Scope Management, 1. People, 5.2 Collect Requirements
Collecting requirements for the project and creating the WBS has been a daunting task
because stakeholders' needs are vague and are only expressed in the most general
terms due to the nature of the project. As a result of this uncertainty, the project
manager is concerned about excessive changes, wasted work, and rework anticipated
during project execution.
b c g f
Develop a project scope statement and decompose it down to the work package
level as part of initial project planning
Request that the project team use an iterative and incremental approach to product
development with short feedback loops
Implement a robust change control system to only allow for the most important
changes to be incorporated into the product
Generate an activity list from what is currently known and use the Kanban board to
break the activities down to their tasks
Hint Unmarked

Explanation:
The scenario describes a situation where, due to the nature of the project,
the requirements are not clearly understood and can only be expressed at
a high level. This situation presents an obstacle to collecting project
requirements and creating a fully decomposed work breakdown structure
(WBS) as part of initial project planning. Projects with a high level of
uncertainty in requirements benefit from iterative and incremental
approaches that allow the project scope to evolve over the course of the
project. Demonstrating smaller increments of the product to the relevant
stakeholders allows for short feedback loops to keep the evolving product
or result of the project in alignment with stakeholder needs and
expectations. For example, the project team might use prototypes to gain
early feedback on the requirements. All of the incorrect answer choices
represent strategies that would be unrealistic for a project with a high
degree of uncertainty in the project requirements. Note that incorporating
an agile lifecycle within a project management plan would make this a
hybrid project.
Question 90 - Qid 6113126, Scope Management, 1. People, 5.2 Collect Requirements
A project manager is implementing the requirements management plan for a software

upgrade project that will incorporate some agile elements. The project manager needs
to quickly define cross-functional requirements and reconcile stakeholder differences
to build a consensus among the relevant stakeholders.
Create a questionnaire and send it out to all of the stakeholders to determine the
project requirements
b c g f
Conduct an in-person interview with each of the relevant stakeholders to determine

their needs
Facilitate a requirements workshop with all of the relevant stakeholders to develop

user stories
Perform a job shadowing exercise with the intended end-users of the existing
software
Hint Unmarked

Explanation:
The question implies that the project manager is carrying out the Collect
Requirements process for a hybrid project. Workshops can be used to
quickly define cross-functional requirements and reconcile stakeholder
differences. The interactive nature of a workshop can be effective in
helping the project manager build a consensus among the stakeholders.
When agile methodologies are being incorporated into a project, a
requirements gathering workshop may take the form of a story-writing
workshop, where required functionality is captured in the form of a user
story. Of the available choices, only a requirements workshop would meet
the project manager's criteria for being able to 'quickly' gather feedback,
and have the interactivity necessary to reconcile stakeholder differences
and help build a consensus.

Organizational Systems
The organization?s leadership wants projects to include more agile methodologies.
Before mandating any agile methods to be used in a project, what should be done first?
Pause current projects to align them to the new agile cadence

Ask employees to vote on who wants to take part in agile projects
Assess organizational culture and readiness for the transformation
Provide agile training to those who will be part of the pilot project team
Hint Unmarked

Explanation:
b c g f
Organizations seeking to blend a traditional plan-driven project

management approach with certain agile methodologies should first
assess their organizational culture and readiness to undertake such an
initiative. Evolving the organization from carrying out its projects using one
project management approach to another takes time and is recommended
to undertake gradually and incrementally. In the scenario, senior
leadership within the organization is promoting the inclusion of more agile
practices into the current project methodologies. Such an organizational
change to hybrid modalities may or may not be difficult. To know the
extent of the difficulty an organization may endure, assessments of the
organization?s readiness for learning, adapting, and applying new
methods must be done first.
Question 92 - Qid 6113133, Risk Management, 2. Process, 11.3 Perform Qualitative

Risk Analysis
You are establishing the relative priorities of individual risks identified in the project.
Which of the following tasks is the least likely to impact this prioritization?
Reviewing the assumption log

Examining the risk register
Researching the stakeholder register
Creating the risk report
Hint Unmarked

Explanation:
Establishing the relative priorities of individual project risks, an activity

described in the scenario, is done as part of the Perform Qualitative Risk
Analysis process. This process prioritizes the risks for further analysis or
action by assessing their probability of occurrence and impact as well as
other characteristics. The assumption log, risk register, and stakeholder
register are all project documents which may serve as inputs into the
Perform Qualitative Risk Analysis process. Note, the question is asking for
the 'least' likely activity to be performed as part of this process. The risk
report is a project document that provides information on sources of
overall project risk as well as the summary information on individual
project risks and is created as an output from the Identify Risks process,
rather than being used as an input to the Perform Qualitative Risk Analysis
process, making the risk report the best answer to the question asked.

Foundational Elements
b c g f
Team members are frequently changing during the long timeline of a multi-phase
project. The project manager is questioning whether to include agile practices to
accommodate the changes.
What should the project manager do prior to moving to a hybrid approach?
Ensure project finances are secured for the next project phase
Reduce the team size to nine people, plus or minus two
Target a smaller project as a proof of concept to test the feasibility
Evaluate the benefits of incorporating agile practices
Hint Unmarked

Explanation:
Shifting the management of a project to a hybrid approach is a decision

that identifies and evaluates the potential benefits and value, along with
any impediments, detriments, and consequences. Weighing the pros and
cons of a hybrid approach enables the project manager to understand and
appreciate the reason for the new approach. This evaluation also ensures
other stakeholders beyond the project team members are on board with
the decision and its rationale.
Question 94 - Qid 6113136, Schedule Management, 3. Business Environment, 6.1

Plan Schedule Management
Midway into project execution, new cybersecurity laws take an immediate effect and
require audits of the system. The project has a well thought out project management
plan. The audits may come at any time throughout the system?s development.
What is the best way for the project manager and team to address the risk of audits
disrupting the project plans?
Handle the audits as an unplanned spike

Reschedule the audits to the end of the project
Request that the sponsor removes the audits
Inform stakeholders that the project will miss its objectives
Hint Unmarked

Explanation:
Plan-driven managed projects can utilize some of the tools and techniques
from agile methodology to support their project management.
Incorporating agile methods with traditional plan-driven methods would
b the overall project management
make c approach hybrid. In the scenario
g f
described, the project team could use the agile technique of a spike. A
spike is a short timeboxed effort established to address a risk, explore
possible solutions, answer a question, or gather information, to name but a
few common examples. While this may sound counter-intuitive, of the
choices provided, addressing the audit as a spike is the best answer to the
question asked.
Question 95 - Qid 6113138, Integration Management, 2. Process, 4.7 Close Project or

Phase
A plan-driven project has many deliverables planned to be released at the end of the
phase. The project manager wants to ensure that the deliverables are completed as
expected.
Which agile practices can the project manager recommend to the team to make certain
that the deliverables are completed and delivered as expected?
Definition of ready and iteration reviews

User stories and confidence votes
Definition of done and demonstrations
Backlog refinement and retrospectives
Hint Unmarked

Explanation:
To properly close a project phase or project, appropriate stakeholders sign

off that work has been delivered. Techniques in agile project management
methodologies such as "definition of done" and "demonstrations" can also
be applied in a plan-driven project. This approach helps ensure that
stakeholders agree at the start of the project that the work is not only
completed, but a shared understanding of done and the criteria to accept
the work are exactly defined. Demonstrations serve as checkpoints
throughout the project to demonstrate product increments to the relevant
stakeholders, get feedback, and adjust as needed. By utilizing those two
agile practices, project teams can better determine whether or not the
project or phase can be successfully closed.
Question 96 - Qid 6113139, Resource Management, 2. Process, 9.5 Manage Team
A project manager facilitates a discussion with the team about experimenting with
some agile practices in their plan-driven project. A suggestion of incorporating daily
standups is on the table. The team members, however, are unsure of what is expected
of them.
What can the project manager suggest the project team members do prior to the daily
standup? b c g f
Make sure their work progress is reflected in the burndown chart

Submit the necessary progress reports to the product owner
Estimate work items that will be developed after the daily standup
Resolve any defects that have been found in the previous day
Hint Unmarked

Explanation:
Burndown charts are powerful information radiators used to reflect the

team?s progress towards their goals and objectives. In hybrid managed
projects, like the one described in the scenario, the team members can use
the burndown charts to track their progress. To provide an accurate
picture of the team?s progress towards the iteration?s goal (assuming the
work is done in iterations), the burndown chart should be updated
regularly. Ideally, the burndown chart reflects the team?s daily progress
towards their commitments. Updating their progress prior to the daily
standup meetings enables the team to collectively see their progress and
inform their decisions as to what needs their attention and what to work
on next. Whether using software tools to automatically update the
burndown chart or manually updating the burndown chart, the
responsibility within the team is for all to update in a timely fashion.
Question 97 - Qid 6113142, Risk Management, 2. Process, 11.6 Implement Risk

Responses
The project team is undergoing an agile transformation. This requires the team
members to maintain their original project plans in the current management tool, but
also enter performance data in the new tool built around agile practices. The team
identifies that the information in the two tools is out of sync. This risk has been
identified earlier in project planning.
What is the best course of action for the project manager?
Accept the risk since agile values individuals and interactions over processes and
tools
Recognize that the risk has now become an issue and implement the planned
response
Conduct a probability and impact assessment to determine a risk score
Communicate to the project sponsor that work may be delayed due to clerical
errors
Hint Unmarked
b c g f

Explanation:
Uncertainty is part of every project. In this situation, the team had

identified that there is a risk of information not being properly maintained
in the duplicate software systems. The identified risk was added to the
project?s risk register, as implied from the scenario. Once the risk is
realized, the risk becomes an issue. As an issue, the project team applies
the risk response, if one was planned, or addresses the issue as part of the
appropriate issue management process established for the project. In the
scenario described, the team can take action to reconcile the differences in
data integrity from the two project management information systems
(PMIS). Once rectified and the resolution accepted, the issue and the risk
can be marked as resolved.
Question 98 - Qid 6113143, Integration Management, 2. Process, 2.4 Organizational

Systems
Projects in a program are using various project management approaches, such as plan-
driven, agile, hybrid. The project teams are complaining that because of that, the team
members must enter the same work, hours, risks, and other data in multiple tools. The
redundant work is impeding on their productivity time.
What is the best course of action for the program manager?
Direct the teams to continue entering the data in the various systems
Determine what tools and data provide the appropriate oversight
Switch all projects in the program to the agile project management approach
Pause all data entry until a valuable solution can be determined
Hint Unmarked

Explanation:
Data and metrics are very important to track, monitor, and control any
project. This is true regardless of which project management approach is
used. When teams and organizations shift from one approach to another or
use various approaches for different projects with a program, it is common
for multiple tools and software to be used. The intent of these tools is to
assist the teams, stakeholders, and project organizations in managing their
data and methodology. However, too many or divergent tools may cause
more administration and maintenance. Therefore, project and program
governance must determine which data is most relevant and worth the
teams' time. The balance between collecting and communicating project
data with the resource load to enter and upkeep the data can be difficult,
butbneeded decision. c g f
Question 99 - Qid 6113144, Integration Management, 2. Process, 1.2 Foundational

Elements
An organization is to undertake a multi-phased project. The sponsor wants to pursue

the project objectives as they have been planned but also wants to accommodate and
adjust to new information and changes in the environment as the project progresses.
Which project management approach should the project manager select for this
project?
Waterfall
Agile
Hybrid
Phased
Hint Unmarked

Explanation:
Determining the most appropriate methodology to manage a project can

be difficult. Fortunately, project managers have plenty of tools in their
toolbox. One option available to project managers is the ability to blend or
utilize various aspects, approaches, and methods from various project
management methodologies. This is referred to as a hybrid approach. In
the scenario described, going forward with the upfront-developed plans
and be agile to incoming data and changing environmental conditions is
ripe for a hybrid approach.
Question 100 - Qid 6150814, Risk Management, 3. Business Environment, 11.4

Perform Quantitative Risk Analysis
Your sponsor has committed to building a high-speed rail from one major inland city,
Azules, to the coast. You have two possible routes, either Brazos or Corazon.
Given the costs, odds, and rewards of high demand and low demand of each route in
this decision tree, what is the expected monetary value of the route to Brazos?
1.6 billion
-2 billion
0.8 billion
10.8 billion
Hint Unmarked
b c g f

Explanation:
The expected monetary value is an important calculation in performing

decision tree analysis as part of the Perform Quantitative Risk Analysis
process. You must account for not only the cost of the decision but the
probability and payoff for each path.
In a decision tree, the EMV for a decision is calculated by multiplying the

value of each possible profit outcome by its probability of occurrence and
adding the products together.
The value of each possible outcome is the net path value. Remember:
when you "net" something, you should consider both positive and negative
flows. The formula to compute net path value is to subtract the path
reward minus the cost of its decision.
For building the route to Brazos, here are the steps to compute the
expected monetary value:
EMV = 0.8(12B - 10B) + 0.2(6B - 10B)
EMV = 0.8(2B) + 0.2(-4B)
EMV = 1.6B - 0.8B
EMV = 0.8B
Other answer choices do not properly factor the net path value (the payoff
minus the cost of the decision) and sum the effects.
Below is the completed decision tree with all the net path values and the
resulting expected monetary value of each choice. The EMV for the Brazos
route is 0.8 billion, and the EMV for the Corazon route is -8.8 billion (note
this is a negative number). Since the path with the largest expected
monetary value is the Brazos route at 0.8 billion, that is the best choice.
Question 101 - Qid 6113147, Integration Management, 2. Process, 4.4 Manage Project
Knowledge
Senior leadership has returned from a conference where they have learned about the
agile practice of retrospectives. Even though the organization does not manage any
projects in an agile manner, they mandate that from now on this ceremony is included
in all projects.
How should the outputs from the retrospectives be stored and managed?
Senior leadership determines the location of the outputs and who may access the
contents
b c g f
The project team stores the outputs in a location that the project manager can
control and limit changes
The project team determines a location that is accessible for relevant stakeholders
to view and track
The project manager establishes the location and allows the customer to view and
make recommendations
Hint Unmarked

Explanation:
Retrospectives are useful ceremonies ? whether in an agile project or a

hybrid project such as the one(s) described in the scenario. Retrospectives
can be conducted at a regular cadence throughout a project (regardless of
whether the deliverables are produced using iterations or not) to gather
lessons learned and identify ways for the project team to adapt and
improve. The aims of retrospectives are to find ways for the team to
acknowledge what they are doing well and improve where they can. The
outputs generated from the findings are meant mainly for the project team
to reflect on and take necessary actions. Visibility and easy accessibility is
key to ensuring that the outputs are not discarded or forgotten but
actioned upon.
Question 102 - Qid 6113155, Resource Management, 1. People, 9.0 Project Resource
Management
The resource management plan for an international project calls for a scrum team to be
colocated during the regular workweek. However, after five sprints were completed, the
project manager got a change request approved to cut costs by transitioning the team
to a virtual environment working remotely from their homes with the start of the sixth
sprint.
After the team begins working remotely, what will be the best method to understand
the impact of the change on the team's productivity?
Check the product burndown chart to look for any changes to the trendline
Calculate the CPI at the end of each sprint to determine the change in the team's
productivity
Review the product burnup chart to compare velocity before and after the change
Update the project schedule network diagram to reflect the changes in the team's
environment
b c g f
Hint Unmarked

Explanation:
The scenario describes a hybrid project where a change in the project team
environment might have an impact on the productivity of the team. Burn
charts are one way of visualizing the project's performance over time.
Depending on the information that needs to be understood, different
approaches can be used to build burn charts. Sprint burn charts typically
show the story points completed by day over the course of a single
iteration. Release burn charts document the work completed for each
iteration over the course of a release. Finally, product burn charts typically
display the story points completed for each iteration over the course of the
entire project. Burndown charts record the work remaining (usually in the
form of story points) over time. Burnup charts show the work completed by
the project team over time. Burnup charts are better for understanding
team productivity than burndown charts as they document the work
completed by the project team. Burndown charts can provide a distorted
view of team productivity as an increase/decrease in project scope will
affect the trendline independent of the work actually accomplished.
Therefore, of the available choices, the best way to understand the
productivity impact of the change to the work environment is to review the
product burnup chart.
Question 103 - Qid 6113157, Resource Management, 1. People, 9.1 Plan Resource
Management
As part of the Plan Resource Management process, project team members hold a
brainstorming session to charter working agreements. The team identifies 37
agreements that include communication guidelines, decision-making and conflict
resolution processes, core hours, a definition of a story point, how and when user
stories will move through the Kanban board, etc.
Submit a change request to revise the resource management plan to incorporate

the team's working agreements
Verify that all of the project team members support the working agreements and
document the agreements in the project charter
Review the team's working agreements at the start of every daily standup and
during the sprint review meetings
Ask the project team members for their top five to ten agreements and document
b
the information in the team charter c g f
Hint Unmarked

Explanation:
The question describes a project team that creates the team's working
agreements as part of the Plan Resource Management process. The
working agreements represent the team's social contract and should be
documented in the form of a team charter. The team charter is an output of
the Plan Resource Management process. One best practice for the team
charter is to limit the working agreements to the top five to ten items. A
comprehensive list of 37 agreements will likely be too cumbersome to be
effective, and the really important agreements may get lost among less
important items. Therefore, it would be appropriate to ask the project
team for their top five to ten agreements and then capture them in the
form of a team charter.
Note, the scenario presents a hybrid project in which elements of the

traditional project management intertwine with agile practices. While such
a combination may confuse, this information is not required to answer the
question correctly. The information is provided as an example to
demonstrate the various project management approaches.
A project manager implements the project management plan meticulously but is

struggling with leading the project team effectively. There is a great deal of unhealthy
tension between the project team members as well as with the project manager. The
project manager has had several outbursts during sprint retrospectives, which has
caused the meeting to be abruptly adjourned.
Submit a change request to revise the project management plan to eliminate the
requirement for retrospectives
Take a proactive step in improving his own emotional intelligence (EI) to become a
more effective leader
Reduce the story size by splitting user stories and use relative estimation with the
entire team to estimate
Lead a training session with the project team members to help them become
emotionally competent
Hint Unmarked
b c g f

Explanation:
The scenario describes a hybrid project carried out according to the project
management plan with the deliverables developed using sprints. The
question implies that the project manager lacks emotional competence, as
exemplified by his failure to control his emotions during the sprint
retrospectives. The project manager must learn to control his own
emotions and lead by example before he can expect emotional
competence from the project team members. Taking action, such as
investing in training to improve his emotional intelligence (EI), would be
one positive step in addressing the leadership problem. Once the project
manager has addressed his own lack of emotional competence, he can
then work with the project team members to develop the team's EI.
Improving EI will likely have a positive effect on the turnover rate as well.
Question 105 - Qid 6113216, Stakeholder Management, 2. Process, 13.2 Plan

A project is six months into its nine-month projected duration. The project manager
reports that the project is at least three months behind schedule because certain key
stakeholders were resistant to consequential changes due to the project.
What might have been done differently during project planning to avoid this situation?
Better execution of the Manage Stakeholder Engagement process

Development of a stakeholder engagement assessment matrix
Creation of a comprehensive stakeholder register
Establishment of a more robust communications management plan
Hint Unmarked

Explanation:
The scenario describes a situation where the resistance of certain key

stakeholders has caused the project to run behind schedule and is asking
what might have been done differently during project planning. Two of the
answer choices represent activities, which are not associated with the
Planning Process Group, and, as a result, those responses can be
eliminated. Both of the remaining answer choices represent plausible
actions that may have led to better stakeholder engagement. The actual
PMP exam may present questions with more than one correct answer, and
the PMP aspirant must select the 'best' answer among the potentially
correct options. In this case, the development of the stakeholder
engagement assessment matrix directly addresses the issue described by
thebquestion. c g f
The stakeholder engagement assessment matrix is used as a tool during

the Plan Stakeholder Engagement process and identifies key stakeholders
along with their current and desired engagement level. Classifications for
stakeholder engagement may include unaware, resistant, neutral,
supportive, and leading. In this scenario, certain key stakeholders were
resistant to the project, which caused the project to run behind schedule. A
stakeholder engagement assessment matrix is the best tool for identifying
resistant stakeholders with enough influence to undermine a project. In
this case, identifying the current and desired engagement levels of the key
stakeholders might have allowed the project manager to take action to
address the undesirable engagement levels and prevent the stakeholder's
resistance from negatively impact the project's performance. Therefore,
among the available options, the development of a stakeholder
engagement assessment matrix is the best answer to the question asked.
Question 106 - Qid 6113623, Schedule Management, 2. Process, 6.3 Sequence

Activities
Two team members are arguing over how to organize the work packages in the work
breakdown structure (WBS). One says the work packages should be arranged in the
order the work is planned to be carried out, while the other insists the order of the work
packages in the WBS does not matter. The two ask the project manager for advice.
What is the project manager's best response?
Work is decomposed and sequenced in the Define Activities process.

Any approach is good as long as the team members avoid the conflict.
The chronological order of tasks is defined in the Sequence Activities process.
The approach should be defined by the project management office (PMO).
Hint Unmarked

Explanation:
To answer this question correctly, one should be able to distinguish a

deliverable and work package from the schedule and activities. The
planned work is contained within the lowest level of the components of the
work breakdown structure (WBS). These components are called work
packages. A work package can be used to group the activities where work
is scheduled and estimated, monitored, and controlled. In the context of
the WBS, work refers to work products or deliverables that are the result of
activity and not to the activity itself. The work packages are further
decomposed into schedule activities that are then sequenced to obtain the
greatest efficiency given all the project's constraints. The Create WBS
process provides a framework of 'what' has to be delivered but does not
involve sequencing.
b c g f
Question 107 - Qid 6113718, Resource Management, 2. Process, 9.3 Acquire

Resources
You are leading a project to design a high-efficiency solar cell. The project needs copper,
silver, and silicon among other materials. You have ordered custom-built
manufacturing equipment, secured permission to install a solar array on the roof for
testing, and reserved a conference room for daily stand-up meetings.
What is the result of your efforts?
Resource histogram
Resource management plan
Resource assignment matrix
Physical resource assignments
Hint Unmarked

Explanation:
It can be inferred from the question that the process of acquiring resources
is being performed. One of the outputs from the Acquire Resources process
is physical resource assignments. Documentation of the physical resource
assignments records the material, equipment, supplies, locations, and
other physical resources that will be used during the project. Based on the
description provided by the question, the physical resource assignments is
what has been accomplished.
Question 108 - Qid 6113733, Cost Management, 2. Process, 7.3 Determine Budget
During project execution, several unexpected issues have developed and are now
threatening the project schedule and budget.
What is the best course of action for the project manager to address the issues?
Use contingency reserves

Review project funding requirements
Use management reserves
Review organizational process assets
Hint Unmarked

Explanation:
The total project budget includes the cost baseline plus the management
reserves. The cost baseline is comprised of the work package estimates
andb contingency reserves. The contingency
c reserves are allocatedgfor f
identified risks. Management reserves are withheld for unforeseen risks

that affect the project. According to the scenario, the issues developed
during the project were unexpected. Therefore, of the choices provided,
using the management reserves is the best course of action for the project
manager.
Note, the scenario describes issues, while the explanation refers to risks.
Prospective PMP aspirants should keep in mind that the questions on the
real PMP exam may have such discrepancy in their wording.
Question 109 - Qid 6113755, Risk Management, 2. Process, 11.2 Identify Risks
To produce the deliverables, the project will procure goods and services from outside
the organization. The project manager has instructed the team to develop a
comprehensive list of individual project risks related to those procurements.
What is the best course of action for the project team?
Consult the project charter

Review procurement documentation
Develop a procurement register
Check the probability and impact matrix
Hint Unmarked

Explanation:
This question involves two Project Management Knowledge Areas: Project

Risk Management and Project Procurement Management. Based on the
scenario described, the project team is carrying out the Identify Risks
process. Procurement documentation is an output from the Plan
Procurement Management process and an input to the Identify Risks
process. Procurement documentation may include bid documents, the
procurement statement of work, payment information, contractor work
performance information, plans, drawings, correspondence. Since
procuring goods and services from outside the organization may increase
or decrease overall project risk and may introduce additional individual
project risks, reviewing procurement documentation is the best course of
action for the project team.
Question 110 - Qid 6113796, Cost Management, 2. Process, 7.4 Control Costs
You are managing a renovation project of a house which is to be completed at a budget

of $100,000. Earned value analysis shows that so far you have completed 40% of the
work and spent $60,000.
How much bmore will it cost to complete thecproject if the cost performanceg remains f
unchanged?
$160,000
$149,254
$120,000
$89,254
Hint Unmarked

Explanation:
The total budget, or budget at completion (BAC), is $100,000. The cost so

far, or actual cost (AC), is $60,000. You have completed 40% of the work
which is the earned value (EV), i.e., EV = 40% x $100,000 = $40,000.
Understanding what exactly the question asks is the key to answering the
question correctly. The last sentence of the question starts with "How
much more will it cost to complete the project...", implying we are
requested to find the estimate to complete (ETC). The ETC can be
calculated as follows:
ETC = EAC - AC, where the EAC is the estimate to complete.
Selecting the correct formual for the EAC is another key to answering this
question correctly. The last sentence ofthe question ends with "...if the cost
performance remains unchanged?", implying that the formula for the EAC
should consider the cost performance index (CPI), i.e.:
EAC = BAC / CPI
The CPI, in turn, can be claculated using the following formula:
CPI = EV / AC = 40,000 / 60,000 = 0.67
The rest of the calculations are shown below:
EAC = 100,000 / 0.67 = 149,254
ETC = 149,254 - 60,000 = 89,254
Therefore, the cost to complete the renovation if the cost performance

remains unchanged is $89,254

Procurements
A major dispute arises with a vendor on a project. The project manager claims that the
vendor has failed to perform its contractual obligations, while the vendor complains
that the project is behind on payments.
What is thebbest course of action for the project

c manager in this situation? g f
Refer this issue to a third party for mediation or arbitration

File a contract claim and then work directly with the vendor to resolve the issue
Terminate the contract, document lessons learned, and find another vendor
Conduct a procurement audit
Hint Unmarked

Explanation:
When disputes arise on a project, claims administration can be an effective

tool to help buyers and sellers reach an agreement and prevent damage
caused by litigation and early contract termination. Filing a contract claim
and working with the vendor to reach an agreement is a more direct
problem-solving approach and therefore the 'best' answer choice. Claims
administration also refers to using alternative dispute resolution. However,
since mediation and arbitration can be costly, risky, and time-consuming,
of the choices provided, negotiation is the preferred method of settling
disputes and is, therefore, the best course of action in this situation.
You want to recognize the contributions of some of the high-performing team members
so far in the project.
Which of the following do you need to guide you through this process?
Organizational process assets

Stakeholder register
Project team assignments
Quality metrics
Hint Unmarked

Explanation:
The scenario implies you are carrying out the Manage Team process.
Manage Team is the process of tracking team member performance,
providing feedback, resolving issues, and managing team changes.
Organizational process assets (OPAs) are an input to this process.
Examples of the OPAs associated with the Manage Team process include
certificates of appreciation, corporate apparel, and other organizational
perquisites. Recognizing the contributions of the high-performing team
members is part of the Manage Team process. The project manager can
use the relevant OPAs to guide her through this process and provide the
team
b members with the appropriate c rewards and recognition. g f
b c g f
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Free PMP Practice Exam Questions - 120 Sample Test Questions Page 1 of 89

Here are Your Results

Hint Unmarked Clear All &

Your answer is correct Exam!

A life cycle of a typical traditionally managed project consists of initiation, management-

Question 2 - Qid 6110002, Cost Management, 3. Business Environment, 4.1 Develop

$95 million online

Question 3 - Qid 6110003, Integration Management, 2. Process, 4.1 Develop Project

Your answer is incorrect

The Initiating Process Group is made up of two processes, Develop Project

Question 4 - Qid 6110005, Stakeholder Management, 2. Process, 13.1 Identify

Which of the following processes should be performed next?

b Project Management Plan c

Your answer is correct

The Identify Stakeholders process is the process of identifying all people or

Question 5 - Qid 6110006, Stakeholder Management, 2. Process, 13.1 Identify

Keep the sponsor satisfied

Your answer is incorrect

A power/interest grid is a classification model used for stakeholder analysis

• Low-power/low-interest: monitor only

• High-power/high-interest: manage closely

Based on this scenario, the sponsor can be classified as high-power and

Question 6 - Qid 6110008, Scope Management, 2. Process, 5.2 Collect Requirements

Which project document is the project sponsor requesting?

The requirements management plan

Your answer is correct

In this scenario, the project sponsor requested a document that provides

Question 7 - Qid 6110011, Schedule Management, 2. Process, 6.2 Define Activities

What is the best way to resolve this problem?

Your answer is correct

Question 8 - Qid 6110014, Integration Management, 2. Process, 4.2 Develop Project

Begin the process of identifying stakeholders so they can be engaged as necessary

Your answer is incorrect

Question 9 - Qid 6110020, Resource Management, 2. Process, 9.0 Project Resource

What is the most likely cause of the variance?

Overestimated material costs

Your answer is correct

Physical resource management is concentrated in allocating and using the

Question 10 - Qid 6110029, Resource Management, 1. People, 9.4 Develop Team

Your answer is incorrect

Question 11 - Qid 6110032, Communications Management, 2. Process, 10.3 Monitor

What should you do first?

Review the communications management plan to understand how stakeholder

Your answer is correct

Monitor Communications is the process of monitoring and controlling

Question 12 - Qid 6110034, Scope Management, 2. Process, 5.1 Plan Scope

A process that describes how the project requirements will be prioritized

Your answer is incorrect

The requirements management plan is a component of the project or

What should you do first?

Implement the corrective action

Your answer is correct

describes a situation requiring a change to a configuration element, the

Question 14 - Qid 6110039, Integration Management, 2. Process, 4.5 Monitor and

A project manager is leading a process improvement project for a factory operation.

Comparing actual project performance against the project management plan

Your answer is incorrect

Question 15 - Qid 6110040, Integration Management, 2. Process, 4.6 Perform

Based on this scenario, which of the following activities might be performed by

Submitting a change request

Your answer is incorrect

The change control board (CCB) is a formally chartered group responsible

Question 16 - Qid 6110041, Integration Management, 2. Process, 4.6 Perform