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NEW QUESTION 128
Which of the following is an output from Control Scope?
- A. Variance analysis
- B. Change requests
- C. Requirements documentation
- D. Accepted deliverables
Answer: B
Explanation:
Explanation/Reference:
Explanation:
Process: 5.6 Control Scope
Definition: The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
Key Benefit: The key benefit of this process is that it allows the scope baseline to be maintained throughout the project.
Inputs
Project management plan
Requirements documentation
Requirements traceability matrix
Work performance data
Organizational process assets
Tools & Techniques
Variance analysis
Outputs
Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
NEW QUESTION 129
Which are examples of processes that may be used once or at predefined points in the project life cycle?
- A. Monitor Communications and Control Costs
- B. Develop Project Charter and Close Project or Phase
- C. Control Schedule and Conduct Procurements
- D. Define Activities and Acquire Resources
Answer: B
Explanation:
Section: Volume E
Explanation/Reference: https://www.greycampus.com/opencampus/project-management-professional/closing-a-project-or- phase
NEW QUESTION 130
Which of the following is a strategy to deal with positive risks or opportunities?
- A. Exploit
- B. Mitigate
- C. Transfer
- D. Avoid
Answer: A
Explanation:
Explanation/Reference:
Explanation:
11.5.2.2 Strategies for Positive Risks or Opportunities
Three of the four responses are suggested to deal with risks with potentially positive impacts on project objectives.
The fourth strategy, accept, can be used for negative risks or threats as well as positive risks or opportunities. These strategies, described below, are to exploit, share, enhance, and accept.
Exploit. The exploit strategy may be selected for risks with positive impacts where the organization
wishes to ensure that the opportunity is realized. This strategy seeks to eliminate the uncertainty associated with a particular upside risk by ensuring the opportunity definitely happens. Examples of directly exploiting responses include assigning an organization's most talented resources to the project to reduce the time to completion or using new technologies or technology upgrades to reduce cost and duration required to realize project objectives.
Enhance. The enhance strategy is used to increase the probability and/or the positive impacts of an
opportunity. Identifying and maximizing key drivers of these positive-impact risks may increase the probability of their occurrence. Examples of enhancing opportunities include adding more resources to an activity to finish early.
Share. Sharing a positive risk involves allocating some or all of the ownership of the opportunity to a third
party who is best able to capture the opportunity for the beneft of the project. Examples of sharing actions include forming risk-sharing partnerships, teams, special-purpose companies, or joint ventures, which can be established with the express purpose of taking advantage of the opportunity so that all parties gain from their actions.
Accept. Accepting an opportunity is being willing to take advantage of the opportunity if it arises, but not
actively pursuing it.
NEW QUESTION 131
Which element does a project charter contain?
- A. Management reserves
- B. Stakeholder list
- C. Work breakdown structure
- D. Stakeholder register
Answer: B
NEW QUESTION 132
Which is used to solicit proposals from prospective sellers?
- A. Procurement document
- B. Independent estimates
- C. Procurement statement of work
- D. Resource calendars
Answer: A
NEW QUESTION 133
2 Plan Stakeholder Management
Definition: Stakeholder Management is the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.
Key Benefit: The key benefit of this process is that it provides a clear, actionable plan to interact with project stakeholders to support the project's interests.
Inputs
1. Project management plan
2. Stakeholder register
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Meetings
3. Analytical techniques
Outputs
- Stakeholder management plan
- Project documents updates
5.2.1.5 Stakeholder Register
Described in Section 13.1.3.1. The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project.
13.1.3.1 Stakeholder Register
The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:
- Identification information. Name, organizational position, location, role in the project, contact information;
- Assessment information. Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and
- Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.
The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change-or new ones identified-throughout the life cycle of the project.
13.An input to the Plan Cost Management process is:
- A. The project charter
- B. The risk register
- C. Cost estimates
- D. Resource calendars
Answer: A
NEW QUESTION 134
When painting a bedroom, preparing the walls can be done while the paint is being chosen. This is an example of a:
- A. internal dependency
- B. lag
- C. lead
- D. mandatory dependency
Answer: C
Explanation:
Section: Volume B
Explanation/Reference:
Explanation:
6.3.2.2 Dependency Determination
Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.
Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or
inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.
Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic,
preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modifcation or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
External dependencies. External dependencies involve a relationship between project activities and non-
project activities. These dependencies are usually outside the project team's control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.
Internal dependencies. Internal dependencies involve a precedence relationship between project activities
and are generally inside the project team's control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.
NEW QUESTION 135
Scope verification is PRIMARILY concerned with which of the following?
- A. Approval of the scope statement.
- B. Accuracy of the work deliverables.
- C. Acceptance of the work deliverables.
- D. Accuracy of the work breakdown structure.
Answer: C
Explanation:
Explanation/Reference:
Explanation:
Scope verification is not referenced by PMBOK v5
NEW QUESTION 136
When would resource leveling be applied to a schedule model?
- A. After it has been analyzed by the critical path method
- B. After critical activities have been removed from the critical path
- C. Before it has been analyzed by the critical path method
- D. Before constraints have been identified
Answer: A
NEW QUESTION 137
A benefit of using virtual teams in the Acquire Project Team process is the reduction of the:
- A. costs associated with travel
- B. possibility of communication misunderstandings
- C. costs associated with technology
- D. cultural differences of team members
Answer: A
NEW QUESTION 138
The following is a network diagram for a project.
What is the critical path for the project?
- A. A-C-E-G
- B. A-B-D-G
- C. A-B-E-G
- D. A-C-F-G
Answer: D
NEW QUESTION 139
A project manager requesting industry groups and consultants to recommend project intervention is relying on:
- A. Communication models.
- B. Enterprise environmental factors.
- C. Expert judgment
- D. Stakeholder participation.
Answer: C
Explanation:
Explanation/Reference:
Explanation:
4.1.2.1 Expert Judgment
Definition: Judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization,
Consultants,
Stakeholders, including customers or sponsors,
Professional and technical associations,
Industry groups,
Subject matter experts (SME), and
Project management office (PMO).
NEW QUESTION 140
Managing procurement relationships and monitoring contract performance are part of which process?
- A. Administer Procurements
- B. Close Procurements
- C. Plan Procurements
- D. Conduct Procurements
Answer: A
Explanation:
Section: Volume D
NEW QUESTION 141
In a project, total float measures the:
- A. Ability to shuffle schedule activities to lessen the duration of the project.
- B. Estimate of the total resources needed for the project after performing a forward pass.
- C. Cost expended to restore order to the project schedule after crashing the schedule.
- D. Amount of time an activity can be extended or delayed without altering the project finish date.
Answer: D
Explanation:
Section: Volume A
Explanation/Reference:
NEW QUESTION 142
Units of measure, level of precision, level of accuracy, control thresholds, and rules of performance measurement are examples of items that are established in the:
- A. Work performance information.
- B. Work breakdown structure.
- C. Cost management plan.
- D. Quality management plan.
Answer: C
Explanation:
Section: Volume A
NEW QUESTION 143
Given the following information:
- Activity A takes one week.
- Activity B takes three weeks.
- Activity C takes two weeks.
- Activity D takes five weeks.
- Activity A starts at the same time as Activity B.
- Activity C follows Activity B and Activity A.
- Activity D follows Activity C.
How long will it take to complete the project?
- A. 10 weeks
- B. 8 weeks
- C. 11 weeks
- D. 9 weeks
Answer: A
NEW QUESTION 144
What are the inputs of the Estimate Costs process?
- A. Project management plan, work performance data, enterprise environmental factors, and organizational process assets
- B. Project management plan, enterprise environmental factors, basis of estimates, and organizational process assets
- C. Project management plan, project documents, enterprise environmental factors, and organizational process assets
- D. Cost baseline, enterprise environmental factors, benefits management plan, and organizational process assets
Answer: C
Explanation:
Section: Volume E
Explanation/Reference: https://4squareviews.com/2018/05/16/6th-edition-pmbok-guide-process-7-2-estimate-costs-inputs/
NEW QUESTION 145
Which Perform Quality Assurance tool or technique is used to identify a problem, discover the underlying causes that lead to it, and develop preventative actions?
- A. Quality audits
- B. Inspection
- C. Design of experiments
- D. Root cause analysis
Answer: D
Explanation:
Section: Volume B
Explanation:
Root cause analysis. Root-cause analysis is a specific technique used to identify a problem, discover the underlying causes that lead to it, and develop preventive action.
Process: 8.2 Perform Quality Assurance
Definition: The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
Key Benefit: The key benefit of this process is that it facilitates the improvement of quality processes.
Inputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality control measurements
5. Project documents
Tools & Techniques
1. Quality management and control tools
2. Quality audits
3. Process analysis
Outputs
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Organizational process assets updates
NEW QUESTION 146
Monte Carlo is which type of risk analysis technique?
- A. Qualitative
- B. Quantitative
- C. Sensitivity
- D. Probability
Answer: B
Explanation:
Explanation/Reference:
Explanation:
Monte Carlo Simulation. A process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. The outcomes are then used to generate a probability distribution for the project as a whole.
NEW QUESTION 147
The process of identifying and documenting project roles, responsibilities, required skills, and reporting relationships and creating a staffing management plan is known as:
- A. Acquire Project Team.
- B. Manage Project Team.
- C. Develop Project Team.
- D. Plan Human Resource Management.
Answer: D
Explanation:
Section: Volume A
Explanation:
Process: 9.1 Plan Human Resource Management
Definition: The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.
Key Benefit: The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.
Inputs
1. Project management plan
2. Activity resource requirements
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Organization charts and position descriptions
2. Networking
3. Organizational theory
4. Expert judgment
5. Meetings
Outputs
Human resource management plan
NEW QUESTION 148
Funding limit reconciliation is a tool and technique used in which process?
- A. Determine Budget
- B. Estimate Costs
- C. Control Costs
- D. Control Budget
Answer: A
NEW QUESTION 149
The following is a network diagram for a project.
The critical path for the project is how many days in duration?
- A. 0
- B. 1
- C. 2
- D. 3
Answer: C
Explanation:
Section: Volume B
NEW QUESTION 150
A sponsor asks a project manager to provide a project's expected total costs based on its progress. What formula should the project manager use to determine this?
- A. Eamed value (EV) / actual cost (AC)
- B. EV - planned value (PV)
- C. Estimate at completion (EAC) - AC
- D. Budget at completion (BAC) / cost performance index (CPI)
Answer: C
NEW QUESTION 151
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