2.1 Project Integration Management

Project Integration Management
Questions & Answers with Explanation
PROJECT INTEGRATION MANAGEMENT
212 QUESTIONS WITH ANSWERS AND EXPLANATION
QUESTIONS: From Page # 1 to 51
ANSWERS: From Page # 52 to 83
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1. Project A has an internal rate of return (IRR) of 21 percent. Project B has an IRR of 7
percent. Project C has an IRR of 31 percent. Project D has an IRR of 19 percent. Which
of these would be the best project?
A. Project A
B. Project C
C. Project B
D. Project D
2. Due to corporate restructuring, the project sponsor, a major stakeholder, and the CEO
have left the company. The project manager's project is past the halfway point, and the
remaining members of the management team have been lukewarm toward the project.
The new CEO does not place a high value on project management methodology, and
the project team is nervous about its future. Under these circumstances, what is the
project manager's primary responsibility?
A. Provide accurate and truthful representations in all project reports.
B. Try to determine if the team should continue to work on the project.
C. Interact with others in a professional manner while completing the project.
D. Ensure a conflict of interest does not compromise the legitimate interests of the
customer.
3. Your company has a policy that only a certain hotel chain may be used for business
travel. You discover that a more expensive hotel is offering a discount on the days you
need to be in town. What should you do?
A. Use the company's approved hotel chain.
B. Ask your manager for permission to use the other hotel chain.
C. Provide justification on your expense report for using the other hotel chain.
D. Contact the hotel chain to negotiate a better rate.
4. The project management process in which the majority of project work is produced is:
A. Direct and Manage Project Work
B. Develop Project Management Plan
C. Define Scope
D. Conduct Procurements
5. Which of the following best describes a project management plan?
A. The project charter, WBS, and project scope statement
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B. A formal, approved document used to control the project

C. The project manager's plan for managing and controlling the work
D. The schedule, management plans, and budget
6. Another project manager in your company is having difficulty managing his project. You
have learned that he has not used a project charter and that is probably the cause of the
problem. How can you help?
A. Talk to him about his project and offer help in creating a project charter.
B. Develop a draft project charter for his use.
C. Provide him with a copy of an article about project charters.
D. Work with his manager to get him a mentor.
7. The code development phase of a software project is nearly complete when the first
code review is conducted. During the review, it is discovered that the application is
missing functionality required to complete a key business process. However, the product
scope never specified this functionality. What should the project manager do?
A. Agree to include the functionality in the current release.
B. Reject the functionality as out of the project's scope.
C. Assess the impact on the project of including the functionality, and inform the sponsor.
D. Agree to include the functionality in the next release.
8. The project team must create plans for each component of the project. These plans are
called:
A. Component plans
B. Process plans
C. Management plans
D. Sub-plans
9. A company is attempting to select the best project from a list of possible choices. If the
information they have includes the following benefit-cost ratios, which project should
they pick?
A. 2.2
B. 0.8
C. 1.6
D. 1.3
10. A project manager is appointed to head a highly technical project in an area with which
this person has limited familiarity. The project manager delegates the processes of
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Develop Schedule, Estimate Costs, Define Activities, and Estimate Activity Resources to
various project team members, and basically serves as an occasional referee and
coordinator of activities. The results of this approach are likely to be:
A. A team that initially experiences some amounts of confusion, but that after a period of
time becomes a cohesive and effective unit
B. A team that is characterized by poor performance, low morale, high levels of conflict, and
high turnover
C. A team functioning throughout the project at a very high level, demonstrating creativity
and commitment
D. A team that is not highly productive, but that stays together because of the work
environment created by the project manager
11. Which of the following is a common problem in the Close Project or Phase process?
A. Retaining resources to complete the project
B. Completing the quality assurance plan
C. Completing a project charter
D. Obtaining scope validation
12. Your project team is spending so much time reviewing requested changes to a project
that they do not have time to complete project work. Which of the following is the least
likely reason for this problem?
A. A poor communications management plan
B. No change control board
C. Not enough effort to identify the project stakeholders
D. An unclear project charter
13. In the middle of the project, the project manager is informed by her scheduler that the
project control limits are secure. That same morning, she receives a note from a team
member about a problem he is having. The note says, "This activity is driving me crazy,
and the manager of the accounting department won't help me until the activity's float is
in jeopardy." In addition, the project manager has emails from a minor stakeholder and
14 emails from team members. While she is reading the emails, a team member walks
in to the project manager's office to tell her a corrective action was implemented by a
team member from the project management office, but was not documented. What
should the project manager do next?
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A. Clarify the reasoning behind documentation being a problem, get the accounting
department to assist the team member, and respond to the minor stakeholder.
B. Add the implemented corrective action to the change log, discuss the value of
documentation at the next team meeting, and smooth the team member's issue with the
accounting department.
C. Find out who caused the problem with the accounting department, respond to the minor
stakeholder before responding to the other emails, and review the process in the
communications management plan for reporting concerns with the team member having
the documentation problem.
D. Report the documentation violation to the project management office, evaluate the
security of the control limits, and review the emailing rules in the communications
management plan.
14. What is present value (PV)?
A. Future value of money on hand today
B. Current value of today's assets adjusted for inflation
C. Today's value of future cash flows
D. Value of assets that a company owns
15. While the project is being completed, management requests a change. What is the first
thing the project manager should do?
A. Ask the team to accept the change.
B. Obtain an understanding of the scope of the change.
C. Comply with the request if possible.
D. Tell the customer that a change will be coming.
16. You managing a project and are well into the development phase. Approximately 35
percent of the interim deliverables have been created, tested, and approved, and
another 25 percent are nearing completion, or are already in testing. Which of the
following best describes your role regarding project changes?
A. Have the sponsor approve all changes.
B. Prevent the addition of profit in sellers' changes.
C. Prevent changes that affect the project scope.
D. Discover changes as early as possible.
17. All of the following are always part of the Close Project or Phase process except:
A. Completing the lessons learned
B. Updating the archives
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C. Performing closure of a procurement

D. Releasing team members
18. To accommodate a new project in your department, you need to move resources from
one project to another. Because your department is currently working at capacity,
moving resources will inevitably delay the project from which you move the resources. It
would cause the least negative impact if you move resources from which of the following
projects?
A. Project D with indirect costs of US $20,000 and 13 resources
B. Project C with an opportunity cost of US $300,000, no project control plan, and an
internal rate of return of 12 percent
C. Project A with a benefit-cost ratio of 0.8, no project charter, and four resources
D. Project B with a net present value of $60,000, 12 resources, and variable costs between
US $1,000 and $2,000 per month
19. All the following occur during the Close Project or Phase process except:
A. Performing cost-benefit analysis
B. Performance reporting
C. Formal acceptance
D. Creating lessons learned
20. You have begun executing a website development project for a large hospital. The
project scope has been narrowed to a relatively small upgrade. As the development
phase continues, you have just begun to receive change requests. In two days, you will
attend a meeting with the project office to discuss the project. A change control system
should be created:
A. By management
B. As a formal documented procedure
C. As needed on the project
D. By the team
21. The customer has accepted the completed project scope. However, the lessons learned
required by the project management office have not been completed. What is the status
of the project?
A. The project is incomplete until all project and product deliverables are complete and
accepted.
B. The project is complete because it has reached its due date.
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C. The project is complete because the customer has accepted the deliverables.
D. The project is incomplete because it needs to be replanned.
22. Adhering to legal requirements, satisfying competing needs, providing accurate and
truthful representations, and disclosing conflicts of interest are all:
A. Examples of the professional and social responsibility of the project manager
B. Examples of project closure activities
C. Examples of scope management
D. Examples of the intellectual property requirements of subcontractors
23. The networking vendor has contacted the project manager to inform her that a recent
earthquake will impact the delivery of critical components. The project team meets to
determine the impact on the overall project and determines that staffing will not be
affected, but changes will need to be made in the areas of risk and cost management.
What is the project team involved in here?
A. Configuration management
B. Integrated change control
C. Work authorization analysis
D. Status review meeting
24. You are about to begin negotiations with people from another country. Which of the
following should provide guidance on what business practices are allowed and not
allowed?
A. The scope management plan
B. The company code of conduct
C. The project charter
D. The negotiation plan
25. After a great deal of effort, the project team has finally determined the specifications for
a major scope change to the project. In light of this, what should the project manager do
first?
A. Look for other changes.
B. Notify the stakeholders about the new scope.
C. Calculate the risks associated with this change.
D. Gain sign-off on this change.
26. You take over a project that is in a lot of trouble. There are apparently problems with the
team dynamics, project scope, the sponsor, and the timeline. The project has a cost
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performance index (CPI) of 0.75 and schedule performance index (SPI) of 1.2. The first
action you should take is to:
A. Review all the project deliverables.
B. Meet with each team member individually.
C. Meet with the team.
D. Meet with the project sponsor.
27. You are taking over a project and determine the following: Activity B has an early finish
(EF) of day 3, a late finish (LF) of day 6, and an early start (ES) of day 2. Activity L is
being done by a hard-to-get resource. The cost performance index (CPI) is 1.1 and the
schedule performance index (SPI) is 0.8. Based on this information what would you be
more concerned about?
A. Schedule
B. Float
C. Cost
D. Resources
28. Many more changes were made to the project during project executing than had been
expected. What is the best thing for the project manager to do now?
A. Wait until all changes are known, print out a new schedule, and revise the baseline.
B. Make changes as needed, but maintain a schedule baseline.
C. Make only the changes approved by management.
D. Talk to management before any changes are made.
29. A team member notifies you, after the fact, that she has added extra functionality to the
project. There was no impact on the cost or schedule. What should be done as a result
of this change?
A. Understand what functionality was added.
B. Inform the customer.
C. Make sure marketing is aware of the change.
D. Implement change control processes to track the change.
30. If project A has a net present value (NPV) of US $30,000 and project B has an NPV of
US $50,000, what is the opportunity cost to the organization if project B is selected?
A. $30,000
B. $50,000
C. $23,000
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D. $20,000
31. All of the following are outputs of the Close Project or Phase process except:
A. Formal acceptance
B. Transition of the product
C. Cost-benefit analysis
D. Lessons learned
32. All the following are true of project baselines except:
A. They are useful in preparing the WBS.
B. They include approved scope changes.
C. They are useful in detecting project variances.
D. They are included in the original approved project management plan.
33. You are the project manager for an existing year-long project that must be completed.
Your company just won a major new project. It will begin in three months and is valued
at US $2,000,000. The new project has a greater starting value and is therefore likely to
have a higher priority than your project. It may affect your resources. You are concerned
about how you will manage your project so that both projects can be implemented
successfully. What is the first thing you should do when you hear of the new project?
A. Ask management how the new project will affect your project.
B. Crash your project.
C. Resource level your project.
D. Ask management how the new project will use resources.
34. You have been working on a very large software development project that has made
use of more than 230 people locally. You and other key stakeholders have so far been
happy with the results. All the scope has been completed, and you have released many
of the project's resources. You are responsible for documenting the high-level
information for other projects, some of which are parts of the same program. What
would be best to do?
A. Throw a party for the team members.
B. Analyze project success or failure.
C. Begin to focus on your other projects.
D. Make sure the project is integrated with other projects.
35. The project was going well when all of a sudden, requested changes to the project came
in from multiple stakeholders. After all the changes were determined, the project
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manager spent time with the stakeholders to find out why there were changes and to
discover any more. The project work had quieted down when a team member casually
mentioned to the project manager that he added functionality to a product of the project.
"Do not worry," he said, "I did not impact schedule, cost, or quality!" What should the
project manager do first?
A. Hold a meeting to review the team member's completed work.
B. Ask the team member how the need for the functionality was determined.
C. Ask the team member how he knows there is no schedule, cost, or quality impact.
D. Look for other added functionality.
36. You need to make a major change to the equipment used on your project. Your brother
owns a company that produces a product that would meet the new needs of the project.
What should you do?
A. Negotiate a good deal on the product with your brother.
B. Let the customer know of the family relationship.
C. Submit the bid and allow your brother to negotiate with the procurement office.
D. Eliminate your brother from bidding.
37. While constructing a new drug manufacturing plant, you discover a leak in a pipe that
has released chemicals into the ground. It was difficult to acquire the necessary
government approval and community support for the plant, and management has told
you to be particularly careful to not upset the community. You are uncertain of whether
the chemicals could leak into the groundwater or cause any damage. What should you
do?
A. Follow the instructions to avoid upsetting the community and do nothing.
B. Wherever possible, communicate all the great benefits of the plant to the community.
C. Inform local officials, and ask for their help.
D. Start to write articles in the local paper about how poorly treated the local drinking water
is.
38. You have been involved in creating the project charter but could not get it approved.
Your manager and his manager have asked that the project begin immediately. Which
of the following is the best thing to do?
A. Focus on completing projects that have signed project charters.
B. Show your manager the impact of proceeding without approval.
C. Set up an integrated change control process.
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D. Start work on only the critical path activities.

39. You are assigned as the project manager in the middle of the project. The project is
within the baselines, but the customer is not happy with the performance of the project.
What is the first thing you should do?
A. Discuss it with the project team.
B. Recalculate baselines.
C. Renegotiate the contract.
D. Meet with the customer.
40. You are overseeing your team in the creation of deliverables on a complex business
process solutions project. Team members are located throughout the country, so team
meetings are conducted virtually. The current SPI is 0.86, and the CPI is 0.79. You
attribute the low SPI and CPI measurements to the difficulties of managing a large,
geographically disbursed team. You have implemented new processes and procedures
designed to improve the quality of interim deliverables, and hope to thereby increase the
efficiency of your team, and to reduce the amount of rework you have been
experiencing. When executing a project, you should pay special attention to:
A. Cost
B. Schedule
C. Quality
D. Each individual knowledge area
41. For which of the following actions could a project manager incur a fine and be jailed?
A. Using people from outside the project manager's country to work on the project
B. Not using minority workers on the project
C. Failing to file the necessary permits in their own country
D. Paying a bribe to a foreign official
42. At various points during project execution, the project manager reviews the project
charter. Which of the following best describes what a project charter may be used for
when the work is being completed?
A. To assess the effectiveness of the change control system
B. To help determine if a scope change should be approved
C. To make sure all the team members are rewarded
D. To make sure that all the documentation on the project is completed
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43. A project manager has just been assigned to a project that has been ongoing for two
months when a team member requests more time on an activity he is working on. The
project manager discovers the only impact to the project will be a delay on a non-critical
path activity. The customer has emphasized the importance of completing the project on
schedule. What should the project manager do next?
A. Submit the information to the change control board, determine if this event might impact
the team member's future work, inform the team member of the board's decision
B. Look for impacts to quality, cut unneeded scope from the project, ask for more resources
C. Ask the team member why he needs more time, begin integrated change control, adjust
the project schedule as needed
D. See if any stakeholders object to the change, calculate the exact impact on the project,
look at removing this resource from the project
44. Which of the following best describes a project management plan?
A. The project scope
B. Scope, risk, resource, and other management plans
C. A bar chart
D. A printout from project management software
45. You are having difficulty getting a project underway. You have not been able to get the
charter approved. A major stakeholder is not sure a project is necessary, and a few
others cannot agree on acceptable high-level requirements. All of the following are
purposes of the project charter except:
A. It gives the project manager authority.
B. It establishes the project.
C. It identifies high-level risks and constraints.
D. It identifies the product acceptance criteria.
46. During executing, the project manager determines that a change is needed to material
purchased for the project. The project manager calls a meeting of the team to plan how
to make the change. This is an example of:
A. Lack of a clear work breakdown structure
B. Lack of a change management plan
C. Management by objectives
D. Good team relations
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47. You are leading the team during the course of your new product development project for
the defense industry client. You notice that most of the changes occurring on the project
come from the research department. These changes have not yet negatively affected
your baselines, but you are concerned that they might in the future. What should you
do?
A. Talk to the research department to understand the reasons for the changes.
B. Ask the research department to assign one person to be your liaison.
C. Change your communications management plan, so only you are assigned to interact
with the research department.
D. Assign a team member to work solely with the research department.
48. The client demands changes to the product specification that will add only two weeks to
the critical path. Which of the following is the best thing for the project manager to do?
A. Consult with the sponsor about options.
B. Advise the client of the impact of the change.
C. Cut scope to recover the two weeks.
D. Compress the schedule to recover the two weeks.
49. You are planning communications on a new service development project. Your
stakeholder list is large, but not terribly complicated. Not all stakeholders will understand
the need for developing an actual communications plan, and you already have good
relationships with most stakeholders on this project. What is one of the major driving
forces for communication on a project?
A. Integration
B. Integrity
C. Optimization
D. Differentiation
50. You are a new project manager for Company B. You previously worked for Company A,
which had an extensive project management practice. Company B has its own practices
and procedures, but you are more familiar with those from Company A. You are sure
that if you used the Company A practices and procedures, it would be easier for
everyone and the project would run more smoothly, since Company A's practices and
procedures are better defined. You should:
A. Use the practices and procedures of Company B and recommend ways to upgrade
them.
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B. Talk about changes to the change control board of Company B.

C. Use the practices from Company A but include any procedures from Company B.
D. Interact with others in an ethical way by sharing the good aspects of Company A's
procedures.
51. As part of your effort to develop a project charter, you meet with an engineering
manager. He informs you that it is impossible to provide a cost estimate without knowing
the specific resources who will be assigned to the project. You explain that:
A. It is not a problem because stakeholder identification during project initiating will uncover
key resources.
B. Resource cost is not an issue at this point. You will have a realistic budget at the end of
project planning.
C. For now, you only need a ROM estimate to be validated later, when you know what
resources will be available.
D. You were counting on his support to help you select the most cost-effective resources.
52. All of the following are parts of the Close Project or Phase process except:
A. Transfer information from one phase to the next phase
B. Record the reasons for termination
C. Validate Scope
D. Regression analysis
53. Linear programming is an example of what type of project selection criteria?
A. Comparative approach
B. Constrained optimization
C. Benefit measurement
D. Impact analysis
54. What is the benefit of the closing process if the project has been terminated?
A. The benefit of the closing process is to document how much work the project manager
did.
B. The benefit of the closing process is to get everyone together and acknowledge that the
team did a good job, even though the project was terminated.
C. There is no benefit to closing a project if the project has been terminated.
D. The benefit of the closing process is to gather lessons learned for the benefit of future
projects.
55. All of the following are outputs of the Monitor and Control Project Work process except:
A. Approved change requests and project documents updates
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B. Recommended corrective actions and work performance reports

C. Cost forecast updates and change requests
D. Issue log updates and recommended defect repair
56. When should project baselines be changed?
A. At each project team meeting
B. They should not be changed
C. Only for changes that have been approved by the change control board
D. For all approved changes that affect the baselines
57. The project is not going well, and many changes are being made. Which of the following
should you do first to gain control of the project?
A. Remind everyone of the change procedures.
B. Create a new change form.
C. Review the project scope with the stakeholders.
D. Ask the sponsor to review the project charter.
58. The scope baseline has just been set when the customer requests a change to the
project scope. There have been no other change requests thus far, and the customer
indicates that he thinks this will be the only change. The best thing for the project
manager to evaluate is the:
A. Effect of the change on scope management
B. Effect of the change on the project baselines
C. Effect of the change on the project scope
D. Effect of the change on the project schedule, cost, quality, risk, resources, and customer
satisfaction
59. A project manager is putting her project control system in place. After a few meetings,
she realizes there are few effective measures of progress that can be used on the
project. If you were to advise her, what would be the best thing the project manager can
plan to do to control the project?
A. Break the project into phases.
B. Emphasize the creation of milestones.
C. Add more people to the project team to help control it.
D. Have meetings every week versus every month.
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60. During project executing, you find the customer has requested a change to the scope of
work even though the work was previously not included in the plan. There are no
objections to the cost of the change. What should you do first?
A. Meet with the team and plan alternatives.
B. Follow the change control process.
C. Evaluate and document the risks that might result from this change.
D. Discuss the change with the customer.
61. Your company puts a new product into the marketplace without any reports of problems.
However, your internal research indicates there is a possibility of a malfunction that
could cause serious injuries. You estimate that modifications to eliminate this possibility
would cost US $20,000,000. What should you do?
A. Wait until an injury to verify the impact.
B. Obtain insurance to cover the anticipated damages.
C. Make the necessary modifications to the products in production.
D. Recall all existing product.
62. A project is chartered to determine new ways to extend the product life of one of the
company's medium-producing products. The project manager comes from the
engineering department, and the team comes from the product management and
marketing departments. The project scope statement and project planning are
completed when a stakeholder notifies the team that there is a better way to complete
one of the work packages. The stakeholder supplies a technical review letter from his
department proving that the new way to complete the work package will actually be
faster than the old way. The project manager has had similar experiences with this
department on other projects, and was expecting this to happen on this project. What is
the first thing the project manager should do?
A. Ask the department if they have any other changes.
B. Contact the department and complain again about their missing the deadline for
submission of scope.
C. Look for how this change will impact the cost to complete the work package and the
quality of the product of the work package.
D. See if there is a way to change from a matrix organization to a functional organization so
as to eliminate all the interference from other departments.
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63. The sponsor has asked you to require that each piece of the project scope be planned,
estimated, and scheduled. The sponsor also wants to authorize each piece of the
project management plan after the documentation is assembled. What is the most
appropriate response to these requests?
A. Ask the sponsor to authorize each piece before it is completed.
B. Tell the sponsor the chance for authorization will come after the pieces of the project
management plan are compiled.
C. Provide the sponsor with a schedule of when the components will be ready for
authorization.
D. Politely advise the sponsor to forego the authorization of work.
64. All technical work is completed on the project. Which of the following remains to be
done?
A. Create a staffing management plan
B. Plan Risk Responses
C. Complete lessons learned
D. Validate Scope
65. You are in the middle of leading a major modification project for an existing
manufactured product when you learn that the resources promised at the beginning of
the project are not available. According to your plans, these resources will be needed
soon, and their unavailability will affect your timeline and possibly other aspects of the
project. What is the best thing to do?
A. Crash the project.
B. Replan the project without the resources.
C. Show how the resources were originally promised to your project.
D. Explain the impact if the promised resources are not made available.
66. A senior manager has been on a personal campaign, lobbying the company to lease an
office space in your building and turn it into an employee cafeteria. He has taken an
informal poll and found that staff would greatly appreciate having more lunch options
than the local fast food franchises. He wants you to create a charter for the project. The
first question you should ask him is:
A. Will a cost-benefit analysis justify the expense?
B. Does he have support from all the other stakeholders, including HR and Finance?
C. What are the schedule, scope, and cost requirements?
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D. What are the business objectives of this project?

67. You are nearing the end of executing and monitoring and controlling on your project.
Reporting so far has shown that interim deliverables have been completed on time and
within the allotted budget. Many team members believe the project work is all
completed, and your most recent reports indicate as much. What is the best way for you
to ensure the project work is really complete?
A. Final performance reporting
B. Archive records
C. Procurement audits
D. Formal acceptance
68. As members of your team are focused on their individual assignments, you are working
to coordinate their efforts so that all deliverables are completed on time and within the
constraints identified in the project charter. To do this, you are reviewing the team
members' progress reports, and, when necessary, requesting changes to the plan. What
is the process in which product deliverables are produced?
B. Control Scope
C. Develop Project Management Plan
D. Manage Team
69. When is it most important that integration is performed?
A. At key interface points
B. During project planning
C. During project executing
D. At the end of each project management process
70. All of the following are not parts of a project management plan except:
A. Lessons learned
B. Milestone list
C. Baselines
D. Risk register
71. Although it was difficult, the project manager received agreement on the project charter
from all four sponsors involved in the project, and the US $4,000,000 project was
approved. Now the cost variance for the project is -$500 and the last performance
review was positive. As the project entered its second phase, a team member on a non-
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critical path activity announced she was leaving the company. At the same time, the
float of activity L changed from two to four days. Only one unidentified risk has occurred,
with a minor impact. The last quality review showed the project has made use of the
results of the last design of experiments. Based on this information, what should the
project manager do next?
A. Investigate additional risks caused by the difficulty with the senior managers.
B. Review the management plans.
C. Fast track the project to add more float.
D. Complete closure of the first phase.
72. Inputs to the Direct and Manage Project Work process include all the following except:
A. Communications requirements, validated changes, and action items
B. Historical information, defect repair orders, and the scope management plan
C. Risk thresholds, the project management plan, and the project management information
system
D. The project management plan, approved corrective actions, and work instructions
73. You are performing administrative closure during the Close Project or Phase process.
Outputs of this process include updated project files, formal acceptance, and:
A. Performance measurement documentation
B. Lessons learned
C. Statement of work updates
D. Project performance reports
74. A person is writing a document identifying the business need for a project and is
including a description of the product to be created by the project. She includes a list of
stakeholders and preassigned resources. What is the role of this person on the project?
A. The project manager for the project or a company functional manager
B. The sponsor or the project manager
C. A member of the project management team working at the direction of the project
manager
D. A manager or executive in the organization who is higher in the corporate hierarchy than
the project manager
75. Integration is done by the:
A. Project manager
B. Sponsor
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C. Team
D. Stakeholders
76. Outputs of the Direct and Manage Project Work process include all of the following
except:
A. Change requests
B. Project management plan updates
C. Cost-benefit analysis
D. Work performance data
77. Which of the following best describes the project manager's role relating to changes?
A. Monitor and track changes to ensure they benefit the project.
B. Serve the customer and do what the customer wants.
C. Deny change requests whenever possible.
D. Influence the factors that cause changes.
78. A software development project has been suffering through many major project
changes. Because of this, the project manager has not been able to do much other than
complete change request forms. Which statement best describes the other activities the
project manager should be doing?
A. List all changes in the project charter, notify stakeholders affected by changes, and
ensure the team signs off on all changes.
B. Determine that a change has occurred. Notify all stakeholders affected by the change,
and list all the changes in the scope management plan.
C. Determine if a change is needed. Determine whether that change is beneficial, and notify
stakeholders affected by the change.
D. Determine that changes have been made and whether the changes are beneficial. List
all of them in the scope management plan.
79. The project for the accounting department has been going well when the company says
it must reduce the cost of the project without changing the quality requirements. The
project manager has looked to trim any resources, paid more attention to risk on
upcoming activities, and even has reduced product scope, but the project remains over
the new budget limit. Which of the following should the project manager do next?
A. Cut 10 percent off the cost estimate of each remaining activity.
B. Review expensive customer requirements that add the least benefit.
C. Suggest the project be terminated.
D. Get an extension of time.
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80. A project has just begun when one of the stakeholders asks the project manager about
making a change to the format of the deliverable for activity Y. She wants to know how
to go about submitting the change for review. The project manager should direct her to:
A. The change control board
B. The sponsor
C. The change control system
D. The communications management plan
81. You have undertaken an exhaustive requirements-gathering process as part of project
planning. You are nearly finished when one senior subject matter expert brings to your
attention the need to have 99.999 percent pure water for the biochemical process your
project is undertaking. He has filled out a change request and has already lobbied with
the sponsor to make sure this change gets included. You remind him that:
A. He must provide the cost, schedule, and quality consequences of his idea.
B. The change control board will consider his change using the tools of integrated change
control.
C. He must bring his data to a discussion with the quality manager.
D. He need not submit a change request during initial project planning.
82. The carpeting subcontractor has, without prior approval, installed carpet that is a slightly
different pattern from the pattern selected for the project. The difference in cost per
square yard saves the buyer approximately US $10,000. Upon learning of the change,
the best course of action for the project manager is to:
A. Demand that the original carpeting be installed.
B. Meet with the customer to explain what happened and celebrate the $10,000 windfall.
C. Document the change in the change control plan.
D. Determine the overall impact on the project.
83. The organization has four projects from which to choose one. Project A is being done
over a six-year period and has a net present value (NPV) of US $70,000. Project B is
being done over a three-year period and has an NPV of US $30,000. Project C is being
done over a five-year period and has an NPV of US $40,000. Project D is being done
over a one-year period and has an NPV of US $60,000. Which project should they
choose?
A. Project C
B. Project D
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C. Project A
D. Project B
84. You have just been assigned to take over a project your management has told you is
"out of control." When you asked your management what the problems were, they had
no specifics, but said that the project was behind schedule and over budget and that the
client was dissatisfied. Which of the following should be of the most concern to you?
A. There is very little documentation related to the project.
B. The project is over budget and behind schedule.
C. Your management is looking for rapid and visible action on this project to rectify the
problems.
D. The client is very dissatisfied with the project's progress.
85. You are using net present value (NPV) to help your organization determine which
projects to select and approve from the many that have been proposed. It is often the
case that those projects proposed are not equally valued in subjective analysis by all
organizational executives, as they may differ on their interpretation of the organization's
strategic goals. Which of the following would be the best project for the organization to
select?
A. A project that will take eight years to complete and has an NPV of $30,000
B. A project that will take three years to complete and has an NPV of $85,000
C. A project that will take six years to complete and has an NPV of $45,000
D. A project that will take 10 years to complete and has an NPV of $60,000
86. Your project no longer ties into the company's objectives. What is the best thing to do?
A. Change the CPI.
B. Extend the schedule.
C. Decrease the cost.
D. Change the target opportunity cost.
87. The project manager on a large software installation project is working with her team on
a critical set of activities. They are working late on Saturday night. Circumstances create
a situation wherein the project manager must decide to change the schedule, pushing
the end date of the project out two weeks. What is the best action for the project
manager to take next as a result of her decision?
A. Immediately document and capture the changes, and present them to the change control
board the next time that board is available for contact.
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B. Look for free float to bring the project back on schedule.

C. Implement configuration management in order to obtain senior management approval
and then make the change.
D. Review her detailed risk assessment development process to ensure that other
unidentified risks are included and a plan for mitigation is created.
88. An experienced project manager has just begun working for a large information
technology integrator. Her manager provides her with a draft project charter and
immediately asks her to provide an analysis of the risks on the project. Which of the
following would best help in this effort?
A. Her project scope statement from the project planning process
B. Her resource plan from the project planning process
C. An article from PM Network Magazine
D. A conversation with a team member from a similar project that failed in the past
89. The project manager can help to influence the processes that affect change on projects
by creating and using the most appropriate planning strategies and tools. Assuming the
project manager has created and is executing the best possible project management
plan, the project sponsor should help the project manager to protect the project against
unnecessary changes. Which of the following best reflects the phrase, "influencing the
factors that affect change?"
A. Telling people that changes are not allowed after planning is complete
B. Adding more activities to the work breakdown structure to accommodate risks
C. Calculating the impact of changes to date on the project
D. Determining the sources of changes and fixing the root causes
90. Approved corrective actions are an input to which of the following processes?
B. Develop Project Charter
C. Validate Scope
D. Develop Schedule
91. Your team is at the end of a three-year project to construct a megamall in a large city.
Most of the interim deliverables were accepted without issue, although several had to be
reworked at the request of the customer. The last earned value analysis revealed an
SPI of 0.96 and CPI of 1.08. The final landscaping work has just been completed, and
the customer calls you to thank you for your efforts, and expresses his appreciation for
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the professionalism with which the project was managed. Which of the following best
shows that the customer considers the project completed and accepts the whole
project?
A. The customer expressed satisfaction with the project deliverables.
B. The customer made the final payment.
C. Formal sign-off and formal acceptance was received.
D. No more project work is requested or scheduled.
92. You are given a new marketing project to manage along with a brief project scope
statement. You are familiar with the operations and project capabilities of the marketing
department itself, and are confident you will work easily with them on the project. The
culture within the marketing department tends to be proactive. The project sponsor tells
you there is no required completion date for the project. What is the best thing to do?
A. Make a list of activities that need to be done.
B. Plan the project as you would a normal project, but build in schedule flexibility.
C. Ask for better definition of the project scope before accepting the project.
D. Accomplish the project as time allows.
93. Which of the following best describes the project manager's role during project
planning?
A. Creating a bar chart and getting management to approve it
B. Making a list of activities the team members are required to perform
C. Determining what can get in the way of project success, and how to prevent it
D. Coordinating the creation of a document that can be used to guide the project
94. You have just completed the design phase for a client's project and are about to enter
the implementation phase. All of the following need to be done before moving on to the
next phase except:
A. Completion of the product of the project
B. Lessons learned
C. Formal acceptance
D. Updating records
95. You are assigned as a project manager to lead a new quality improvement project.
Management is asking for a project management plan. Which of the following should
you create first?
A. A project scope statement
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B. A quality management plan

C. A project management plan
D. A risk management plan
96. Which of the following rules should apply to international dealings on your project?
A. Do not violate any basic fundamental human rights.
B. Always apply the business practices of your own country.
C. Do whatever it takes to manage the project successfully.
D. You have your way, I have mine.
97. All of the following are required to bring a project to closure except:
A. Obtain sign-off from the customer.
B. Review project documentation for completeness.
C. Discuss project feedback with the team.
D. Update the project management plan.
98. You are halfway through a major network rollout. There are 300 locations in the United
States, with another 20 in England. A software seller has just released a major software
upgrade for some of the equipment being installed. The upgrade would provide the
customer with functionality they requested, which was not available at the time the
project began. What is the best course of action under these circumstances?
A. Inform the customer of the available upgrade and the impacts to the project's timeline
and functionality if the upgrade is implemented.
B. Continue as planned; your customer has not requested a change.
C. Implement the change on the remaining sites and continue with the schedule.
D. Implement the change and adjust the schedule as necessary because this supports the
customer's original request.
99. When is it best to perform the Close Project or Phase process?
A. During project closure
B. At the end of project planning
C. At the beginning of the project with verification throughout the project
D. At the end of each project phase
100. The customer wants to expand the project scope after the performance
measurement baseline has been established. Which procedures must be followed?
A. Integrated management
B. Integrated change control
C. Scope control
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D. Document control
101. A project is considered closed when the:
A. Client accepts the product
B. Contract is finished
C. Lessons learned are completed
D. Archives are completed
102. Knowledge management is a key responsibility of the project manager. This
responsibility includes managing two kinds of knowledge on a project: tacit and explicit.
Which of the following definitions are correct?
A. Tacit knowledge may need explanation or context to provide value to recipients of this
information.
B. Lessons learned are an example of tacit knowledge.
C. Tacit knowledge includes emotions, experience, and abilities.
D. Tacit knowledge is fact-based and can be easily communicated through words and
symbols.
103. The project manager has many roles and responsibilities in leading and directing
throughout the change-driven project life cycle. How can your role as the project
manager best be described during the executing process of the project?
A. Director
B. Coordinator
C. Leader
D. Integrator
104. Over lunch with another project manager, who works for a different organization, you
discuss ways to identify risks on your project. The next day, the other project manager
sends you risk identification software created by her company. The software includes a
copyright date of 2016. What should you do?
A. Share some of your templates with her to improve competencies
B. Send the software back.
C. Obtain approval from your legal department.
D. Find out if using an old format would be acceptable.
105. Which of the following is correct concerning a change management plan?
A. It should be created during project executing.
B. It should include a method for controlling the schedule.
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C. It is better if it focuses on cost.

D. It is better if it focuses on risk.
106. During construction of a new manufacturing facility in another country, one of your
team members complains to you that the wage paid to the workers is below the
acceptable wage in your home country. In this situation, it is best to:
A. Ignore the issue as you have not heard the workers complain.
B. Pay the workers an appropriate wage for the country in which they work.
C. Pay the workers at the new facility a little less than the acceptable wage in your country.
D. Pay the workers at the new facility the same wage as your country.
107. Which of the following best describes when a project phase is generally concluded?
A. When it is scheduled in the milestone schedule
B. When the work for the next phase is ready to start
C. When the deliverables are accepted
D. When the work is done
108. The Close Project or Phase process includes all the following except:
A. Creating a project risk management plan
B. A collection of project records
C. Ensuring that records include final specifications
D. Analysis of project success
109. A project manager is documenting rules covering who will have access to controlled
documents, how changes to these items will be recorded and approved, and how
everyone will know what the current version is. The project manager is therefore
creating a:
A. Work authorization system
B. Change control system
C. Configuration management system
D. Project management information system
110. Instead of celebrating the end of the project, the stakeholders are breathing a sigh of
relief. None of them were confident the project would meet the end date. Which of the
following is probably not one of the reasons this project had difficulty?
A. Lack of a staffing management plan
B. Lack of a payback period
C. Lack of a communications management plan
D. Lack of milestones
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111. You are the project manager for a large project under contract with the government.
The contract for this two-year, multimillion-dollar project was signed six months ago. You
were not involved in contract negotiations or in setting up procedures for managing
changes, but now you are swamped with changes from the customer and from people
inside your organization. Who is normally responsible for formally reviewing major
changes to the project/contract?
A. The procurement/legal department
B. Senior management
C. The change control board
D. The project manager
112. Who should be responsible for defining project objectives?
A. The stakeholders
B. The project management team
C. The sponsor
D. The project manager
113. Effective project integration usually requires an emphasis on:
A. The careers of the team members
B. Effective communication at key interface points
C. Product control
D. Timely updates to the project management plan
114. During the creation of lessons learned for a project, the team determines that the
project would have been better if they had a change control board. Which of the
following is the best description of what a change control board helps the team to do?
A. Create change requests
B. Formulate the change
C. Create procedures
D. Approve or reject changes
115. During project executing, the project manager is spending a lot of time solving
problems that arise. It would be better for the project manager to transfer his efforts to:
A. Having the team solve the problems, thus freeing his time to hold more meetings
B. Performing sensitivity analysis on past problems and transferring them to other projects
C. Identifying additional risks and following the risk management process
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D. Executing the project management plan and making sure the quality management plan is
viable
116. As a project manager, you will create and accumulate a number of documents
during each of the project's phases. Some of these will be completed early, are unlikely
to be updated during the project. Others will be maintained throughout the course of the
project as living documents. When should you archive documents as historical records
for future projects?
A. Before the end of project executing
B. Before the end of project planning
C. During project closure
D. Throughout the project
117. A project has a payback period of nine months. What does this mean?
A. It will take the project nine months to cover the investment and start generating revenue.
B. The project will be complete in nine months.
C. The first nine months of the project will provide profit to the company.
D. It will take the project nine months to start incurring costs.
118. You were just assigned to take over a project from another project manager who is
leaving the company. The previous project manager tells you that the project is on
schedule, but only because he has constantly pushed the team to perform. What is the
first thing you should do as the new project manager?
A. Check risk status.
B. Check cost performance.
C. Determine a management strategy.
D. Tell the team your objectives.
119. The project manager on a large software installation project is working with her team
on a critical set of activities. They are working late on Saturday night. Circumstances
create a situation wherein the project manager must decide to change the schedule,
pushing the end date of the project out two weeks. What has most likely happened?
A. A status change to the implementation has taken place.
B. Scope creep has occurred.
C. An emergency project change has taken place.
D. Risk assessment failure has taken place.
120. The requirements documentation and contracts are:
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A. Project documents
B. Parts of the project management plan
C. Quality and procurement documents
D. Historical records
121. The organization is about to begin a series of similar projects. The projects will be
managed consecutively. Each project involves developing an online cooking video
focused on foods appropriate to the month in which they will be released. For example,
the summer videos will include picnic food and cool treats, and the December video will
feature holiday foods for Hanukkah, Christmas, and Kwanzaa. The project sponsor is
adamant that the management plan for each project includes an emphasis on making
the best possible use of the lessons learned register. He believes that other projects
have not been successful because they failed to take advantage of lessons learned from
previously completed projects. The lessons learned register should be updated:
A. At the end of the project
B. Throughout the project
C. At the end of each project phase
D. Weekly
122. There have been numerous changes on your project. All approved changes are best
reflected in the:
A. Validate Scope process
B. Project management plan
C. Performance measurement variance
D. Change control procedures
123. A project manager is assigned to an environmental engineering project chartered to
build a reverse flow fish ladder on a river. An environmental group is performing the
project. This type of project has never been done before. The project manager has
decided to build a basic project schedule and to detail the work of each part as the
current part nears completion. What best describes what the project manager is doing?
A. The process of planning change control
B. The process of reiterating a plan in the same order from project to project
C. The controlling process of ensuring that project objectives are met by taking corrective
action when necessary
D. The process of progressive elaboration
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124. Company management is presented with the following information on the net
present value (NPV) of several potential projects. Which project is the best choice?
A. Project C with an NPV of $20,000
B. Project A with an NPV of $95,000
C. Project B with an NPV of $120,000
D. Project D with an NPV of -$30,000
125. Which of the following is part of the integration management process?
A. Monitor and Control Project Work
B. Define Activities
C. Manage Stakeholder Engagement
D. Create WBS
126. A new project manager has been hired in your company, and you have been asked
to mentor her. Because she is well trained, she is planning her project in great detail.
Her first project for the company is relatively low priority, and you feel the project
manager is planning too many project control meetings. Which of the following would be
the best thing to tell her?
A. Make sure you include milestones to help plan the project to the project charter.
B. Make sure you identify more than 40 risks, and then have more than one meeting a
month.
C. Strike a balance between the extent of the control system and the risk of unfavorable
project outcomes.
D. A good project management plan should be about 90 percent complete before starting
work.
127. You will be managing a small project to add a few features to an existing software
package that is connected to your online ordering system. The project has a budget and
timeline that are more than ample to complete the features within the given constraints,
but the change control board members are known to be conservative. Which of the
following is the best method to control changes on this project?
A. Direct all changes to the change control board.
B. Prevent changes from being made.
C. Look for sources of changes.
D. Document the changes quickly when they occur.
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128. The buyer asks the project manager for the status of the project that his team is
working on. What is the best way to determine the status of a project?
A. Compare the project performance against the project baselines.
B. Compare the earned value to the planned value.
C. Compare the number of people used on each work package to the planned number to be
used.
D. Compare the project performance against the integrated change control plan.
129. Your well-planned project is likely to encounter a number of change requests and
approved changes during its life cycle. You have outlined the processes that you and
others will use to understand the impacts of changes in the change management plan.
Getting stakeholder acceptance of the decisions related to change on this project is
critical as a failed project could impact shareholder value and the earning projections for
the organization. Your attention is best focused on which of the following regarding
changes on your project?
A. Making changes
B. Informing the sponsor of changes
C. Preventing unnecessary changes
D. Tracking and recording changes
130. Your project has a cost performance index (CPI) of 1.1 and a schedule performance
index (SPI) of 1.03. All the deliverables to date have been completed to the customer's
satisfaction. Getting formal acceptance of the project management plan was difficult
because the schedule was compressed beyond reason. Activity B has float of 2 weeks,
activity C has float of zero, activity D has a float of zero and activity E is being done by a
new employee and has float of 3 weeks. The hardest part of the project is about to start
and the project management office has asked you to increase your management
oversight and report more often on the status of the project. In preparing your report,
you find out the team member completing activity E reports a one-day delay, the team
member completing activity D reports the material needed to complete the activity has
not arrived. The team member for activity B tells you his activity will be delayed by two
days because the customer has delayed formal acceptance during the Validate Scope
process. Another team member reports the earned value-related trend report is
favorable. What should you do?
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A. Investigate why it was difficult to get formal acceptance of the project management plan
and whether that problem added any risk to the project.
B. Hold a meeting to walk through the upcoming difficult activities with those doing the work.
C. Reassign resources from non-critical path activities to critical path activities and meet
with the customer about activity B.
D. Investigate the reason for the delayed material and the effect on the project.
131. Monitor and Control Project Work includes all of the following:
A. Updating the project management plan, creating network diagrams, and performing
regression analysis
B. Comparing actual performance to what was planned, reviewing changes to determine
their effectiveness, and performing cost-benefit analysis
C. Balancing the demands of all knowledge areas, comparing actual performance to what
was planned, and making change requests
D. Holding focus groups, issuing work performance reports, and approving corrective
actions
132. When is the earliest time administrative closure should be completed?
A. Whenever a deliverable is complete
B. Whenever a new project manager takes over a project
C. At the end of the project
D. At the end of each project phase
133. It is determined that the benefit of the internal ticket tracking system project will be in
the range of US $150,000 to US $230,000. The overall cost of the project is
approximately US $250,000. Team members could learn new skills and the staff would
benefit from its use. Which of the following tools could be used by management to
determine whether this project should be done?
A. Statistical sampling
B. Cost-benefit analysis
C. Design of experiments
D. Cost of quality
134. A team member notifies the project manager after the fact that certain project
deliverables have been attained without performing all the associated work packages in
the WBS. What should the project manager do first?
A. Review work packages and deliverables to determine impact, if any. Recommend
changes to the project management plan.
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B. Change the project performance measurement baselines and the WBS to reflect the
work performed in completing the deliverables.
C. Change the reporting process to get information sooner, then review the communications
management plan to see if it is still appropriate to the needs of the project.
D. Immediately communicate the changes to all team members and stakeholders, then
review the team member's performance.
135. An output of the Close Project or Phase process is the creation of:
A. A project management plan
B. Project archives
C. A project charter
D. A risk management plan
136. A scope change has been suggested by one of the stakeholders on the project. After
careful consideration and a lot of arguing, the change control board has decided to
reject the change. What should the project manager do?
A. Document the outcome of the change request.
B. Support the stakeholder by asking the board for the reason for the rejection.
C. Advise the change control board to make sure they create approval processes before the
next change is proposed.
D. Suggest to the stakeholder that the next change they request will be approved.
137. The project is plagued by requested changes to the project charter. Who has the
primary responsibility to decide if these changes are necessary?
A. The project sponsor
B. The project team
C. The project manager
D. The stakeholders
138. You are managing a software systems development project, and according to
metrics, you are about 75 percent of the way through the project's life cycle. Until this
point in the project, there have been very few changes needed to what has been
planned. Most of the changes have been minor. You are now fielding a number of
changes from suppliers as well as from within the project. You feel that you need to
have clearer information defining how change requests should be presented and
evaluated, as the stakeholders are upset that some of their requests have been
rejected. A change management plan should be created in which process group?
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A. Planning
B. Initiating
C. Closing
D. Executing
139. You are asked to prepare a budget for completing a project that was started last year
and then shelved for six months. All the following would be included in the project
budget except:
A. Direct costs
B. Sunk costs
C. Fixed costs
D. Variable costs
140. While reading a magazine article, you discover there is a project management tool
that other companies are using, but that your company has never heard of. You feel this
tool would be of great help on the project you are currently planning. What should you
do?
A. Talk to your colleagues, and see if they know about it.
B. Summarize your opinion of the benefits of using this tool in your company. Present your
analysis to your manager.
C. Arrange a meeting with your manager to discuss it.
D. Copy the article, and pass it around your company.
141. You are taking over a project from another project manager, and are reviewing the
existing documentation, including the charter, scope statement, and management plans.
Before proceeding, you want to identify and evaluate any assumptions made regarding
the project, as you know that incorrect assumptions can lead to problems later in the
project. What do project assumptions include?
A. Things we consider as the foundation of why this project is needed.
B. Things we think are true, but may not be true.
C. Events we assume will happen, as opposed to risks which may happen.
D. Aspects of project constraints not validated in the project scope statement.
142. The project has been going relatively well, although there have been some problems
with resource availability and the project scope has changed more than was expected.
The project is now completing one of its phases. Of all decisions, the sponsor must
consider during an end-of-phase review meeting, the most difficult is:
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A. Decreasing scope to maintain the budget

B. Authorizing budget increases for the next phase based on scope changes
C. Authorizing scope change for the next phase
D. Cancelling the project
143. You have been appointed manager of a project to convert multiple electronic mail
systems at a major financial institution to a single platform. Your company's approach
was not the client's first choice, and your firm was able to offer the lowest cost
alternative by using funds provided to your company for a different purpose. After the
project is underway, the client specifies a new approach that has never been used
before. When the project is approaching the originally scheduled end date, it becomes
clear that the technological approach will have to be significantly altered. Although the
client has been apprised of developments throughout the project through regular status
reports, and the project management plan has been followed, the client demands the
project be continued without any increase in cost until all of their requirements are met.
Your firm feels that it has no choice but to comply with the client's demands, although
this will result in a substantial loss on the project. What is the most important thing that
should have been done to avoid this situation?
A. Better identification of risks and development of risk mitigation strategies
B. Formal client acceptance of the project management plan
C. Enhanced communications management plan
D. Clearer project scope statement
144. Assumptions are:
A. Identified in project initiating, analyzed in project planning, and managed throughout the
project
B. Identified in project planning, validated in project planning, and used in project monitoring
and controlling to create control limits
C. Identified in project initiating, including in project planning, and managed throughout
project executing
D. Identified in project planning, used to make planning decisions, and managed throughout
project monitoring and controlling
145. The project manager has noticed there have been a lot of changes on the project.
This was not considered to be a problem until one day he discovers he cannot
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determine how many scope changes are currently being reviewed. This problem
indicates an error in which of the following?
A. Lack of a change control board and constrained optimization
B. Change control system and project scope management plan
C. A poor change configuration system and benefit analysis
D. Plan purchases and acquisitions and requirements gathering
146. A project manager meets with a resource manager and asks to move resources from
project A to project B. What is the most likely reason for this request?
A. An activity has taken longer than planned.
B. A problem has caused delay beyond the project manager's ability to control.
C. An activity was missed because a work breakdown structure was not created.
D. Project A has become higher priority within the organization.
147. Which of the following processes involves creating a coherent, consistent document
that can be used to guide all the work in both project executing and project monitoring
and controlling?
A. Risk Management
B. Develop Project Scope Statement
C. Plan Quality Management
D. Develop Project Management Plan
148. The customer on a project tells the project manager they have run out of money to
pay for the project. What should the project manager do first?
A. Close Project or Phase.
B. Stop work.
C. Shift more of the work to later in the schedule to allow time for the customer to get the
funds.
D. Release part of the project team.
149. You are managing a suspension bridge construction project. You have completed
initiating and planning, and are part way through executing on the project. Several
problems have arisen, none of them major threats to scope, cost, or time. You know that
at least one of the deliverables will be affected by quality standards, and that another
will be affected by safety standards. You are concerned that the technical resources
assigned may not have the knowledge and experience to deal with the quality and
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safety standards changes. Which of the following is the best order in which to deal with
problems that arise?
A. Resolve the problem with resources you control, go to resource managers, go to the
customer.
B. Go to the team, go to management, go to resource managers.
C. Go to resource managers, go to management, go to the customer.
D. Handle it yourself, go to the customer, go to management.
150. There are always more project ideas submitted to an organization than can be
selected and executed, based on limited resources organizations have available to put
into projects. Which factor would not be considered when an organization is choosing
between two projects to undertake?
A. Law of diminishing returns
B. Benefit-cost ratio (BCR)
C. Payback period
D. Net present value (NPV)
151. The engineering department has uncovered a problem with the cost accounting
system and has asked the systems department to analyze what is wrong and fix the
problem. You are a project manager working with the cost accounting programs on
another project. Management has issued a change request to the change control board
to add the new work to your project. Your existing project has a cost performance index
(CPI) of 1.2 and a schedule performance index (SPI) of 1.3, so you have some room to
add work without delaying your existing project or going over budget. However, you
cannot see how the new work fits within the project charter for your existing project.
After some analysis, you determine that the new work and existing work do not overlap
and can be done concurrently. They also require different skill sets. Which of the
following is the best thing to do?
A. Validate the scope of the new work with the help of the stakeholders.
B. Develop a project charter.
C. Reestimate the project schedule with input from the engineering department.
D. Identify specific changes to the existing work.
152. Objectives documented in the project charter should:
A. Be measurable
B. Be broad enough to ensure all the stakeholders are satisfied
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C. Relate to the project scope

D. Be free from risk
153. Management has promised you part of the incentive fee from the customer if you
complete the project early. While finalizing a major deliverable, your team informs you
that the deliverable meets the requirements in the contract, but will not provide the
functionality the customer needs. If this deliverable is late, the project will not be
completed early. What action should you take?
A. Cut other activities in a way that will be unnoticed to provide more time to fix the
deliverable.
B. Start to compile a list of delays caused by the customer to prepare for negotiations.
C. Provide the deliverable as it is.
D. Inform the customer of the situation, and work out a mutually agreeable solution.
154. A project has suffered many delays and the project manager has moved resources
around, spent more time with risk management, and even fast tracked the project where
possible. The project must be completed by its originally agreed-upon date, as
resources are needed for another project at that time. The project manager is about to
meet with the customer to tell them the product scope needs to be cut when you stop
him. What would you advise him to do?
A. Reevaluate the project's business case.
B. Work overtime.
C. Cut quality before cutting scope.
D. Move resources from a non-critical path to a critical path.
155. Which of the following is not a measure that determines if a business practice used
by another country is an unfair business practice?
A. It discriminates against women.
B. It hurts the right to physical movement.
C. It is a common practice in the other country.
D. It does not supply a decent wage for the country and the type of work.
156. In the course of completing work on the project, the project manager needs to
complete an activity she has never done before. During this time, the project manager
attends a professional association discussion where the presenter shares how he
completed a difficult activity on his project that is similar to the project manager's activity.
He provides a handout describing his process. The project manager should:
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A. Ignore the information.

B. Ask her manager for guidance.
C. Ask the speaker for permission to use the information.
D. Use the process to complete the activity.
157. What does a benefit-cost ratio (BCR) of 2.1 mean?
A. The profit is 2.1 times the costs.
B. The costs are 2.1 times the benefits.
C. The payback is 2.1 times the costs.
D. The cost is 2.1 times the profit.
158. Which of the following is not a reason to measure variances from the baseline?
A. To determine if there are any wild fluctuations
B. To create a project control system
C. To allow early corrective action
D. To catch deviations early
159. A project manager is trying to convince management to use more formal project
management procedures and has decided to start improving the company's project
management by obtaining a project charter for each of his projects. Which of the
following best describes how a project charter would help the project manager?
A. It gives the project manager authority.
B. It lists the names of all team members.
C. It describes the details of what needs to be done.
D. It describes the history of similar or related projects.
160. During project executing, you realize the subcontractors are working with incomplete
and different project scope statements. As the project manager, what should you do
first?
A. Review the scope with the stakeholders.
B. Stop work until the scope issue is resolved.
C. Check the work completed against the correct project scope statement.
D. Document the inconsistencies to the sponsor, calculating the cost of nonconformance.
161. The engineering department wants the project objective to be a 10 percent
improvement in throughput. The information technology department wants no more than
5 percent of its resources to be used on the project. Management, who is also your
sponsor, wants the project team to decrease tax liability. The best thing you can do is:
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A. Put a plan together that meets all the objectives.

B. Include the engineering and information technology objectives, but hold further meetings
regarding management's objective.
C. Have these people get together and agree on one objective.
D. Include only management's objective.
162. Outputs of the Close Project or Phase process include all of the following except:
A. A risk audit
B. Lessons learned
C. Project archives
D. Formal acceptance
163. The role of the project manager relating to integration is most appropriately
described as:
A. Ensuring the stakeholders' roles are integrated with the rest of the team
B. Ensuring team members work together
C. Ensuring management's role is integrated into the everyday workings of the project
D. Ensuring the various project elements are properly coordinated
164. A work authorization system can be used to:
A. Manage when each activity is done
B. Manage when and in what sequence work is done
C. Manage who does each activity
D. Manage who does each activity and when it is done
165. Which of the following sequences represents straight-line depreciation?
A. $160, $140, $120
B. $100, $120, $160
C. $100, $100, $100
D. $100, $120, $140
166. You have taken over a project during project planning and have discovered that six
individuals have signed the project charter. Which of the following should most concern
you?
A. Who will be a member of the change control board
B. Getting a single project sponsor
C. Determining the reporting structure
D. Spending more time on configuration management
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167. The project was going well until the director of marketing discovered two of her staff
members were working on different versions of the sampling plan, a product of your
project. Which of the following best describes what needs the attention of the project
manager on this project?
A. Resource allocation
B. Stakeholder management
C. Staffing management plan
D. Configuration management
168. A project manager has made a change to the project. The change is not significant
enough that it would cause a change to the project baselines, but it will affect several
members of the team. What should she do next?
A. Assign resources.
B. Request change control board involvement.
C. Evaluate impact.
D. Revise the project management plan and/or project documents.
169. Which of the following are all outputs of the Perform Integrated Change Control
process?
A. Recommended corrective actions, project documents updates, approved defect repair,
rejected change requests
B. Approved corrective actions, validated defect repair, forecasts, deliverables
C. Approved defect repair, project documents updates, rejected change requests, approved
corrective actions
D. Deliverables, implemented corrective actions, rejected change requests, validated defect
repair
170. Your project is almost complete when a team member notifies you she has added
extra functionality to the product of the project, and that she went ahead with the change
since it could be made quickly and not affect the major constraints. She tells you there
was no impact on the cost or schedule. What should you do as a result of this change?
A. Understand what functionality was added.
B. Instruct the team member to remove the extra functionality.
C. Issue an approved change request.
D. Implement change control processes to track the change.
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171. A stakeholder wants to make a change to the work breakdown structure that does
not affect the time or cost of the project. What is the best thing to do?
A. Tell the stakeholder that this change cannot be made without revising the project
management plan.
B. Make the change.
C. Look for other impacts on the project.
D. Meet with management.
172. The project is over and team members have moved on to other work. Sometime
later, the customer requests additional scope to be added. Which of the following is the
best explanation of why this happened?
A. Formal acceptance from the customer was never received.
B. Resources were needed on other projects sooner than expected.
C. Scope was removed from the original project.
D. The customer thought of something new at a later time.
173. You are a project manager on an international project of great importance to the
client. The client is from another country and is so pleased with how well the project is
going that he presents you with a company automobile for your personal use. The best
thing for you to do is to:
A. Thank him and offer a gift in exchange.
B. Ask for a gift that can be used up before you return home.
C. Politely turn down the gift.
D. Ask that the gift be exchanged for something that can be shared by the team.
174. Which of the following best describes when a project baseline should be changed?
A. When an official change is made
B. When a cost increase occurs
C. When a major delay occurs
D. Changes should never be made to the baseline
175. A project manager is assigned to a new, high priority project. There are only five
available resources because other resources are already committed to projects. The
time available to complete the project is less than half the time needed, and the project
manager cannot convince management to change the end date. The project manager
should:
A. Coordinate with team members the overtime necessary to complete the work.
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B. Look for any scope that can be cut from the project.
C. Provide the team with opportunities to produce acceptable quality on the work that can
be accomplished.
D. Use more experienced resources to complete the work faster.
176. You have designed an improved system for a consumer product that could decrease
repair costs for the consumer. Management is impressed with your idea, but has
decided to wait until next year to implement it. What is the best thing to do?
A. Tell everyone you come in contact with that you have a better design.
B. Wait until next year.
C. Go to one of your competitors with the idea in order to save consumers cost.
D. Advise government officials that there is a better alternative that could save the public
money.
177. You have been assigned to create a project charter for a project to implement an
internal website in your company. This project is expected to use a software platform
new to your IT department. Stakeholders identified to date have expressed conflicting
opinions about the website's basic functions. While confirming its high priority,
management is hesitant to commit sufficient funds. You are meeting tomorrow with a
seller who seems most qualified to design and implement the website. What should you
do first?
A. Create a high-level work breakdown structure to help you estimate costs.
B. Put out a fixed-price invitation for bid to best control costs.
C. Create a preliminary project schedule.
D. Perform a high-level risk analysis of the project.
178. Who issues the project charter?
A. Sponsor
B. Stakeholders
C. Project team
D. Project manager
179. There are two projects for the organization to choose between: Project A with an
NPV of US $45,000 and Project B with an NPV of US $85,000. What is the opportunity
cost of selecting project B?
A. $130,000
B. $45,000
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C. $85,000
D. $40,000
180. The project manager's many responsibilities include being of service to the team,
integrating new team members as the project progresses, and ensuring that the project
meets its objectives within scope, time, budget, and other constraints. Which of the
following best describes the project manager's role as an integrator?
A. Put all the pieces of a project into a cohesive whole.
B. Help team members become familiar with the project.
C. Put all the pieces of a project into a program.
D. Get all team members together into a cohesive whole.
181. Your project is expected to be critical for your organization's three-year growth
strategy. It has the funding it needs and has been allocated the people needed to build
the product. Your project team will be distributed throughout more than 10 locations
globally. There are, however, limited training resources. The product will be developed,
tested, and sold internationally. Which of the following would best prevent cultural issues
on your project?
A. Training on mannerisms of the other countries
B. Training in cultural differences between the other countries
C. Training in the project management process to be used
D. Training in the language of one of the countries involved in the project
182. Your department is currently working on four urgent projects when it is assigned a
major new project. To staff the new project, one of the four urgent projects needs to be
terminated. The benefit-cost ratios (BCRs) for the four projects are listed. Which would
you select for termination?
A. 1.9
B. 1.1
C. 0.9
D. 0.8
183. The project manager has just received a change request from the customer that
does not affect the project schedule and is easy to complete. What should the project
manager do first?
A. Contact the project sponsor for permission.
B. Evaluate the impacts on other project constraints.
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C. Go to the change control board.

D. Make the change happen as soon as possible.
184. Which of the following is included in a project charter?
A. The business case for the project
B. Detailed resource estimates
C. A risk management strategy
D. Work package estimates
185. The project manager is working to clearly describe the level of involvement expected
from everyone on the project in order to prevent rework, conflict, and coordination
problems. Which of the following best describes the project manager's efforts?
A. Develop Project Management Plan and Plan Quality Management
B. Manage Stakeholder Engagement and Direct and Manage Project Work
C. Validate Scope and Control Quality
D. Identify Risks and Develop Project Team
186. Double declining balance is a form of:
A. Life cycle costing
B. Straight-line depreciation
C. Accelerated depreciation
D. Decelerated depreciation
187. In order to decrease the risk on the project, the project manager decides during
project executing to change resources on a near-critical path activity. If she is unsure
whether such a change must be formally done on the project, she should look at the:
A. Integrated change control
B. Change control board
C. Configuration management plan
D. Change management plan
188. You have been assigned a second project with your new company. You have
received positive feedback on your performance so far, but are unfamiliar with
construction, which is the type of project you've just been assigned. All of the following
are your responsibilities as a project manager except:
A. Ensure that a conflict of interest does not compromise the legitimate interest of the
customer.
B. Determine the legality of company procedures.
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C. Maintain the confidentiality of the customer's confidential information.

D. Provide accurate and truthful representations in cost estimates.
189. Halfway through the project, the client considers cancelling the remaining work and
the contract. It would be best to look at which of the following to determine the purpose
of the project?
A. The chart of accounts, to determine the estimate at completion
B. The WBS dictionary, to confirm the scope is correct
C. The risk response plan, to evaluate alternatives
D. The project charter, to review the project description and need
190. You have recently joined an organization that is just beginning to follow formal
project management practices. In a meeting, your manager describes your next
assignment, a project to select and implement a new telephone system for the customer
service department. When you request a signed charter authorizing you to begin work,
the manager suggests you "just draft something." Which of the following is true about
the development of a project charter?
A. The sponsor creates the project charter, and the project manager approves it.
B. The project manager creates the project charter, and the sponsor approves it.
C. The executive manager creates the project charter, and the functional manager approves
it.
D. The project team creates the project charter, and the PMO approves it.
191. Procurement closure is similar to Close Project or Phase in that they both involve:
A. Kickoff meetings
B. Quality management activities
C. Scope validation planning
D. Confirmation that the product is accepted
192. All the following are parts of the Direct and Manage Project Work process except:
A. Implementing corrective actions
B. Using a work breakdown structure
C. Identifying changes
D. Setting up a project control system
193. You have a choice of four ongoing projects that you can take over as project
manager. Project 1 has a benefit-cost ratio (BCR) of 1.4, is a high priority project, and
has a critical path length of 16 months. Its cost performance index (CPI) is 1.2. Project 2
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has a schedule performance index (SPI) of 1.1, is using three critical resources, has a
low priority, and has a BCR of 1.1. Project 3 has a CPI of 1.2, an SPI of 0.89, a BCR of
1.6, and a critical path length of 19 months. Project 4 has a CPI of 0.82, an activity with
33 days of float, a hard-to-get resource assigned to activity L, and a priority of keeping
cost low. Based on the above, which project would you prefer to take over?
A. Project 2
B. Project 3
C. Project 1
D. Project 4
194. All the following are parts of an effective change management plan except:
A. Standards for reports
B. Procedures
C. Meetings
D. Lessons learned
195. Benefit measurement and constrained optimization are examples of:
A. Variable costs
B. Project selection methods
C. Benefit-cost ratios
D. Types of depreciation
196. A project team member tells you she went to her project manager with a good idea
for a useful change to the project. Instead of giving her approval to make the change,
the project manager asked her to write a report describing the benefits of the change.
What is the most appropriate advice for the situation?
A. A project manager must be able to weigh the benefits of the change versus the costs and
compare them to other possible changes. The team member should do what was asked.
B. The project manager is being unreasonable and should do that kind of work herself.
C. Remind the project manager that the cost-benefit analysis for the project was done
during project planning.
D. The team member should do what was asked because this sort of information must be
given to the project sponsor to make the change.
197. All of the following should be done by the project manager during project monitoring
and controlling except:
A. Determine a change has occurred.
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B. Make sure all changes are approved by management.

C. Ensure a change is beneficial.
D. Manage changes as they occur.
198. The CEO of the company has assigned a project manager to a project the CEO has
wanted to do for a long time. What should the project manager do first?
A. Work with the CEO to get buy-in from the other stakeholders.
B. Guide the creation of a project charter.
C. Assist the CEO in putting together a cost-benefit analysis to show the need for the
project.
D. Produce a ranking of all feasible projects, including the assigned project, in a weighted
scoring of decision variables.
199. The primary customer of a project has requested an application change during user
testing. As project manager, how should you address this issue?
A. Develop a risk mitigation plan.
B. Inform the project sponsor of changes to scope, cost, and schedule.
C. Ensure the scope change complies with all relevant contractual provisions.
D. Create a formal change request.
200. You have been assigned as the project manager for a construction project that has
had two previous project managers, when you discover a deliverable will be late. Your
analysis shows the item can be purchased from another seller at a higher price without
affecting the schedule. What is the best thing to do?
A. Change the project management plan to reflect the new due date.
B. Discuss the impact with the customer and ask for a decision.
C. Crash or fast track the project.
D. Evaluate the impact of the decision.
201. A project management plan should be realistic in order to be used to manage the
project. Which of the following is the best method to achieve a realistic project
management plan?
A. The project manager creates the project management plan based on input from the
team.
B. The sponsor creates the project management plan based on input from the project
manager.
C. The functional manager creates the project management plan based on input from the
project manager.
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D. The project manager creates the project management plan based on input from senior
management.
202. The amount of funds available for a company to invest in projects is called:
A. Value analysis
B. Net present value
C. Working capital
D. Direct cost
203. A project manager is working on a complex project with people from around the
world. The project schedule is set, but the work packages require detailed integration
with other work packages done by the buyer. What is the best thing the project manager
could use to control this situation?
A. Work authorization system
B. Historical information
C. Change control board
D. Configuration management
204. You have recently joined an organization that is just beginning to follow formal
project management practices. In a meeting, your manager verbally describes your next
assignment, a project to build an internal website that will be used by the human
resources department. You respond by requesting a signed charter. Why is it unethical
to do a project without a charter?
A. No one would be aware that the project is occurring.
B. It wastes company time, money, and resources.
C. Resources may become overloaded since the project is not official.
D. It is not an issue of ethics, it is part of the process of project management.
205. Four projects have been proposed to management. Project A has a payback period
of 16 months. Project B has a payback period of 12 months. Project C has a payback
period of 8 months. Project D has a payback period of 6 months. Which project should
management choose?
A. Project A
B. Project B
C. Project D
D. Project C
206. The project management plan is least useful for which of the following?
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A. Guiding project execution

B. Developing the project charter
C. Facilitating communication among stakeholders
D. Documenting planning assumptions
207. Your organization is approached by company A to produce certain software. In the
middle of the project, a competitor of company A asks your organization to produce
similar software for them. What should you do?
A. Do not do the new project since it is a conflict of interest.
B. Do the project with all new work.
C. Do the project using some of the material created for company A.
D. Review the intellectual property clause for the first project to help determine the
approach to take.
208. A project manager has finished the project. He knows the project scope has been
completed and is within cost and time objectives set by management. Management,
however, says that the project is a failure because the original schedule was for 27
weeks and the project was completed in 33 weeks. If the project baseline was 33
weeks, the project is a success because:
A. It was completed within the schedule baseline.
B. It only had six weeks of changes.
C. There was good communication control.
D. There were so few changes.
209. A project may be selected based on all of the following except:
A. Benefit measurement
B. The number of resources required
C. Net present value (NPV)
D. Value analysis
210. You are working to develop a project charter for a proposed project. You need
enough high-level information regarding the project to assess whether it is feasible
within the given constraints. You will not do any detailed planning until you know your
project has been selected over the many others your organization is considering. What
is the cost of choosing one project and giving up another called?
A. Net present value (NPV)
B. Fixed cost
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C. Opportunity cost
D. Sunk cost
211. At the end of a two-year project, the key stakeholders agree that the project has met
all the objectives outlined in the project charter and further defined in the project scope
statement. The project was within budget and finished on time. The management of one
of the functional areas is quite upset because over half of his staff quit during the
project, citing long hours and lack of management support. What is the most correct
statement about this project?
A. The project manager did not obtain adequate resources and did not set a realistic
deadline based on resources available.
B. The project was within budget and time and achieved its objectives. Upper management
is responsible for providing adequate resources, and the project manager successfully
managed the project with available resources.
C. The project should be measured against how successfully it met its project charter. This
was not done during this project.
D. The functional manager is responsible for his staff and obtaining adequate resources to
meet the schedule once it has been set. The project and project manager achieved all of
its objectives set forth in the project charter.
212. Company management is presented with the following information on the payback
period for several possible projects. Which project is the best choice?
A. Project B with a payback period of 9 months
B. Project D with a payback period of 18 months
C. Project C with a payback period of 12 months
D. Project A with a payback period of 6 months
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1. The correct answer is B.
Remember, the internal rate of return is similar to the interest rate you get from the bank. The
higher the rate, the better the return.
2. The correct answer is C.
The project manager's primary responsibility is to complete the project she was chartered and
approved to complete. She also has a secondary responsibility to make sure the project is still
necessary, and to determine whether it needs to change based on the customer's needs.
Protecting a project from conflicts of interest and providing accurate and truthful reports are
always part of a project manager's professional and social responsibility. However, completing
the project in a professional manner is the primary responsibility.
3. The correct answer is A.
Nothing in this question says the other hotel is cheaper than the company's hotel chain. Did you
read it that way? An employee does not have the option of choosing whether to follow company
policy. Nor, generally, can a manager override company policy. Only the owner of the policy can
do that. A project manager must follow policy; therefore, it is best to use the company's hotel.
Direct and Manage Project Work and Monitor and Control Work make up the majority of the
project work efforts.
The project management plan is more than just a schedule, budget, and management plans.
The project charter is not part of the project management plan. A project management plan is a
formal, approved document used to control the project.
You should offer your assistance without doing the work.
A project manager must always evaluate the situation before recommending a corrective action
or a change.
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Management plans document how the team will manage on a more detailed level. Examples of
management plans include scope, schedule, cost, quality, and risk management plans. They
become parts of the project management plan.
The higher the benefit-cost ratio, the better.
A project manager must manage and integrate all aspects of a project. If all activities are
delegated, chaos ensues and team members will spend more time jockeying for position than
completing activities.
The biggest problem is retaining team members until closure of the project. People often start
looking for their next project and leave before administrative closure is complete.
A poor communications management plan is not likely to cause the volume of changes in this
instance.
Notice how much information is thrown at you in this question. It is important to practice reading
through questions to discover what is important and what is simply background information. In
this question, the only thing relevant was the corrective action taken. Once you discover what
the primary issue is, look at the choices to find out which is best for addressing that issue. What
is the primary issue here? Did you realize the team member's note is about a non-critical path
activity? ("Until the project float is in jeopardy" means there is float; thus, the activity is not on
the critical path.) So, is the issue the non-critical path activity or the documentation? You might
disagree with the logic, but in this case, the answer is the documentation. In the real world,
problems often repeat. Without a record of what was done, there is no opportunity to consider
the same solution for future problems. Documentation is critical to projects. Because the change
log becomes part of the historical records database, it is best to first record the corrective action
taken, then discuss the value of documentation at the next team meeting, and, finally, smooth
the team member's issue with the accounting department.
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We convert a future cash flow into a value today. This allows us to directly compare two future
cash flows.
First, you need to understand the scope of the change so you and the team can evaluate the
impact. Next, come up with options, which you present to the change control board. The change
control board then decides whether to approve the change and its corresponding impacts on the
project.
16. The correct answer is D.
The project manager should not necessarily prevent all scope or cost changes, and the sponsor
is not involved in all changes. Changes found early will have less of an impact on the project.
Thus, it is best to discover needed changes as early as possible.
Lessons learned and project archives are finalized in the Close Project or Phase process.
Although team members are released throughout the project as their work is completed, some
team members are retained to assist with final project closure. Procurement closure is separate
and distinct from the Close Project or Phase process. Procurement closure occurs as contracts
are completed. This may happen before the project as a whole is complete. However, all
procurements must be closed before the project as a whole is closed.
A project without a charter is a project without support. The information provided for the other
projects does not justify selecting them. Even the number of resources is not relevant, since the
number of resources for the new project is not provided.
Cost-benefit analysis is done earlier in the project to help select between alternatives. All the
other choices are done during the Close Project or Phase process. Therefore, performing cost-
benefit analysis must be the best answer.
The change management process should be formal so changes don't "just happen." You
manage them. You want changes documented for historical purposes so there is an audit trail
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indicating why you made the changes. The change control system is a part of an organization's
enterprise environmental factors.
Replanning is uncalled for by the situation described. Reaching the planned completion date
does not mean the project is necessarily finished. A project is complete when all work, including
all project management work, is complete and the product of the project and all project
deliverables are accepted. The lessons learned are project management deliverables and must
be completed for the project to be complete.
The project manager must manage professional and social responsibility in all aspects of the
project.
Integrated change control requires coordinating changes across knowledge areas. A proposed
schedule change will often affect cost, quality, risk, resources, and customer satisfaction.
The company code of conduct should cover items such as bribes, guidelines for situations, and
other business practices.
Before anyone can be notified, the change must be finished. That means looking for time, cost,
quality, risk, resources, and customer satisfaction impacts. Sign-off would occur after other
impacts are identified.
Look again at this question. It does not provide details of what is wrong. It is more appropriate to
meet only with the team members involved than to meet with the entire team. A project manager
must understand what led to problems with team dynamics, project scope, etc. in order to
decide what to do and with whom to meet to resolve the problem. Only reviewing the project
deliverables deals with evaluation.
This question integrates a lot of information and tests your ability to discern what information is
relevant to the question. Although some figures to calculate float are provided, there is no
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information to say that float is a problem. Most projects have hard-to-get resources. The
question does not give an indication that having hard-to-get resources is a problem. CPI is
greater than one, so cost is not something to worry about. SPI is less than one, and is therefore
the best answer.
Management does not have to be consulted on, or approve, all changes. As changes are
approved, the project management plan and project documents are updated accordingly. This
includes updating all impacted baselines.
First, you need to understand what change has taken place and then evaluate the impact and
options. (Note that this is an example of gold plating by the team member.)
The opportunity cost is the value of the project that was not selected; the lost opportunity. Here,
the opportunity cost is $30,000.
Lessons learned, formal acceptance, and transition of the product of the project all occur in the
Close Project or Phase process. Cost-benefit analysis is performed by management to compare
potential projects.
The project baselines are included in the original approved project management plan, and are
changed to reflect approved changes to the plan. Baselines are useful in detecting variances
from the project management plan. The WBS is created before the project management plan.
Therefore, baselines are not available when the WBS is created.
You do not have enough information to consider resource leveling or crashing this project. As
you work on any project, you need to constantly reevaluate the project objectives and how the
project relates to other concurrent projects. Is your project still in line with corporate objectives?
If the other project will impact yours, you need to be proactive and work on options now.
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Though all the choices seem like good ideas, there is only one best option. Usually these
questions can be reworded to, "What do you do next?" Integrating is a great idea, but not all
projects have another project with which to integrate. The project manager cannot move on until
the project is actually completed. That means that the Close Project or Phase process must
occur. The only choice that relates to Close Project or Phase is to analyze project success or
failure. Once that process is done, then throw a party!
Notice that the first paragraph is extraneous. Also notice that the question states that the
change has already been made. The project manager’s actions would be different if the change
had not been made. The project manager, with the help of others, must determine how the
change impacts the project as a whole. Asking the team member how he knows there is no
impact on schedule, cost, or quality is the best answer. This begins the project manager’s
analysis of the impacts to the project as a whole by finding out what analysis has already been
done. This change minimally involves a change to the scope baseline, and likely other baselines
as well. A change request must be ultimately submitted to integrated change control, but that is
not listed as an option.
Project managers have a professional and social responsibility to ensure that any conflicts of
interest do not compromise the legitimate interests of the customer. The project manager must
inform the customer of the family relationship with a potential supplier.
Facing the problem sooner is better than facing it later.
The best thing to do would be to show the impact. This is the only choice that prevents future
problems, which is always the best choice. The other choices just pretend the problem does not
exist.
First, you need to find out why the customer is not happy. Then meet with the team and
determine options.
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The project manager's role in project executing is not just to manage the overall project effort.
Individual attention must be paid to each knowledge area, and the impacts of each knowledge
area on the others. Integration management requires project managers to keep all the
knowledge areas in mind at all times.
Although some of the other choices might result in a fine, bribes can result in jail time.
One way to decide if a change should be approved is to determine whether the work falls within
the project charter. If not, it should be rejected, assigned to a more appropriate project, or
addressed as a project of its own.
Did you like the idea of asking the team member why he needs more time? That would have
been done before you determined the only impact. The use of the phrase "only impact" here
implies the investigation of the impact in integrated change control has already been done.
Looking for objections from stakeholders cannot be the best choice, as change control board
members are the selected representatives of the stakeholders. Generally, a change not
impacting the baselines would not require approval by a change control board. However, since
the other choices offered here are clearly incorrect, we must assume that such approval has
been specified in the change management plan for this project. Therefore, the best choice is to
submit the information to the change control board and determine if this might impact the team
member's future work. After the board reviews, and formally rejects or approves the change,
you should inform the team member of the decision.
The project management plan includes more than just a bar chart and the project manager's
plan for completing the work. It includes all the management plans for the project.
Product acceptance criteria is included in the requirements documentation, not the project
charter.
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The project manager is asking how to make a change. Such a question cannot be resolved
using management by objectives, team relations, or a work breakdown structure. The
procedures, forms, sign-offs, and other similar requirements for handling changes should have
already been determined in the change management plan. Because they were not, the project
manager will waste valuable work time trying to figure it out after the fact.
The best way to deal with this problem is to discover the root cause. Only a discussion with the
research department can help with that.
Do you remember what to do when there is a change? Evaluate first. You wouldn't take action
before getting approval, so compressing the schedule or cutting scope would happen after
consulting the sponsor and/or advising the client of the impact of the change. You would not go
to the customer before going to your internal management, so advising the client is not the
correct thing to do next. The next step is to discuss options with the sponsor.
The project manager is an integrator. This is a question about your role as an integrator and
communicator.
You need to follow Company B's practices and procedures while you try to influence
improvement.
In initiating, you don't need a precise estimate to get the charter approved. A rough order of
magnitude (ROM) estimate, with a range of -25/+75 percent suffices. It is unlikely the cost of the
final resources would be outside the parameters of a ROM estimate.
Regression analysis is a tool of the Close Project or Phase process. Also in closing, reasons for
termination are documented, and information is transferred to the next project phase or to
operations. The Validate Scope process looks at acceptance of project deliverables, and occurs
during project monitoring and controlling, not at the end of the project. In Close Project or
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Phase, we confirm that all product scope is completed and that the project objectives have been
met.
Constrained optimization uses mathematical models. Linear programming is a mathematical

model.
Projects must be closed out, no matter the circumstances under which they end. Even if the
project is not completed, there is benefit to this process. The best reason of the choices here is
that the closing process gathers lessons learned for the benefit of future projects.
Approved change requests are an output of Perform Integrated Change Control. The remaining
items in each choice are outputs of the Monitor and Control Project Work process.
Sometimes, certain classifications of changes get automatic approval on a project and do not
need a change control board's approval. For example, in an emergency, changes may be made
by the project manager without the change control board. Baselines should be changed to
reflect all approved changes that impact them.
Forms or procedures do not deal with the root cause of the changes. The project charter does
not include enough detail about the project to provide you with the information you need in order
to control the changes. The number of changes being requested and made indicates the scope
definition was incomplete. A thorough review of the project scope with the stakeholders will help
identify where problems exist and allow you to focus on fixing them.
The first action is to evaluate the impact of a change. An evaluation encompassing the impact of
the change on the project schedule, cost, quality, risk, resources, and customer satisfaction is
required.
Adding more people would increase cost. Since there is a less costly solution, this would not be
the best choice. Many project managers make the mistake of just adding meetings, but there is
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usually a more effective and less costly use of time. Although phases would help, these are
usually larger pieces than milestones. Did you know that adding milestones is a control feature?
If a milestone is completed on time and on budget, the project manager has some measure of
the status of the project.
In this case, all the choices are "correct." You need to evaluate the change. Depending on the
change, you may need to meet with the team. Meeting with the customer to obtain more
information is also a good choice. Since all these actions are parts of the change control
process, the best answer is to follow that process.
Modifying the products in production does not solve the problem, it just prevents it from getting
bigger. Waiting for an injury is unethical, and may cause additional liability. Although insurance
would cover the risk, it is best to recall the product and fix the problem in all instances.
Complaining about the missed deadline could be done, but it is not proactive. It would be helpful
to get to the root cause of why this department always comes up with such ideas or changes
after the project begins. However, this is not the immediate problem; the change is the
immediate problem, and therefore complaining is not best. The type of project organization
described is a matrix organization. There is not anything inherently wrong with such an
organization, nor is there anything in this particular situation that would require it to be changed.
So, changing the way the company is organized cannot be best. The department's history
indicates that asking if the department has other changes is something that should definitely be
done, but the proposed change needs more immediate attention. Looking at impacts of the
change begins integrated change control.
This question deals with the proper creation of the project management plan. The final plan
contains more information than what is listed in this question. It is the final plan and not the
components that require authorization. Otherwise, there is extra work for everyone. The project
management plan is approved after all its components are completed.
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Did you pick Validate Scope? Then you may have forgotten that the Validate Scope process is
done during project monitoring and controlling, not project closing. Planning the risk responses
and creating the staffing management plan are done earlier in the project. The lessons learned
can only be completed after the work is completed.
Crashing and replanning are essentially delaying the problem. Instead, the project manager
should try to prevent it by showing the consequences if the resources are not available. This is a
more effective strategy than saying, "But you gave those resources to me."
Cost-benefit analysis and gaining support from stakeholders must have already occurred, as
you are being requested to create a project charter. Management plans are not created until
project planning. In order to create the project charter, you need to know the business
objectives, or business case, of the project.
Only with formal acceptance can the project manager be sure the project work is really
complete.
Project deliverables are produced in the Direct and Manage Project Work process. Develop
Project Management Plan is a planning process, Manage Team is a resource management
process, and Control Scope is a scope management process.
Integration can be done during project planning and executing, but it is most important when
you reach key interface points in the project. You must orchestrate the coming together of the
results.
The milestone list and risk register are project documents. Lessons learned are an
organizational process asset. Lessons learned from previous projects may be an input to the
project management plan, but they are not part of it. Of the choices presented, only baselines
are included in the project management plan.
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In this situation, the project is doing well. None of the details show major problems. Even the
cost variance of -$500 is small. Which of the following should a project manager do when the
project is going well? Since the second phase of the project should not have started without
closing out the first phase, closing the first phase could not be best. There is no reason to
believe fast tracking is necessary, as the project is not delayed. Investigating risks related to
senior management should have already been done as part of the planning process group. This
is old information that would have been known at that time. With everything going well on the
project, the only choice that makes sense is to review the management plans for the project.
Here is another question that requires you to think about each part of each choice to determine
the correct answer. Validated changes are outputs of Control Quality Management and inputs to
Monitor and Control Project Work, making that the exception. All of the other items listed in the
choices are inputs to Direct and Manage Project Work.
Administrative closure is performed at the end of each phase of the project. Outputs are
consistent regardless of the phase.
The project charter is issued by the sponsor. The project manager may have a role in its
creation.
Integration is a key responsibility of the project manager.
Project management plan updates, work performance data, and change requests are all outputs
of the Direct and Manage Project Work process. Cost-benefit analysis compares the expected
costs of the project to the potential benefits. Therefore, it is not a part of the Direct and Manage
Project Work process.
The project manager needs to do more than just monitor and track changes. The best answer is
the proactive answer; influence the factors that cause changes.
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Changes are not listed in the scope management plan or in the project charter. The project
manager should determine if a change is needed and if the change is beneficial. The project
manager should then notify stakeholders affected by the approved change.
Since an extension of time would not reduce the cost of the project, it would not be the best
choice. Although terminating the project might be the end result, it is too early to make such a
suggestion, especially since the work completed on the project would probably be wasted.
Cutting 10 percent is arbitrary and leads to increased estimates in the future. This is the worst of
the choices offered. It is better to deal with details of each activity and find real cost savings.
Reviewing and then recommending changes to expensive requirements involves going back to
the customer, which should generally be the last choice. However, this situation explains that
the project manager already attempted to cut costs in ways that do not affect the customer.
The change control system should include documentation of the process for making changes.
Although documentation of his requested change may help the subject matter expert to gain
acceptance of his suggestion, the project is still in the initial planning process and a project
management plan, and baselines have not been approved. Project planning is not complete
until iterations have produced a realistic and formal project management plan. Therefore,
change control is not required at this point in the project.
The first thing is always to evaluate the impact of the change on the project. A good thing to do
next might be to see what the contract states and then meet with the customer. Demanding
installation of the originally specified carpet might be too drastic, and documenting the change
really means doing nothing. Your actions in this case might be different than if the carpet was
not already installed.
The number of years is already included in the calculation of NPV. The project with the highest
NPV should generally be selected.
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Without adequate documentation, it is impossible to know what was agreed upon and the status
of the project.
Because net present value is the value in today's dollars of different cash flows, the project with
the highest NPV is the best one. The number of years is included in the NPV calculation.
Be very careful, as this simple question may uncover many gaps in your knowledge. The
question is really asking, "The project priority has become lower, what should you do?" Although
projects should relate to the company's objectives, many do not. Why would you decrease
costs? In order to decrease costs, you must decrease scope or quality. Nothing here indicates
this is required. You are still chartered to do the same project. One cannot arbitrarily change the
CPI; the CPI changes based on changes in project performance. Target opportunity cost is a
made-up term. The only correct choice is to extend the schedule and allow flexibility to
accommodate the delays and other risks a low priority adds to the project.
The change control system must include procedures to handle changes that may be approved
without prior review, for example, as a result of emergencies.
Did you realize this situation is taking place during project initiating? The scope statement and
resource plan are created in project planning, and so are not yet available. Therefore, we are
left with deciding if the magazine article or a conversation with a team member who worked on a
similar project provides the greater value. Since the information gained in conversing with the
team member provides input more specific to your organization, it is the best choice.
A project manager should be looking at where changes are coming from and doing whatever is
necessary to limit the negative effects of change on the project. He or she needs to find the root
cause, so future changes may be avoided.
Direct and Manage Project Work is the only correct response.
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Formal sign-off and formal acceptance must be received from the customer in order for the
project to be considered complete.
There is no reason to suspect a brief project scope statement is a problem on the project.
Simply making a list of activities is example of incorrect project management practices, which
will appear in choices throughout the exam. Did you choose accomplishing the project as time
allows? Planning should still occur. All projects, even those without a required completion date
(yes, they do exist), should be planned and have a schedule, so that, among other things, the
team knows what should be done by whom, and to control the project and prove project
success. However, because there is no required end date, schedule flexibility can be built into
the plan, allowing for resources being removed and other such delays.
Creating a bar chart or making a list of activities are not the way a project is planned.
Determining what can get in the way of project success relates to risk management. The project
management plan is used to guide the project.
The product of the project is completed at the end of the project.
Be careful when reading a question like this. It can divert your attention with talk about a quality
project, etc. Focus on the question. You need a project scope statement first, before you can
create the other parts of the project management plan listed as choices.
Ethics questions are tough because they push the envelope of project management. A "you
have your way, I have mine" approach disregards activities that might be legal in another
country but are illegal in your own country. It does not always work to apply the business
practices of your own country because each country has its own laws. No matter the
circumstances or location, the rule against violating fundamental human rights is applicable.
Discussing feedback refers to lessons learned. Obtaining customer sign-off and reviewing
project documentation are always part of closure. When project closure occurs at the end of the
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project (as opposed to at the end of a phase), the project management plan would not need to
be updated, making that the exception.
Professional and social responsibility includes looking after the customer's best interests.
Therefore, ignoring the newly available upgrade cannot be best. In this case, the schedule and
scope are already approved and all changes must go through the integrated change control
process. Implementing the change on any of the sites without following the process is not
acceptable. The best option is to inform the customer of the available upgrade and the impacts
to the project's timeline and functionality if the upgrade is implemented.
You want to capture data at the end of each phase of a project. If you wait until the end of the
project, you may forget important information.
Although the issue relates to scope, integrated change control procedures should be followed.
The scope change may impact any of the other project constraints (time, cost, risk, quality, etc.).
All the project documentation goes into the archives. Therefore, it must be completed. The
archive is the last thing to create before releasing the remaining team members.
Tacit knowledge includes emotions, experience, and abilities. Sharing this type of knowledge
requires an atmosphere of trust within the team or organization. The other choices relate to
explicit knowledge.
Directing occurs while the project management plan is being created. During project executing,
the project manager should be focused on integrating the work of others into a cohesive whole.
This is more important than just coordinating or leading.
Any software created by a company is owned by that company. As nothing is said about a
license agreement, the other project manager probably does not have the right to send it to you,
nor do you have the right to use it. Investigating the option of using an old format is not the best
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choice in this situation, since you might not have the right to use the software at all. Because
this issue deals with legal rights, you might have selected seeking approval from your legal
department, but it is not the best choice, as you and your company can be liable for infringing on
the project manager's company's rights. It is best to send it back and then clarify your legal
options.
A change management plan, created in project planning, must look across the project and not
focus on just one area. It must include procedures for controlling each area.
This is an ethical question. One generally needs to work within the laws and customs of the host
country.
Work for each phase must be inspected and accepted before the phase can be closed out.
The project risk management plan is created in project planning.
A work authorization system helps tell the team when work should begin on work packages. A
change control system helps track, approve or reject, and control changes. The configuration
management system is part of the project management information system. Of the two options
(PMIS or configuration management system), configuration management system is the best
choice because it helps control documents on the project.
A payback period is the amount of time it takes to recoup the investment in a project.
It is the role of the change control board to review and approve changes. That board may
include people representative of all of the other choices.
It is the sponsor's role to determine objectives. These objectives are described in the project
charter.
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This question is asking for the most important of the choices. Think about what is involved in
integration: project management plan development, project management plan execution, and
integrated change control. Updates and product control are parts of project monitoring and
controlling, while integration includes more than control. Advancing the careers of team
members falls under project executing (the Develop Team process). To integrate the project
components into a cohesive whole, communication is key whenever one activity will interface
with another or one team member will interface with another, and when any other form of
interfacing will occur.
The person requesting the change usually formulates the change and creates a change
proposal. The performing organization usually creates the procedures regarding changes. The
change control board reviews requests for changes, evaluates both the positive and negative
impacts, and then approves or rejects the changes.
This question includes a lot of things that could be done. Before you read on, look again at the
choices. The project manager need not focus on holding more meetings, and the team should
not solve all problems. Sensitivity analysis is done during the Perform Quantitative Risk Analysis
process. Executing the project management plan is not as proactive as identifying more risks.
Only identifying more risks gets to the root cause of the problems.
Documents are collected throughout the project. They are archived during the Close Project or
Phase process.
The payback period is how long it will take the company to recoup the investment in the project.
Before you can do anything else, you have to know what you are going to do. Developing the
management strategy will provide the framework for all the rest of the choices presented and
the other activities that need to be done.
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An emergency change has taken place. The change control system must include procedures to
handle changes that may be approved without prior review, for example, as the result of
emergencies.
These documents are not part of the project management plan. They will eventually become
part of the historical records, and are associated with scope and procurement. This question is
testing whether you know what is a project document and what is included in the project
management plan. Requirements documentation and contracts are project documents.
The lessons learned register is a living document. It should be updated throughout the project,
for the benefit of the current project, future, similar projects, and the organization as whole. The
communications management plan documents how new lessons learned should be shared.
Variances indicted by performance measurements do not reflect approved changes, although

they may require change requests to address them. The Validate Scope process deals with
obtaining formal acceptance from the customer. Change control procedures might address how
to handle changes, but do not reflect approved changes. Changes made via the change control
system will be documented in some part of the project management plan and/or project
documents.
Even with the best of efforts, the project management plan may not be finalized when the
project work begins. This project has taken into account that planning is an interactive and
ongoing process, and the project manager is using the process of progressive elaboration.
The project with the highest NPV is generally the best choice.
Define Activities is part of schedule management, Create WBS is part of scope management,
and Manage Stakeholder Engagement is part of stakeholder management. Monitor and Control
Project Work occurs during integration management.
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The number of risks identified is dependent on the project. There is a belief that a project
management plan should be complete before starting work, but there are no standards that say
it should be 90 percent complete or any other such number. That would also depend on the
project. Milestones might be a helpful control tool, but they are not used to "help plan the project
to the project charter." This statement makes no sense. Since the project is lower priority, it
would be wise to limit control activities to the needs of the project, making this the best choice.
Remember the question asked for methods to control changes, not just deal with them. Looking
for the source of changes is the most proactive.
Project performance is compared against the project management plan and the project
baselines to determine how the project is doing and to identify any needed changes.
Project managers should be proactive. The only proactive answer here is preventing
unnecessary changes.
Did you notice all four choices could logically be done? To answer this question, ask yourself
what is the biggest issue. If you chose to investigate the difficulty in gaining acceptance of the
project management plan, you would be solving the wrong problem! The most immediate
problem described here is not the past difficulty getting acceptance of the project management
plan. Walking through the difficult activities with involved team members is wise, but it doesn't
have to be done immediately. The same can be said for reassigning resources. In this case, the
biggest issue is the material delay for activity D, since activity D is on the critical path. A delay
may require the reassignment of resources, but you do not yet know if the delay will impact the
schedule. It is most urgent to investigate the reason for the delayed material and the resultant
effect on the project. Study this question well. Knowing what choices are appropriate when a
change occurs depends on the situation described and is an important skill for a project
manager.
Corrective actions may be recommended in Monitor and Control Project Work, but they are
approved in Perform Integrated Change Control. Focus groups are a tool of Collect
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Requirements. Cost-benefit analysis is used in project selection and in Plan Quality

Management to compare the cost of quality to the expected benefit. Network diagrams are
created in the Sequence Activities process. The only list that is entirely correct is: balancing the
demands of all knowledge areas, comparing actual performance to what was planned, and
making change requests.
This question tests whether you realize that administrative closure can occur at the end of each
project phase (if you have divided the project into phases), as well as at the end of the project.
Cost of quality is the cost of work added to the project to accommodate quality efforts. Design of
experiments is used to determine which variables will improve quality on a project. Statistical
sampling is used in quality control, when it would take too long or cost too much to evaluate an
entire group. Cost-benefit analysis is used in project selection to compare the expected project
costs to the potential benefits. It is the only tool listed that would be useful in the situation
presented.
The first issue here is whether the team member has done something that will have a negative
impact on the project as a whole. The second issue is whether the communications
management plan and WBS are appropriate. Therefore, the first thing to do is to review the
work packages and deliverables to determine impacts of the work not done. This action could
be followed by any or all of the other choices.
The project charter is created in initiating. The project management plan and risk management
plan are outputs of project planning. Project records, including the charter and all management
plans, are archived in the Close Project or Phase process.
There is no reason to think that the board's rejection would not contain an explanation already,
since providing that information is commonly done. Suggesting a change process that
circumvents the change control board's authority is not ethical. There is no reason to think that
approval processes are not already in place. A rejected change should be recorded for historical
purposes, in case the idea is resurrected later, and for other reasons.
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The sponsor issues the project charter, so he or she should help the project manager control
changes to the charter. The primary responsibility lies with the sponsor. Remember that any
change to the project charter should call into question whether the project should continue.
You want to be prepared. Therefore, you create the change management plan before you need
it, in project planning.
Sunk costs are expended costs. The rule is that they should not be considered when deciding
whether to continue with a troubled project.
You should get permission before copying and sharing the article. Also, discussing the article
with others won't really solve the problem. You want to provide options to your manager;
therefore, you should present the manager with your analysis of the contents of the article.
Assumptions are factors that are considered to be true, real, or certain without proof or
demonstration. Assumptions are analyzed as part of risk identification and planning stakeholder
engagement.
Did you notice that the first two sentences are extraneous? The trick here is to determine what
the question is asking and ignore the extraneous data. An "end-of-phase review meeting" is the
same as an administrative closure meeting when a phase of the project is closed out.
Cancelling the project has the most impact on the project team and project direction and
therefore, would be the most difficult.
Getting acceptance of the project management plan would have meant acceptance of project
planning assumptions and project planning decisions regarding alternatives chosen,
communication among stakeholders, key management reviews, and the baseline for progress
measurement and project control.
Page 74 of 84
Assumptions are first identified in initiating, although additional assumptions may come to light
as the project progresses. They are analyzed in project planning, and they are reviewed for
validity and managed throughout the project.
The issue here is the ability to record and keep track of changes, not gathering requirements.
There is nothing to say that there isn't a change control board in place, and the problem as
described here could still occur even with a change control board. Change configuration system
is a made-up term and so cannot be best. Recording and tracking changes is part of change
control and may overlap with the scope management plan.
If project A became a higher priority, resources would be shifted to it, not away from it. The first
thing to do when an activity takes longer than planned, or an activity is missed, is to work within
the project constraints. Such errors and delays must be made up by the project manager by
adjusting future activities. A good project manager would not jump right into moving resources.
Since that action is being taken, the situation indicates that a problem has caused a delay
beyond the project manager's ability to control.
The project management plan includes knowledge area plans, for risk, scope, and quality, as
well as management plans for the other knowledge areas, and for change management,
configuration management, requirements management, and process improvement. The project
management plan is the only document that meets the objectives described in the question.
Every project must be closed, as closure provides benefit to the performing organization. This
means simply stopping work is not the best choice. Shifting work and releasing team members
will only postpone dealing with the problem, not solve it. The best thing for the project manager
to do is begin the Close Project or Phase process.
You should attempt to deal with problems, rather than immediately taking them to others. It is
inappropriate to go to the customer before going to management. The best order in which to
deal with problems is to resolve the problem with resources you control, go to the resource
managers, and then go to the customer.
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The law of diminishing returns has nothing to do with choosing between projects. Notice that
this question requires you to understand that projects should be systematically selected and that
the selection should be based on some formal evaluation of all projects available. It is important
for the project manager to understand why the project they are managing was selected.
How long did it take you to read this question? Expect long-winded questions like this on the
exam. Take another look at the choices before you continue reading. This question is
essentially asking if the new work should be added to the existing project. There may be many
business reasons to try to do this, but from a project management perspective, major additions
to the project are generally discouraged. In this case, the new work is a self-contained unit of
work, has no overlap with the existing work, does not fit within the project charter, and needs a
different skill set. Therefore, it is best to make it a new project. The first step to answering this
question is to realize that the work should be a separate project. The second step is to look at
the choices and see which relates to initiating a new project. Reestimating the project sounds
like the best choice only if you did not realize that the new work should be a separate project.
Validating scope is done during project monitoring and controlling, and does not relate to the
decision of whether to add work to the project. Identifying scope changes also implies that the
new work has been accepted as an addition to the existing project. Developing a project charter
is among the first steps of initiating a new project, and the best choice in this situation.
It is unlikely that all stakeholders will be completely satisfied with the outcome of the project, as
all of their requirements may not be supported by the project objectives. Project objectives deal
with both project and product scope. There are risks involved in achieving project objectives,
which will be analyzed in project planning. Project objectives included in the project charter must
be measurable.
Providing the deliverable, knowing it will not provide what the customer needs, and cutting other
activities in order to fix the deliverable both ignore the customer's best interests. Any delays on
the part of the customer would have already been resolved with change orders. The ethical
solution is to explain the situation to the customer. You might still be able to win the incentive
fee and find a mutually agreeable solution.
Page 76 of 84
Think about this one again before reading on. Moving resources has already been done in this
situation. If you selected work overtime, you might be in trouble. Overtime is rarely the best
choice, as it impacts all other work in the company that the team might be working on and
causes burnout. Is there a better option? Here the project has been adjusted and adjusted to
the point that the very reason the project is being done (the business case) should be looked at
to determine if the project is still viable and worth going to the customer to reduce scope or
working overtime.
A common practice in another country does not make it a fair practice.
Any document created by someone else should be considered copyrighted information. Asking
permission is the best choice.
This formula compares benefits to costs, not just profit. Payback is equated to benefits here.
The creation of a project control system is done during project planning. Variances are
measured during project monitoring and controlling. Such measurements can indicate
deviations or major fluctuations, and allow for timely corrective action to be taken.
The exam will ask questions like this to make sure you know the benefits you should be getting
out of the processes and tools of project management. The details of what needs to be done are
found in the WBS dictionary. The names of team members are included in the responsibility
assignment matrix and other documents. Project history is found in the lessons learned and
other historical records. A major benefit of a project charter is that it documents the authority
given to the project manager.
You cannot validate the work if you do not know which is the "correct" project scope statement.
Documenting the inconsistencies is reactive. Did you think stopping work is the best choice?
That action is too severe for the situation. This is a question about problem-solving, which
Page 77 of 84
begins with defining the causes of the problem. It is better to evaluate before taking action. At
issue here are the different project scope statements. How different are they? Reviewing the
scope with the stakeholders will address that question.
Did this one catch you? All the objectives should be met, but they must be quantifiable.
Management's objective cannot be measured and, therefore, needs more work. You need to
have more discussions with management so you can make their objective quantifiable. Then
you will be able to create a plan that meets all the objectives.
Formal acceptance is received from the customer in project closing. Project archives and
lessons learned are also outputs of the closing process. A risk audit occurs during project
monitoring and controlling, not project closure.
Ensuring the various project elements are properly coordinated includes all the other choices.
Therefore, it is the best answer.
Who does each activity is managed with the responsibility assignment matrix. When each
activity is done is managed with the project schedule. A work authorization system is used to
coordinate when and in what order the work is performed so that work and people may properly
interface with other work and other people.
Straight-line depreciation uses the same amount each time period.
Determining who will be on the change control board and determining the reporting structure
may have already been done. In any case, these choices are not directly impacted by the
number of sponsors who have signed the charter. Having a single project sponsor is not
necessary. This situation implies that there are six areas concerned with this project. In addition
to focusing on the added communications requirements, you should be concerned with
competing needs and requirements impacting your efforts on configuration management.
Page 78 of 84
Configuration management involves making sure that everyone is working off the same
documents.
Once the change has been made, the documents affected by the change (the project
management plan and/or project documents) must be updated.
Forecasts are outputs of Control Schedule and Control Costs. Implemented corrective actions
are an output of Direct and Manage Project Work. Recommended corrective actions are an
output of many processes, but not Perform Integrated Change Control. Approved defect repair,
project documents updates, rejected change requests, and approved corrective actions are
outputs of the Perform Integrated Change Control process.
Understanding the change is the first step of integrated change control. A project manager must
evaluate the situation before making a decision. In this case, you need to know more about the
added functionality before a decision can be made about what to do.
Read the questions carefully. Don't miss the words not and best in the question. Even though it
may not directly affect the time or cost to the project, you need to look at all the impacts of a
change on other project constraints. The change may increase risk, reduce quality, etc.
Without gaining formal acceptance, you cannot say the project is successfully closed.
The only allowable or ethical choice is to refuse the gift.
This question includes many common errors regarding baselines. It is important to realize that
delays or cost increases do not automatically result in changes to baselines. Changes can be
made to the baselines, but only when they are officially approved.
Page 79 of 84
The question does not indicate that the project work has begun. The project manager is looking
at options as part of planning. Requiring overtime is never the first resort to solve such problems
because it causes the project manager to lose credibility and performance. This would likely
create a cost impact on the project, or impact other projects or other work. Helping the team
produce quality work is a good idea, but it does not address the time problem. Using more
experienced resources is not viable, as other resources are not available. The best choice in
this situation is to consider cutting the scope.
You need to wait until management approves the effort.
A fixed-price contract is not wise for a project with unclear scope. Neither a schedule nor WBS
are necessary to create a project charter. Performing a high-level risk analysis is part of project
initiating and the analysis is included in the project charter. You need an approved project
charter before proceeding with work on this project.
The project charter is issued by the sponsor.
There are no calculations required. The opportunity cost is simply the value of the project(s) the
organization did not select.
Integration refers to combining activities, not team members.
General project management training does not address cultural issues. Training in the other
languages or mannerisms may help the situation, but only dealing with specific cultural
differences between the involved countries specifically addresses this issue.
The project with the lowest benefit-cost ratio should be selected for termination.
Page 80 of 84
The other impacts to the project should be evaluated first. Such impacts include scope, cost,
quality, risk, resources, and/or customer satisfaction. Once these are evaluated, the change
control board, if one exists, can approve or deny the change.
A risk management strategy and work package estimates are not created until project planning,
but the project charter is created in initiating. A project charter may include the names of some
resources (the project manager, for example), but not detailed resource estimates. Of the
choices given, only the business case for the project is included in the project charter.
Notice that this question uses the words "working to clearly describe" and "prevent." Taken
together, they should tell you the project is in project planning. This eliminates all choices except
Develop Project Management Plan and Plan Quality Management. Coordination and conflict
prevention relate to Develop Project Management Plan, and preventing rework is part of Plan
Quality Management.
Double declining balance is a form of depreciation. That eliminates the choice of life cycle
costing. The choices of decelerated depreciation and straight-line depreciation are also incorrect
because double declining balance is a form of accelerated depreciation.
Rules for when a change should formally be made are established during project planning and
must follow any existing company policies. These rules are referenced in the project's change
management plan.
The project manager is neither empowered nor competent to determine the legality of company
procedures. The other choices all represent responsibilities of the project manager.
The project charter documents the project description and need of the client.
The project manager may create the project charter, but it is approved and authorized by the
project sponsor, giving the project manager authority to proceed with the project.
Page 81 of 84
Kickoff meetings occur during project planning. Quality management activities are not a part of
procurement closure. Scope validation planning is part of the planning process. All types of
closure ensure the actual product of the project meets the requirements and is accepted by an
internal or external customer. Note, however, that procurements are closed in monitoring and
controlling, not as part of Close Project or Phase.
A WBS is created in project planning, but can be used to help manage the project during project
executing. The wording in the question was not "creating a WBS," but "using a WBS." A project
control system is set up during project planning, not during project executing, and therefore is
the exception.
The larger the BCR, SPI, and CPI the better. A project with high priority normally holds more
senior management commitment.
A change management plan includes the processes and procedures that allow smooth
evaluation and tracking of changes. Lessons learned are reviews of the processes and
procedures after the fact—to improve them on future projects.
These are two broad categories of project selection methods.
A cost-benefit analysis might have been completed during project planning, but it may not have
related to the proposed change. A project sponsor is not generally involved in changes within
the project. Compiling the information necessary for a cost-benefit analysis is a form of
estimating, and it is best if the person doing the work creates the estimates. Therefore, the team
member should do what was asked, to enable the project manager to make an informed
decision.
Page 82 of 84
Not all change requests must be approved by management. Some change requests may be
approved by the project manager or change control board, based on the change control
procedures of the organization.
Because the CEO is the project sponsor, analyzing the need for the project or getting
stakeholder buy-in would not be good first choices. Ranking possible projects is often done as
part of the project selection process, but this is not the project manager's responsibility. The
project manager should first create a project charter. Work to achieve stakeholder buy-in might
be done after the charter is approved.
Your first action is to formally document the requested change to the requirements, and then
follow the integrated change control process.
The impact has already been determined, and crashing or fast tracking would have already
been done as part of determining the impact. Changing the project management plan only hides
the problem and is unethical. You should discuss the impact of the change with the customer.
To narrow down the answer options, this question could be rephrased to ask, "Who creates the
project management plan?" The best answer is that the project management plan is created by
the project manager but requires input from the team.
Net present value is the present value of the total benefits minus the costs of a potential project.
Value analysis involves finding a less costly way to do the same scope of work. A direct cost is
directly attributable to an activity. The amount of funds available for a company to invest is their
working capital.
Only a work authorization system helps with integrating work packages into a whole. A work
authorization system helps ensure that work is done at the right time and in the right sequence.
Page 83 of 84
Not having a project charter wastes company time, human resources, and money because
there is not a high-level agreement on the goals and expectations and how the project will fulfill
the business case.
The payback period is how long it will take to get back the initial investment on this project. The
faster management gets their money back, the faster they can reinvest that money in another
endeavor. The shorter the time the better, so project D is the best choice.
The project charter is completed prior to the development of the project management plan.
If your organization retains the intellectual property rights, the organization can reuse the work
without issue. If not, they cannot reuse their efforts with company B.
Meeting the schedule baseline is one indicator of project success. Remember that baselines
may be formally changed to accommodate changes within the project.
Value analysis looks for the least expensive way to do the work.
Fixed costs and sunk costs do not relate to giving up anything. Net present value is a way to
determine today's value of a future cash flow and does not deal with the quoted phrase. The
definition of opportunity cost includes the cost of choosing one project and giving up another,
and is the best answer.
The project manager is responsible for obtaining upper management buy-in to provide adequate
resources, set realistic schedules, and promote team building.
The project with the shortest payback period is generally the best choice.
Page 84 of 84

2.1 Project Integration Management

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2.1 Project Integration Management

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Project Integration Management

Questions & Answers with Explanation

PROJECT INTEGRATION MANAGEMENT

212 QUESTIONS WITH ANSWERS AND EXPLANATION

QUESTIONS: From Page # 1 to 51

ANSWERS: From Page # 52 to 83

B. A formal, approved document used to control the project

C. Performing closure of a procurement

D. Start work on only the critical path activities.

B. Talk about changes to the change control board of Company B.

B. Recommended corrective actions and work performance reports

D. What are the business objectives of this project?

B. Look for free float to bring the project back on schedule.

B. A quality management plan

C. It is better if it focuses on cost.

A. Decreasing scope to maintain the budget

C. Relate to the project scope

A. Ignore the information.

A. Put a plan together that meets all the objectives.

C. Go to the change control board.

C. Maintain the confidentiality of the customer's confidential information.

B. Make sure all changes are approved by management.

A. Guiding project execution

1. The correct answer is B.

2. The correct answer is C.

3. The correct answer is A.

4. The correct answer is A.

5. The correct answer is B.

6. The correct answer is A.

You should offer your assistance without doing the work.

7. The correct answer is C.

8. The correct answer is C.

9. The correct answer is A.

The higher the benefit-cost ratio, the better.

10. The correct answer is B.

11. The correct answer is A.

12. The correct answer is A.

13. The correct answer is B.

14. The correct answer is C.

15. The correct answer is B.

16. The correct answer is D.

17. The correct answer is C.

18. The correct answer is C.

19. The correct answer is A.

20. The correct answer is B.

21. The correct answer is A.

22. The correct answer is A.

23. The correct answer is B.

24. The correct answer is B.

25. The correct answer is C.

26. The correct answer is A.

27. The correct answer is A.

28. The correct answer is B.

29. The correct answer is A.

30. The correct answer is A.

31. The correct answer is C.

32. The correct answer is A.

33. The correct answer is A.

34. The correct answer is B.

35. The correct answer is C.

36. The correct answer is B.

37. The correct answer is C.

Facing the problem sooner is better than facing it later.