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PMP® Examination Content Outline

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 Preface

Contents Page

Questions 5

Answers and References 87

This document is intended to help you prepare yourself for the PMP® (Project Management Professional) exam,
offered by PMI® (the Project Management Institute). In order to pass this preparation test, you should correctly
answer 131 out of 175 questions in 3:30 hours.1

This document includes 175 PMP2 prep test items (questions & answers). Each question has one best answer.

The process of item generation and review for this prep test followed tightly the description in the PMP Creden-
tial Handbook3, page 8, published by PMI.

Try to answer all 175 questions in 3:30 hours.

Start time: : + 3:30 hours = finish time: :

Required result: 131 Your test result

Answers to the questions can be found from page 87 onwards.

1
The actual test comprises of 200 questions in 4 hours. 25 questions are not scoring, instead they are in a pre-test
phase to examine their appropriateness for future use.

PMI made a decision in 2006 to no more publish passing scores for its exams. In 2007, PMI also removed all quan-
titative elements from the post-exam review for test candidates.

The actual score is estimated insi

and other prep tests. Some published tests are simpler, you should try to achieve 82% in those.
2
PMP, PMI and PMBOK are marks of the Project Management Institute, Newtown Square, PA, USA, which are regis-
tered in the USA and in other nations. PMI has not reviewed this document for appropriateness.
3
Download at www.pmi.org/PDF/pdc_pmphandbook.pdf.

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© 2007-2013, Oliver F. Lehmann, Munich, Germany 3

 Questions
3. The concept of (the) _________ states that changes related to one
requirement scope, time, or cost will at least influence one other element. 3

o Three-point estimation
1. Being assigned as a project manager, you noticed during project execution that
conflicts arise in the team on both technical and interpersonal levels. What is an o Triple constraint
appropriate way of handling conflicts?1
o Three wise men
o Conflicts distract the team and disrupt the work rhythm. You should always
smooth them when they surface. o Three needs theory
o A conflict should be handled in a meeting so that the entire team can
participate in finding a solution.
4. Your organization is considering to run a project which will entail an investment
o Conflicts should be addressed early and usually in private, using a direct, of $1,000,000. The product from the project is forecasted to create revenues of
collaborative approach. $250,000 in the first year after the end of the project and of $420,000 in each of
the two following years.
o You should use your coercive power to quickly resolve conflicts and then focus
on goal achievement.
What is true for the net present value of the project over the three years cycle at
a discount rate of 10%?4

o The net present value is positive, which makes the project attractive.
2. What is the purpose of a project charter? 2
o The net present value is positive, which makes the project unattractive.
o To formally authorize a project or a phase and document initial requirements
which o The net present value is negative, which makes the project attractive.
o To document how the project will be planned, executed, monitored/controlled, o The net present value is negative, which makes the project unattractive.
and closed.

o To link the project, which is going to be planned, executed, and

monitored/controlled to the ongoing work of the organization. 5. What does the term best practice often refer to?5
o To describe the process of performing the work defined in the project o A standardized set of deliverables, like plans, reports, and checklists.
o A set of tools and techniques that a project manager should master.
o The concept of state of the art applied to project management.
o A specific sequence of work, described in terms of soft logic.

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 6. The communications management plan is a document which includes descriptions 9. You were able to obtain measuring equipment with very high accuracy and
of6 precision. You used it to make a sequence of measurements directly at a
production process output and depicted the results on the following control chart.
o Project level performance reports
o Activity level status reports USL

o Stakeholder communication requirements

o Responsibility assignments X

7. _________ are usually not a manifestation of unique organizational cultures and

styles.7
LSL
o Shared visions, values, norms, beliefs, and expectations t
o Individual traits and attitudes of co-workers Which statement is the best conclusion from these results? 9
o Views of authority relationships o The process has high precision but low accuracy. It should be adjusted.
o Policies, methods, and procedures o The process has high precision but low accuracy. It should be improved.
o The process has high accuracy but low precision. It should be adjusted.
8. Which of the following is generally not regarded as an element of active o The process has high accuracy but low precision. It should be improved.
listening?8

o Making eye contact

o Paraphrasing
o Interpreting the information
o Interrupting when appropriate

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 10. As the project manager, you decided to arrange a team meeting to identify and 12. How should change management be planned for? 12
analyze lessons learned from quality control with stakeholders. What should you
do with them?10 o Changes are generally not predictable, therefore planning for change
management cannot be reasonable.
o Document them and make them part of the historical database for the project
and the performing organization. o Planning for change management should be done while the various change
control processes are being applied.
o Discuss them with management and make sure that they remain otherwise
confidential o Change management can be planned in a set of management plans or a
specific change management plan.
o Publish them in the corporate newsletter.
o Changes are a sign of bad planning. One should avoid changes during a
o Follow your strategic decisions, independent from lessons learned. These project, thus eliminating the need to manage them.
decisions have been made and should be implemented whatever the outcomes
are.

13. According to Bruce Tuckman, which are the stages of team development? 13

11. Which of the following documents is not used as input for the validate scope o Honeymoon, rejection, regression, acceptance, re-entry
process? 11
o Forming, storming, norming, performing
o The project management plan, containing the scope baseline consisting of the o Tell, sell, consult, join
project scope statement and its associated WBS and WBS dictionary.

o The validated deliverables, completed and checked for correctness by the o Direct, support, coach, delegate
Perform quality control process.

o The requirements traceability matrix, linking requirements to their origin and

tracing them throughout the project lifecycle.

o The RACI matrix, describing accountabilities in case of product rejection.

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© 2007-2013, Oliver F. Lehmann, Munich, Germany 9 10 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 14. What is not a reason for companies to organize lessons learned?14 17. A customer is requiring a minor scope change and expects you to do this without
delays and additional costs. You believe that you have adequate authorization to
o Lessons learned databases are an essential element of the organizational make the decision by yourself, but you are not quite sure.
process assets.
What should be your next steps? 17
o Lessons learned should focus on identifying those accountable for errors and
failures. o A requested change is always an opportunity to get more money paid by the
customer and to secretly solve schedule and quality problems. You should
o Lessons learned sessions should bring about recommendations to improve make some reasonable estimates on time, costs, risks etc. and then add a nice
future performance on projects.
margin on top of that to calculate the new price.
o Phase-end lessons learned sessions provide a good team building exercise for o Customer satisfaction is your top priority. The customer gives you an
project staff members.
opportunity to increase their satisfaction, which you should use to the
maximum benefit. Most project managers have contingencies to cover risks;
these can be used to pay the additional costs.
15. How does a project management team stay in touch with the work and the o
attitudes of project team members? 15 If you find there many expensive, new models, it is likely that you can use the
requested change to increase the profit from the contract. Otherwise you
o By observation and communication should reject the request.
o Using closed questions during team meetings o Handle the request according to the integrated change control processes
o Through third-party assessments described in your management plans. Then make a decision together with the
appropriate change control body, whether the increased customer satisfaction
o Through th functional managers will be worth the extra costs, work, risks etc.

18
16. Which document is developed along the risk management processes from identify 18.
risks through perform qualitative risk analysis to control risks?16
o
o List of risk triggers
o
o Risk register
o parking lot.
o Risk mitigation
o
o Decision tree

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© 2007-2013, Oliver F. Lehmann, Munich, Germany 11 12 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 19. As the project manager in a software project which is currently initiated, you 22. Which statement describes best handling of assumptions during the initiating
want to assess high-level risks. What should you do? 19 processes?22

o Develop the project charter and a risk management plan to start identifying o It is the responsibility of the sales person in charge to identify all risks related
risks based on those and other documents. to a customer project.

o Identify and analyze risk events using qualitative and quantitative techniques. o Managing and organizing assumptions means avoiding risks right from the
start of the project.
o Develop contingency plans and fallback plans in case the original plan proves
wrong. o Organizational, environmental and external assumptions should be addressed
by the project charter.
o Discuss the risks documented in your Risk register with the project key
stakeholders. o Risks are a sign of uncertainty. Avoiding all uncertainties means that a project
should have no risks at all.

20. In most jurisdictions, a legally required order of formal statements establishing a

contract is:20 23. 23

o Invitation to treat, offer, PO o

o Inquiry, bid, order o
o Offer, acceptance o
o MoU, LoI, final agreement o nctional into technical requirements.

21. What should managers consider before conducting a performance-evaluation

interview with a project team member? 21

o Which management fallacies can most easily be delegated to the worker?

o
o Has the employee been provided with sufficient instructions and work tools?
o How can dispute related to unsatisfactory performance be avoided?

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© 2007-2013, Oliver F. Lehmann, Munich, Germany 13 14 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 24. You are in the process of contacting sellers to obtain bids and proposals. You 26. At the beginning of project execution, you notice different opinions between team
found out that it might become a time-consuming procedure to ensure that the members relating to project work and deliverables and to the level of overall
sellers get a clear and common understanding of the procurement process and of complexity. What should you do right now?26
the needs of your project. Which technique may help you save time?24
o Give your team members some time to develop a common understanding of
o Bidder conferences the project scope and product scope. Upcoming interface problems may be
resolved later.
o Advertising
o Use the risk management processes to identify and assess risks caused by
o Qualified sellers list misunderstandings and develop a plan with measures in order to respond to
them.
o Four-eyes meetings
o Organize meetings to identify and resolve misunderstandings between team
members in order to avoid interface problems, disintegration and costly
rework early in the project.
25. As a project manager, when should you especially consider cultural differences? 25
o Use interviews in private with each individual team member to inform them of
o When you break down scope to create a work breakdown structure (WBS). your expectations and your requirements in an atmosphere of confidence.
o When you assign a human resources to do the work in a schedule activity.
o When you develop acceptance criteria for work results to be achieved by the
team members.

o When you decide upon recognition and awards during team development.

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© 2007-2013, Oliver F. Lehmann, Munich, Germany 15 16 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 27. You have just taken over as manager of a project that will create many benefits 29. Projects frequently do not meet customer expectations for which of the following
for the performing organization, but you sense a high level of resistance in reasons? 29
various stakeholders right from the start. What is the most appropriate action to
resolve the problem?27 o Poor risk management by the contractor running the project
o Develop a responsibility assignment matrix (RAM) which clearly shows the o Poor technical ability of the contractor running the project for the customer
responsibility of each stakeholder for the various project activities and who
needs to be consulted and informed.
o Technical inability and poor risk management by the contractor
o Develop an organization diagram, which places each of the stakeholders at an o Unclear scope definition by the customer for whom the project is performed
appropriate position inside the project and allows for certain lines of
communication while disallowing others.

o Schedule a meeting with these stakeholders to present the project, discuss 30. What is typical for critical chain project management?30
and establish ground rules, ensure their involvement and identify initial
personal and organizational issues.
o Management of buffers
o Do not talk to these stakeholders too much at this time, instead create faits o Management of total floats and free floats
accomplis, which will later force the stakeholders to support the project due to o Management of leads and lags
a lack of alternatives for them.
o Management of resource over-allocations

28. You are in the process of planning a project and found that stakeholders often
have varying objectives and requirements. This makes it hard to come up with a 31. You are the project manager for the development of a new type of power plant.
plan with which all objectives will be met. What is probably most helpful to Your project is making fast progress, and it is getting nearer to the day of
ensure common understanding?28 product acceptance. Which technique will be most important for product
acceptance?31
o Ask the project stakeholders to build focus groups in order to discuss and
remedy conflicting interests. o Inspection
o Create an exhaustive document describing your point of view and ask o Quality audit
stakeholders to review it.
o Impact analysis
o Let each stakeholder write a statement of work, merge the documents to a
project scope statement. o Team review
o Use your authorization as the project manager to clearly prioritize the different
objectives.

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 32. What are the cost types in modern quality management? 32 34. For a project, the following earned value data have been assessed:

o Costs of good quality costs of bad quality AC: $ 4,000,000

CV: $ -500,000
o Planning costs assurance costs control costs SPI: 1.12
o Planning costs doing costs checking costs acting costs BaC: $ 9,650,000

o Prevention costs appraisal costs failure costs What is the earned value of the project? 34

o $3,000,000
33. During the execution of a project to build a complex defense system, your team
o $3,500,000
has run into a deep crisis. o $4,480,000
rt, but o $5,650,000
now you have discovered that your team members have become increasingly
unaware of them. Being busy solving detail problems, they often fail to
understand the overall requirements. Then they develop solutions which resolve
issues in their area of limited responsibility, while causing new problems at the 35. During execution in a project to build a major road bridge, your team found a
interfaces with other system components. major flaw in the technical drawings. On an ad-hoc base, they had to find and
implement a workaround to avoid delays and mitigate technical problems. What
Meanwhile, the team members show signs of growing frustration, and time is should you do next?35
running away. How can you help your team in this situation? 33
o Meticulously document the problem and the workaround to create a requested
o Accompany your team members along a sequence of maturity levels from change to the project management plan, which will then be passed to the
dependence through independence to interdependence. body responsible for the change control decision.

o Ignore the low-level issues and focus on achieving the overall requirements, o The workaround was performed on a technical level only. As long as it does
details can be sorted out during test and handover. not influence the function of the bridge or the organizational configuration of
the project, a change request will not be necessary.
o If everybody simply does their jobs, then there should be no problem. Make
sure that team members are fully aware of their accountability. o A retroactive formal change request side is not reasonable. Create some
additional documents describing the workaround and sign them by yourself,
o Problems of this dimension have their origin in fundamental personal you can present them during the next regular CCB meeting.
incompatibilities between team members. You should replace them all.
o It is normal in projects that during project execution inconsistencies arise
between planning documents and actual implementation. This is no problem
as long as the functional status of the product is maintained.

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 36. You recently took over the assignment for a project. The project charter has been 38. During a meeting, a discussion came up: To which degree does your project have
developed. What is an appropriate next step for you?36 to be compliant to the processes enumerated in the PMBOK® Guide? What should
be the guiding principle to answer this question? 38
o Develop the risk register.
o The processes are meant as rough guidelines to which a team should only
o Develop the project milestone schedule. adhere if there is enough consensus.
o Develop management plans. o The more processes the project team follows, the better
performance will be.
o Get approval for the project management plan.
o The project manager must follow all 42 processes for project management
without alterations.

37. You scheduled a kick-off meeting in order to announce the start of your project, o The project team must select appropriate processes required to meet the
present the plan and develop consensus on it. Another topic will be explanation of project requirements.
discussions.

You published the agenda of the kick-off meeting some weeks ago to all invited
attendees. 39. Product acceptance criteria should be laid down in which document?39

Now, short term before the event, you receive various cancellations by team o Project scope statement
members, who say that they cannot join the meeting. But they will be with you
when project work will start.37
o Work breakdown structure
o The kick-off meeting is secondary, you are happy if the team members will do o Resource assignments
their jobs. o Project scope management plan
o You should insist on the presence of the team members to the appointed date.
o be distracted by
their current problems. 40. The cost baseline is developed during which process? 40

o It is probably a good idea to reschedule the meeting to a day, when all team o Perform integrated change control
members can attend.
o Estimate costs
o Develop schedule
o Determine budget

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© 2007-2013, Oliver F. Lehmann, Munich, Germany 21 22 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 41. During project execution you found out that work is often not performed at the 43. While applying procurement management processes in your project, you
right time and in the right order. Deliverables are made by one team member identified the need to gain es
that cannot be processed by another one. This already leads to timely rework and in order to rank proposals and develop a negotiating sequence.
bad morale among team members.
Which technique may help avoid bias and subjective decisions best?43
Which project management tool is most appropriate to deal with problems like
this?41 o Bidder conference
o Organization chart o Weighting system
o RACI matrix o Oral contract
o Communications management plan o Letter of intent
o Work authorization system
44. During code inspection in a major software development project, a project
management team identified frequent occurrences of critical programming errors.
42. Your management is applying the 10 percent solution: It has requested that you These errors are scattered across the code and occur without a discernible
reduce the budget for the project which you are currently initiating by 10%. What pattern.
will this probably mean for your project? 42
Which tool is most likely to help the team identify areas of error concentration in
o If the budget is cut by 10%, then the project will have an accompanying order to develop a prioritized response strategy?44
degradation of quality by 10%.
o Checksheet
o If the project budget is an honest one, then a reduction in budget must be o Influence diagram
accompanied by a trade-off in either time or performance.

o A 10% reduction in budget will be accompanied by a loss of performance much o Decision tree
less than the target reduction in cost. o Process decision program chart
o Most projects have "padded" estimates, and the budgetary reduction will force
out the padding from the project.

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© 2007-2013, Oliver F. Lehmann, Munich, Germany 23 24 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 45. The term baseline is used in both disciplines project management and 47. The scope baseline includes____.47
configuration management. Which statement is not true? 45
o The various management plans of the project
o Baselines in system configurations are often also referred to as deltas.
o Schedule baseline and cost baseline
o In configuration management, baselines are used to control change.
o Product configuration ID and statement of work
o Project management baselines are used for performance measurement.
o WBS dictionary, WBS, scope statement
o In project management, baselines help assess variance and trends.

48. During human resource planning you identified that your team members are not
46. In a project, a cost incentive contract has been awarded to a contractor with the sufficiently qualified for their tasks. Which may be an appropriate solution to this
following parameters: problem?48

Target cost: $1,000,000 o Reduce level of effort

Target contractor fee: $100,000
Cost benefit sharing ratio: 80%/20%
o Develop a training plan
Price ceiling: $1,200,000
o Plan quality audits
What is the point of total assumption (PTA, breakpoint) of the project? 46 o Plan quality inspections
o $1,000,000
o $1,100,000 49. What is typical for high-context cultures?49
o $1,125,000 o Technical means for communications can focus on transfer of spoken and
o $1,200,000 written language.

o Communication is preferred which avoids passing over a great deal of

additional information.

o A message has little meaning without an understanding of the surrounding

context.

o To understand a message, no information on history or personal opinions is

needed.

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 50
50. In general, processes of configuration management 53. What is important for quality auditors?53

o o They must be in-house personnel.

o se characteristics in an integrative fashion. o They must be third-party staff.
o o They must be mandated by the auditee.
o o They must be properly trained.

51. The ________ is a document which describes how the project management team 54. What is best used to calculate the profit from an internal project? 54
51
wil
o Discounted net revenues from the product over n years minus project costs for
o Quality assurance plan internal charges

o Quality management plan o Discounted net savings from the product over n years minus project costs for
internal charges
o Quality commitment
o The economic value added (EVA) to the organization taking into account taxes
o Quality audit and capital costs

o The reduction in total cost of ownership (TCO) of the current product

compared with its predecessor product
52. What do you expect when you are submitting an invitation for bid to sellers?52

o Offers which will differ significantly in solution approach and price.

o Offers which are similar enough to allow a selection based on price.
o Offers which are not primarily written to win against competition.
o

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 57
55. You are running a major project with four sub-projects. Each of the sub-project 57. ension of individualism
managers has developed a risk management plan, identified many risks,
analyzed them and planned for risk response. o
It is now two months later. What should you not do? 55 o .

o Ensure that they handle all risks to save you from project level risk control. o
o Make sure that the sub project managers monitor their project work for new o tolerance for ambiguity or uncertainty in the workplace.
and changing risks.

o Make sure that the sub project managers keep track of the identified risks and
those on the watch list. 58. What is not true for change requests?58

o Make sure that the sub-project managers monitor trigger conditions for o Change requests should always be handled in a controlled and integrative
contingency plans. fashion.

o Change requests surpassing the formal change control processes can lead to
scope creep.
56. What is true for statistical sampling?56 o Professionally managed, change requests can help improving a project and
resolving emerging problems.
o Statistical sampling can be used to verify for each individual item in a lot,
whether it can be accepted or must be rejected. o Change requests are always a sign of bad planning and should be avoided
therefore.
o Attribute sampling means collection of quantitative data showing the level of
conformity for each item of a sample.

o Variables sampling includes collection of quantitative data on the degree of

conformity for each item of a sample.

o Statistical sampling is commonly used in quality assurance to examine if items

of a lot conform to quality standards.

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 59. You recently assigned staff members to activities, estimated work and scheduled 60.
your project. You then created the following resource histogram for your staff:
60

o Nodes in a WBS, where several branches are brought back together.

o Nodes in a conditional network diagram, at which it becomes deterministic.
100% o Nodes in a decision tree, showing various branches with the same chance.
o Nodes in a network logic diagram which have multiple predecessors.

61. The members of your project team have been assigned to your project with
0% general availability levels of 50%.
Project weeks
Yesterday, they reported to you that significant variances occurred during project
What does this diagram tell you? 59 execution. You have noted that the team members have been spending less than
50% of their time working on your project. Your project schedule is about to
o The project can probably not be finished as scheduled. become heavily delayed, and deadlines are in jeopardy. What should you do?61
o You may be able to finish the project early by reassigning work. o Talk to your sponsor and try to get more resources assigned on similar
o You should avoid network logic diagramming for scheduling. conditions as the existing ones.

o You may run into problems with dual reporting relationships. o Talk with functional managers. Negotiate clear and written assignments with
reliable scheduling priorities.

o Ignore the difficulties, adjust your schedule and negotiate new deadlines
according to the slower progress.

o Focus on internal charges. Make sure that your project is not getting charged
for more than the actual work.

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 62. What is the meaning of the acronym CSOW? 62 64. Crashing 64

o A statement of work that is part of a contingency plan; it is commonly linked o

with Contingency reserves. project.

o A statement of work that has been formally agreed upon by both parties and is o tivities which were originally planned to be done in sequence.
therefore part of a contract.
o
o A statement of work that is currently valid; this contrasts with the scope development work.
baseline, a formerly valid SOW.
o
o A statement of work on project level that cumulates statements of work on to the staff.
cost account level

65. During risk identification sessions, you and your team identified more than 150
63. You monitored figures on cost and planned/earned value for each individual risks for your project. You are afraid that evaluating each of these risks
project week until the data date at the end of the sixth week. What is the status quantitatively will cost you an enormous amount of time, while not all of them
of this project at this date? are really relevant and important enough to justify such a measure. What should
you do next?65
Project Actual Earned Planned o Identify risk triggers where possible. Analyze only those risks quantitatively for
week costs value value which no trigger could be found.
1 $65,000 $61,000 $67,000 o Use qualitative risk analysis in order to prioritize risks for further action, such
2 $85,000 $79,000 $89,000 as quantitative risk analysis.
3 $100,000 $102,000 $110,000
4 $125,000 $124,000 $121,000 o Assess the probability of each risk qualitatively and further analyze only those
5 $135,000 $133,000 $139,000 risks with high probability.
63
6 $125,000 $120,000 $131,000
o Assess the potential impact of each risk qualitatively and further analyze only
o The project is ahead of schedule and over budget. those risks with high impact.

o The project is ahead of schedule and under budget.

o The project is behind schedule and over budget.
o The project is behind schedule and under budget.

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 66. During execution of a project, you observe that the performance of some of your 68. Following the cultural approach of the corporation for which you are starting to
team members is dropping, while others are doing a consistently good job. What manage a project, you are guiding your project team through the first life-cycle
should you try first to bring the team as a whole back to performance? 66 phase of conceptualization. Your next step is to call for a team meeting to let
ideas emerge in an unrestricted creative process. What exactly should that look
o Organize a team meeting and discuss openly the bad performance of the weak like?68
team members. Try to find a joint solution during the meeting.
o You write down the ideas of team members and structure them into categories
o Introduce a competitive incentive system with a bonus for the 20% of your of strengths, weaknesses, opportunities and threats during the session.
team which is performing better than the other 80%.
o You creatively gather thoughts and ideas without any discussion or frowning.
o Do not interfere, but give the team some time to organize, and sort the These ideas are only filtered and structured after the end of the brainstorming
problem out by low-level conflict management. session.
o Introduce a system of formal and informal performance appraisals, research o Your team members wear hats with different colors, each of which stands for a
causes for bad performance and solicit mutual feedback. way of thinking. Each member discusses topics from the viewpoint of their
thinking.

o You try to eradicate deviating ideas and concepts of team members during the
67. Your management announced that they want to put you on a stretch assignment. meeting, so that the entire project team follows your principles.
67

o
Whatever your education, knowledge and skills are, you cannot fail personally. 69. In configuration management, which of the following is necessary to maintain the
Congratulations. integrity of baselines?69
o key stakeholders must have timely and complete information regarding your o Analyzing variances by comparing baseline information with actual project
qualifications to make decisions regarding your suitability for the assignment. data.
o o Releasing only approved changes for incorporation into products or services.
outweighed by the learning and development experience expected to come
with the assignment. o Ensuring that team members adhere to a code of ethical conduct and
behavior.
o
not be enough for you to simply satisfy requirements and achieve objectives. o Ensuring transparency across all project management processes and activities.
You will have to learn a lot.

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 70. Which statement describes best the purpose of the communications management 73. During project planning, you are presented with the following diagram that
plan?70 depicts a cumulative likelihood distribution for the duration of a project:

o The project management plan is a subsidiary document of the overall Deadline

communications management plan. 100%

o The communications management plan describes rules of behavior and respect

for communications in cross-cultural teams.

o The communications management plan describes the information delivery

needs including format and level of detail.

o The communications management plan focuses on the use of communications

technologies by the project management team
0%

Duration
What kind of conclusion can you draw from the information depicted in it? 73
71. Which is not a point used for three-point estimation?71

o Optimistic estimate o The likeliness that the project will finish exactly at the date marked with
.
o Most likely estimate o The likeliness that the project team will exceed the date marked with
o Budget estimate
o Pessimistic estimate o If the project team will meet the deadline, project costs will be 80% of the
budgeted costs.

o The likeliness that the project team will meet the deadline or will finish earlier
is at 80%.
72. Which of the following are not common barriers to project team building?72

o Differing outlooks, priorities, and interests

o Role conflicts
o Excessive team member commitment
o Unclear project objectives/outcomes

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 76
74. While executing a project, you sense a slightly negative attitude in your team. 76. A project charter
Which type of document do you now need, among others, to better understand
and then be able to improve the situation?74 o
o Project charter o organizational resources to meet
project requirements.
o Team performance assessments
o
o Cost baseline work package level.

o Statement of work o

75. The sales representative of your company recently contacted you. You made 77. You identified a technical risk in your project and assigned a contingency for that.
some estimates on direct costs for an offer on a firm fixed-price contract. Planning contingency reserves is part of which risk response strategy? 77
According to company policies, indirect costs (overheads) are to be calculated as
a percentage of the direct costs, the sum of both cost types caused him to o Active risk mitigation
calculate a far too high price. How should you not react? 75
o Passive risk avoidance
o You reduce your direct cost estimates by reducing the amount of work and the o Passive risk acceptance
rates allocated to them. This allows a reduction of the overhead costs and a
lower price. o Active risk acceptance
o Calculating overheads as a percentage of direct costs is just a model to
simplify calculations. A more specific analysis of these costs may lead to a
more realistic project price.
78. Which concept of locating team members can help them best to enhance their
o Cost estimates are quantitative assessments of the probable costs required to performance as a team?78
complete project work. These are made by the project team. It is the sales
o Co-location
o You make the sales person aware that a reduction of direct costs may reduce o Cross-functional dispersion
the numbers for overhead cost allocation, but will not influence the actual o Virtual e-teams
overheads.
o Global team dispersion

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 79. Which statement on constructive changes is false?79 81. You are going to take over a new project as the project manager in an enterprise
unknown to you. What should you investigate during the chartering process? 81
o Constructive changes are contract changes which are construed from actions
taken by either party, not from a change document. o Enterprise environmental factors
o Changes in projects under contract are called constructive changes if they o Project management plan
yield benefits for both parties.
o Project risk register
o Constructive changes are a frequent cause of disputes and claims of one
contract party against the other. o Team performance reports
o Field changes should be meticulously documented to avoid an interpretation as
constructive change.
82. A project was budgeted at $1,000,000. Meanwhile, the project is executed, and
the following current figures have been assessed:

80. You are assigned as a project manager for an internal project. During cost PV: $500,000
planning and budgeting you discovered that there are peak times of costs during EV: $450,000
the project and other times when costs are fairly low. What could this mean for AC: $550,000
the project?80
Assuming that the cost variance was caused by one-time cost drivers, which are
o The fiscal budget mechanism which is used by the performing organization no more effective, what estimate at completion (EaC) can you derive from these
may not allow for cost peaks in your project, and you may have to level out figures? 82
expenditures over time.
o $900,000
o You can silently create budget contingencies during low-cost periods and re-
use them later during those periods when you have to cover peak levels in o $1,000,000
project costs.
o $1,100,000
o You may find another project manager with a project that has a different
rhythm of high and low costs. Then, you may be able to move budget during o $1,222,222

o You are a project manager and work with a lifecycle budget for your project.
Fiscal budgets are a matter of the functional organization, and you have
generally not to care about them.

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 83. An organization is considering various contract types in order to motivate sellers 86. You took over a customer project for your company. From the inputs available,
and to ensure preferential treatment. What should they consider before deciding including contract, statement of work and project charter, you have developed a
to use an award fee contract? 83 project management plan.

o Payment of an award fee would be linked to the achievement of objective You already presented that plan in a meeting with key stakeholders including
performance criteria. your project sponsor and some representatives from the customer organization.
During the meeting you sensed a high level of dissatisfaction by the customer
o Any unresolved dispute over the payment of an award fee would be subject to executives, who signaled that the project might not produce the results that their
remedy in court.
company had expected. In your understanding, all necessary actions have been
o Payment of an award fee would be agreed upon by both the customer and the
contractor.
What should you do next?86
o Payment of an award fee is decided upon by the customer based on the
degree of satisfaction. o Request a written statement from the customer detailing the requirements
which they believe are not addressed by your plan. Use this statement to
update the project plan.

84. What is least important when it comes to archiving project records? 84

o Arrange meetings with the customer to identify their needs, wants and
expectations for the project. Then create a narrative Scope statement from
o A well-designed records management system this information to document the agreed upon project scope.

o Integration of the archive with business software o Request a formal meeting on top executive level to get the misunderstandings
sorted out, then arrange a change request, re-plan your project where
o Updated records reflecting final results necessary and go ahead with the project work.

o Easy availability of information for future use o Do not over-react. Performed according to your plan, the project will produce
a convincing product for the customer. As soon as the executives will see it,
they will probably change their opinion and accept it.

85. _______ are not necessarily used to establish the cost baseline of a project.85

o Schedule activity or work package cost estimates

o The work breakdown structure and WBS dictionary
o The project schedule and resource calendars
o The risk breakdown structure and the risk register

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 87. A project was assessed and the following earned value data have been found: 89. Your project, run for a customer, is coming to an end. The customer has been
contractually granted a three years warranty period for the product of the
PV: $750,000 project. What should you do first? 89
EV: $750,000
AC: $900,000 o Hand all relevant documentation over to the organizational unit responsible for
handling the warranty.
87
What is the burn rate of the project?
o There is no additional work to be done. The contract should describe all
o 1.20 processes in sufficient detail.

o 1.10 o Changes on the product can affect warranty clauses. Ensure that these clauses
are aligned with the final specifications.
o 1.00
o According to many legislations, you cannot formally close a project before the
o 0.83 end of the warranty period.

88. What is not true for project deliverables?88 90. Being the project manager in a high-risk electronics project with a lot of new
technologies, you developed a risk management plan and identified risks which
o Project deliverables should be identified, described and agreed upon as early you documented in a risk register. Then, the risks were analyzed and response
in the project as possible. was planned.
o Project deliverables may be products, capabilities for services or other kinds of During risk control meetings, it gets obvious that the documents you created are
results.
not very helpful. What have you probably done wrong?90
o Once project deliverables have been identified, their description should not be o You failed to use an RBS.
changed any more.

o The acceptance process for deliverables and how rejection will be addressed o You did the first processes alone.
should be described in the contract. o You did not identify Triggers.
o You did not calculate EMVs.

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 91. Which is generally not regarded as one of the three categories of culture that 93. Some colleagues told you that they are planning, executing, monitoring and
managers should master? 91 controlling a project by use of milestones only with durations between 1 and 4
weeks. What do you think?93
o National culture o The approach is erroneous. A milestone is a significant point with zero duration
o Organizational culture to highlight achievements.

o Project culture o It is a good approach as long as the milestones reflect fixed or imposed dates
during the project lifecycle only.
o Functional culture
o It is a good approach if the milestones are used for reviews between
consecutive project phases only.

92. Post-mortem analysis after scheduled finish date of a project shows a CPI of 0.8
o It is a good approach because it saves from progress measurement on
activities and work packages.
and an SPI of 1.25. What is a plausible explanation for that? 92

o The project was terminated early. At that time, it was over budget and ahead
of schedule.
94. Together with your team, you applied three-point estimation on a critical path
o The project has produced additional deliverables which were originally not which consists of two activities.
required.
The following duration uncertainties are all calculated assuming a ±3sigma
o The project has evidently been finished under budget and behind of schedule. confidence interval.
o The project has evidently been finished over budget and ahead of schedule. The duration uncertainty defined as pessimistic minus optimistic estimate of
the first activity is 18 days; the second estimate has an uncertainty of 24 days.
Applying the PERT formula for paths, what is the duration uncertainty of the
entire path? 94

o 21 days
o 30 days
o 42 days
o No statement is possible from the information given.

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 95. You are just leaving a meeting during which you have been assigned as the 96. What is the purpose of the following diagram?
manager of a project to build a sub-station that is part of a major electric power
distribution system. The decision to run the project has been made before your
assignment and without your involvement. Some basic decisions on deliverables,
staffing, budgeting and on the completion date have already been made as well.
What should you do first?95

o Obtain a project charter which links the project to the strategy and ongoing
work of the organization and documents the initial decisions.

o Create a project schedule for your project which shows all major milestones
and deadlines linked with them. Then try to obtain approval for the schedule.

o Start developing a detailed risk register which includes identified risks with
their qualitative and quantitative assessments and a response plan.
96

o Start the quality assurance process by developing test procedures for the final
deliverable and defining metrics against which the tests will be performed. o Describing the influence of extreme weather conditions on progress and on the
achievement of project objectives.

o Comparing the relative importance of variables that have a high degree of

uncertainty with those that are more stable.

o Evaluating team performance and identifying team members with low

productivity and work effectiveness.

o Evaluating the degree to which project work and deliverables conform to the
expectations of key stakeholders.

97. Which is not a goal in both project management and quality management?97

o Prevention over inspection

o Customer satisfaction
o Management responsibility
o Triple constraint

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 98. You created a baseline of your system configuration and added several changes 101. During planning processes, you used Monte Carlo simulation to quantitatively
to that as amendments. Meanwhile you are afraid that the big number of Deltas assess cost and schedule risks of your project. During risk control, you repeat the
may cause inconsistencies and make you unable to understand the current technique, and it leads to different results. What should not be the reason for
system configuration. What should you do? 98 that?101

o Proclaim a design freeze. o Some assumptions during planning have meanwhile become fact-based
knowledge, so that the risks related to them have vanished or have become
o Go on with amendments. certain problems.
o Revise the baseline. o New risks may have been identified. These influence the input data used for
Monte Carlo simulation in a way which was not predictable at the time when
o Create an entirely new configuration. the simulation was run.

o Some constraints have been identified originally, but their influence on the
project was unclear when the simulation was run for the first time. By now,
99. A request, demand or assertion of a contract partner for consideration, the team understands these constraints much better and has been able to
compensation or payment under a legally binding contract, such as a disputed adjust the simulation.
change, is often referred to as a____.99
o Some dummy activities in the network logic have an element of uncertainty,
o Claim which gets bigger over time. While the project proceeds, it gets even harder to
predict how the team members assigned to them will perform.
o Trial
o Refinement
o Audit 102. As a project manager you can assign any one of two team members to a highly
coveted task. Both are equally capable, but one of them is a member of your in-
group. To the other one, you have far more distance.

100. Projects may be initiated by all of the following except____.100 How should you behave? 102

o the project team o You disclose the situation to stakeholders and solicit a joint decision.
o a sponsor o You take the person not in your in-group to avoid misunderstandings.
o a PMO o Chose the in-group person. The trustful relation will benefit the project.
o a portfolio review board o You delegate the decision to a third team member to avoid the conflict.

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© 2007-2013, Oliver F. Lehmann, Munich, Germany 51 52 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 103. You need a batch of 100 identical valves which will be custom made for your 105. You are managing an internationally dispersed project team. The members of
project to build a food processing plant. There is a risk of deterioration of victuals your team have different cultural backgrounds and primary languages, but all are
during processing; therefore you placed requirements on the quality of the raw educated and able to communicate eloquently in English. You should nevertheless
105
materials for the valves, which will make production very costly.

Unfortunately, in order to test the valves against these requirements, you would o code of conduct for each
have to destroy them. And you have no experience with the vendors at all. What nationality. You should then limit access to these codes.
should you do? 103
o you may have to accept that team members from one country may not be
o Do 0% inspection. You have to trust the selected supplier that they will use prepared to work with colleagues from certain other countries.
the materials according to your specification.
o
o Negotiate a contract over more than 100 items and perform acceptance written communications. These may be hard to identify.
sampling for the surplus of the batch on delivery.
o rtain groups will be happy to stay awake over night to join telephone and
o Require the seller to supply the valves together with appropriate certificates
from their raw materials suppliers.

o Do 100% inspection on delivery to your premises, then order another batch of

100 valves. 106. When finishing a project, which factors that influence customer satisfaction the
most should you be aware of? 106

o Attractive price of the project and low running costs of the product
104
104. Which statement is false? Progressive elaboration of proje
o Friendly project manager and effective after-project service
o o Efficiency of the project and skills of the project manager
and unique.

o o Conformance to requirements of the project and fitness for use of the

deliverables
o
contracts and specifications.

o
specifications.

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 107. When identifying the basis of the business need for a project all of the following 109. What is true for the process of scope validation?109
can be considered except____,107
o Insufficient documentation is not a reason to reject deliverables, as long as in
o regular plant maintenance all other respects they are built according to specifications agreed upon.

o market demands o The project team members must achieve acceptance of the deliverables. This
process is coordinated and documented by the project management team.
o technological advances
o
o legal requirements formal acceptance of the completed project scope and deliverables.

o Formal acceptance will finally reconcile all inconsistencies among deliverables

and documents that where caused by bad change control and scope creep.
108. Your project exceeded costs in the past caused by an underestimation of
resource costs in the cost baseline:

PV: $1,200,000, EV: $1,000,000, AC: $1,200,000

You expect the underestimation to influence the future as much as it did in the
past.

If the value of the remaining work (BAC EV) is at $1,000,000, what should be
your new EAC (estimate at completion)?108

o $1,800,000
o $2,000,000
o $2,200,000
o $2,400,000

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 110. You finished your project for a customer to implement a business software 111. At the end of an internal project, you find several key stakeholders including the
solution. All deliverables have been handed over and are already in use by the sponsor reluctant to finally accept all deliverables and then close the project.
company. There is a minor last payment to be made by the customer on contract What should not be your next step in this situation?111
closure. You believe that it is now getting time to finally close the contract with
the customer and then administratively close down the project. o Identify any open issues and get them solved. Then be firm on formal closure.
You approached the customer this morning and found that they are reluctant to
o Formally close the project. Stakeholders will find a way by themselves to sort
things out.
finally close the contract. But you do not exactly understand why. What should
you not do?110 o Identify and openly discuss personal rationales underlying the reluctance.
o Update all documents related to the project and the product so that they o Invite earnest feedback from all sides and try to identify misunderstandings.
reflect the final specifications and the status of both the project and the
product. Organize them in a fashion for easy access.

o Focus on your next project and leave the customer the time to get familiar 112. A project manager reported the following earned value data:
with the software. They will come back to you anyway after some weeks to
terminate the contract and make the last payment.
PV: $12,400,000
o Based on the contract and all documents which are relevant for the formal EV: $14,500,000
relationship with the customer, write a close-out report describing what was AC: $14,500,000
contractually required and what was obtained.
What does this mean? 112
o Make sure that there are no active purchase orders against the contract or any
other pending obligations, requests or claims from either party which need to o The project is over budget and on schedule.
be resolved. Then insist on formal contract closure.
o The project is under budget and on schedule
o The project is on budget, but behind schedule.
o The project is on budget and ahead of schedule.

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 113. Your project had a cost overrun in the past and you tried to obtain funding on top 116. A project customer and a contractor agreed on regular quality audits during
of the original budget at completion (BAC). Management has told you that they execution by a third party audit team, which is working on an assignment for the
cannot make additional funding available. You have to increase cost performance customer.
so that the project will be finished with costs not exceeding the original BAC.
Which metric describes the future performance to meet this objective?113 What should the contractor have prepared for the audits?116

o TCPI calculated as BAC / CPI o Work results

o TCPI calculated as (BAC-EV) / (EAC AC) o Measurements and test results
o TCPI calculated as (BAC-EV) / (BAC-AC) o Quality documentation
o TCPI cannot be calculated in this situation. o Contract-related correspondence

114. When running a project as a project manager, what should you focus on during 117. While planning a project, you are defining activities. Which of the following is not
the executing processes?114 a result of that process?117

o Doing project work o Activity list

o Coordinating people and resources o Work breakdown structure
o Ensuring accountability for errors o Activity attributes
o Avoid third-party influence o Milestone list

115. 118. What should you focus on when managing the stakeholders of your project? 118
a major drop in output. Which is the best approach to raise team productivity in a
project?115 o Ensure the order of phases.
o Increase the frequency of team review meetings and status reports. o Address issues.
o Increase the pressure on each team member to adhere to deadlines. o Identify the stakeholders.
o Post a special reward for the best performing team member. o Ensure stakeholder value.
o Improve feelings of trust and cohesiveness among team members.

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 119. What should not be your thoughts when you are organizing documents as lessons 122. What is the most important benefit of a 360 degree review? 122
learned?119
o The reviewed person will regard the assessment process as fair and
o Devise the lessons learned documentation in a wording which is easy to developmental.
understand for a reader who is not familiar with the project.
o Assessments from different perspectives leave no weak spot of a person
o Lessons learned must detail how certain groups or persons caused failures and unaddressed.
delays, especially if they are inside the own organization.
o Managers will be assessed by their subordinates, enforcing a more
o Writing lessons learned should be an exercise enhancing your personal participative style.
learning experience. Make sure you grasp what you are writing down.
o One can use a simple standard questionnaire to gather data from the
o Keep lessons learned documents at a place where they are easy to access and reviewers.
to retrieve for those who may later need the information.

123. You are using a phase gate approach for your project. What do you need to
120. You are identifying key stakeholders for your project. Which of the following is consider?123
not included in any case?120
o The order of phases must be strictly consecutive without overlapping in order
o Project manager and project team to allow for gates.

o Customer and users o Gates are often called kill points, when they are used to eliminate weak team
members.
o Sponsor
o Phase gates are often used to verify entry criteria of a previous phase and exit
o Media representatives criteria of the next one.

o Approaching phase gates early is a common signal that project planning has
been poor.
121. _______ is normally not a method of RoI (return on investment) analysis.121

o Net present value projection

o Sunk cost analysis
o Simple payback calculation
o Internal rate of return

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 124. Post mortem earned value analysis of a project showed the following data: 126. Which statement describes best the meaning of leadership?126

SPI: 0.78 o Ensuring predictability in an uncertain environment

CPI: 1.00
o Sustaining an ongoing business over a long period of time
What is this telling you? 124 o Adhering to publicized standards and procedures
o The entire work of the project has been finished behind schedule and on o Developing a vision and strategy and motivating people
budget.

o The entire work of the project has been finished ahead of schedule and on
budget. 127
127.
o The project has been terminated before completion. At that time it was behind o confidential information.
schedule and on budget

o The project has been terminated before completion. At that time it was ahead o
of schedule and on budget. o
o ecision-making processes.

125. A project has undergone a major scope change, which increased cost and work
levels. What does this mean for earned value data? 125
128
128. Who should always issue the project charter?
o The cost baseline will be updated and the new baseline will be the basis for
future earned value analysis. o A person internal to the project organization
o As baselines should generally not be adjusted, the project is due to exceed its o A project initiator or sponsor
budget from now on.
o A low-level manager of the performing organization
o There are several reasons to change a baseline, but not scope changes. The
project will exceed its budget. o A high-level manager of the performing organization
o Earned value analysis becomes useless after a scope change, the technique
should not be used any more.

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 129. You are performing quality control on your project. How can a process flow chart 132. You are currently finishing a project under contract to develop and build some
help you? 129 machining equipment for a customer. Your organization took over the obligation
to solve certain problems if they come up during a contractual warranty period of
o It may help identify outliers. one year after start of production.
o It may help understand the COQ in a process. What do you not have to consider during the warranty period? 132
o It may help spot accountable staff. o Parts which were marked as-is must be held available for free replacement in
o It may help react later. case of failure.

o Incoming problems reported to the team must be handled immediately and

with high priority.
130. A difference between a statement of work and a scope statement is:130 o Some team members must be held available during the warranty period in
case that they have to solve problems.
o The statement of work is prepared by the customer while the scope statement
is developed by the project management team. o At the end of the warranty period, the responsibility for the equipment will be
turned over to the customer
o The statement of work focuses on physical or technical matters, while the
project scope statement focuses on a functional view.

o The project scope statement is in most projects developed before the

statement of work is written. 133. When should a time and material contract with a contractor been chosen instead
of a fixed price contract?133
o A project scope statement can become a contract document; a statement of
work cannot. o When cost risks for the customer should be limited but not schedule risks.
o When project scope includes the progressive elaboration of the scope of
deliverables.
131. You are the manager of a project for a company that is known to make heavy o When subcontractors are being used and the customer will reimburse their
use of extrinsic motivators in order to boost morale and team performance. What invoices.
131
does that mean? The motivators
o When only a limited amount of money can be made available to fund the
o individual team members. project.
o ncentives such as rewards, gifts, or money.

o derived from within individual team members.

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 134. You are the manager of a major project to develop a system of barriers to 136. You are running a project to develop the production process for a future
prevent a seaside city from flooding. Together with your team you created a code electronic component. Evaluating some first test batches, you found out that the
of conduct stating that the change control board must be immediately notified of precision is generally very good, but that you have some irregular outliers in a
gifts when the value exceeds $90. The same applies to invitations when the value completely unpredictable pattern. What should you do? 136
exceeds $150.
o Ignore the outliers; they are not relevant as long as the yield from the
Today, a contractor executive sent you an invitation for a night at an opera with production is sufficiently high.
a value of $95. It is a one-time event and you tried to obtain tickets by yourself
without success. The person told you that he would so much wish to join you, but
o Try to increase the accuracy of the process by adjustments, thus reducing the
number of outliers.
he will not be available on that day, and he could get hold of only one ticket
anyway. o Inform the designated production manager of your observations and ask him
to take care after handover.
What do you have to do? 134
o Research outliers, they may give you important insights into problems which
o You are allowed to accept invitations with a value of up to $150, so there may trouble later production.
should be no problem.

o One may regard the ticket as a gift, but it is just at the limit: You do not have
to notify the CCB.
137. As a leader, how should you deem ethical conduct?137
o The ticket is a gift and over of the limit. You have to notify the CCB who will o You should ensure ethical conduct throughout the team by use of means
make the decision.
including recognition and awards and in tight cooperation with the team
o You are the project manager. The rules are in place to strengthen your
position. They do not apply to you.
o Ethical conduct is all right as long as it does not impact the achievement of
options for profits.
135. What is not a major benefit of co-locating team members from different cultures o You are the role model for the team. Your personal integrity demonstrates the
in one place instead of having a team dispersed over many countries? 135 desired skills, behavior, and attitudes whose adoption may benefit team
members.
o Short distance to the customer markets
o Reduced burden from travelling and international meetings o There are often dilemma situations in business. Then you may have to
suspend your integrity and do what is appropriate. There may be long term
o Enhanced communications and a sense of community negative effects, but these are not your responsibility

o Identical working hours without time zone difference

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 138. You have recently been named as the manager of a new project under contract. 141. You are running a project to engineer and implement a set of business processes
The sponsor of the project gave you the contract signed by the customer and a and a software solution for customer relationship management. The project
statement of work. He asked you to go on with initiation. Which document should involves a big number of performing organizations a major corporation and
you develop next? 138 many suppliers of different sizes.

o Project management plan During the project you observed a restraining effect of differences between the
o Milestone schedule project should be handled and to frequent misunderstandings between
o Project charter stakeholders. Another effect is a growing degree of distrust and skepticism.

o Scope statement What should you try first to integrate the diverse stakeholder groups? 141

o Focus on project work. As a project manager you should not get distracted by
big egos.
139. You are defining evaluation criteria for your project. The procurement item is
readily available from a number of acceptable sellers. Which criterion can you
o Let the problems grow further until they are obvious for all. Then escalate
them.
focus on in such a situation?139

o o Develop a joint quality policy for the project and seek commitment by all
organizations.
o Price offered by the seller o Analyze probability and impact of the risks linked with the situation and plan
o how to respond to them.

o Understanding of your need

140. When is passive risk acceptance an appropriate approach? 140

o When the likeliness of risk occurrence is very low.

o When the risk occurrence is hard to identify.
o When it is best to deal with a risk as it occurs.
o When the risk cannot be assessed or analyzed.

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 142. During execution of your project you have observed that a team member is 144. What is the five whys method used for? 144
getting isolated by other team members. Which is a wrong approach in such a
situation?142 o Root cause analysis
o The interpersonal relationships between team members are their private issue. o Identification of random causes
You should not interfere.
o Identification of special causes
o You should apply team building measure o Identification of causes of conflicts
o You should try to get feedback from the isolated team member to understand
the situation.

o You should try to get feedback from the other team members to understand 145. The use of scarce resources must be decided upon with functional managers
the situation. before it causes delays in your project. Which is probably your most important
skill right now?145

o Planning
143. In an organization, project managers report directly to the head of a project
management office (PMO). In this case, which statement is probably not true?143
o Negotiating
o The head of the project management office can strengthen the matrix as a o Facilitating
manager of project managers. o Documenting
o The project management office will actually be responsible for direct
management of the projects.

o Projects will be run by the functional organization and project managers 146.
expedite change control. performance according to weighted criteria? 146

o It will be easier for the PMO to ensure that the organizational process assets o What is the yearly investment in development of personnel per year and
provided are used. employee?

o How many reference customers have been verified by the seller in the specific
field?

o What financial status and reputation in the market place could be assessed?
o Has a CV of the prospective project manager been sent with the proposal?

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 147. Which is not an example of a correctly handled contract closure procedure?147 150. During a post-mortem meeting, discussion arises about who has to take
responsibility for some major failures. It has become obvious that the attendees
o Early termination of a contract because of a repudiatory breach of the meeting will not come to a jointly accepted conclusion.
o Settling and finally closing the contract agreement What is not an appropriate strategy for such a situation?150
o Product verification by stakeholders and administrative closure o Separate the people from the problem
o Early termination of a contract because of an immaterial breach o Focus on interests, not positions
o Insist on objective criteria and standards
148. You gathered a lot of knowledge on project management in your business life. o Suspend the discussion and schedule another meeting
What is an appropriate use for that? 148

o Share your knowledge with the professional community in form of books,

articles, lectures, seminars etc. 151. Understanding cultural key similarities and differences is especially important
for 151
o It is your knowledge, and it has a high market value. You may consider it your
intellectual property, which you keep secret. o globally dispersed, cross-cultural and virtual teams.
o There are better project managers somewhere in this world. They should help o homogeneous, co-located teams.
developing the professional community.
o -teams and work cells.
o Your job is managing projects for your customers. You should not worry about
other project managers. o .

149
149.

o duty to show a high regard for oneself, others, and the resources
entrusted.

o
cooperation.

o disrespectful behavior.

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 152. Your project team is on its way to finish work on the project, while you have the 154. You are running a project which was budgeted based on some rough order of
impression that a staff member is already negotiating the next assignment in magnitude (ROM) estimates with a precision of -50% /+100%. Meanwhile, with
another project. You are afraid that the person may come under pressure to start new estimates made on detail level and some work already finished, you found
working on the other job before she has finished her work for your project. Her out that these estimates were consistently too low and the budget will not be
task is very complex, and it would be hard for someone else to take up the sufficient to successfully run and finish the project. What should you do? 154
partial results and finish them.
o
What action is most likely to resolve the situation?152 optimistic, later estimates are too pessimistic and the project costs will finally
settle somewhere in between. So relax!
o Have a private meeting with the person and discuss your observations. Make
the person aware of the contract and of the legal consequences of unfinished o Bring the issue to your sponsor and discuss how this should be handled.
work. Together with the sponsor adhere to the guidelines which describe how
budgets will be reviewed and refined.
o
leave. Use team dynamics to buy in the commitment from the person to finish o Try to reduce scope or quality in areas where it cannot create difficulties for
work orderly. you and the team. Finally, it is not your responsibility that an insufficient
budget has been created for the project.
o Use your network of project managers to find another assignment for the
person which allows for smooth transition and does not conflict with your o Find a contractor who can run the project for you. Set the budget as a price
needs. limit during the bidding process and accept only firm fixed price (FFP) offers
which do not exceed this price.
o Ignore your observations and let the team member do her job. It is quite
uncommon that staff drops work for a project before it is completely finished.

155. Which is typically not specified in a document referred to as activity attributes?155

153. When control charts are used, outliers 153 o The person executing the work in a schedule activity
o easurements outside the bandwidth between an upper and lower o Schedule activity identifiers, codes and descriptions
control limit.
o Schedule activity predecessors and successors
o o The cost baseline assigned to the schedule activity
verify.

o
not be further investigated.

o
value.

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 156. In a country with high level of violence in public, a local police officer requires a 159. You are project manager for a strategic project with a multi-million dollars value
private money transfer to ensure the safety of your team. How do you react? 156 assigned by a company that is listed at a US stock exchange.

o You regard this as bribery or at least as palm greasing and do not pay. Recent Earned Value Analysis after app. 25% completion told you that your
project has a CPI of 0.76. What should you do right now? 159
o You do not pay, but follow the chain of command and solicit a decision.
o You regard it as a facilitation payment and pay the person. o The variance is a signal of a sound project which is well under budget. There is
no need for action.
o You regard the situation as a gray area and pay through an agent. o A project that much under budget may be a problem for negotiating future
budgets. Try to spend money somewhere else.

o You should immediately inform your management, which should then assess
157. Which is not a type of project review meeting?157 whether this CPI constitutes a material financial issue.
o Team review meetings o It is still early in the project and data are yet inaccurate. Wait a while and
allow numbers from the project to stabilize.
o Project status meetings
o Executive management review meetings
o Customer review meetings 160. A management point in a work breakdown structure (WBS) used to consolidate
and process work package data and forward the results to the project manager is
called160

158. You are performing integrated change control. Which of the following will not be o Control account
part of what you do? 158
o Chart of accounts
o Reviewing and approving change requests o Control limit
o Maintaining the integrity of baselines o Account limit
o Performing milestone trend analysis (MTA)
o Documenting the allover impact of requested changes

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 161
161. In project management, work authorization 164. Which technique has been applied to develop the following diagram? 164

o n work on a specific
activity. 1.1 Optimistic costs
17%
-$123,000.00
0%
-$123,000.00

o work 1 Use existing staff

FALSE
$0.00
-$169,220.00

package. 66% 0%
1.2 Most likely costs
-$158,000.00 -$158,000.00

o written direction used by a project manager to ensure work is done 17% 0%

properly and correctly.

1.3 Pessimistic costs
-$259,000.00 -$259,000.00

Make or buy? Implementation costs -$149,500.00

o
50% 50%
document issued by a sponsor authorizing the project manager to apply TRUE
2.1 Optimistic costs
-$35,000.00 -$85,000.00

resources to project activities.

2 Hire new staff -$99,500.00
-$50,000.00
50% 50%
2.2 Pessimistic costs
-$164,000.00 -$214,000.00

33% 0%
3.1 Optimistic costs
-$120,000.00 -$140,000.00
FALSE
3 Use contractor staff -$207,100.00

162. When you perform quality assurance in your project, which technique could you
-$20,000.00
67% 0%
3.2 Pessimistic costs

typically use?162
-$250,000.00 -$270,000.00

o Code review o Decision tree

o Quality audit o P/I matrix
o Inspection o Strategic scoring
o Scope verification o Risk breakdown structure

163. The _______ can be used to assess outlays and funding requirements.163 165. Your organization has the choice between several internal projects it could run.
In order to select projects, the organization assessed their strategic importance,
o Cost assignment matrix investment
services and results. What should the organization assess in addition? 165
o Cost baseline
o The probability of changes to strategic goals.
o Cost variance analysis
o The frequency of changes to strategic goals.
o Control account plan
o The assessments done should be sufficient.
o The probability of the expected cash inflows.

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 166. Which of the following is not a forecasting method?166 169. Your project work has generally been finished and you want to commence a solid
closing process for the project. What must have been attained to begin this
o Scenario building process? 169
o Simulation o The deliverables of the project must have been accepted.
o Time series method o The organizational process assets must have been updated.
o Variance analysis o The final product, service or result transition must have been finished.
o Lessons learned must have been organized into a data base.
167. Processes of configuration management commonly include all of the following
except:167
170. The situational leadership model as defined by Paul Hersey and Ken Blanchard
o Configuration identification consists of the stages____.170
o Configuration status accounting o Must-be requirements, one-dimensional requirements, attractive requirements
o Configuration chartering o Telling, selling, participating, delegating
o Configuration audit o Direct style, instrumental style, relational style
o Acquisition stage, learning stage, performance stage, exhaustion stage
168. A project manager tracks the work of team members using a network logic
diagram. Which effect will the presence of an actual finish date have on the
calculation of float for the finished activity?168 171. A Pareto chart 171

o Finished activities have only float left when they have been completed on o causes which create a repeating and often seasonal pattern of problems.
schedule.
o
o Calculating free float and total float is generally not reasonable for finished
activities. o ial causes of process variations which should be investigated to avoid
type 1 errors.
o When an activity has been finished, total float gets often converted to become
free float. o
o When an activity has been finished, float gets often converted to become
slack.

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 172. When should the project schedule be developed? 172 173. What is wrong in this diagram?

o As early into the project as possible. A committed schedule should be there

before any initiating or planning processes are applied for the project. PV
Data
o During initiating. The definite project schedule should be developed $ date
concurrently with the project contract (if applicable) and the project charter.
EV
o Scheduling should be avoided. Agile approaches with a backlog and a weekly
to 4-weekly meeting cycle are sufficient for modern project management. AC

o When most planning processes from time, scope, and procurement

management have been finished. These will then be iterated when necessary.

Project weeks 173

o The data date must be accurately between weeks.

o AC cannot be higher than PV when EV is lower.
o EV cannot be assessed beyond the data date.
o PV cannot be assessed beyond the data date.

174. What is the purpose of control limits?174

o r

o
o Specifying the range of acceptable results.
o Identifying whether the process is in control or not.

Notes Notes

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layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
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© 2007-2013, Oliver F. Lehmann, Munich, Germany 83 84 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 175. What is not the main purpose of a final project report?175

o Preparing acceptance of the final product, service or result.

o Making stakeholders aware that the project has been closed out.
o Acknowledging what has been done and achieved by all contributors.
o If a project has been cancelled before completion: Explaining the causes.

Notes

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layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
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© 2007-2013, Oliver F. Lehmann, Munich, Germany 85

 5.
(Initiating, Planning etc.) for
Answers and References each item on the following pages
refer to the PMP® Examination
Content Outline
(http://www.pmi.org/~/media/P
Notes: 1. The real PMP® exam has one or more references to verify DF/Certifications/PMP%20Exami
the correctness for each item4. This prep document follows nation%20Content%20Outline_2
this approach. 010.ashx).

2. PMBOK® Guide page numbers given on the following pages The position of certain topics
refer to the PMBOK® Guide pagination at the bottom of the may be different from their place
page. in the PMBOK® Guide.

They may differ from the Acrobat pagination in the PDF Example: Forecasting is found in
versions of the document.
PMP® Examination Content
Outline:
3. There are two PMBOK® Guide 4th Edition versions
Planning
distributed by PMI with different paginations.
PMBOK® Guide:
Monitoring and controlling
s beyond 381, e.g. go to
page 400, when the reference says 408.

This document references to the version with page 381

PMBOK® Guide Third Edition Project leadership
team .
1 Executing
4. References given on the following pages to Answer: 3
http://pmi.books24x7.com and Reference: PMBOK® Guide 5th Edition, page 518.
http://www.pmi.org/PDF/Members/Standards are
accessible for PMI® members only. Access is free. 2 Initiating
Answer: 1
To check these references, non-members would have to
Reference: PMBOK® Guide 5th Edition, page 66.
buy these books, which are available in most book stores.

Or obtain membership. 3 Executing

Answer: 2
Reference: Sponsoring a Project by Paula K. Martin,
pmi.books24x7.com/viewer.asp?bookid=12615&chunkid=514195683.

4
Item: Question with 4 answering options

Notes Notes

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layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
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© 2007-2013, Oliver F. Lehmann, Munich, Germany 87 88 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 4 Initiating 11 Monitoring and controlling
Answer: 4 Answer: 4
Reference: Project Management, A Systems Approach to Planning, Scheduling and Reference: PMBOK® Guide 5th Edition, pages 134-135.
Controlling by H. Kerzner, 10th edition, page 616,
pmi.books24x7.com/viewer.asp?bkid=32027&destid=978#978: 12 Planning
Answer: 3
Discount rate: 10% Reference: PMBOK® Guide 5th Edition, page 94.
Year Cash inflow, Cash inflow,
present values future values 13 Executing
Investment 0 -1,000,000 -1,000,000 Answer: 2
Revenues 1 250,000 227,273 Reference: Project Management JumpStart by Kim Heldman, page 214,
2 420,000 347,107 pmi.books24x7.com/viewer.asp?bookid=10556&chunkid=0166859180&rowid=508.
3 420,000 315,552
Revenues (3y) 1,090,000 889,932
Net revenues (3y) 90,000 -110,068 14 Initiating
Net present value Answer: 2
Reference: PMBOK® Guide 5th Edition, page 544.

5 Executing 15 Executing
Answer: 4 Answer: 1
Reference: PMBOK® Guide 5th Edition, page 158. Reference: PMBOK® Guide 5th Edition, page 282.

6 Planning 16 Planning
Answer: 3 Answer: 2
Reference: PMBOK® Guide 5th Edition, page 296. References: PMBOK® Guide 5th Edition, page 327, 333, and 354.

7 Project life cycle and organization 17 Monitoring and controlling

Answer: 2 Answer: 4
Reference: PMBOK® Guide 5th Edition, page 20. Reference: PMBOK® Guide 5th Edition, page 94.

8 Planning 18 Planning
Answer: 4 Answer: 4
Reference: Project Management JumpStart by Kim Heldman, page 47, Reference: Project Management, A Systems Approach to Planning, Scheduling and
pmi.books24x7.com/viewer.asp?bookid=10556&chunkid=0419956291&rowid=113. Controlling by H. Kerzner, 10th edition, page 240, 3rd bullet in the list of communication
styles,
9 Monitoring and controlling pmi.books24x7.com/viewer.asp?bkid=32027&destid=368#368.
Answer: 1
Reference: PMBOK® Guide 5th Edition, page 228 (second paragraph). 19 Initiating
Answer: 1
10 Executing References: PMBOK® Guide 5th Edition, pages 321 and 426.
Answer: 1
Reference: PMBOK® Guide 5th Edition, page 214.

Notes Notes

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layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
version at: www.oliverlehmann.com. version at: www.oliverlehmann.com.

© 2007-2013, Oliver F. Lehmann, Munich, Germany 89 90 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 20 Executing 29 Initiating
Answer: 3 Answer: 3
Reference: Project Management, A Systems Approach to Planning, Scheduling and Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by H. Kerzner, 10th edition, page 850, Controlling by H. Kerzner, 10th edition, page 65,
pmi.books24x7.com/viewer.asp?bkid=32027&destid=1360#1360. pmi.books24x7.com/viewer.asp?bkid=32027&destid=118#118.

21 Monitoring and controlling 30 Planning

Answer: 3 Answer: 1
References: PMBOK® Guide 5th Edition, page 417; Reference: PMBOK® Guide 5th Edition, page 178.
Diane Arthur, Successful Interviewing, page 154,
pmi.books24x7.com/viewer.asp?bookid=1874&chunkid=0719493349&rowid=322. 31 Monitoring and controlling
Answer: 1
22 Initiating Reference: PMBOK® Guide 5th Edition, page 252.
Answer: 3
Reference: PMBOK® Guide 5th Edition, pages 71 and 72 (outputs of process Develop 32 Monitoring and controlling
project charter). Answer: 4
Reference: PMBOK® Guide 5th Edition, page 235 (figure 8-5).
23 Planning
Answer: 2 33 Executing
Reference: PMBOK® Guide 5th Edition, page 132. Answer: 1
Reference: The Human Aspects of Project Management: Managing the Project Team by
24 Executing Vijay K. Verma, Volume Three, page 70,
Answer: 1 pmi.books24x7.com/viewer.asp?bookid=3028&chunkid=489211702.
Reference: PMBOK® Guide 5th Edition, page 375
34 Monitoring and controlling
25 Professional and social responsibility Answer: 2
Answer: 4 Reference: PMBOK® Guide 5th Edition, pages 216-219.
Reference: PMBOK® Guide 5th Edition, page 277.
35 Executing
26 Executing Answer: 1
Answer: 3 Reference: PMBOK® Guide 5th Edition, page 312 (11.6.3.2).
Reference: PMBOK® Guide 5th Edition, page 276.
36 Planning
27 Initiating Answer: 3
Answer: 3 Reference: PMBOK® Guide 5th Edition, page 72.
References: PMBOK® Guide 5th Edition, pages 255 and 277 (9.2.3.4).
37 Planning
28 Planning Answer: 2
Answer: 1 Reference: Management JumpStart by Kim Heldman, page 78,
Reference: PMBOK® Guide 5th Edition, page 31. pmi.books24x7.com/viewer.asp?bookid=10556&chunkid=113181901.

Notes Notes

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layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
version at: www.oliverlehmann.com. version at: www.oliverlehmann.com.

© 2007-2013, Oliver F. Lehmann, Munich, Germany 91 92 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 Breakpoint costs: $1,125,000
38 Executing
Answer: 4 Variance: $125,000
Reference: PMBOK® Guide 5th Edition, page 47. 80% customer share: $100,000

39 Planning Customer price:

Answer: 1 Target price $1,100,000
Reference: PMBOK® Guide 5th Edition, page 123. Share on variance $100,000
Breakpoint price $1,200,000
40 Planning
Answer: 4
47 Executing
Reference: PMBOK® Guide 5th Edition, pages 212-213.
Answer: 4
Reference: PMBOK® Guide 5th Edition, pages 131-132, 134, 360.
41 Executing
Answer: 4
48 Executing
Reference: PMBOK® Guide 5th Edition, page 567.
Answer: 2
Reference: PMBOK® Guide 5th Edition, page .
42 Initiating
Answer: 2
49 Professional and social responsibility
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Answer: 3
Controlling by H. Kerzner, 10th edition, page 603,
Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by
pmi.books24x7.com/viewer.asp?bkid=32027&destid=958#958.
Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 56,
pmi.books24x7.com/viewer.asp?bookid=8104&chunkid=761438925.
43 Executing
Answer: 2
50 Planning
Reference: PMBOK® Guide 5th Edition, pages 373.
Answer: 4
Reference: PMBOK® Guide 5th Edition, page 532.
44 Monitoring and controlling
Answer: 1
51 Executing
Reference: PMBOK® Guide 5th Edition, page 237.
Answer: 2
Reference: PMBOK® Guide 5th Edition, page 556.
45 Monitoring and controlling
Answer: 1
52 Executing
References: PMBOK® Guide 5th Edition, pages 57, 96.
Answer: 2
Reference: PMBOK® Guide 5th Edition, page 368.
46 Executing
Answer: 3
53 Executing
Reference: Quantitative Methods in Project Management by John Goodpasture, pages
Answer: 4
250-251,
Reference: PMBOK® Guide 5th Edition, page 247.
pmi.books24x7.com/viewer.asp?bkid=8442&destid=670&term=Point+of+total+assump
tion+(PTA)#670.

Notes Notes

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layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
version at: www.oliverlehmann.com. version at: www.oliverlehmann.com.

© 2007-2013, Oliver F. Lehmann, Munich, Germany 93 94 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 54 Closing 63 Monitoring and controlling
Answer: 3 Answer: 3
Reference: The Project Manager's MBA: How to Translate Project Decisions into Business Reference: PMBOK® Guide 5th Edition, pages 215-225.
Success by Dennis J. Cohen and Robert J. Graham, page 160,
pmi.books24x7.com/viewer.asp?bookid=2934&chunkid=344323066. Project Actual Earned Planned
week costs value value
55 Monitoring and controlling 1 $65,000 $61,000 $67,000
Answer: 1 2 $85,000 $79,000 $89,000
Reference: PMBOK® Guide 5th Edition, page 349. 3 $100,000 $102,000 $110,000
4 $125,000 $124,000 $121,000
56 Executing 5 $135,000 $133,000 $139,000
Answer: 3 6 $125,000 $120,000 $131,000
Reference: PMBOK® Guide 5th Edition, page 260. At data
date $635,000 $619,000 $657,000
57 Professional and social responsibility
Answer: 2 SV = EV PV = -$38,000 (behind schedule)
Reference: Vijay K. Verma, The Human Aspects of Project Management: Managing the CV = EV AC = -$16,000 (over budget)
Project Team, Volume Three, page 94,
pmi.books24x7.com/viewer.asp?bookid=3030&chunkid=418979454. 64 Planning
Answer: 1
58 Executing Reference: PMBOK® Guide 5th Edition, page 535.
Answer: 4
References: PMBOK® Guide 5th Edition, pages 94, 136 (5.6). 65 Planning
Answer: 2
59 Planning Reference: PMBOK® Guide 5th Edition, page 328.
Answer: 1
Reference: PMBOK® Guide 5th Edition, page 266. 66 Executing
Answer: 4
60 Planning Reference: PMBOK® Guide 5th Edition, page 282.
Answer: 4
Reference: PMBOK® Guide 5th Edition, page 548. 67 Professional and social responsibility
Answer: 2
61 Executing Reference: PMI Code of Ethics and Professional Conduct, page 2
Answer: 2 (http://www.pmi.org/About-Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx).
Reference: PMBOK® Guide 5th Edition, pages 282-283.
68 Initiating
62 Executing Answer: 2
Answer: 2 Reference: Project Management, A Systems Approach to Planning, Scheduling and
Reference: Delivering Project Excellence with the Statement of Work by Michael G. Controlling by H. Kerzner, 10th edition, page 418,
Martin, page 37, pmi.books24x7.com/viewer.asp?bkid=32027&destid=635#635.
pmi.books24x7.com/viewer.asp?bkid=6197&destid=98&term=definition#98.

Notes Notes

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layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
version at: www.oliverlehmann.com. version at: www.oliverlehmann.com.

© 2007-2013, Oliver F. Lehmann, Munich, Germany 95 96 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 69 Monitoring and controlling 79 Monitoring and controlling
Answer: 2 Answer: 2
Reference: PMBOK® Guide 5th Edition, page 96. Reference: PMBOK® Guide 5th Edition, page 385.

70 Executing 80 Monitoring and controlling

Answer: 3 Answer: 1
Reference: PMBOK® Guide 5th Edition, page 532. Reference: PMBOK® Guide 5th Edition, page 212 (7.3.2.5).

71 Planning 81 Initiating
Answer: 3 Answer: 1
Reference: PMBOK® Guide 5th Edition, page 150. References: PMBOK® Guide 5th Edition, pages 29 and 70.

72 Monitoring and controlling 82 Monitoring and controlling

Answer: 3 Answer: 3
Reference: Project Management, A Systems Approach to Planning, Scheduling and Reference: PMBOK® Guide 5th Edition, page
Controlling by H. Kerzner, 10th edition, page 206,
pmi.books24x7.com/viewer.asp?bkid=32027&destid=335#335.
83 Planning
73 Planning Answer: 4
Answer: 4 Reference: PMBOK® Guide 5th Edition, page 364.
Reference: PMBOK® Guide 5th Edition, page 341.
84 Closing
74 Executing Answer: 2
Answer: 2 References: PMBOK® Guide 5th Edition, pages 104, 383, 387.
Reference: PMBOK® Guide 5th Edition, page 279.
85 Planning
75 Monitoring and controlling Answer: 4
Answer: 1 Reference: PMBOK® Guide 5th Edition, page 209.
References: PMBOK® Guide 5th Edition, pages 202, 207-208.
86 Planning
76 Initiating Answer: 2
Answer: 2 Reference: PMBOK® Guide 5th Edition, page 209.
Reference: PMBOK® Guide 5th Edition, page 442.
87 Monitoring and controlling
77 Executing Answer: 1
Answer: 4 Reference: Project Management, A Systems Approach to Planning, Scheduling and
Reference: PMBOK® Guide 5th Edition, page Controlling by H. Kerzner, 10th edition, page 647,
pmi.books24x7.com/viewer.asp?bkid=32027&destid=1032#1032.
78 Executing
Answer: 1
Reference: PMBOK® Guide 5th Edition, page 277.

Notes Notes

This document may be freely printed, copied and distributed for private and commercial use, as long as the This document may be freely printed, copied and distributed for private and commercial use, as long as the
layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
version at: www.oliverlehmann.com. version at: www.oliverlehmann.com.

© 2007-2013, Oliver F. Lehmann, Munich, Germany 97 98 © 2007-2013 Oliver F. Lehmann, Munich, Germany
 88 Planning 96 Planning
Answer: 3 Answer: 2
References: PMBOK® Guide 5th Edition, pages 84, 117. Reference: PMBOK® Guide 5th Edition, page
the purpose of a tornado diagram)
89 Closing
Answer: 3 97 Executing
Reference: PMBOK® Guide 5th Edition, page 385 (12.3.3.4). Answer: 4
Reference: PMBOK® Guide 5th Edition, pages 228-229.
90 Monitoring and controlling
Answer: 2 98 Monitoring and controlling
References: PMBOK® Guide 5th Edition, page 315, 319. Answer: 3
Reference: PMBOK® Guide 5th Edition, page 94.
91 Professional and social responsibility
Answer: 3 99 Executing
Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by Answer: 1
Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 55, Reference: PMBOK® Guide 5th Edition, page 531.
pmi.books24x7.com/viewer.asp?bookid=8104&chunkid=761438925.
100 Initiating
92 Closing Answer: 1
Answer: 1 Reference: PMBOK® Guide 5th Edition, page 67.
Reference: PMBOK® Guide 5th Edition, page 218-219.
101 Monitoring and controlling
93 Initiating Answer: 4
Answer: 1 Reference: PMBOK® Guide 5th Edition, page 349.
Reference: PMBOK® Guide 5th Edition, page 153, 546.
102 Professional and social responsibility
94 Monitoring and controlling Answer: 1
Answer: 2 Reference: PMI Code of Ethics and Professional Conduct, page 4 (www.pmi.org/About-
References: Project Management JumpStart by Kim Heldman, page 171, Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx).
pmi.books24x7.com/viewer.asp?bkid=10556&destid=398&destid=389&destid=389&ter
m=standard+deviation+in#398; 103 Monitoring and controlling
Project Management: A Systems Approach to Planning, Scheduling, and Controlling by Answer: 2
H. Kerzner, 10th Edition, page 513, Reference: Project Management, A Systems Approach to Planning, Scheduling and
pmi.books24x7.com/viewer.asp?bkid=32027&destid=788#788. Controlling by H. Kerzner, 10th edition, page 912,
pmi.books24x7.com/viewer.asp?bkid=32027&destid=1479#1479.
95 Initiating
Answer: 1 104 Monitoring and controlling
Reference: PMBOK® Guide 5th Edition, pages 67-71. Answer: 3
Reference: PMBOK® Guide 5th Edition, page 6.

Notes Notes

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layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
version at: www.oliverlehmann.com. version at: www.oliverlehmann.com.

© 2007-2013, Oliver F. Lehmann, Munich, Germany 99 100 © 2007-2013 Oliver F.

 105 Professional and social responsibility 114 Executing
Answer: 3 Answer: 2
Reference: The Project Management Tool Kit: 100 Tips and Techniques for Getting the Reference: PMBOK® Guide 5th Edition, page 56.
Job Done Right by Tom Kendrick, page 51,
pmi.books24x7.com/viewer.asp?bookid=4546&chunkid=987509635. 115 Monitoring and controlling
Answer: 4
106 Closing Reference: PMBOK® Guide 5th Edition, pages 273-274.
Answer: 4
Reference: PMBOK® Guide 5th Edition, page 229. 116 Executing
Answer: 3
107 Initiating Reference: PMBOK® Guide 5th Edition, pages 247.
Answer: 1
Reference: PMBOK® Guide 5th Edition, page 75. 117 Planning
Answer: 2
108 Monitoring and controlling Reference: PMBOK® Guide 5th Edition, page 149.
Answer: 4
Reference: PMBOK® Guide 5th Edition, page 118 Executing
Answer: 2
Reference: PMBOK® Guide 5th Edition, page 404-405.
109 Monitoring and controlling
Answer: 3 119 Closing
Reference: PMBOK® Guide 5th Edition, pages 133-134. Answer: 2
Reference: PMBOK® Guide 5th Edition, page 253.
110 Closing
Answer: 2 120 Initiating
Reference: PMBOK® Guide 5th Edition, pages 101-104. Answer: 4
Reference: PMBOK® Guide 5th Edition, page 32-33.
111 Closing
Answer: 2 121 Initiating
Reference: PMBOK® Guide 5th Edition, page 101. Answer: 2
Reference: The Project Management Tool Kit: 100 Tips and Techniques for Getting the
112 Monitoring and controlling Job Done Right by Tom Kendrick, pages 164-165,
Answer: 4 pmi.books24x7.com/viewer.asp?bkid=4546&destid=582&destid=583&term=Return+on
Reference: PMBOK® Guide 5th Edition, page 217-218. +investment+analysis#582.

113 Monitoring and controlling 122 Closing

Answer: 3 Answer: 1
Reference: PMBOK® Guide 5th Edition, page 221-222. Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick,
page 66,
pmi.books24x7.com/viewer.asp?bkid=6206&destid=171&destid=166&destid=166&term
=project+quality+assurance#170.

Notes Notes

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layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
version at: www.oliverlehmann.com. version at: www.oliverlehmann.com.

© 2007-2013, Oliver F. Lehmann, Munich, Germany 101 102 © 2007-2013 Oliver F.

 123 Planning 132 Closing
Answer: 1 Answer: 1
Reference: PMBOK® Guide 5th Edition, page 42 (Sequential relationship). Reference: Project Management JumpStart by Kim Heldman, page 268,
pmi.books24x7.com/viewer.asp?bkid=10556&destid=611&term=in+Closing+process#6
124 Closing 11.
Answer: 3
Reference: PMBOK® Guide 5th Edition, page 219. 133 Executing
Answer: 2
125 Monitoring and controlling Reference: Program Management: A Comprehensive Overview of the Discipline by
Answer: 1 Mitchell L. Springer, page 34,
Reference: PMBOK® Guide 5th Edition, page 226. pmi.books24x7.com/viewer.asp?bookid=3584&chunkid=533168870.

126 Executing 134 Professional and social responsibility

Answer: 4 Answer: 3
Reference: PMBOK® Guide 5th Edition, page 284. Reference: PMI Code of Ethics and Professional Conduct, page 5, 5.3.1 and 5.3.2,
pmi.org/About-Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx.
127 Professional and social responsibility
Answer: 4 135 Professional and social responsibility
Reference: PMI Code of Ethics and Professional Conduct, page 4 (pmi.org/About- Answer: 1
Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx). Reference: PMBOK® Guide 5th Edition, page 277.

128 Initiating 136 Monitoring and controlling

Answer: 2 Answer: 4
Reference: PMBOK® Guide 5th Edition, page 68. Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick,
page 70,
129 Executing pmi.books24x7.com/viewer.asp?bkid=6206&destid=185&destid=182&term=statistical+
Answer: 2 quality+control+charts#184.
Reference: PMBOK® Guide 5th Edition, page 236.
137 Professional and social responsibility
130 Executing Answer: 3
Answer: 1 Reference: Leadership Skills for Managers, Fourth Edition by Charles M. Cadwell, page
References: PMBOK® Guide 5th Edition, pages 68, 123. 11,
pmi.books24x7.com/assetviewer.aspx?bkid=11513&destid=58&term=}as+challenge+of
131 Executing +leadership#58.
Answer: 2
Reference: Project Management JumpStart by Kim Heldman, page 222, 138 Initiating
pmi.books24x7.com/viewer.asp?bookid=10556&chunkid=404199992 . Answer: 3
References: PMBOK® Guide 5th Edition, pages 66, 74.

Notes Notes

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layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
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© 2007-2013, Oliver F. Lehmann, Munich, Germany 103 104 © 2007-2013 Oliver F.

 139 Planning 147 Closing
Answer: 2 Answer: 4
Reference: PMBOK® Guide 5th Edition, page 327. Reference: Project Manager Street Smarts: A Real World Guide to PMP Skills, by Linda
Kretz Zaval and Terri A. Wagner, page 669,
140 Executing http://pmi.books24x7.com/assetviewer.aspx?bkid=41101&destid=669#669 .
Answer: 3
Reference: PMBOK® Guide 5th Edition, page 346. 148 Professional and social responsibility
Answer: 1
141 Monitoring and controlling Reference: PMP Handbook, pages 27-29, chapter: Professional Development Units
Answer: 3 (PDUs), categories 2-5
Reference: PMBOK® Guide 5th Edition, page 194 (last paragraph). (pmi.org/Certification/~/media/PDF/Certifications/pdc_pmphandbook.ashx).

142 Executing 149 Professional and social responsibility

Answer: 1 Answer: 1
Reference: Project Management, A Systems Approach to Planning, Scheduling and Reference: PMI Code of Ethics and Professional Conduct, page 3 (pmi.org/About-
Controlling by H. Kerzner, 10th edition, page 211, Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx).
pmi.books24x7.com/viewer.asp?bookid=32027&chunkid=485616045.
150 Closing
143 Executing Answer: 4
Answer: 3 Reference: The Human Aspects of Project Management: Human Resources Skills for the
Reference: PMBOK® Guide 5th Edition, pages 10-11. Project Manager by Vijay K. Verma, Volume Two, page 152,
pmi.books24x7.com/viewer.asp?bookid=3030&chunkid=893060287.
144 Monitoring and controlling
Answer: 1 151 Professional and social responsibility
Reference: Managing Six Sigma: A Practical Guide to Understanding, Assessing, and Answer: 1
Implementing the Strategy That Yields Bottom-Line Success by Forrest W. Breyfogle III, Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by
James M. Cupello and Becki Meadows, page 112, Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 68,
pmi.books24x7.com/viewer.asp?bkid=7255&destid=276&term=%22Five+whys+%22#2 pmi.books24x7.com/viewer.asp?bookid=8104&chunkid=0221949223.
76.
152 Closing
145 Planning Answer: 3
Answer: 2 Reference: PMBOK® Guide 5th Edition, page 226 (Staff release plan).
Reference: PMBOK® Guide 5th Edition, pages 270, 405, 517.
153 Executing
146 Executing Answer: 1
Answer: 4 Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick,
Reference: PMBOK® Guide 5th Edition, page 375-377. page 70,
pmi.books24x7.com/viewer.asp?bookid=6206&chunkid=0324731767&rowid=185.

Notes Notes

This document may be freely printed, copied and distributed for private and commercial use, as long as the This document may be freely printed, copied and distributed for private and commercial use, as long as the
layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
version at: www.oliverlehmann.com. version at: www.oliverlehmann.com.

© 2007-2013, Oliver F. Lehmann, Munich, Germany 105 106 © 2007-2013 Oliver F.

 154 Monitoring and controlling 163 Executing
Answer: 2 Answer: 2
Reference: PMBOK® Guide 5th Edition, page 201. Reference: PMBOK® Guide 5th Edition, page 212.

155 Planning 164 Planning

Answer: 4 Answer: 1
Reference: PMBOK® Guide 5th Edition, page 153. Reference: PMBOK® Guide 5th Edition, page 339.
N.B.: Diagram created with Insight Tree by Visionary Tools

156 Professional and social responsibility

Answer: 2 165 Planning
Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by Answer: 4
Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 70. Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by H. Kerzner, 10th edition, page 618,
157 Executing pmi.books24x7.com/viewer.asp?bkid=32027&destid=989#989.
Answer: 2
Reference: Project Management, A Systems Approach to Planning, Scheduling and 166 Planning
Controlling by H. Kerzner, 10th edition, page 243, Answer: 4
pmi.books24x7.com/viewer.asp?bookid=32027&chunkid=0771148236. Reference: PMBOK® Guide 5th Edition, page 92.

158 Monitoring and controlling 167 Monitoring and controlling

Answer: 3 Answer: 3
Reference: PMBOK® Guide 5th Edition, page 94. References: PMBOK® Guide 5th Edition, pages 96-97, Practice Standard for Project
Configuration Management
159 Monitoring and controlling (https://drm.pmi.org/Default.aspx?doc=Practice_Standard_Project_Configuration_Mana
Answer: 3 gement.pdf&r=http://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-
Reference: Earned Value Project Management by Quentin W. Fleming and Joel M. PMI-Global-Standards.aspx)
Koppelman, Fourth Edition, page 152,
http://pmi.books24x7.com/assetviewer.aspx?bookid=35843&chunkid=645393 168 Executing
Answer: 2
097.
References: PMBOK® Guide 5th Edition, pages 177, 541.
160 Planning
169 Closing
Answer: 1
Answer: 1
Reference: PMBOK® Guide 5th Edition, page 132.
Reference: PMBOK® Guide 5th Edition, pages 102-103.
161 Executing
Answer: 4
Reference: PMBOK® Guide 5th Edition, page 567.

162 Executing
Answer: 2
References: PMBOK® Guide 5th Edition, pages 247, 549.

Notes Notes

This document may be freely printed, copied and distributed for private and commercial use, as long as the This document may be freely printed, copied and distributed for private and commercial use, as long as the
layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
version at: www.oliverlehmann.com. version at: www.oliverlehmann.com.

© 2007-2013, Oliver F. Lehmann, Munich, Germany 107 108 © 2007-2013 Oliver F.

 170 Executing
Answer: 2
References: Deborah S. Kezsbom and Katherine A. Edward , The New Dynamic Project
Management: Winning Through the Competitive Advantage, Second Edition, pages 266-
275,
pmi.books24x7.com/viewer.asp?bookid=8645&chunkid=0921290582&rowid=566 ;
H. Kerzner, Project Management, A Systems Approach to Planning, Scheduling and
Controlling, 10th edition, page 221,
pmi.books24x7.com/viewer.asp?bkid=32027&destid=349#349.

171 Executing
Answer: 2
Reference: PMBOK® Guide 5th Edition, page 237.

172 Planning
Answer: 4
Reference: PMBOK® Guide 5th Edition, page 174.

173 Monitoring and controlling

Answer: 3
Reference: PMBOK® Guide 5th Edition, page 219.

174 Monitoring and controlling

Answer: 4
Reference: PMBOK® Guide 5th Edition, page 250.

175 Closing
Answer: 1
References: PMBOK® Guide 5th Edition, page 103; Tom Kendrick, Identifying and
Managing Project Risk: Essential Tools for Failure-Proofing Your Project, Second Edition,
page 323,
http://pmi.books24x7.com/assetviewer.aspx?bkid=28421&destid=598#598.

Notes

This document may be freely printed, copied and distributed for private and commercial use, as long as the
layout, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date
version at: www.oliverlehmann.com.

© 2007-2013, Oliver F. Lehmann, Munich, Germany 109