Question 1 - Qid 6113151, Risk Management, 2. Process, 11.

7
Monitor Risks

The project management plan specifies that a predictive development

approach has been selected to produce the project deliverables.

Where in the project life cycle will the overall project risk be the lowest?

(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.)

 A
 B
 C
 D

Hint Marked

Your answer is correct

Explanation:

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

planning, execution, monitoring and controlling, and closure. Overall project
risk is the effect of uncertainty on the project as a whole. Many various
factors contribute to the overall project risk: technical, managerial,
commercial, external, to name but a few. Deliverables are not produced up
until the project enters its execution. Project objectives, such as scope,
schedule, cost, quality, etc. are not being measured during project initiation
and planning. At that point, there are many unknowns, and it's 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 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 during project closure (area D).

Please note that on this page we only show a general explanation for the 120
questions.

The PMP Exam Simulator, 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 2 - Qid 6110002, Cost Management, 3. Business

Environment, 4.1 Develop Project Charter

A company is considering two projects, Alpha and Beta. Project Alpha is

expected to result in a $50 million net profit, while project Beta and is
expected to net $45 million. 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.

If project Alpha is selected, what will be the opportunity cost?

 $95 million
 $50 million
 $45 million
 $5 million

Hint Marked

Your answer is correct

Explanation:

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 Marked

Your answer is correct

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?

 Develop Project Management Plan

  Identify Risks
 Identify Stakeholders
 Develop Project Charter

Hint Marked

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.

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

13.1 Identify 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 Marked

Your answer is correct

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

 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 Marked

Your answer is correct

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 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 Marked

Your answer is incorrect

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.

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

Develop Project 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 Marked

Your answer is incorrect

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 Marked

Your answer is correct

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

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 Marked

Your answer is correct

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

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

Your answer is incorrect

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?

 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 Marked

Your answer is incorrect

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.

What should you do first?

 Implement the corrective action

 Submit a change request
 Consult the project sponsor
 Delay the customer inspection

Hint Marked

Your answer is incorrect

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
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 Marked

Your answer is correct

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 Marked

Your answer is incorrect

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.

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

Perform Integrated Change Control
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 Marked

Your answer is correct

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?

 Check the procurement management plan

 Look at the scope statement
 Review the risk register
 Consult the contract

Hint Marked

Your answer is correct

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.

Question 18 - Qid 6110058, Stakeholder Management, 2. Process,

13.1 Identify 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 Marked

Your answer is incorrect

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.

Question 19 - Qid 6110061, Stakeholder Management, 2. Process,

13.1 Identify 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 Marked

Your answer is incorrect

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

Hint Marked

Your answer is incorrect

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.

Question 21 - Qid 6110065, Stakeholder Management, 2. Process,

13.1 Identify 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 Marked

Your answer is incorrect

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 Marked

Your answer is incorrect

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.

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 Marked
Your answer is correct

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 Analysis
process should be done after the Identify Risks process in 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 Marked

Your answer is correct

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 Marked

Your answer is correct

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.

Question 26 - Qid 6110075, Scope Management, 2. Process, 4.5

Monitor and Control 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 Marked

Your answer is incorrect

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.

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 Marked

Your answer is correct

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 Marked

Your answer is incorrect

Explanation:

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.

Question 29 - Qid 6110081, Stakeholder Management, 2. Process,

13.1 Identify 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 Marked

Your answer is correct

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.

Question 30 - Qid 6110083, Scope Management, 2. Process, 4.5

Monitor and Control 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
 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 Marked
Your answer is incorrect

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 Marked
Your answer is correct

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 Marked

Your answer is correct

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.

Question 33 - Qid 6112005, Procurement Management, 2. Process,

12.3 Control 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.

What should you do in this situation?

 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 Marked

Your answer is correct

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 Marked

Your answer is correct

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
Management Knowledge Area aim to develop options and strategies 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.

Question 35 - Qid 6112010, Quality Management, 2. Process, 8.2

Manage Quality

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 Marked

Your answer is incorrect

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.
Question 36 - Qid 6112012, Stakeholder Management, 2. Process,
13.1 Identify 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 Marked

Your answer is correct

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 Marked

Your answer is incorrect

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

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 Marked

Your answer is incorrect

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 Marked

Your answer is incorrect

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.

Question 40 - Qid 6113170, Resource Management, 1. People, 9.4

Develop Team

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?

(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.)

 A
 B
 C
 D

Hint Marked

Your answer is correct

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
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, 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 Marked

Your answer is incorrect

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 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.

Question 42 - Qid 6112054, Integration Management, 3. Business

Environment, 4.7 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 Marked

Your answer is correct

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.

What should the project manager do next?

 Capture the problem in the issue log

 Meet with the change control board
 Have the defective unit repaired
  Have the defective unit replaced

Hint Marked

Your answer is incorrect

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.

Question 44 - Qid 6112060, Integration Management, 2. Process, 4.6

Perform Integrated Change Control

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.

What should the project manager do first?

 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 Marked

Your answer is correct

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.

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 Marked

Your answer is incorrect

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 Marked

Your answer is correct

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 Marked

Your answer is correct

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.

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 Marked
Your answer is incorrect

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. 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.

Question 49 - Qid 6112082, Quality Management, 2. Process, 8.2

Manage Quality

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 Marked

Your answer is correct

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.

Question 50 - Qid 6112095, Quality Management, 2. Process, 8.3

Control Quality

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.

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 Marked

Your answer is incorrect

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 Marked

Your answer is incorrect

Explanation:

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.

Question 52 - Qid 6112235, Integration Management, 2. Process, 4.6

Perform Integrated Change Control

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.

What should you do first?

 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 Marked

Your answer is correct

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.

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.

Question 53 - Qid 6112294, Integration Management, 2. Process, 4.1

Develop Project 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 Marked

Your answer is incorrect

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.
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 Marked

Your answer is incorrect

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 Marked

Your answer is incorrect

Explanation:
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 Marked
Your answer is incorrect

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
stakeholder classification. It is used by the project team to maintain
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 Marked

Your answer is correct

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 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 Marked

Your answer is incorrect

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 communicate with the stakeholders.

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 Marked

Your answer is correct

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 12 th, but the system
design and development activities are still in process as of October 3 rd. 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 Marked

Your answer is incorrect

Explanation:

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 Marked

Your answer is correct

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 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 Marked

Your answer is incorrect

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.

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 Marked

Your answer is incorrect

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.

Question 64 - Qid 6112685, Quality Management, 2. Process, 8.2

Manage Quality

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 rolling wave planning for the project
 Adopting a just-in-time (JIT) manufacturing process

Hint Marked

Your answer is correct

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 Marked

Your answer is incorrect

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 and analyzing risks and developing risk responses, then risk
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 Marked

Your answer is correct

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.

Question 67 - Qid 6112694, Stakeholder Management, 2. Process,

13.3 Manage Stakeholder Engagement

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 Marked

Your answer is incorrect

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 the issue in the issue log

 Revise the resource management plan
 Update the risk register
 Request additional funds

Hint Marked

Your answer is incorrect

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 Marked

Your answer is incorrect

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 Marked
Your answer is correct

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.

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 Marked

Your answer is correct

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.

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 Marked

Your answer is correct

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 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.

What should you do first?

 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

Your answer is incorrect

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 packages of the WBS
 As product increments based on customer's value

Hint Marked

Your answer is incorrect

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 Marked

Your answer is incorrect

Explanation:

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 Marked

Your answer is incorrect

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.

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.

What should the project manager do next?

 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 Marked

Your answer is correct

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 Marked

Your answer is incorrect

Explanation:

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 Marked

Your answer is incorrect

Explanation:
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?

(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.)
  A
 B
 C
 D

Hint Marked

Your answer is incorrect

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
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, 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 81 - Qid 6113060, Quality Management, 2. Process, 8.3

Control Quality

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 deliverable

Hint Marked

Your answer is correct

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.

Question 82 - Qid 6113063, Resource Management, 1. People, 9.5

Manage Team

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 Marked

Your answer is incorrect

Explanation:

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

Your answer is correct

Explanation:

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 Marked

Your answer is incorrect

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 stakeholders. The team members report
of work completed since 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 Marked

Your answer is correct

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

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 Marked

Your answer is correct

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.

Question 87 - Qid 6113118, Resource Management, 1. People, 9.4

Develop Team

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
 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 Marked

Your answer is incorrect

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.

What is the project manager's best course of action?

 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 Marked

Your answer is incorrect

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.

What is the project manager's best course of action?

 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 Marked

Your answer is correct

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.

What is the project manager's best course of action?

 Create a questionnaire and send it out to all of the stakeholders to

determine the project requirements
 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 Marked

Your answer is incorrect

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.

Question 91 - Qid 6113130, Integration Management, 3. Business

Environment, 2.4 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 Marked

Your answer is incorrect

Explanation:

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 Marked

Your answer is incorrect

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.

Question 93 - Qid 6113135, Integration Management, 3. Business

Environment, 1.2 Foundational Elements

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 Marked

Your answer is incorrect

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 Marked

Your answer is correct

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 make the overall
project management approach hybrid. In the scenario 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 Marked

Your answer is incorrect

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?

 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 Marked

Your answer is incorrect

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 Marked

Your answer is correct

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 Marked

Your answer is correct

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, but
needed decision.

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 Marked

Your answer is correct

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 Marked

Your answer is incorrect

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
 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 Marked

Your answer is incorrect

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

Hint Marked
Your answer is incorrect

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.

What should the project manager do next?

 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 the information in the team charter
Hint Marked

Your answer is incorrect

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.

Question 104 - Qid 6113159, Resource Management, 1. People, 9.5

Manage Team

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.

What should the project manager do first?

 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 Marked

Your answer is correct

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 Stakeholder Engagement

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 Marked

Your answer is correct

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 the question.

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 Marked
Your answer is incorrect

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.

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 Marked

Your answer is incorrect

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 Marked

Your answer is incorrect

Explanation:

The total project budget includes the cost baseline plus the management
reserves. The cost baseline is comprised of the work package estimates and
contingency reserves. The contingency reserves are allocated for 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 Marked

Your answer is incorrect

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 more will it cost to complete the project if the cost performance
remains unchanged?

 $160,000
 $149,254
 $120,000
 $89,254

Hint Marked

Your answer is incorrect

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

Question 111 - Qid 6125212, Procurement Management, 2. Process,

12.3 Control 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 the best course of action for the project manager in this situation?

 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

Your answer is correct

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.

Question 112 - Qid 6125216, Resource Management, 1. People, 9.5

Manage Team

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 Marked

Your answer is incorrect

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 members with the
appropriate rewards and recognition.

Question 113 - Qid 6150715, Schedule Management, 2. Process, 6.2

Define Activities

You are managing a project to construct a bridge at a location that is highly

regulated by multiple levels of government. You are in the process of
developing a plan that will establish the criteria and the activities for
developing, monitoring, and controlling the schedule.

Which of the following should you gather to complete this process?

 The charter, project management plan, estimation databases, and PMO

templates
 Government standards, the assumption log, schedule management
plan, and milestone list
 The resource breakdown structure, lessons learned register, and
scheduling methodology
 The project scope statement, risk register, and project team
assignments

Hint Marked

Your answer is incorrect

Explanation:

Establishing the criteria and the activities for developing, monitoring, and
controlling the schedule is the main purpose of developing the schedule
management plan, which is the primary output of the Plan Schedule
Management process. To develop this plan, four inputs are required: project
charter, project management plan, enterprise environmental factors (EEFs),
and organizational process assets (OPAs). The project charter and the project
management plan are explicitly called out in the correct answer choice,
whereas the EEFs and the OPAs are represented by the estimation databases
and PMO templates correspondingly. Therefore, among the available options,
the charter, the project management plan, estimation databases, and PMO
templates represent the best answer to the question asked.

Question 114 - Qid 6151376, Resource Management, 2. Process, 9.2

Estimate Activity Resources

One of the project activities requires that a search of a large area is

conducted to find debris from an explosion of a failed prototype. The project
is now in planning, and there is a debate among the team members on the
type and quantity of resources needed to complete this activity.

What should the project manager do first?

 Select any resource and quantity to complete the task by the due date
 Request the team to vote and make a decision based on majority
  Research various levels of resource capability and skills, types, and
sizes
 Utilize a PMIS to manage resource pools and allocate resources

Hint Marked

Your answer is incorrect

Explanation:

The question implies the team is carrying out the Estimate Activity Resources
process. This process uses many tools and techniques. One technique to
understand the resource needs and the best potential solutions for the
activity resources is data analysis. Data analysis can be conducted in many
forms and formats. The objective is to evaluate possible options or
approaches or values to determine the best activity resource estimates.
Once a value or a range of values has been determined as reasonable,
estimates can be set or decisions that are most suitable for the participants
made. Therefore, of the choices provided, before making any decision,
researching various resources levels, types, and methods is what the project
manager should do first.

Question 115 - Qid 6151382, Cost Management, 2. Process, 7.1 Plan

Cost Management

A project manager is developing a cost management plan and needs to

determine the best source of funding for a project that is dictated by a legal
requirement. The cost of capital is estimated at 9.7% for non-dividend paying
equity, 6.7% for debt, and 5.1% for self-funding. The NPV of the project is
$500,000, and the opportunity cost is $750,000.

What is the project manager's best course of action?

 Fund the project with equity since there are no dividend obligations
 Select the self-funding option since it provides the lowest cost of
capital
 Perform an alternatives analysis since there are multiple factors to
consider
 Recommend the termination of the project since another project has a
higher NPV

Hint Marked

Your answer is incorrect

Explanation:

The question states that the project manager is developing the cost
management plan, which indicates that the Plan Cost Management process
is being performed. A data analysis technique that can be used for this
process includes an alternatives analysis, which is a technique used to
evaluate identified options in order to select the options or approaches to
use to execute and perform the work of the project. In this case, an
alternatives analysis can consist of reviewing funding options such as self-
funding, funding with equity, or funding with debt. Even though the question
provides some financial data, there are other factors which should be taken
into consideration before selecting the appropriate source of funding.
Therefore, among the available options, the best course of action for the
project manager is to perform an alternatives analysis.

Question 116 - Qid 6151383, Cost Management, 3. Business

Environment, 7.2 Estimate Costs

You are in the process of developing an approximation of the monetary

resources needed to complete project work for a large-scale multinational
project which will take at least seven years to complete. Your previous
projects have all been domestic with short timeframes.

As part of the process you are currently performing, what might you need to
do differently compared with your past projects?

 Create a stakeholder engagement assessment matrix

 Develop a more robust risk management plan
 Consider additional enterprise environmental factors
 Include additional organizational process assets

Hint Marked

Your answer is incorrect

Explanation:

Developing an approximation of the monetary resources needed to complete

project work is the main objective of the Estimate Costs process. Therefore,
the question implies that you are conducting the Estimate Costs process and
asks how this process will be affected by a large long-term multinational
project. Thus, the answer choices that relate to other project management
processes can be eliminated as correct responses. With the project lasting at
least seven years, the impact of inflation over the course of the project must
be considered. Additionally, since the project is international in scope, the
project will likely be working with various currencies that will be subject to
fluctuations in relative values. For large-scale projects that extend multiple
years with multiple currencies, the fluctuations of currencies and inflation
need to be understood and built into the Estimate Costs process. Exchange
rates and inflation are considered enterprise environmental factors.
Therefore, of the available choices, considering additional enterprise
environmental factors is the best response.

Question 117 - Qid 6151389, Scope Management, 2. Process, 5.5

Validate Scope

You are assigned to a software development project, and you are conducting
a product review with an important client. Although the deliverables were
previously verified, the client detects a defect and rejects one of the
deliverables.

What should you do?

 Submit a change request to fix the deliverable

 Refund the customer for the value of the deliverable
 Ask the project team to repair the defect
 Begin the claims administration process

Hint Marked

Your answer is correct

Explanation:

The question states that the deliverables have been previously verified
implying the Control Quality process has been completed and resulted in
verified deliverables as one of its outputs. In the scenario described, you are
performing the Validate Scope process which is the process of formalizing
acceptance of completed and verified project deliverables. One of the tools
and techniques associated with this process is an inspection. The inspection
includes activities such as measuring, examining, and validating to
determine whether the work and deliverables meet requirements and
product acceptance criteria. A product review is an example of an inspection.
In this scenario, the client performed a test which exposed a software bug
and caused a deliverable to be rejected. Unless stated otherwise in the
question text, deliverables are always placed under configuration control.
Therefore, submitting a change request to fix the deliverable is what you
should do.
Question 118 - Qid 6151393, Integration Management, 1. People, 4.3
Direct and Manage Project Work

Not all team members are properly checking out resources used in the
project.

What is the best option for the project manager?

 Wait until there is a need or the team is impacted

 Escalate the issue to the functional managers
 Discuss the checkout rationale with the team
 Remove the process of checking out resources

Hint Marked

Your answer is incorrect

Explanation:

There is not enough information in the question to determine what resources

exactly the scenario is talking about, and what does this checkout procedure
mean. Prospective PMP aspirants have to keep in mind that questions on the
real PMP exam may be short and vague. This question is a good example of
what you may encounter on your exam. Regardless of how ambiguous the
scenario is, always try to select the best answer to the question asked even
if none of the choices looks like a perfect/ideal answer.

During the Direct and Manage Project Work process, the project manager is
guiding, directing, and facilitating the plans of the project. Based on the
scenario, it appears that the plans require the resources to be checked out.
Those plans need to be better communicated and understood. There are
many actions the project manager could take to direct and manage the
project team to follow through with those plans. The answer choice that best
aligns to that need is to discuss the purpose and rationale for the resource
checkout and why the team should follow those plans.

Question 119 - Qid 6151395, Scope Management, 2. Process, 5.6

Control Scope

In a pharmaceutical project, human trials have been started. The CEO is

thrilled about the success of the trials up to this point. She announces that
the size of the patient pool for the trials should double from the one
originally planned and results tracked in the new system launching this
week.
What should the project manager do first?

 Ramp up production to match the demand of the CEO

 Consider what might be included in a change request
 Adjust the scope baseline to reflect the increased trial size
 Communicate the change in the scope to the project stakeholders

Hint Marked

Your answer is correct

Explanation:

Managing changes to the project by following the organization's change

control process established for the project is important in keeping the project
under control and operating effectively. Changes to scope, like in the
scenario of doubling the size of the patient pool as well as tracking the
results in the new system, require evaluation, agreement, and approval. Who
makes those approvals is up to the project organization and its change
management plans. But before any changes are implemented or
communicated, the change request must be submitted per the project's
procedure and approved by those authorized to do so. A CEO's declaration of
what should happen in the project does not substitute for the project's
change control procedures and the Perform Integrated Change Control
process.

Question 120 - Qid 6114007, Schedule Management, 2. Process, 6.5

Develop Schedule

Following is an illustration of a project network activity node that includes

some information about activity D.

Given the information provided, what is the total float of activity D?

  2
 14
 16
 18

Hint Marked

Your answer is incorrect

Explanation:

To answer this question, the first step is to understand the meaning of the
values displayed on the network activity node. The accepted convention is
shown below, where:

 ES = early start

 EF = early finish

 LS = late start

 LF = late finish
The total float can be calculated using either one of the following two
formulas:

 Total Float = LF - EF

 Total Float = LS - ES

To illustrate, we will use the first formula:

Total Float = LF - EF = 39 - 23 = 16

Here is the project schedule network activity node filled in with the correct
answer for total float, 16:
Please note that on this page we only show a general explanation for the 120
questions.

The PMP Exam Simulator, 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.