200 Sample Questions

Question 1 - Qid 6113151, Risk Management, 2. Process, 11.
7 Monitor Risks
The project management plan specifies that a predictive development approach has been
selected to produce the project deliverables.
Where in the project life cycle will the overall project risk be the lowest?
(Please note that on the real PMP exam you may be asked to provide your answer by clicking
the correct area in the image. But here in the simulator, we are asking you to select the
answer below.)
A
B
C
D
Hint Unmarked
Your answer is incorrect
Explanation:
A life cycle of a typical traditionally managed project consists of initiation, planning,

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

Project Charter
A company is considering two projects, Alpha and Beta. Project Alpha is expected to result in
a $50 million net profit, while project Beta and is expected to net $45 million. Both projects
could be very lucrative and rewarding. However, the financial controller has stated that the
company can only invest in one of these projects.
If project Alpha is selected, what will be the opportunity cost?
$95 million
$50 million
$45 million
$5 million
Hint Unmarked
Explanation:
Opportunity cost is regarded as the value of the alternative that is not chosen. If the decision
is made to select project Alpha and forego the $45 million in potential profit from project
Beta, the opportunity cost of this decision is $45 million, the value of project Beta.
The topic of this question is not covered in the PMBOK® Guide. However, the Project
Management Professional (PMP)® Examination Content Outline (ECO) indicates that while
there are some commonalities between the PMBOK® Guide and the ECO, the exam is not
bound by the PMBOK® Guide. The list of enablers specified in the tasks of the ECO domains is
not exhaustive either. The ECO assumes that prospective PMP aspirants are familiar with
other sources of information/preparation, including but not limited to PMI Code of Ethics and
Professional Conduct, PMI?s Practice Standards (e.g., Scheduling, Earned Value Management,
etc.); organizational behavior theories such as Tuckman?s Ladder, Theory X and Theory Y,
Maslow's hierarchy of needs; commonly frowned upon project management practices, such
as gold plating; and others. We intentionally have these questions in our simulator so that
you would be better prepared for the real exam. PMP aspirants are encouraged to explore
additional sources of information and/or to be familiar with them from their project
management experience.
Question 3 - Qid 6110003, Integration Management, 2. Process, 4.1 Develop Project

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

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

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

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

Manage the sponsor closely
Monitor the sponsor's actions
Keep the sponsor informed
Hint Unmarked
Explanation:
A power/interest grid is a classification model used for stakeholder analysis and management
that groups the stakeholders based on their level of authority (power) and their level of
concern (interest) regarding project outcomes. The classification and recommended
management strategies are as follows:
 Low-power/low-interest: monitor only

 Low-power/high-interest: keep informed
 High-power/low-interest: keep satisfied
 High-power/high-interest: manage closely
Based on this scenario, the sponsor can be classified as high-power and low-interest;
therefore, keeping the sponsor satisfied is the best strategy under the circumstances
described in the scenario.
Question 6 - Qid 6110008, Scope Management, 2. Process, 5.2 Collect Requirements
The project sponsor asks for a copy of the document that contains the description, owner,
source, priority, and status of product requirements.
Which project document is the project sponsor requesting?
The requirements management plan

The requirements traceability matrix
The scope management plan
The work breakdown structure (WBS)
Hint Unmarked
Explanation:
In this scenario, the project sponsor requested a document that provides specific information
about the product requirements of your current project. The requirements traceability matrix
is a grid that links product requirements from their origin to the deliverables that satisfy
them. Typical attributes used in the requirements traceability matrix may include a unique
identifier, a textual description of the requirement, the rationale for inclusion, owner, source,
priority, version, current status, and status date. Additional attributes to ensure that the
requirement has met stakeholders' satisfaction may include stability, complexity, and
acceptance criteria.
Question 7 - Qid 6110011, Schedule Management, 2. Process, 6.2 Define Activities
You are facing problems decomposing the testing work package into the final activities
required to complete the work package. Detailed testing plans and activities cannot be
determined until the system is at least 50% developed and more details become available.
The system development work package will take at least three months to complete.
What is the best way to resolve this problem?
Use product analysis techniques such as product breakdown and systems analysis to
decompose the system testing work package
Decompose the system development work package now and decompose the system
testing work package later
Break down the project into multiple phases so that the system testing work package
goes into the second project phase
Consult the project management plan to determine what to do in this situation
Hint Unmarked
Explanation:
Delaying the decomposition of the system testing work package until later in the project is an
example of rolling wave planning. Rolling wave planning is an iterative planning technique in
which the work to be accomplished in the near term is planned in detail, while the work in the
future is planned at a higher level. Decomposition may not be possible for a deliverable or
subcomponent that will be accomplished far into the future. The project management team
usually waits until the deliverable or subcomponent is agreed on, so the details of the work
breakdown structure (WBS) can be developed. Therefore, the best approach is to use rolling
wave planning and decompose the system development work package now, and then
decompose the system testing work package later, when more project information becomes
available.

Management Plan
You are about to start planning for a large and complex project. Due to the size of the project
along with the regulatory and environmental considerations, the development of a detailed
project management plan will be critical.
As a starting point for initial project planning, what is the first thing you should do?
Conduct a project kick-off meeting to inform and engage stakeholders and gain
commitment
Review the project charter to understand the high-level information about the project
Begin the process of identifying stakeholders so they can be engaged as necessary for
project planning
Share the project scope statement with the project team for a common understanding of
project deliverables
Hint Unmarked
Explanation:
The question states that project planning is about to begin which suggests that project
initiation has been completed. The project charter is created during the Develop Project
Charter process as part of project initiation. The project team uses the project charter as a
starting point for initial project planning. The type and amount of information in the project
charter varies depending on the complexity of the project and the information known at the
time of its creation. At a minimum, the project charter should define the high-level
information about the project that will be elaborated in the various components of the
project management plan.
Question 9 - Qid 6110020, Resource Management, 2. Process, 9.0 Project Resource

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

Lack of stakeholder support
An incomplete milestone list
Excess inventory
Hint Unmarked
Explanation:
Physical resource management is concentrated in allocating and using the physical resources
such as materials, equipment, and supplies efficiently and effectively. Organizations should
have data on how much inventory to keep on hand as the project progresses. Failing to
manage and control resources efficiently can be a source of increased costs in a project. In
the scenario described, you have determined expenses are higher than expected. One of the
causes for increased costs is failing to maintain appropriate levels of inventory. Too much
stock on hand may result in realizing the expenses for those supplies before they were
expected when comparing against the cost baseline.
Question 10 - Qid 6110029, Resource Management, 1. People, 9.4 Develop Team
Recently, you promoted your star programmer, Sam, to lead the agile development team.
Sam was a fantastic software coder, and you thought the promotion would mean that he
could now share his expertise with the other development team members. However, you are
surprised to learn that the performance of Sam in his new role is not meeting your
expectations.
Which empirical rule did you forget while considering the promotion of Sam?
Expectancy theory
Halo effect
Pareto concept
Murphy's law
Hint Unmarked
Explanation:
The halo effect (also known as the Peter principle) states "In a hierarchy, every employee
tends to rise to his/her level of incompetence." Most project team members are motivated by
an opportunity to grow, accomplish, and apply their professional skills to meet new
challenges. Their achievements continuously promote them within an organization to a
certain level until they are unable to perform. Sam might have risen to his incompetency
level, which is what you have likely forgotten to consider while promoting him to lead the
development team.
The topic of this question is only briefly mentioned in the PMBOK® Guide. However, the Project
Management Professional (PMP)® Examination Content Outline (ECO) indicates that while
there are some commonalities between the PMBOK® Guide and the ECO, the exam is not
bound by the PMBOK® Guide. The list of enablers specified in the tasks of the ECO domains is
not exhaustive either. The ECO assumes that prospective PMP aspirants are familiar with
other sources of information/preparation, including but not limited to PMI Code of Ethics and
Professional Conduct, PMI?s Practice Standards (e.g., Scheduling, Earned Value Management,
etc.); organizational behavior theories such as Tuckman's Ladder, Theory X and Theory Y,
Maslow's hierarchy of needs; commonly frowned upon project management practices, such
as gold plating; and others. We intentionally have these questions in our simulator so that
you would be better prepared for the real exam. PMP aspirants are encouraged to explore
additional sources of information and/or to be familiar with them from their project
management experience. The PMBOK® Guide is provided as a reference to indicate that the
scenario refers the Develop Team process.
Question 11 - Qid 6110032, Communications Management, 2. Process, 10.3 Monitor

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

throughout the entire project life cycle to ensure the information needs of the project and its
stakeholders are met. In this scenario, the stakeholders are reaching out directly to the
project team members, which is not the most effective use of the team's time. To determine
why this is happening, you need to review the communications management plan to
determine how stakeholder inquiries are to be managed. With this information, you can best
judge whether the stakeholders are violating that agreement. After that, you can proceed to
make whatever changes are needed to shield the project team from the time-consuming
responses to the stakeholders' requests for information and develop a better
communications protocol for stakeholder information requests.
Question 12 - Qid 6110034, Scope Management, 2. Process, 5.1 Plan Scope Management
A team member submits a draft of the requirements management plan to the project
manager for a review. The project manager notices that one of the components included in
the plan does not belong there.
Which of the following components did the project manager most likely notice?
A process that describes how the project requirements will be prioritized

The metrics that will be used and the rationale for using them
A process that specifies how a project scope statement will be prepared
How requirement activities will be planned, tracked, and reported
Hint Unmarked
Explanation:
The requirements management plan is a component of the project or program management

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

Submit a change request
Consult the project sponsor
Delay the customer inspection
Hint Unmarked
Explanation:
All of the available answers seem like possible options in this scenario, but the question is
specifically asking what you should do 'first'. Although you have already analyzed the
situation and you know what corrective actions are required, you must follow the proper
change control procedure. A configuration element is a project artifact that has been placed
under configuration control. Any change to a configuration element should be formally
controlled and will require a change request. Since the question describes a situation
requiring a change to a configuration element, the first thing you should do is submit a
change request and have it approved before you can implement the changes.
Question 14 - Qid 6110039, Integration Management, 2. Process, 4.5 Monitor and Control
Project Work
A project manager is leading a process improvement project for a factory operation.

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

Implementing approved change requests to achieve the project's objectives
Analyzing change requests and either approving or rejecting them
Gaining formal acceptance of the deliverables by the customer or sponsor
Hint Unmarked
Explanation:
Monitor and Control Project Work is the process of tracking, reviewing, and reporting overall
progress to meet the performance objectives defined in the project management plan. Of the
available choices, only comparing actual project performance against the project
management plan is performed during the Monitor and Control Project Work process.
Question 15 - Qid 6110040, Integration Management, 2. Process, 4.6 Perform Integrated

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

Implementing approved change requests
Initiating and closing a project
Monitoring implementation of approved changes
Hint Unmarked
Explanation:
The change control board (CCB) is a formally chartered group responsible for reviewing,
evaluating, approving, deferring, or rejecting change requests. The CCB can include project
stakeholders, and a change may be requested by any stakeholder involved with the project.
Therefore, it is possible for a member of the CCB to submit a change request.

Change Control
A company has authorized a dedicated change control board (CCB) to review and evaluate all
change requests that are submitted for any project.
If the project sponsor is a member of the CCB, which of the following best describes an
individual or group that can request a change on a project?
Project manager
Project sponsor
Project team
Any stakeholder
Hint Unmarked
Explanation:
Changes may be requested by any stakeholder involved with the project and may occur at
any time throughout the project life cycle. The project manager, the project sponsor, and the
project team are all project stakeholders and therefore, can request changes. All of the
answer choices are technically correct, but the option of 'any stakeholder' provides a
complete answer and is, therefore, the best answer to the question. Additionally, the fact that
the company authorizes a change control board (CCB) and the project sponsor is its member
is irrelevant to the question asked. It is essential to discern the relevant information of a
question to select the best answer of the choices given.
Question 17 - Qid 6110055, Procurement Management, 2. Process, 12.3 Control

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

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

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

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

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

The communications management plan to learn about the project's stakeholders
The stakeholder engagement plan to identify the management strategies and actions
required to engage stakeholders effectively
The requirements documentation for information on potential stakeholders
Hint Unmarked
Explanation:
The business documents include the business case and the benefits management plan. Both
of these documents are created during pre-project work and are available as sources of
information about the project's stakeholders during the first iteration of the Identify
Stakeholders process. The business case identifies an initial list of stakeholders affected by
the project. The benefits management plan may identify the individuals and groups that will
benefit from the delivery of the outcomes of the project and are thus considered as
stakeholders. Among the available options, only the business documents are available as
sources of relevant information during the first iteration of the Identify Stakeholders process.
Question 20 - Qid 6112348, Schedule Management, 2. Process, 6.5 Develop Schedule
The following table is an activity list that includes the duration and predecessor for a series of
project activities.
What is the duration of the critical path?

11
14
9
13
Hint Unmarked
Explanation:
Using the critical path method may require drawing a project schedule network diagram, or
listing all the possible the sequences of paths with the given activities, then adding up the
durations, and knowing which path constitutes the critical path.
Given the activity list shown, you can see that:
 Start serves as predecessor for both A and E, creating a divergence into two paths.
 Activity A serves as predecessor for both B and C, creating another divergence.
 Activity E serves as a predecessor for both B and F, creating another divergence.
The project schedule network diagram is as follows.
The resulting list of paths with their aggregated durations is below. The critical path is Start-
E-B-D-End, and the duration of the critical path with the data given is 14.

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

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

Communications Management
A project manager does most of her communicating with team members, internal project
stakeholders, and external project stakeholders via email. The project manager incorporates
specific techniques when composing her emails to reduce any misunderstandings.
Which of the following is not considered one of these techniques?
Concise expression
Clear purpose directed to the needs of the reader
Controlled flow of words and ideas
Communications register
Hint Unmarked
Explanation:
The scenario describes the use of techniques that will aid in the reduction of
misunderstandings in written communication specifically. These techniques are known as
the 5Cs of written communication:
1. Correct grammar and spelling

2. Concise expression and elimination of excess words
3. Clear purpose and expression directed to the needs of the reader
4. Coherent, logical flow of ideas
5. Controlled flow of words and ideas
However, the question asks which answer is 'not' a technique that will aid in the reduction of
misunderstandings in written communication, or in other words, which answer is not one of
the 5Cs of written communication. 'Communications register' is not one of the 5Cs
components. Actually, 'communications register' is a made-up term.
Note, the term 'tools and techniques' used in this question to describe the 5Cs does not refer
to the traditional meaning of tools and techniques of the project management processes. We
are using this term as we consider it to be a reasonable description of the components
comprising the 5Cs.
Question 23 - Qid 6110070, Risk Management, 2. Process, 11.3 Perform Qualitative Risk
Analysis
As the project manager, you are leading a brainstorming session with key stakeholders to
identify project risks. Once the project risks are determined, you immediately proceed to
nominate different team members as risk owners and assign them the task of developing
individual risk response plans.
Have you properly conducted risk management planning?
No, you should be the one developing the risk response plans as you are ultimately
responsible for the outcomes of the project.
Yes, the risk response plans are an output of the Identify Risks process and should be
developed right after the risks have been identified.
No, before assigning risk responsibility to team members, you need to assess each risk's
probability of occurrence and its impact.
Yes, the team members should be assigned responsibility for a risk as soon as possible
and tasked with creating a risk response plan.
Hint Unmarked
Explanation:
To answer this question correctly, you need to understand what process the project team is
currently performing. In this scenario, you have identified project risks and therefore have
finished creating the initial version of the risk register. This conclusion means that you have
completed the Identify Risks process, which is one of the planning processes in the Project
Risk Management Knowledge Area. According to the PMBOK® Guide, project risk management
processes occur in the following order: 1. Plan Risk Management 2. Identify Risks 3. Perform
Qualitative Risk Analysis 4. Perform Quantitative Risk Analysis 5. Plan Risk Responses 6.
Implement Risk Responses 7. Monitor Risks. Your next step is, therefore, to move into the
Perform Qualitative Risk Analysis process, which is the process where you will prioritize risks
for further analysis or action by assessing and combining their probability of occurrence and
impact. The Perform Qualitative Risk Analysis process and, if needed, the Perform
Quantitative Risk Analysis process should be done after the Identify Risks process in order to
properly identify the risks on which to focus and plan. Only then should team members be
assigned risk ownership. Assigning risk ownership to team members before determining
which risks are the most likely to occur and impact the project is not an efficient use of
resources and is not the proper protocol outlined in the PMBOK® Guide.
Question 24 - Qid 6110072, Scope Management, 2. Process, 5.2 Collect Requirements
You are managing a project to build a database and need to acquire information from the
stakeholders of the project. The team is using brainstorming, focus groups, interviews,
questionnaires, and benchmarking to understand and document the stakeholders' needs.
The methods the team is using are representative of which tool and technique?
Data gathering
Data analysis
Decision making
Data representation
Hint Unmarked
Explanation:
The project described in the scenario is in the Collect Requirements process where project
stakeholders' needs and requirements are determined and documented. A tool and
technique used in the Collect Requirements process to elicit requirements from stakeholders
is data gathering. Data gathering includes brainstorming, focus groups, interviews,
questionnaires, surveys, and benchmarking.
Question 25 - Qid 6110074, Scope Management, 2. Process, 5.4 Create WBS
The project is in execution, but your project team is unable to stop arguing about the project
milestones and the specific risks associated with them. This on-going conflict puts the project
at risk of running behind schedule.
What would likely have helped avoid this conflict had it been properly created first?
A project charter
Physical resource assignments
Quality metrics
A work breakdown structure
Hint Unmarked
Explanation:
The WBS is considered by many project managers to be the heart of the projects lead by a
predictive project management approach since a WBS lists the total scope of work to be
carried out by the project team to accomplish the project objectives and create required
deliverables. The milestone list is an output from the Define Activities process to which the
WBS serves as an input (as part of the scope baseline). The risk register is an output from the
Identify Risks process to which the WBS serves as an input (as part of the scope baseline) used
as a framework to structure risk identification techniques. Had the project manager and the
team taken the time to create a proper WBS, it is likely the team would have had a more
accurate milestone list and risk register with which to finish their project management plan
on time and avoid the conflict described in the scenario.
Project Work
During project execution, the team discovers that some of the buttons on the remote control
developed by the project for a new product do not work according to the specifications. A
change request is submitted and approved to replace the buttons.
Which of the following best describes this change request?
Corrective action
Preventive action
Defect repair
Gold plating
Hint Unmarked
Explanation:
Approved change requests can be a corrective action, a preventive action, or a defect repair.
The question reads, "some of the buttons on the remote control developed by the project for
a new product do not work according to the specifications". This scenario is an example of a
defect repair since it involves taking immediate action to correct a defective product
component that does not meet product specifications. The performing organization is neither
taking preventive action nor addressing a deviation (corrective action) from the agreed-upon
project baselines. Gold plating does not apply here since the organization is adding extra
buttons to the remote control unit not as a means of enhancing the product or making the
customer happy, but as a means of meeting product specifications.
Question 27 - Qid 6110076, Schedule Management, 2. Process, 6.4 Estimate Activity
Durations
A project manager meets with a customer for initial discussions about an upcoming project.
At the end of the meeting, the customer asks the project manager for a rough estimate of the
project duration. Based on her experience with three similar projects, the project manager
provides an estimate of 8-10 months.
What estimation technique does the project manager use?
Expert judgment
Three-point estimating
Analogous estimating
Bottom-up estimating
Hint Unmarked
Explanation:
The project manager is using historical duration information from comparable projects to
estimate the duration of a future project. This gross value estimating approach is called
analogous estimating and is frequently used to provide a ballpark figure when there is a
limited amount of detailed information available about the project.
Question 28 - Qid 6110079, Quality Management, 2. Process, 8.2 Manage Quality
A project manager is performing quality assurance for a project whose quality standards are
very stringent. In order to meet and exceed the quality requirements, the project manager
uses a set of technical guidelines, which were applied during the design phase of the project
to optimize quality.
What tool or technique is the project manager using in this scenario?
Design for X (DfX) where the X in DfX represents the quality aspect of the product
Design of experiments (DOE) as a quality improvement methodology
The Manage Quality process to ensure compliance with project quality requirements
Process analysis to identify opportunities for process improvements
Hint Unmarked
Explanation:
The question implies that the Manage Quality process, sometimes referred to as quality
assurance, is underway. Design for X (DfX) is one of the tools and techniques which may be
used during the Manage Quality process. DfX is a set of technical guidelines that may be
applied during the design of a product for the optimization of a specific aspect of the design.
DfX can control or even improve the product's final characteristics. The X in DfX can be
different aspects of product development which can include but are not limited to quality
improvement.

Stakeholders
You have compiled a list of potential stakeholders for your project, and now you are
classifying the stakeholders with regard to the direction of their influence. As you work
through your way down the list of stakeholders, you have come to the project sponsor.
How should this stakeholder be classified?
Downward
Sideward
Outward
Upward
Hint Unmarked
Explanation:
According to the scenario, you are carrying out the Identify Stakeholders process. Directions
of influence is an example of a data representation technique that can be used as part of this
process. This technique classifies stakeholders according to their influence on the work of the
project or the project team itself. Stakeholders can be classified as upward, downward,
outward, or sideward. The upward classification includes senior management of the
performing organization or customer organization, sponsor, and steering committee.
Therefore, the project sponsor should be classified as upward.
Project Work
During project planning, the project team rigorously defined the project scope. During project
execution, a senior engineer calls the project manager and suggests a simpler and more
efficient design which could benefit the project.
What should the project manager do next?

Nothing, no changes are needed since the project scope was rigorously defined
Discuss the change with the project sponsor
Evaluate the impact of the proposed change on the project constraints
Ask that the engineer submit a change request
Hint Unmarked
Explanation:
A change request is a document to record an adjustment to project scope, schedule, cost, etc.
Changes may include corrective action, preventive action, or defect repair, among others. The
engineer is proposing what she believes to be a valid design change which can be further
evaluated by the change control board. Although changes may be initiated verbally, they
should be recorded in written form and entered into the change management and/or
configuration management system. Thus, of the available choices, asking the engineer to
create and submit a change request is what the project manager should do next, and is,
therefore, the best answer to the question asked.
One may argue that evaluating the change should come before submitting the change
request. We had an extensive debate on the subject of change requests in general and on this
question in particular. The reason being is that the PMBOK® Guide does not do a good job in
explaining the exact process in detail. We have discussed this process among our team of
certified project management professionals and have concluded that the first thing that
should be done when a change is requested on a project is the physical creation of the
change request, a document if you wish, filling out a form. Otherwise, on what basis would a
project manager and the project team spend time evaluating a request that is not even
documented?
Question 31 - Qid 6110087, Schedule Management, 2. Process, 6.4 Estimate Activity

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

Organizational breakdown structure
Work breakdown structure
Risk breakdown structure
Hint Unmarked
Explanation:
Based on the scenario described, the project team is performing the Estimate Activity
Durations process. An input to this process is the resource breakdown structure (RBS), which
is a hierarchical list of team and physical resources related by category and resource type that
is used for planning, managing, and controlling project work. Each descending level
represents an increasingly detailed description of the resource until the information is small
enough to be used in conjunction with the WBS to allow the work to be planned, monitored,
and controlled.
Question 32 - Qid 6110090, Risk Management, 2. Process, 11.2 Identify Risks
While performing project work, a team member notices that there is a potential new risk,
which could impact the project's critical path.
What should the team member do immediately?
Recommend the project be placed on hold for a day to avoid the risk
Document the risk in the risk register
Draft an emergency fallback plan since the critical path is in jeopardy
Generate a risk report using quantitative and quantitative analysis of the identified risk
to alert the team of the schedule impacts
Hint Unmarked
Explanation:
By recording identified risks in the risk register, the project manager and team are able to
keep track of all potential threats and opportunities. Furthermore, once a risk has been
analyzed using qualitative and or quantitative risk analysis methods, the risk register serves
as the central repository for planned risk responses and lists risk owners. As such, any time a
new risk emerges on a project, the first step to take is to immediately document it in the risk
register.

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

Take the vendor to court
Discontinue further meetings with the vendor and hold back payment
Identify some form of alternative dispute resolution
Hint Unmarked
Explanation:
Contested charges where the buyer and seller cannot reach an agreement are called claims.
The contract usually has terms to handle claims administration. If the parties cannot resolve
the claim, it should be handled by alternative dispute resolution (ADR), typically following
procedures established in the contract. There are two types of ADR, arbitration and
mediation. Direct negotiation between the parties is the preferred method. Litigation in the
courts is the last option that a project manager should choose. Based on the scenario
described, the project manager has negotiated directly with the seller. However, all
conversations have ended in an impasse. In this situation, the next step for the project
manager to take is to identify some form of alternative dispute resolution.
Question 34 - Qid 6112009, Risk Management, 2. Process, 11.0 Project Risk Management
Your company was awarded a contract that includes a 10% bonus payment if the project is
completed two months early. You consider several options to exploit this opportunity.
What is the best course of action for you to increase the chances of receiving the bonus?
Reduce project scope

Level resources
Crash the schedule
Purchase insurance
Hint Unmarked
Explanation:
This question involves two project management Knowledge Areas, Risk Management and
Schedule Management. Crashing is an example of a schedule compression technique that can
be used during the Develop Schedule process. This technique may help exploit the
opportunity by adding more resources to the critical path. The processes of the Project Risk
Management Knowledge Area aim to develop options and strategies to capture opportunities
(positive risks) and minimize the effects of threats (or negative risks). In the scenario
described, you have been presented with a chance to collect a bonus payment for early
project completion. A contingency reserve including amounts of time, money, or resources to
take advantage of the opportunity should be established. The opportunity to collect the
bonus payment is within reach; therefore, the best course of action in this situation is to crash
the schedule to shorten the critical path.
The quality management plan specifies the use of a data representation technique to show
the strength of relationships between four factors.
Which of the following tools or techniques should be used to comply with the plan?
Affinity diagram
Matrix diagram
Scatter diagram
Quality diagram
Hint Unmarked
Explanation:
A matrix diagram seeks to show the strength of relationships among factors, causes, and
objectives that exist between the rows and columns that form the matrix. Depending on how
many factors may be compared, the project manager can use different shapes of matrix
diagrams; for example, L, T, Y, X, C, and roof-shaped. An X-shaped matrix can display four
factors for comparison which is what required by the question, making the matrix diagram
the best answer of those provided.

Stakeholders
You have just taken over a project in which some of the deliverables will be produced by
external vendors. You want to familiarize yourself with those who are involved in the project
from the sellers' side.
Where would you look to obtain this information?
Bid documents
Stakeholder register
Seller proposals
Stakeholder engagement plan
Hint Unmarked
Explanation:
The stakeholder register is a project document that contains relevant information regarding
stakeholder interests, involvement, interdependencies, influence, and potential impact on
project success. Vendors are project stakeholders and as such should be included in the
stakeholder register. The project manager and project team members should refer to this
document when obtaining pertinent information about project stakeholders whether the
stakeholders are internal or external to the performing organization.
Question 37 - Qid 6112018, Stakeholder Management, 2. Process, 13.0 Project

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

Lack of a detailed procedure to close the project
Failure to implement risk responses
Change management plan did not authorize a change control board
Hint Unmarked
Explanation:
Academic research and analyses of high-profile project disasters highlight the importance of
a structured approach to the identification, prioritization, and engagement of all
stakeholders. The ability of the project manager and team to correctly identify and engage all
stakeholders in an appropriate way can mean the difference between project success and
failure. The stakeholder register is a project document where information about identified
stakeholders is recorded. This document includes the stakeholders' main requirements and
expectations for the project. Failure to appropriately identify key stakeholders early enough
in the project could result in an incomplete stakeholder register and a project with numerous
change requests submitted by stakeholders as they are identified.
Question 38 - Qid 6112019, Quality Management, 2. Process, 8.3 Control Quality
In the design phase, external experts verified that the team's blueprints for a new crane
complied with requirements. During the build phase, the customer performed a walkthrough
and found that some welding joints on the crane were defective. The crane needs to be
reworked to ensure it can be operated safely.
How could this situation have been avoided?
Outsourcing the welding to an external vendor

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

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

project
A set of options to be considered for addressing the business opportunity
A timeframe for realizing the benefits of the project
Measures to be used to show benefits realized
Hint Unmarked
Explanation:
The key elements of a benefits management plan include target benefits, strategic alignment,
a timeframe for realizing benefits, benefits owner, metrics, assumptions, and risks.
Identification of a set of options to be considered for addressing the business problem or
opportunity is a key element of the project business case and should not be included in the
benefits management plan. This element is most likely what was marked for removal by the
PMO.
You have been requested to fill in for a project manager who has called in sick midway into
project execution. As you get yourself familiar with the project team, you are impressed to see
how well the team members collaborate and work through issues smoothly and effectively.
Based on your observations, where is the team on the Tuckman ladder?
answer below.)
A
B
C
D
Hint Unmarked
Explanation:
The Tuckman ladder is one of the models used to describe stages of team development. This
model is typically referred to by project management practitioners as part of the Develop
Team process. The model includes five stages: forming, storming, norming, performing, and
adjourning. While it is safe to say that most teams go through all five stages, some may get
stuck in a particular stage or even regress (go back) to an earlier stage. On the other hand,
projects with team members who worked together in the past might skip a stage. Each stage
is distinguished by different dynamics among the team members resulting in various levels of
team effectiveness. Team effectiveness is at its lowest level during the storming stage as the
environment is characterized by a high degree of conflict and a lack of collaboration among
the team members. As the team members begin to work together and trust each other, in
other words, the relationships between the team members normalize (thus the name of the
next stage, norming), the degree of team effectiveness increases. Teams that successfully go
through the norming stage would eventually reach the performing stage, which is the highest
level of team development. In the performing stage, the team function as a well-organized
unit, and the team effectiveness is at its highest.
Please note that on this page we only show a general explanation for the 120
questions.
The PMP Exam Simulator, however, will give you a much richer experience
because you also receive an explanation of why each of the answer choices is
correct or incorrect, as well as a reference that allows you to read up on the
subject and learn from any mistakes.
Question 41 - Qid 6112039, Scope Management, 2. Process, 5.3 Define Scope
To define the product that will be produced by the project, the project team is using a
product analysis technique that helps with breaking down the high-level requirements into
the level of detail needed to design the product.
Which of the following is the product analysis technique used by the team?
Work breakdown structure

Product planning
Progressive elaboration
Product breakdown
Hint Unmarked
Explanation:
Product analysis can be used as a tool to define the scope of a project. It involves methods for
translating high-level product or service descriptions into meaningful deliverables.
Requirements are captured at a high level and decomposed to the level of detail needed to
design the final product and define the scope. Examples of product analysis techniques
include product breakdown, requirements analysis, systems analysis, systems engineering,
value analysis, and value engineering. In the scenario described, the team breaks down the
high-level requirements into the level of detail needed to design the product, which
corresponds to the product breakdown technique, making it the best answer among the
choices given.
Question 42 - Qid 6112054, Integration Management, 3. Business Environment, 4.7 Close

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

Transferred to the production team
Transitioned to the project management office (PMO)
Handed over to the manufacturing team
Hint Unmarked
Explanation:The question states that the project is at the end of the first phase, implying the
Close Project or Phase process is being carried out. An output of the Close Project or Phase is
the transition of the final product, service, or result to a different group or organization that
will operate, maintain, or support it throughout its life cycle. Officially transferring the
ownership of deliverables to the assigned stakeholders facilitates project (or phase) closure.
In this case, the project manager would transfer ownership of the design to the
manufacturing team since they are responsible for the second phase of the project.
Question 43 - Qid 6112056, Integration Management, 2. Process, 4.3 Direct and Manage
Project Work
A project is nearing its end when the project manager receives an approved change request to
replace a defective unit.

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

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

Consult the change management plan
Instruct the team to repair the defect
Reject the change request due to significant rework
Hint Unmarked
Explanation:
During the Perform Integrated Change Control process, change requests may be submitted
for review and have a decision made based on the merits of the request. A defect repair
requires an approved change request, but the project manager may or may not have the
authority to approve the change request. The change management plan provides direction
for managing the change control process and documents the roles and responsibilities. The
project manager should check the change management plan first to know which individual or
group is responsible for reviewing and making decisions on change requests.
Question 45 - Qid 6112061, Integration Management, 2. Process, 4.0 Project Integration
Management
At the end of a design project, a competitor has gained market share with a new technology
that has rendered the project?s deliverable obsolete. The project sponsor is pleased with the
work of the project team who finished within budget and on time but thinks that the project
should have been terminated much sooner.
What might have the manager of the project done differently in this situation?
Used phases and phase gates

Established a change control board (CCB) to review and render decisions for all
submitted change requests
Terminated the project when the new technology was introduced
Scheduled more frequent lessons learned meetings with the project team
Hint Unmarked
Explanation:
During project integration, a project manager needs to consider how to tailor the way that
Project Integration Management processes are applied. Among these considerations is the
project life cycle including the appropriate use of phases and phase gates. A phase gate is a
review at the end of a phase in which a decision is made to continue to the next phase, to
continue with modification, or to end a project. During a phase gate, the business case should
be examined to determine if it is still valid or needs to be modified. In some cases, for
example, changes in the competitive landscape may lead to a decision to terminate the
project as the business case has been invalidated. In this scenario, the business case is no
longer valid due to new technology, which was introduced in the marketplace and rendered
the current product in development obsolete. Of the available options, only using a phased
approach with phase gates introduces a periodic structured review of the viability of the
project, making this the best answer to the question asked.
Question 46 - Qid 6112064, Schedule Management, 2. Process, 6.0 Project Schedule

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

infrastructure. The plan is to monitor progress and coordinate the scheduling of the project
activities using project management software and provide daily status updates to the project
sponsor at the home office. Two project teams will work and reside onsite in rotating seven-
day tours.
Which of the following is the most likely challenge the teams will face while controlling the
schedule?
Stability of requirements
Technology support
Human resource availability
Project importance
Hint Unmarked
Explanation:
Each project is unique. Therefore, the project manager may need to tailor the way Project
Schedule Management processes are applied. Technology support is among the
considerations for tailoring that should be kept in mind while planning the project under the
circumstances described in the scenario. The question presents a situation where a project is
being conducted in a desolate area without any existing infrastructure for technology
support. This circumstance means that there are no cellular towers or Wi-Fi and no readily
available means of communication. Concerning controlling the schedule, the project
manager must consider how the project management software, including the project
schedule, will be updated and submitted daily to the home office. The project manager may
need to acquire the necessary equipment to use satellite technology and reconsider the
content and frequency of the project status updates. Therefore, of the available choices,
technology support is the best answer to the question asked.
Question 47 - Qid 6112068, Resource Management, 1. People, 9.5 Manage Team
A project is behind schedule because department managers reassigned project team

members to work on other assignments. After negotiations with the managers, you agreed to
a temporary solution where a core group of project resources is dedicated to performing the
project work until more resources are approved.
What conflict resolution technique did you most likely employ in this situation?
Compromise or reconcile
Force or direct
Collaborate or problem solve
Smooth or accommodate
Hint Unmarked
Explanation:
The question states that a temporary solution was suggested that provided some degree of
satisfaction for both managers. The compromise/reconcile approach to conflict resolution is
characterized by searching for solutions that bring some degree of satisfaction to all parties
to temporarily or partially resolve a conflict. Even though the compromise/reconcile
approach provides a lose-lose solution because both parties have to give up something, it is
the best answer based on the situation described by the question.
Question 48 - Qid 6112072, Scope Management, 2. Process, 5.6 Control Scope
During a daily stand-up meeting, one of the programmers mentions that she had some extra
time and added functionality, which was not included in the original design. She believes the
customer will appreciate the added functionality.
What is your best course of action?
Remove the added functionality and ensure that the project team builds the software as
designed going forward
Thank the programmer for the extra effort and notify the customer of the new
functionality that has been added
Update the cost baseline since the project will run over budget due to the cost of adding
new functionality
Accept the added functionality, but ask the programmer to build only what has been
designed going forward
Hint Unmarked
Explanation:
The extra code that was written to add the functionality should be removed from the build,
and the project manager should ensure software is written as designed going forward. Adding
unplanned functionality, sometimes referred to as gold plating, will increase the overall
project risk. For example, there may have been a good reason the client did not want this
added functionality. Perhaps the client's computer system cannot support more advanced
functionality. Additionally, the added code may interfere with other functionality since it was
not integrated with the original build plan. Of the available choices, the best course of action
is to remove the added functionality and ensure that the design plan is followed in the future.
Note that if the project manager believes that this added functionality would benefit the
customer, then the suggestion can be made to the customer. The customer can then decide
whether or not to add the functionality and accept any impact on other project constraints. If
the customer approves the added functionality, a change request should be submitted and
processed through the Perform Integrated Change Control process.
Ideally, a risk of removing the functionality should be assessed first including the impact on
all project constraints, and then a decision would have to be made accordingly. However, this
answer choice is not provided. Therefore, as we always recommend, we have to select the
best answer of those provided, even if it does not look/sound like the perfect/ideal answer or
the answer one would want to see among the options.
The project manager is managing the research and development of a new cancer screening
test. The project manager would like to determine whether the processes currently in use in
the project are effective in meeting the quality requirements specified by the customer.
What does the project manager need to obtain first to make this determination?
Quality control measurements

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

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

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

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

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

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

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

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

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

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

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

Monitoring stakeholder engagement
Examining the resource breakdown structure
Studying the project team assignments
Hint Unmarked
Explanation:
Central to knowledge management is having the right processes and people with the right
knowledge. Having documents that identify the people and their capabilities are essential to
identifying current knowledge and the gaps that may exist. Keep in mind that the question is
asking for the action that will be 'least' beneficial in this process.
Monitor Stakeholder Engagement is the process of monitoring stakeholder relationships and
tailoring strategies for engaging stakeholders through the modification of engagement
strategies and plans. This process helps maintain or increase the efficiency and effectiveness
of stakeholder engagement activities as the project evolves and its environment changes. The
Monitor Stakeholder Engagement process belongs to the Monitoring and Controlling Process
Group, while according to the scenario, the project manager is carrying out the Manage
Project knowledge process, which is part of the Executing Process Group.
Monitoring stakeholder engagement does not help identify the people or processes needed
to establish a knowledge management system for the project, whereas the other options,
namely the lessons learned register, the resource breakdown structure, and project team
assignments are useful in determining what is required for a knowledge management system.
Therefore, of the available choices, monitoring stakeholder engagement would be the least
beneficial for establishing a knowledge management system for the project and is, therefore,
the best answer to the question asked.
Question 56 - Qid 6112463, Stakeholder Management, 2. Process, 13.3 Manage

Stakeholder Engagement
You are leading a large project that involves many stakeholders. You want to get two new
team members up to speed with the overall dynamics of the project and engage effectively
with the project stakeholders.
What should you do?
Ask the team members to record any issues they encounter into the issue log
Review the stakeholder register with the new team members
Schedule a meeting with the new team members and all project stakeholders
Submit a change request to update the stakeholder engagement plan
Hint Unmarked
Explanation:
The stakeholder register is a project document that contains all current information about
the stakeholders. The stakeholder register includes the stakeholder identification
information, assessment information, and stakeholder classification. It is used by the project
team to maintain information about the stakeholder's expectations and interests with the
project. By reviewing the stakeholder register with the new team members, the project
manager can provide them with the information about each project stakeholder, politics
surrounding the project, and other relevant details about the project and the stakeholders
that may help the new team members to get up to speed with the overall dynamics of the
project and engage effectively with the project stakeholders.
Question 57 - Qid 6112493, Resource Management, 1. People, 9.1 Plan Resource
Management
You are facilitating a meeting with your project team to develop the team charter. At the start
of the meeting, a team member states, "I don't understand the importance of this meeting.
We are all professionals, and this isn't our first project working together. Wouldn't our time be
better spent getting an early start on project execution?" The body language of the other
team members suggests that they agree with the comments.
How should you respond to the team member?
As long as everyone is in agreement, then let's skip the team charter and get ahead of
schedule
Let's use the team charter from our last project as a starting point and then update it as
necessary
The team charter is required by the project management office (PMO) for all projects
The team charter will eliminate any potential conflicts which will improve our
productivity
Hint Unmarked
Explanation:
The team charter establishes clear expectations regarding acceptable behavior by the project
team members. An early commitment to clear guidelines decreases misunderstandings and
increases productivity. The question indicates that the project team has worked together on
previous projects. If the team charter from the last project was effective, it serves as a good
starting point for use on the current project. It is essential that the project manager gain the
commitment of the project team for the guidelines established by the team charter, and if
using the previous team charter as a template helps gain the commitment of the project
team, then it is a worthwhile compromise. Of the available choices, using the previous team
charter as a starting point provides the best opportunity to gain the commitment of the
project team.
Question 58 - Qid 6112596, Procurement Management, 2. Process, 12.1 Plan

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

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

Review the requirements documentation
Conduct a communication requirements analysis
Consult the stakeholder engagement plan
Hint Unmarked
Explanation:
The question implies that you are performing the Plan Communications Management process
with the development of the communications management plan. Communication
requirements analysis is one of the tools and techniques that may be used in this process.
Analysis of communication requirements determines the information needs of the project
stakeholders. These requirements are defined by combining the type and format of
information needed with an analysis of the value of that information. Therefore, of the
available answer choices, conducting a communication requirements analysis is the best
course of action in this scenario.
Question 60 - Qid 6125134, Cost Management, 2. Process, 7.4 Control Costs
The following Gantt chart displays the schedule for a software upgrade project. The system
analysis was completed on August 12th, but the system design and development activities are
still in process as of October 3rd. Once the product is developed, the project team will need to
test and deploy it, which must be completed by October 17th. The method used to determine
the earned value is based on percent complete.
What is the cost variance as of October 3rd?
-$650
$3,750
$650
$3,100
Hint Unmarked
Explanation:
Cost variance (CV) is the earned value (EV) minus the actual costs (AC). The current earned
value is the sum of the earned values for every activity that has either been completed or is in
progress. Thus, the earned value can be calculated by multiplying the activity's percent
complete by the activity's planned value. The actual costs are the total costs of individual
activities. Note, since the scenario mentions that the method used to determine the earned
value is based on percent complete, the earned value of a partially completed work package
is calculated by multiplying the planned value of the work package by its the percent
complete.
The calculations are shown below:
EV = EV of activity 1 + EV of activity 2 + EV of activity 3 = (1 x $500) + (0.75 x $1,000) + (0.50 x

$5,000) = $3,750
AC = AC of activity 1 + AC of activity 2 + AC of activity 3 = $600 + $500 + $2,000 = $3,100
CV = EV - AC = $3,750 - $3,100 = $650
Therefore, the cost variance (CV) in this scenario is $650. Since the CV is a positive value, the
project is running under planned costs. Note, the information about testing and deployment
that must be completed by October 17th is irrelevant for selecting the correct answer.
Question 61 - Qid 6112614, Resource Management, 1. People, 9.0 Project Resource

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

Review Kanban at the iteration retrospective
Let the team members learn Kanban on their own
Have the team attend a workshop on Kanban
Hint Unmarked
Explanation:
The scenario implies that the servant leader wants to use a project management approach
with which the development team is unfamiliar. If the servant leader believes that the Kanban
approach is the best methodology for the project, then the servant leader has the
responsibility to ensure that the development team has the appropriate training to execute
the project. Of the available options, conducting a Kanban workshop would be consistent
with agile best practices and provide the development with the necessary tools to execute
the project.
Question 62 - Qid 6112667, Scope Management, 2. Process, 5.3 Define Scope

You are developing the project scope statement. You have specified the deliverables for the
project, included the requirements under which the deliverables will be accepted, and
explicitly stated what is out of project scope.
What else should you include in the project scope statement?
Project exclusions
Acceptance criteria
Project approval requirements
Product scope description
Hint Unmarked
Explanation:
The scenario describes the development of the project scope statement which is an output of
the Define Scope process. The project scope statement is the description of the project scope,
major deliverables, assumptions, and constraints. The entire scope, including project and
product scope, is documented in the scope statement. The detailed project scope statement
includes the following:
 Product scope description which progressively elaborates the characteristics of the product,

service, or result described in the project charter and requirements documentation.
 Deliverables which describe any unique and verifiable product, result, or capability to
perform a service that is required to be produced to complete a process, phase, or project.
 Acceptance criteria which are a set of conditions that is required to be met before
deliverables are accepted.
 Project exclusions which explicitly identify what is excluded from the project.
According to the scenario, of the four elements listed above, three have already been
specified in the project scope statement. The only missing element is the product scope
description.
Note, acceptance criteria included in the project scope statement are at the deliverable level.
The WBS dictionary (which is not the topic of this question) includes acceptance criteria for
each individual work package specified in the WBS.
Question 63 - Qid 6112676, Resource Management, 2. Process, 9.3 Acquire Resources
A project manager is in the process of obtaining team members. She wants to understand the
availability of the team members required to complete project work.
What should the project manager do to find this information?

Look at the resource calendars
Contact the project management office
Review the resource requirements
Examine the resource breakdown structure
Hint Unmarked
Explanation:
The scenario implies that the project manager is about to start one of the iterations of the
Acquire Resources process and needs to understand the availability of the project team
members. The project documents include the resource calendars which serve as an input to
the Acquire Resources process. A resource calendar identifies the working days, shifts, start
and end of normal business hours, weekends, and public holidays when each specific
resource is available. Information on which resources are potentially available during a
planned activity period is used for estimating resource utilization. Resource calendars also
specify when and for how long the identified team and physical resources will be available
during the project. Of the available choices, looking at the resource calendars provides the
best source of information for the project manager about the availability of the team
members to perform project work.
Note, resource calendars are progressively elaborated and updated throughout the project.
Once created as an output of the Acquire Resources process, they are used as needed
whenever this process is repeated. In other words, after the Acquire Resources process is
completed for the first time, resources calendars become an input to each subsequent
iteration of the process, which is the assumption the scenario described.
A project to reduce the defect rate of the manufacturing process is underway. To analyze and
improve the process, the project team is now carrying out the quality assurance activities.
Which of the following would be the most beneficial for this project?
Introducing the use of a kanban board into the manufacturing process

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

Responses
During project planning of a large, complex project, project management best practices were
rigorously and thoroughly followed. During project execution, the project experienced several
critical risks, which were foreseen and previously identified. Despite the meticulous planning,
the project failed to achieve the established objectives due to these realized risks.
What may have gone wrong in this scenario?
The realized risks had not been identified earlier in the project
The risk responses were poorly devised
The qualitative risk analysis was inadequate
There was little or no action taken to manage the known risks
Hint Unmarked
Explanation:
Proper attention to the Implement Risk Responses process will ensure that the agreed-upon
risk responses are actually executed. A common problem with Project Risk Management is
that project teams spend effort in identifying and analyzing risks and developing risk
responses, then risk responses are agreed upon and documented in the risk register and risk
report, but no action is taken to manage the risk. The incorrect answer choices all represent
activities that occurred during project planning, which according to the scenario, was
meticulous and followed all project management best practices. Therefore, the most likely
reason for the project failing to meet objectives is the result of inadequate attention to the
Implement Risk Responses process during project execution. Thus, among the available
choices, taking little or no action to manage the known risks is the best answer to the
question asked.
Question 66 - Qid 6112688, Communications Management, 1. People, 10.2 Manage
Communications
A team member volunteered to provide the project status update in a weekly presentation to
the key stakeholders. After the first meeting has taken place, feedback from the stakeholders
suggests that the presentation was not very engaging.
What is the best way for the project manager to address this situation with the team member?
Discuss the issue with the team member

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

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

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

Develop approaches to involve stakeholders based on their needs, expectations,
interests, and potential impact on the project
Address any risks or potential concerns related to stakeholder management and
anticipate future issues that may be raised by stakeholders
Engage stakeholders at appropriate project stages to obtain, confirm, or maintain their
continued commitment to the success of the project
Hint Unmarked
Explanation:
The question implies that the project manager is implementing the stakeholder engagement
plan, which suggests that the Manage Stakeholder Engagement process is being carried out
as part of project execution. The development of approaches to involve stakeholders based
on their needs, expectations, interests, and potential impact on the project describes the
development of the stakeholder engagement plan, which is performed during project
planning rather than project execution. Note, the question is asking for the activity, which is
'least' likely to be performed in this situation. Therefore, of the available choices, the project
manager is 'least' likely to be developing the stakeholder engagement plan in this scenario.
Question 68 - Qid 6112702, Resource Management, 2. Process, 9.6 Control Resources
You are leading a software development project where the developers are colocated within
rented office space. Writing the code is taking longer than anticipated, and you have
contacted the landlord requesting to rent the office for another week. Unfortunately, the
landlord tells you that the office is already booked. You capture the problem in the project
documents.
What should you do next?
Record the issue in the issue log

Revise the resource management plan
Update the risk register
Request additional funds
Hint Unmarked
Explanation:
The office is a physical project resource. Contacting the landlord requesting to rent the office
for another week is a function of the Control Resources process. Control Resources is the
process of ensuring that the physical resources assigned and allocated to the project are
available as planned, as well as monitoring the planned versus actual utilization of resources
and performing corrective action as necessary. In this case, the actual utilization of the office
space will exceed the planned utilization. The resource management plan is a component of
the project management plan that describes how project resources are acquired, allocated,
monitored, and controlled. Updates to the resource management plan are an output of the
Control Resources process. The plan may be updated to reflect actual experience in
managing project resources. Therefore, among the available options, revising the resource
management plan is what you should do next.
Note, an approved change request will be required to update the resource management plan
as it is a component of the project management plan.
Question 69 - Qid 6112760, Procurement Management, 2. Process, 12.2 Conduct

Procurements
During a bidder conference, a supplier asks why a section is missing from the request for
quotation (RFQ). Upon realizing that the section is indeed missing, the project manager
becomes flustered and stumbles through a brief reply. When the seller responses were
received, all but three prospective suppliers fail to address the missing section.
What is the best course of action?
Hold the bidder conference again, and explain the importance of the point that was
initially missed
Select from the three vendors that submitted complete proposals
Send a revised RFQ to all prospective suppliers and allow them the opportunity to
resubmit their proposals
Extend the deadline and allow all of the vendors to resubmit their proposals
Hint Unmarked
Explanation:
In this scenario, sending the new RFQ to all suppliers, clarifying the critical point that was
previously missing, and receiving updated responses to the RFQ would be fair to all suppliers.
It may not be practical or cost-effective to conduct another bidder conference, especially as
other aspects of the project have already been covered in the prior bidding conference. Apart
from fairness, re-issuing the RFQ ensures that requirements are understood. Another benefit
of sending out a revised RFQ would be receiving more viable bids from other vendors.
Therefore, among the available options, the best course of action for the project manager is
to send a revised RFQ containing the new information to all prospective suppliers and allow
them the opportunity to resubmit their proposals.
Question 70 - Qid 6112783, Schedule Management, 2. Process, 6.6 Control Schedule

You are leading a project to develop a new web application. Together with your project team
you reprioritize the product backlog, determine velocity for the past iterations, and adapt
your work plans accordingly. Additionally, you facilitate retrospectives every two weeks.
Which of the following processes describes the work you are performing?
Monitor Risks
Manage Quality
Control Schedule
Develop Schedule
Hint Unmarked
Explanation:
Adaptive life cycles, such as the agile approach, use short cycles to undertake work, review
the results, and adapt as necessary. These cycles provide rapid feedback on the work
approaches and suitability of deliverables, and generally involve iterative scheduling. The
project described in the scenario is using an agile approach as evidenced by the use of the
retrospectives, backlog, and iterations. When an agile approach is used, Control Schedule is
concerned with conducting retrospectives to correct and improve processes, reprioritizing
the backlog, determining the velocity in each iteration, and adjusting the plans accordingly.
Therefore, of the choices provided, the work you are performing is best described by the
Control Schedule process.
Question 71 - Qid 6112785, Schedule Management, 2. Process, 6.1 Plan Schedule

Management
You are part of a cross-functional development team piloting an adaptive approach to project
management in an organization that has traditionally used a predictive approach. You realize
that you have to tailor the template of the schedule management plan.
Which of the following components of the template are you likely to tailor the most?
The rules of performance measurement, the summary milestones, and the key
deliverables
The organizational procedures links, the units of measure, and the project organization
charts
The schedule model development, the release and iteration length, and the reporting
formats
The project schedule model maintenance, the level of accuracy, and the level of
precision
Hint Unmarked
Explanation:
The question suggests you are carrying out the Plan Schedule Management process. The
schedule management plan is the primary output of this process. The schedule management
plan establishes the criteria and the activities for developing, monitoring, and controlling the
schedule. Of the choices presented, only the schedule model development, the release and
iteration length, and the reporting formats are components of the schedule management
plan. All three of these components would merit significant tailoring to reflect an adaptive
approach to project management. The project schedule model development specifies the
scheduling methodology and the scheduling tool used to develop the schedule model. For an
adaptive approach, the schedule model will be a selected series of activities needed to
complete a high-priority subset of the project scope that can deliver value quickly. The
release and iteration length determine the time-boxed events that must be completed and
how long it will take to release the iteration. The reporting formats will be driven by the
adaptive schedule model and the iteration length.
The other answer choices contain components that are not part of the schedule management
plan.
Question 72 - Qid 6112817, Risk Management, 2. Process, 11.7 Monitor Risks
A project team performs monthly risk audits for a project, where a large number of identified
risks have been realized. So far, the risk responses have been appropriate, and the reserves
sufficient. An executive for the requesting organization criticizes the project manager
improper risk audits, stating that only independent, external resources should perform risk
audits.
How should the project manager respond?
Explain that risk audits can be performed either internally or externally as long as they
follow the project management plan
Agree with the executive and submit a change request to update the project
management plan to have the audits conducted externally
Follow the guidance provided by the executive and hire a team of external auditors to
conduct the risk audits going forward
Explain that if the current risk audits are not sufficient, then a comprehensive project
audit should be carried out
Hint Unmarked
Explanation:
Risk audits are among the tools and techniques of the Monitor Risks process. Risk audits are
used to consider the effectiveness of the risk management process. The project manager is
responsible for ensuring that risk audits are performed at an appropriate frequency as
defined in the project's risk management plan. Risk audits are typically performed by the
project team and may be included during routine project review meetings or may form part of
a risk review meeting, or the team may choose to hold separate risk audit meetings. In this
scenario, since conducting risk audits internally is not contrary to project management best
practices, and the current risk audit process has proven to be effective, there is no reason to
agree with the executive. Therefore, among the available options, the best course of action is
to explain to the executive that risk audits can be performed either internally or externally as
long as they follow the project management plan.
Note that any stakeholder can request a change to the project. It is not clear from the
question if the executive's comment constitutes a change request. If, after explaining the
rationale for continuing with the current internal risk audits, the executive still wants external
auditors performing the risk audits, the project manager should follow the change control
process established for the project. However, in this situation, the change request would
likely be rejected since there is no reason to believe that the project would benefit from hiring
external auditors to perform the risk audits.
Question 73 - Qid 6112819, Risk Management, 2. Process, 11.1 Plan Risk Management
You are developing the risk management plan for your project. In support of this process, you
need to determine the acceptable level of overall project risk exposure.
Determine the risk appetites of key project stakeholders

Consult the risk exposure register within the organizational process assets
Facilitate a brainstorming meeting to develop a comprehensive list of project risks
Develop a set of responses to individual project risks to mitigate overall project risk
Hint Unmarked
Explanation:
The risk management plan is created as an output of the Plan Risk Management process.
Stakeholder risk appetite is one of the elements which may be included in the risk
management plan. The risk appetites of key stakeholders on the project are recorded in the
risk management plan. In particular, stakeholder risk appetite should be expressed as
measurable risk thresholds around each project objective. These thresholds will determine
the acceptable level of overall project risk exposure. The incorrect answer choices represent
activities which would not likely be conducted as part of the Plan Risk Management process.
Therefore, among the available options, determining the risk appetites of key stakeholders is
the best answer to the question asked.
Question 74 - Qid 6112895, Integration Management, 2. Process, 4.3 Direct and Manage
Project Work
You meet with your team to determine the life cycle for your project. After analyzing the best
way to define and manage requirements, develop deliverables, handle changes, control risk
and cost, and engage key stakeholders, the decision is made to select a hybrid life cycle.
With the project life cycle selected, how will the product be delivered?
As subsets of the overall product

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

Resources
As a project manager, you are in the process of estimating the team resources that will be
required for your project. The challenge you are having is that, due to the nature of the
project and the selected development approach, only a few of the top levels of the WBS have
been identified with the remainder to be progressively elaborated throughout the project.
What is the best approach to determine the team resource requirements for the project?
Check the organizational process assets for similar projects and use analogous
estimating
Apply bottom-up estimating using the work breakdown structure (WBS) as a guide
Utilize parametric estimating for the individual work packages within the existing WBS
Decompose the WBS down to the work package level during initial project planning
Hint Unmarked
Explanation:
The question suggests that you, as the project manager, are performing the Estimate Activity
Resources process and that a hybrid development approach is being utilized. When
incorporating agile practices within an overarching traditional waterfall approach, the project
scope may be progressively elaborated throughout the project, and the work breakdown
structure (WBS) may not be fully decomposed during initial project planning. Under such
circumstances, one viable approach to estimating team resource requirements would be to
utilize the analogous estimating technique. If there are past similar projects, the
organizational process assets (OPAs) should contain detailed information that could be used
for analogous estimating.
Question 76 - Qid 6112986, Scope Management, 2. Process, 5.4 Create WBS
You are part of a project team designing a new type of a vehicle. You are about to begin work
on a work package for the braking system of the vehicle and want to review the acceptance
criteria before starting the work.
Where can you find this information?
Project management plan

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

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

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

Performing an alternatives analysis
Conducting a cost-benefit analysis
Using multicriteria decision analysis
Hint Unmarked
Explanation:
In this scenario, the project team is deciding between two different risk responses for
inclusion in the risk register, which suggests that the project team is currently performing the
Plan Risk Responses process. Alternatives analysis, cost-benefit analysis, and multicriteria
decision analysis are all techniques which are commonly used during the Plan Risk Responses
process to select risk responses. Note, the question is asking for the action that the project
team is 'least' likely to take in selecting the risk response. A Monte Carlo simulation is a data
analysis technique where a computer model is iterated many times, with the input values
chosen at random for each iteration driven by the input data, including probability
distributions and probabilistic branches. Outputs are generated to represent the range of
possible outcomes for the project. However, in this case, there are only two options under
consideration which can serve as inputs for the simulation. Thus, a Monte Carlo simulation
would only be able to perform two unique iterations rather than the many iterations required
to produce a probability distribution. Using a Monte Carlo simulation is not appropriate when
only a small, finite number of options are under consideration. Since there are only two
options under consideration, in this case, a Monte Carlo simulation is not the appropriate tool
for the project team to use in selecting the best risk response.
To acquire resources for the project, the project manager consults the resource management
plan. The plan calls for the scrum master to be assigned to the team. However, the only
individual in the company qualified to serve as a scrum master has already started working
on another project, and her functional manager does not cooperate on a potential resolution.
How could this situation have been prevented?
The project manager should have checked the project's resource calendars for the
availability of the scrum master.
The project sponsor should have directed the project manager to serve as both the
project manager and the scrum master.
The scrum master should have refused to work on the other project knowing that she is
the only qualified resource in the company.
The availability of the scrum master should have been negotiated between the
functional manager and the project manager during project initiation.
Hint Unmarked
Explanation:
The question implies that the project manager is carrying out the Acquire Resources process.
In situations where a key resource is required for the success of the project, that resource can
be-preassigned to the project in the project charter or during initial project planning. In the
scenario, the scrum master was assigned to a different project, and the functional leader is
refusing to find a suitable resolution. Had the project manager negotiated with the
foundational manager for the resource ahead of time, the resource might have still been
available. Note that it might be a little unusual for a project to have a project manager and a
scrum master, but it might be necessary for a complex project that will utilize a hybrid project
framework.
Question 80 - Qid 6113179, Integration Management, 2. Process, 1.2 Foundational

Elements
A project team is using the Stacey Complexity Model to map the degree of uncertainty in the
project and select the appropriate project life cycle. As the meeting progresses, it becomes
evident that while the requirements are well-known, the team is unfamiliar with the
technology required to implement them. As a result, the team selects an adaptive project life
cycle.
Where on the Stacey Complexity Model did the team most likely map the project?
answer below.)
A
B
C
D
Hint Unmarked
Explanation:
A project life cycle is the series of phases that a project passes through from its start to its
completion. (Note, the word "phase" in this context is used differently from how it's used in
multi-phase projects). The project life cycle provides the basic framework for managing the
project. Predictive, iterative, incremental, adaptive, hybrid are examples of a project life
cycle. The selection of the life cycle depends on project characteristics. There are various
models that can be used to describe project characteristics. One of them is the Stacey
Complexity Model. The model addresses the degree of uncertainty as it relates to the project
requirements on the one hand and how to fulfill those requirements using current knowledge
and technology on the other hand. The technical degree of uncertainty is mapped on the
horizontal axis, and the uncertainty of requirements is on the vertical axis. According to the
model, as project uncertainty increases along any of those dimensions, so too does the risk of
rework and the need to use a different project management approach.
When project requirements, as well as the technology to implement these requirements, are
clear, the predictive project life cycle is typically the way to go. As the degree of uncertainty
increases, the likelihood of changes, risk, and rework increases as well. Such projects would
benefit from either iterative, incremental, adaptive, or hybrid life cycles. When both the
technical degree of uncertainty and the degree of uncertainty in project requirements is very
high, a project is considered chaos (or anarchy). Managing such a project is very hard to
impossible.
In the scenario, the project requirements are well-known, meaning the degree of uncertainty
in requirements is low. However, the team is unfamiliar with the technology required to
implement them, implying the technical degree of uncertainty is high. Based on these
findings, the team selects an adaptive project life cycle, implying the project has been
mapped within area C.
Please note that on this page we only show a general explanation for the 120
questions.
The PMP Exam Simulator, however, will give you a much richer experience
because you also receive an explanation of why each of the answer choices is
correct or incorrect, as well as a reference that allows you to read up on the
subject and learn from any mistakes.
Your project team members are writing software code together as a pair and reviewing each
other's work to determine if the code conforms to the requirements documentation.
Which of the following will be a result of these reviews?
Accepted deliverable
Acceptance criteria
Work performance data
Verified deliverable
Hint Unmarked
Explanation:
Writing software code together as a pair and reviewing each other's work is known as pair
programming. This practice is often used on agile projects. As far as traditional project
management is concerned, the scenario suggests the team is in the Control Quality process
and is using the tool of inspection, such as peer reviews, to determine if the software
conforms to documented standards. The goal of the Control Quality process and the
inspection is to verify the correctness of deliverables thereby producing the output of verified
deliverables. The verified deliverables then become an input to the Validate Scope process to
determine if the deliverables meet the acceptance criteria for formal acceptance by the
customer or sponsor. Formal acceptance of the verified deliverables produces an output from
the Validate Scope process called accepted deliverables. Since the team is conducting a code
review to determine the correctness of the software, the result of their efforts will be a verified
deliverable.
As part of the Direct and Manage Project Work process, the project manager conducts an
iteration planning meeting. The meeting is dominated by the most senior developer who
frequently and sharply interrupts the other team members. The project manager wants to
ensure that during the next iteration planning meeting all voices are heard.
What is the project manager's best course of action?
Discuss the issue with the senior developer, and for the next meeting allocate equal
amounts of time for each team member to speak
Inform the senior developer's functional manager about this unacceptable behavior and
request that the manager take disciplinary action
Post a copy of the team's social contract in the meeting room and review the contents at
the start of the next iteration planning meeting
Invite the sponsor to the next iteration planning meeting to have the senior developer be
more thoughtful in the presence of the sponsor
Hint Unmarked
Explanation:
The scenario describes a situation where one project team member is dominating a meeting,
and not all voices are being heard. The team charter should include meeting guidelines,
including such things as not interrupting and allowing all project team members to have a
voice. In this case, the senior developer may not even realize the disruption that he/she is
creating and the impact on the other project team members. One way of addressing the issue
would be to remind the project team members about their commitments by posting a copy of
the team charter and reviewing it before the meeting. The incorrect answer choices represent
actions that are either an overreaction or would not likely be effective in addressing the issue.
It should be noted that there are many ways of addressing the issue described in the
question. The project manager probably should have been more proactive during the
meeting to ensure that all voices are heard. Alternatively, the project manager might have
spoken to the senior developer in private about his behavior to address the issue. Regardless,
of the available options, posting the team charter, and reviewing the contents before the
iteration planning meeting is the 'best' answer.
Question 83 - Qid 6113070, Scope Management, 1. People, 5.0 Project Scope

Management
The scrum master, business analyst, programmers, and testers have been assigned to a
product development project. The performing organization is well-versed with the traditional
waterfall framework but will incorporate scrum for the software development phase of the
project.
What is the best strategy to ensure that all of the scrum roles and responsibilities are served
in the project?
Remove the business analyst from the software development phase since that role is
only associated with waterfall project management
Mentor the business analyst to serve in the role of the product owner during the software
development phase since those roles are closely aligned
Request that one of the programmers serve as the voice-of-the-customer for the
purposes of prioritizing the items in the product backlog
Ask the most experienced tester to approve or reject the deliverables during the sprint
review as testers are typically most familiar with the product
Hint Unmarked
Explanation:
The roles typically associated with scrum include the scrum master, development team, and
product owner. In this scenario, the product owner is the role that is vacant. Although the
business analyst is a role that is typically associated with waterfall projects, the business
analyst can also provide support to the team leader and product owner in an agile
environment. The business analyst typically works with the customer to determine and refine
project requirements and develop the requirements documentation. When agile
methodologies are employed, the business analyst may also assist with the development and
refinement of the product backlog. With scrum, the product owner is responsible for
managing the product backlog and ensuring that it is prioritized according to business value.
In this case, the business analyst will likely have much of the necessary skill set to serve as the
product owner but will be lacking in knowledge and experience with agile. Thus, the scrum
master should mentor the business analyst to close any agile knowledge gaps and ensure
that all of the duties related to a product owner are fulfilled.
Question 84 - Qid 6113086, Communications Management, 2. Process, 10.2 Manage

Communications
The construction project has many people and specialized teams at the worksite every day.
Frequent communication between the team leads is critical for safety and efficiency.
Which agile ceremony can this project incorporate to increase timely cross-functional
communication?
Iteration reviews
Risk-based spikes
Retrospectives
Daily standups
Hint Unmarked
Explanation:
When traditional, plan-driven projects take on or use agile tools and techniques, the overall
project management approach is considered hybrid. The scenario provides an example of
such a project. Certain agile ceremonies can be incorporated into traditional projects to help
the project manager and team in various ways. In the situation described in the question, the
project demands more frequent communication and alignment between the various
stakeholders working on the construction site every day. This communication is essential to
ensure there is a coordination of daily activities and a seamless flow of information. Daily
standups are short time-boxed meetings attended by the team and relevant stakeholders.
The team members report of work completed since the last daily standup, work to be done
today, and any impediments to progress. This daily communication and coordination of
activities may help the project manager, team, and other individuals and groups working on
the construction site maintain safety and efficiency, as requested by the question.
Question 85 - Qid 6113087, Communications Management, 2. Process, 10.3 Monitor

Communications
At times over a project life cycle, the team must adopt a few agile ceremonies. The aim is to
communicate quicker in times of tight deadlines. Unfortunately, team members are not
getting the information needed during the ceremonies.
What is the best option to confirm that the information is received and understood?
Validate with the team that the information was captured and facilitate feedback
discussions
Spread out the ceremonies over months between each event to ensure comprehension
Mandate that all project team members update the information radiators after each
ceremony
Reduce the number of project team members that attend the ceremonies
Hint Unmarked
Explanation:
Hybrid projects take the best options from the various project management approaches
available. For example, the scenario describes a traditional project, in which the team is
requested to adopt agile ceremonies to speed up communication cycles during tight
deadlines. Occasionally, especially as teams are first learning the methods, there may be gaps
in communication and action. Project managers can assist in improving the effectiveness of
agile ceremonies by validating with all the participants that the information shared with them
was received and understood. Confirming that the ceremony is meeting its objectives and
facilitating the necessary feedback loops supports the purpose. Those feedback actions may
be gradually lessened as the ceremonies are internalized by the team and relevant
stakeholders.
Question 86 - Qid 6113096, Integration Management, 1. People, 4.0 Project Integration

Management
A project manager is wrapping up the hardware development phase of a product

development project. The project will now transition to the software development phase.
How might the project manager's role change with respect to integration management?
Act as a servant leader by determining the relative size of the story points of the items in
the product backlog
Delegate the control of the detailed project work planning and product delivery to the
project team members
Ensure that the project team members each have specific tasks assigned to them and
recorded in a Gantt chart
Strengthen the change management controls to ensure that scoop creep is minimized or
entirely eliminated
Hint Unmarked
Explanation:
The question indicates that a hybrid project is moving from a predictive phase to an agile
phase. A project manager's role will change along with the change in the project
management approach. The project manager's role with a predictive phase is typically more
directive and controlling, whereas agile leadership requires servant leadership. Agile teams
are considered self-organizing, such that the project manager would assign work to the
project team, and the team would then collaborate to achieve the project goals. Thus,
detailed product planning and delivery will be delegated to the project team. The incorrect
answer choices represent actions that would be considered anti-patterns for agile
methodologies.
You are conducting a sprint retrospective in accordance with the communications

management plan. The development team members want to try pair programming as they
believe it will improve productivity by reducing rework. Even though you are very skeptical,
you agree to implement the practice as you want to empower the team to be a self-managing
unit.
What should you do next?
During the upcoming sprint, measure velocity and, if it decreases, discontinue pair
programming and reprimand the team members
Invite the project sponsor and other key stakeholders to demonstrate the increased
collaboration between the project team members
Submit a change request to update the communications management plan with the new
agile practice of pair programming
At the end of the upcoming sprint, revise the burndown chart, evaluate the productivity,
and update the lessons learned register
Hint Unmarked
Explanation:
The scenario describes a situation where the development team wants to try pair
programming as a strategy to improve productivity. Even though you, as the project
manager, are skeptical that the approach will be effective, you should still support the project
team with their efforts to improve productivity. After all, the purpose of a sprint retrospective
is for the project team to inspect and adapt their practices in order to improve performance.
Additionally, the team members are the experts with the development work and are in a
better position to determine how they can best work together compared to a project
manager. After the practice has been implemented, it will be incumbent on the project
manager to verify any performance improvements and bring that information to the project
team during the next sprint retrospective so the team can further reflect and adjust. A
burndown chart will capture the team's velocity and allow a before and after comparison to
determine whether or not pair programming was successful in improving productivity. Any
knowledge gained should then be captured in the lessons learned register.
Note, the scenario implies the project is managed using hybrid methods. Therefore,
incorporating pair programming may or may not require an approved change request. This
would depend on how explicit the project management plan is in this case.
Question 88 - Qid 6113123, Integration Management, 1. People, 4.3 Direct and Manage
Project Work
A project manager is leading a daily standup meeting with a scrum team as part of the Direct
and Manage Project Work process. A developer raises an impediment stating that he is
struggling with the software code necessary to authenticate users on the sign-in page. The
developer indicates that the impediment could result in a schedule delay to the current
sprint.
Write the software code for the developer since it is the project manager's responsibility
to remove impediments
Submit a change request to update the schedule baseline to reflect the delay caused by
the impediment
Move the user authentication feature back into the project backlog and ask the product
owner to reprioritize it
Recommend that the scrum team members use swarming as a technique to clear the
impediment
Hint Unmarked
Explanation:
The scenario describes a hybrid project that incorporates agile practices into a predictive
project management framework. A developer raises an impediment during a daily standup
meeting. Even though this issue represents a blocker for a particular developer and may
result in a schedule delay, it might not be an impediment for the entire project team. Agile
teams emphasize the use of generalizing specialists. Thus, it is possible that other team
members might be able to assist in resolving this issue. The project team is responsible for
producing the deliverables, collaborating on achieving the project's objectives. Swarming is a
technique that is typically used when agile practices are incorporated into a project. With this
technique, multiple team members focus collectively on resolving a specific impediment.
Note, when all of the team members leave their current tasks to help one developer, it is
reasonable to assume that their tasks may also be delayed. While this assumption makes the
correct answer arguable, of the choices provided, suggesting swarming is the project
manager's best course of action.
Question 89 - Qid 6113125, Scope Management, 1. People, 5.2 Collect Requirements
Collecting requirements for the project and creating the WBS has been a daunting task
because stakeholders' needs are vague and are only expressed in the most general terms due
to the nature of the project. As a result of this uncertainty, the project manager is concerned
about excessive changes, wasted work, and rework anticipated during project execution.
Develop a project scope statement and decompose it down to the work package level as
part of initial project planning
Request that the project team use an iterative and incremental approach to product
development with short feedback loops
Implement a robust change control system to only allow for the most important changes
to be incorporated into the product
Generate an activity list from what is currently known and use the Kanban board to break
the activities down to their tasks
Hint Unmarked
Explanation:
The scenario describes a situation where, due to the nature of the project, the requirements
are not clearly understood and can only be expressed at a high level. This situation presents
an obstacle to collecting project requirements and creating a fully decomposed work
breakdown structure (WBS) as part of initial project planning. Projects with a high level of
uncertainty in requirements benefit from iterative and incremental approaches that allow the
project scope to evolve over the course of the project. Demonstrating smaller increments of
the product to the relevant stakeholders allows for short feedback loops to keep the evolving
product or result of the project in alignment with stakeholder needs and expectations. For
example, the project team might use prototypes to gain early feedback on the requirements.
All of the incorrect answer choices represent strategies that would be unrealistic for a project
with a high degree of uncertainty in the project requirements. Note that incorporating an
agile lifecycle within a project management plan would make this a hybrid project.
Question 90 - Qid 6113126, Scope Management, 1. People, 5.2 Collect Requirements

A project manager is implementing the requirements management plan for a software
upgrade project that will incorporate some agile elements. The project manager needs to
quickly define cross-functional requirements and reconcile stakeholder differences to build a
consensus among the relevant stakeholders.
Create a questionnaire and send it out to all of the stakeholders to determine the project
requirements
Conduct an in-person interview with each of the relevant stakeholders to determine their
needs
Facilitate a requirements workshop with all of the relevant stakeholders to develop user
stories
Perform a job shadowing exercise with the intended end-users of the existing software
Hint Unmarked
Explanation:
The question implies that the project manager is carrying out the Collect Requirements
process for a hybrid project. Workshops can be used to quickly define cross-functional
requirements and reconcile stakeholder differences. The interactive nature of a workshop
can be effective in helping the project manager build a consensus among the stakeholders.
When agile methodologies are being incorporated into a project, a requirements gathering
workshop may take the form of a story-writing workshop, where required functionality is
captured in the form of a user story. Of the available choices, only a requirements workshop
would meet the project manager's criteria for being able to 'quickly' gather feedback, and
have the interactivity necessary to reconcile stakeholder differences and help build a
consensus.

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

Ask employees to vote on who wants to take part in agile projects
Assess organizational culture and readiness for the transformation
Provide agile training to those who will be part of the pilot project team
Hint Unmarked
Explanation:
Organizations seeking to blend a traditional plan-driven project management approach with

certain agile methodologies should first assess their organizational culture and readiness to
undertake such an initiative. Evolving the organization from carrying out its projects using
one project management approach to another takes time and is recommended to undertake
gradually and incrementally. In the scenario, senior leadership within the organization is
promoting the inclusion of more agile practices into the current project methodologies. Such
an organizational change to hybrid modalities may or may not be difficult. To know the
extent of the difficulty an organization may endure, assessments of the organization?s
readiness for learning, adapting, and applying new methods must be done first.
Question 92 - Qid 6113133, Risk Management, 2. Process, 11.3 Perform Qualitative Risk
Analysis
You are establishing the relative priorities of individual risks identified in the project.
Which of the following tasks is the least likely to impact this prioritization?
Reviewing the assumption log

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

Foundational Elements
Team members are frequently changing during the long timeline of a multi-phase project.
The project manager is questioning whether to include agile practices to accommodate the
changes.
What should the project manager do prior to moving to a hybrid approach?
Ensure project finances are secured for the next project phase
Reduce the team size to nine people, plus or minus two
Target a smaller project as a proof of concept to test the feasibility
Evaluate the benefits of incorporating agile practices
Hint Unmarked
Explanation:
Shifting the management of a project to a hybrid approach is a decision that identifies and
evaluates the potential benefits and value, along with any impediments, detriments, and
consequences. Weighing the pros and cons of a hybrid approach enables the project manager
to understand and appreciate the reason for the new approach. This evaluation also ensures
other stakeholders beyond the project team members are on board with the decision and its
rationale.
Question 94 - Qid 6113136, Schedule Management, 3. Business Environment, 6.1 Plan

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

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

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

User stories and confidence votes
Definition of done and demonstrations
Backlog refinement and retrospectives
Hint Unmarked
Explanation:
To properly close a project phase or project, appropriate stakeholders sign off that work has
been delivered. Techniques in agile project management methodologies such as "definition
of done" and "demonstrations" can also be applied in a plan-driven project. This approach
helps ensure that stakeholders agree at the start of the project that the work is not only
completed, but a shared understanding of done and the criteria to accept the work are
exactly defined. Demonstrations serve as checkpoints throughout the project to demonstrate
product increments to the relevant stakeholders, get feedback, and adjust as needed. By
utilizing those two agile practices, project teams can better determine whether or not the
project or phase can be successfully closed.
Question 96 - Qid 6113139, Resource Management, 2. Process, 9.5 Manage Team
A project manager facilitates a discussion with the team about experimenting with some agile
practices in their plan-driven project. A suggestion of incorporating daily standups is on the
table. The team members, however, are unsure of what is expected of them.
What can the project manager suggest the project team members do prior to the daily
standup?
Make sure their work progress is reflected in the burndown chart
Submit the necessary progress reports to the product owner
Estimate work items that will be developed after the daily standup
Resolve any defects that have been found in the previous day
Hint Unmarked
Explanation:
Burndown charts are powerful information radiators used to reflect the team?s progress
towards their goals and objectives. In hybrid managed projects, like the one described in the
scenario, the team members can use the burndown charts to track their progress. To provide
an accurate picture of the team?s progress towards the iteration?s goal (assuming the work is
done in iterations), the burndown chart should be updated regularly. Ideally, the burndown
chart reflects the team?s daily progress towards their commitments. Updating their progress
prior to the daily standup meetings enables the team to collectively see their progress and
inform their decisions as to what needs their attention and what to work on next. Whether
using software tools to automatically update the burndown chart or manually updating the
burndown chart, the responsibility within the team is for all to update in a timely fashion.
Question 97 - Qid 6113142, Risk Management, 2. Process, 11.6 Implement Risk

Responses
The project team is undergoing an agile transformation. This requires the team members to
maintain their original project plans in the current management tool, but also enter
performance data in the new tool built around agile practices. The team identifies that the
information in the two tools is out of sync. This risk has been identified earlier in project
planning.
What is the best course of action for the project manager?
Accept the risk since agile values individuals and interactions over processes and tools
Recognize that the risk has now become an issue and implement the planned response
Conduct a probability and impact assessment to determine a risk score
Communicate to the project sponsor that work may be delayed due to clerical errors
Hint Unmarked
Explanation:
Uncertainty is part of every project. In this situation, the team had identified that there is a
risk of information not being properly maintained in the duplicate software systems. The
identified risk was added to the project?s risk register, as implied from the scenario. Once the
risk is realized, the risk becomes an issue. As an issue, the project team applies the risk
response, if one was planned, or addresses the issue as part of the appropriate issue
management process established for the project. In the scenario described, the team can
take action to reconcile the differences in data integrity from the two project management
information systems (PMIS). Once rectified and the resolution accepted, the issue and the risk
can be marked as resolved.
Question 98 - Qid 6113143, Integration Management, 2. Process, 2.4 Organizational

Systems
Projects in a program are using various project management approaches, such as plan-
driven, agile, hybrid. The project teams are complaining that because of that, the team
members must enter the same work, hours, risks, and other data in multiple tools. The
redundant work is impeding on their productivity time.
What is the best course of action for the program manager?
Direct the teams to continue entering the data in the various systems
Determine what tools and data provide the appropriate oversight
Switch all projects in the program to the agile project management approach
Pause all data entry until a valuable solution can be determined
Hint Unmarked
Explanation:
Data and metrics are very important to track, monitor, and control any project. This is true
regardless of which project management approach is used. When teams and organizations
shift from one approach to another or use various approaches for different projects with a
program, it is common for multiple tools and software to be used. The intent of these tools is
to assist the teams, stakeholders, and project organizations in managing their data and
methodology. However, too many or divergent tools may cause more administration and
maintenance. Therefore, project and program governance must determine which data is
most relevant and worth the teams' time. The balance between collecting and
communicating project data with the resource load to enter and upkeep the data can be
difficult, but needed decision.
Question 99 - Qid 6113144, Integration Management, 2. Process, 1.2 Foundational

Elements
An organization is to undertake a multi-phased project. The sponsor wants to pursue the
project objectives as they have been planned but also wants to accommodate and adjust to
new information and changes in the environment as the project progresses.
Which project management approach should the project manager select for this project?
Waterfall
Agile
Hybrid
Phased
Hint Unmarked
Explanation:
Determining the most appropriate methodology to manage a project can be difficult.

Fortunately, project managers have plenty of tools in their toolbox. One option available to
project managers is the ability to blend or utilize various aspects, approaches, and methods
from various project management methodologies. This is referred to as a hybrid approach. In
the scenario described, going forward with the upfront-developed plans and be agile to
incoming data and changing environmental conditions is ripe for a hybrid approach.
Question 100 - Qid 6150814, Risk Management, 3. Business Environment, 11.4 Perform
Quantitative Risk Analysis
Your sponsor has committed to building a high-speed rail from one major inland city, Azules,
to the coast. You have two possible routes, either Brazos or Corazon.
Given the costs, odds, and rewards of high demand and low demand of each route in this
decision tree, what is the expected monetary value of the route to Brazos?
1.6 billion
-2 billion
0.8 billion
10.8 billion
Hint Unmarked
Explanation:
The expected monetary value is an important calculation in performing decision tree analysis
as part of the Perform Quantitative Risk Analysis process. You must account for not only the
cost of the decision but the probability and payoff for each path.
In a decision tree, the EMV for a decision is calculated by multiplying the value of each
possible profit outcome by its probability of occurrence and adding the products together.
The value of each possible outcome is the net path value. Remember: when you "net"
something, you should consider both positive and negative flows. The formula to compute
net path value is to subtract the path reward minus the cost of its decision.
For building the route to Brazos, here are the steps to compute the expected monetary value:
EMV = 0.8(12B - 10B) + 0.2(6B - 10B)
EMV = 0.8(2B) + 0.2(-4B)
EMV = 1.6B - 0.8B

EMV = 0.8B
Other answer choices do not properly factor the net path value (the payoff minus the cost of
the decision) and sum the effects.
Below is the completed decision tree with all the net path values and the resulting expected
monetary value of each choice. The EMV for the Brazos route is 0.8 billion, and the EMV for the
Corazon route is -8.8 billion (note this is a negative number). Since the path with the largest
expected monetary value is the Brazos route at 0.8 billion, that is the best choice.
Question 101 - Qid 6113147, Integration Management, 2. Process, 4.4 Manage Project
Knowledge
Senior leadership has returned from a conference where they have learned about the agile
practice of retrospectives. Even though the organization does not manage any projects in an
agile manner, they mandate that from now on this ceremony is included in all projects.
How should the outputs from the retrospectives be stored and managed?
Senior leadership determines the location of the outputs and who may access the
contents
The project team stores the outputs in a location that the project manager can control
and limit changes
The project team determines a location that is accessible for relevant stakeholders to
view and track
The project manager establishes the location and allows the customer to view and make
recommendations
Hint Unmarked
Explanation:
Retrospectives are useful ceremonies ? whether in an agile project or a hybrid project such as
the one(s) described in the scenario. Retrospectives can be conducted at a regular cadence
throughout a project (regardless of whether the deliverables are produced using iterations or
not) to gather lessons learned and identify ways for the project team to adapt and improve.
The aims of retrospectives are to find ways for the team to acknowledge what they are doing
well and improve where they can. The outputs generated from the findings are meant mainly
for the project team to reflect on and take necessary actions. Visibility and easy accessibility
is key to ensuring that the outputs are not discarded or forgotten but actioned upon.
Question 102 - Qid 6113155, Resource Management, 1. People, 9.0 Project Resource
Management
The resource management plan for an international project calls for a scrum team to be
colocated during the regular workweek. However, after five sprints were completed, the
project manager got a change request approved to cut costs by transitioning the team to a
virtual environment working remotely from their homes with the start of the sixth sprint.
After the team begins working remotely, what will be the best method to understand the
impact of the change on the team's productivity?
Check the product burndown chart to look for any changes to the trendline
Calculate the CPI at the end of each sprint to determine the change in the team's
productivity
Review the product burnup chart to compare velocity before and after the change
Update the project schedule network diagram to reflect the changes in the team's
environment
Hint Unmarked
Explanation:
The scenario describes a hybrid project where a change in the project team environment
might have an impact on the productivity of the team. Burn charts are one way of visualizing
the project's performance over time. Depending on the information that needs to be
understood, different approaches can be used to build burn charts. Sprint burn charts
typically show the story points completed by day over the course of a single iteration. Release
burn charts document the work completed for each iteration over the course of a release.
Finally, product burn charts typically display the story points completed for each iteration
over the course of the entire project. Burndown charts record the work remaining (usually in
the form of story points) over time. Burnup charts show the work completed by the project
team over time. Burnup charts are better for understanding team productivity than
burndown charts as they document the work completed by the project team. Burndown
charts can provide a distorted view of team productivity as an increase/decrease in project
scope will affect the trendline independent of the work actually accomplished. Therefore, of
the available choices, the best way to understand the productivity impact of the change to
the work environment is to review the product burnup chart.
Question 103 - Qid 6113157, Resource Management, 1. People, 9.1 Plan Resource
Management
As part of the Plan Resource Management process, project team members hold a
brainstorming session to charter working agreements. The team identifies 37 agreements
that include communication guidelines, decision-making and conflict resolution processes,
core hours, a definition of a story point, how and when user stories will move through the
Kanban board, etc.
Submit a change request to revise the resource management plan to incorporate the
team's working agreements
Verify that all of the project team members support the working agreements and
document the agreements in the project charter
Review the team's working agreements at the start of every daily standup and during the
sprint review meetings
Ask the project team members for their top five to ten agreements and document the
information in the team charter
Hint Unmarked
Explanation:
The question describes a project team that creates the team's working agreements as part of
the Plan Resource Management process. The working agreements represent the team's social
contract and should be documented in the form of a team charter. The team charter is an
output of the Plan Resource Management process. One best practice for the team charter is
to limit the working agreements to the top five to ten items. A comprehensive list of 37
agreements will likely be too cumbersome to be effective, and the really important
agreements may get lost among less important items. Therefore, it would be appropriate to
ask the project team for their top five to ten agreements and then capture them in the form of
a team charter.
Note, the scenario presents a hybrid project in which elements of the traditional project
management intertwine with agile practices. While such a combination may confuse, this
information is not required to answer the question correctly. The information is provided as
an example to demonstrate the various project management approaches.
A project manager implements the project management plan meticulously but is struggling
with leading the project team effectively. There is a great deal of unhealthy tension between
the project team members as well as with the project manager. The project manager has had
several outbursts during sprint retrospectives, which has caused the meeting to be abruptly
adjourned.
Submit a change request to revise the project management plan to eliminate the
requirement for retrospectives
Take a proactive step in improving his own emotional intelligence (EI) to become a more
effective leader
Reduce the story size by splitting user stories and use relative estimation with the entire
team to estimate
Lead a training session with the project team members to help them become
emotionally competent
Hint Unmarked
Explanation:
The scenario describes a hybrid project carried out according to the project management
plan with the deliverables developed using sprints. The question implies that the project
manager lacks emotional competence, as exemplified by his failure to control his emotions
during the sprint retrospectives. The project manager must learn to control his own emotions
and lead by example before he can expect emotional competence from the project team
members. Taking action, such as investing in training to improve his emotional intelligence
(EI), would be one positive step in addressing the leadership problem. Once the project
manager has addressed his own lack of emotional competence, he can then work with the
project team members to develop the team's EI. Improving EI will likely have a positive effect
on the turnover rate as well.
Question 105 - Qid 6113216, Stakeholder Management, 2. Process, 13.2 Plan Stakeholder
Engagement
A project is six months into its nine-month projected duration. The project manager reports
that the project is at least three months behind schedule because certain key stakeholders
were resistant to consequential changes due to the project.
What might have been done differently during project planning to avoid this situation?
Better execution of the Manage Stakeholder Engagement process

Development of a stakeholder engagement assessment matrix
Creation of a comprehensive stakeholder register
Establishment of a more robust communications management plan
Hint Unmarked
Explanation:
The scenario describes a situation where the resistance of certain key stakeholders has
caused the project to run behind schedule and is asking what might have been done
differently during project planning. Two of the answer choices represent activities, which are
not associated with the Planning Process Group, and, as a result, those responses can be
eliminated. Both of the remaining answer choices represent plausible actions that may have
led to better stakeholder engagement. The actual PMP exam may present questions with
more than one correct answer, and the PMP aspirant must select the 'best' answer among the
potentially correct options. In this case, the development of the stakeholder engagement
assessment matrix directly addresses the issue described by the question.
The stakeholder engagement assessment matrix is used as a tool during the Plan Stakeholder
Engagement process and identifies key stakeholders along with their current and desired
engagement level. Classifications for stakeholder engagement may include unaware,
resistant, neutral, supportive, and leading. In this scenario, certain key stakeholders were
resistant to the project, which caused the project to run behind schedule. A stakeholder
engagement assessment matrix is the best tool for identifying resistant stakeholders with
enough influence to undermine a project. In this case, identifying the current and desired
engagement levels of the key stakeholders might have allowed the project manager to take
action to address the undesirable engagement levels and prevent the stakeholder's
resistance from negatively impact the project's performance. Therefore, among the available
options, the development of a stakeholder engagement assessment matrix is the best answer
to the question asked.
Question 106 - Qid 6113623, Schedule Management, 2. Process, 6.3 Sequence Activities
Two team members are arguing over how to organize the work packages in the work
breakdown structure (WBS). One says the work packages should be arranged in the order the
work is planned to be carried out, while the other insists the order of the work packages in the
WBS does not matter. The two ask the project manager for advice.
What is the project manager's best response?
Work is decomposed and sequenced in the Define Activities process.

Any approach is good as long as the team members avoid the conflict.
The chronological order of tasks is defined in the Sequence Activities process.
The approach should be defined by the project management office (PMO).
Hint Unmarked
Explanation:
To answer this question correctly, one should be able to distinguish a deliverable and work
package from the schedule and activities. The planned work is contained within the lowest
level of the components of the work breakdown structure (WBS). These components are
called work packages. A work package can be used to group the activities where work is
scheduled and estimated, monitored, and controlled. In the context of the WBS, work refers
to work products or deliverables that are the result of activity and not to the activity itself.
The work packages are further decomposed into schedule activities that are then sequenced
to obtain the greatest efficiency given all the project's constraints. The Create WBS process
provides a framework of 'what' has to be delivered but does not involve sequencing.
You are leading a project to design a high-efficiency solar cell. The project needs copper,
silver, and silicon among other materials. You have ordered custom-built manufacturing
equipment, secured permission to install a solar array on the roof for testing, and reserved a
conference room for daily stand-up meetings.
What is the result of your efforts?
Resource histogram
Resource management plan
Resource assignment matrix
Physical resource assignments
Hint Unmarked
Explanation:
It can be inferred from the question that the process of acquiring resources is being
performed. One of the outputs from the Acquire Resources process is physical resource
assignments. Documentation of the physical resource assignments records the material,
equipment, supplies, locations, and other physical resources that will be used during the
project. Based on the description provided by the question, the physical resource
assignments is what has been accomplished.
Question 108 - Qid 6113733, Cost Management, 2. Process, 7.3 Determine Budget
During project execution, several unexpected issues have developed and are now threatening
the project schedule and budget.
What is the best course of action for the project manager to address the issues?
Use contingency reserves

Review project funding requirements
Use management reserves
Review organizational process assets
Hint Unmarked
Explanation:
The total project budget includes the cost baseline plus the management reserves. The cost
baseline is comprised of the work package estimates and contingency reserves. The
contingency reserves are allocated for identified risks. Management reserves are withheld for
unforeseen risks that affect the project. According to the scenario, the issues developed
during the project were unexpected. Therefore, of the choices provided, using the
management reserves is the best course of action for the project manager.
Note, the scenario describes issues, while the explanation refers to risks. Prospective PMP
aspirants should keep in mind that the questions on the real PMP exam may have such
discrepancy in their wording.
Question 109 - Qid 6113755, Risk Management, 2. Process, 11.2 Identify Risks
To produce the deliverables, the project will procure goods and services from outside the
organization. The project manager has instructed the team to develop a comprehensive list
of individual project risks related to those procurements.
What is the best course of action for the project team?
Consult the project charter

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

$100,000. Earned value analysis shows that so far you have completed 40% of the work and
spent $60,000.
How much more will it cost to complete the project if the cost performance remains
unchanged?
$160,000
$149,254
$120,000
$89,254
Hint Unmarked
Explanation:
The total budget, or budget at completion (BAC), is $100,000. The cost so far, or actual cost
(AC), is $60,000. You have completed 40% of the work which is the earned value (EV), i.e., EV =
40% x $100,000 = $40,000.
Understanding what exactly the question asks is the key to answering the question correctly.
The last sentence of the question starts with "How much more will it cost to complete the
project...", implying we are requested to find the estimate to complete (ETC). The ETC can be
calculated as follows:
ETC = EAC - AC, where the EAC is the estimate to complete.
Selecting the correct formual for the EAC is another key to answering this question correctly.
The last sentence ofthe question ends with "...if the cost performance remains unchanged?",
implying that the formula for the EAC should consider the cost performance index (CPI), i.e.:
EAC = BAC / CPI
The CPI, in turn, can be claculated using the following formula:
CPI = EV / AC = 40,000 / 60,000 = 0.67
The rest of the calculations are shown below:
EAC = 100,000 / 0.67 = 149,254
ETC = 149,254 - 60,000 = 89,254
Therefore, the cost to complete the renovation if the cost performance remains unchanged is
$89,254

Procurements
A major dispute arises with a vendor on a project. The project manager claims that the vendor
has failed to perform its contractual obligations, while the vendor complains that the project
is behind on payments.
What is the best course of action for the project manager in this situation?
Refer this issue to a third party for mediation or arbitration

File a contract claim and then work directly with the vendor to resolve the issue
Terminate the contract, document lessons learned, and find another vendor
Conduct a procurement audit
Hint Unmarked
Explanation:
When disputes arise on a project, claims administration can be an effective tool to help
buyers and sellers reach an agreement and prevent damage caused by litigation and early
contract termination. Filing a contract claim and working with the vendor to reach an
agreement is a more direct problem-solving approach and therefore the 'best' answer choice.
Claims administration also refers to using alternative dispute resolution. However, since
mediation and arbitration can be costly, risky, and time-consuming, of the choices provided,
negotiation is the preferred method of settling disputes and is, therefore, the best course of
action in this situation.
You want to recognize the contributions of some of the high-performing team members so far
in the project.
Which of the following do you need to guide you through this process?
Organizational process assets

Stakeholder register
Project team assignments
Quality metrics
Hint Unmarked
Explanation:
The scenario implies you are carrying out the Manage Team process. Manage Team is the
process of tracking team member performance, providing feedback, resolving issues, and
managing team changes. Organizational process assets (OPAs) are an input to this process.
Examples of the OPAs associated with the Manage Team process include certificates of
appreciation, corporate apparel, and other organizational perquisites. Recognizing the
contributions of the high-performing team members is part of the Manage Team process. The
project manager can use the relevant OPAs to guide her through this process and provide the
team members with the appropriate rewards and recognition.
Question 113 - Qid 6150715, Schedule Management, 2. Process, 6.2 Define Activities
You are managing a project to construct a bridge at a location that is highly regulated by
multiple levels of government. You are in the process of developing a plan that will establish
the criteria and the activities for developing, monitoring, and controlling the schedule.
Which of the following should you gather to complete this process?
The charter, project management plan, estimation databases, and PMO templates
Government standards, the assumption log, schedule management plan, and milestone
list
The resource breakdown structure, lessons learned register, and scheduling
methodology
The project scope statement, risk register, and project team assignments
Hint Unmarked
Explanation:
Establishing the criteria and the activities for developing, monitoring, and controlling the
schedule is the main purpose of developing the schedule management plan, which is the
primary output of the Plan Schedule Management process. To develop this plan, four inputs
are required: project charter, project management plan, enterprise environmental factors
(EEFs), and organizational process assets (OPAs). The project charter and the project
management plan are explicitly called out in the correct answer choice, whereas the EEFs and
the OPAs are represented by the estimation databases and PMO templates correspondingly.
Therefore, among the available options, the charter, the project management plan,
estimation databases, and PMO templates represent the best answer to the question asked.
Question 114 - Qid 6151376, Resource Management, 2. Process, 9.2 Estimate Activity
Resources
One of the project activities requires that a search of a large area is conducted to find debris
from an explosion of a failed prototype. The project is now in planning, and there is a debate
among the team members on the type and quantity of resources needed to complete this
activity.
Select any resource and quantity to complete the task by the due date
Request the team to vote and make a decision based on majority
Research various levels of resource capability and skills, types, and sizes
Utilize a PMIS to manage resource pools and allocate resources
Hint Unmarked
Explanation:
The question implies the team is carrying out the Estimate Activity Resources process. This
process uses many tools and techniques. One technique to understand the resource needs
and the best potential solutions for the activity resources is data analysis. Data analysis can
be conducted in many forms and formats. The objective is to evaluate possible options or
approaches or values to determine the best activity resource estimates. Once a value or a
range of values has been determined as reasonable, estimates can be set or decisions that are
most suitable for the participants made. Therefore, of the choices provided, before making
any decision, researching various resources levels, types, and methods is what the project
manager should do first.
Question 115 - Qid 6151382, Cost Management, 2. Process, 7.1 Plan Cost Management
A project manager is developing a cost management plan and needs to determine the best
source of funding for a project that is dictated by a legal requirement. The cost of capital is
estimated at 9.7% for non-dividend paying equity, 6.7% for debt, and 5.1% for self-funding.
The NPV of the project is $500,000, and the opportunity cost is $750,000.
Fund the project with equity since there are no dividend obligations
Select the self-funding option since it provides the lowest cost of capital
Perform an alternatives analysis since there are multiple factors to consider
Recommend the termination of the project since another project has a higher NPV
Hint Unmarked
Explanation:
The question states that the project manager is developing the cost management plan, which
indicates that the Plan Cost Management process is being performed. A data analysis
technique that can be used for this process includes an alternatives analysis, which is a
technique used to evaluate identified options in order to select the options or approaches to
use to execute and perform the work of the project. In this case, an alternatives analysis can
consist of reviewing funding options such as self-funding, funding with equity, or funding with
debt. Even though the question provides some financial data, there are other factors which
should be taken into consideration before selecting the appropriate source of funding.
Therefore, among the available options, the best course of action for the project manager is
to perform an alternatives analysis.
Question 116 - Qid 6151383, Cost Management, 3. Business Environment, 7.2 Estimate
Costs
You are in the process of developing an approximation of the monetary resources needed to
complete project work for a large-scale multinational project which will take at least seven
years to complete. Your previous projects have all been domestic with short timeframes.
As part of the process you are currently performing, what might you need to do differently
compared with your past projects?
Create a stakeholder engagement assessment matrix
Develop a more robust risk management plan
Consider additional enterprise environmental factors
Include additional organizational process assets
Hint Unmarked
Explanation:
Developing an approximation of the monetary resources needed to complete project work is

the main objective of the Estimate Costs process. Therefore, the question implies that you are
conducting the Estimate Costs process and asks how this process will be affected by a large
long-term multinational project. Thus, the answer choices that relate to other project
management processes can be eliminated as correct responses. With the project lasting at
least seven years, the impact of inflation over the course of the project must be considered.
Additionally, since the project is international in scope, the project will likely be working with
various currencies that will be subject to fluctuations in relative values. For large-scale
projects that extend multiple years with multiple currencies, the fluctuations of currencies
and inflation need to be understood and built into the Estimate Costs process. Exchange
rates and inflation are considered enterprise environmental factors. Therefore, of the
available choices, considering additional enterprise environmental factors is the best
response.
Question 117 - Qid 6151389, Scope Management, 2. Process, 5.5 Validate Scope
You are assigned to a software development project, and you are conducting a product
review with an important client. Although the deliverables were previously verified, the client
detects a defect and rejects one of the deliverables.
What should you do?
Submit a change request to fix the deliverable

Refund the customer for the value of the deliverable
Ask the project team to repair the defect
Begin the claims administration process
Hint Unmarked
Explanation:
The question states that the deliverables have been previously verified implying the Control
Quality process has been completed and resulted in verified deliverables as one of its
outputs. In the scenario described, you are performing the Validate Scope process which is
the process of formalizing acceptance of completed and verified project deliverables. One of
the tools and techniques associated with this process is an inspection. The inspection
includes activities such as measuring, examining, and validating to determine whether the
work and deliverables meet requirements and product acceptance criteria. A product review
is an example of an inspection. In this scenario, the client performed a test which exposed a
software bug and caused a deliverable to be rejected. Unless stated otherwise in the question
text, deliverables are always placed under configuration control. Therefore, submitting a
change request to fix the deliverable is what you should do.
Question 118 - Qid 6151393, Integration Management, 1. People, 4.3 Direct and Manage
Project Work
Not all team members are properly checking out resources used in the project.
What is the best option for the project manager?
Wait until there is a need or the team is impacted

Escalate the issue to the functional managers
Discuss the checkout rationale with the team
Remove the process of checking out resources
Hint Unmarked
Explanation:
There is not enough information in the question to determine what resources exactly the
scenario is talking about, and what does this checkout procedure mean. Prospective PMP
aspirants have to keep in mind that questions on the real PMP exam may be short and vague.
This question is a good example of what you may encounter on your exam. Regardless of how
ambiguous the scenario is, always try to select the best answer to the question asked even if
none of the choices looks like a perfect/ideal answer.
During the Direct and Manage Project Work process, the project manager is guiding, directing,
and facilitating the plans of the project. Based on the scenario, it appears that the plans
require the resources to be checked out. Those plans need to be better communicated and
understood. There are many actions the project manager could take to direct and manage
the project team to follow through with those plans. The answer choice that best aligns to
that need is to discuss the purpose and rationale for the resource checkout and why the team
should follow those plans.
Question 119 - Qid 6151395, Scope Management, 2. Process, 5.6 Control Scope
In a pharmaceutical project, human trials have been started. The CEO is thrilled about the
success of the trials up to this point. She announces that the size of the patient pool for the
trials should double from the one originally planned and results tracked in the new system
launching this week.
Ramp up production to match the demand of the CEO

Consider what might be included in a change request
Adjust the scope baseline to reflect the increased trial size
Communicate the change in the scope to the project stakeholders
Hint Unmarked
Explanation:
Managing changes to the project by following the organization's change control process
established for the project is important in keeping the project under control and operating
effectively. Changes to scope, like in the scenario of doubling the size of the patient pool as
well as tracking the results in the new system, require evaluation, agreement, and approval.
Who makes those approvals is up to the project organization and its change management
plans. But before any changes are implemented or communicated, the change request must
be submitted per the project's procedure and approved by those authorized to do so. A CEO's
declaration of what should happen in the project does not substitute for the project's change
control procedures and the Perform Integrated Change Control process.
Question 120 - Qid 6114007, Schedule Management, 2. Process, 6.5 Develop Schedule
Following is an illustration of a project network activity node that includes some information
about activity D.
Given the information provided, what is the total float of activity D?

2
14
16
18
Hint Unmarked
Explanation:
To answer this question, the first step is to understand the meaning of the values displayed
on the network activity node. The accepted convention is shown below, where:
 ES = early start
 EF = early finish
 LS = late start
 LF = late finish
The total float can be calculated using either one of the following two formulas:
 Total Float = LF - EF
 Total Float = LS - ES
To illustrate, we will use the first formula:
Total Float = LF - EF = 39 - 23 = 16
Here is the project schedule network activity node filled in with the correct answer for total
float, 16:
1. A project has a 60% chance of a $100,000 profit and a 40 percent of a US $100,000
loss. The Expected Monetary Value for the project is:
1. $100,000 profit
2. $60,000 loss
3. $ 20,000 profit
4. $40,000 loss
Answer:
Expected Monitory Value (EMV) is computed by EMV = Probability × Impact.
Compute both positive and negative values and then add them:
0.6 × $100,000 = $60,000 0.4 × $100,000 = $40,000 EMV = $60,000 - $40,000 =

$20,000 profit
2. Assuming that the ends of a range of estimates are +/- 3 sigma from the mean, which
of the following range estimates involves the LEAST risk?
Answer:
1. 30 days, plus or minus 5 days
2. 22 – 30 days
3. Optimistic = 26 days, most likely = 30 days, pessimistic = 33 days
4. Mean of 28 days
The estimate with the smallest range is less risky.
3. If a risk has a 20 percent chance of happening in a given month, and the project is
expected to last five months, what is the probability that the risk event will occur during
the fourth month of the project?
Answer:
1. Less than 1 percent
2. 20 percent
3. 60 percent
4. 80 percent
4. An accepted deadline for project approaches. However, the project manager realizes
only 75% percent of the work has been completed. The project manager then issues a
change request. What should the change request authorize?
Answer:
1. Additional resources using the contingency fund
2. Escalation approval to use contingency funding
3. Team overtime to meet schedule
4. Corrective action based on causes
5. The risk will be identified during which risk management process(es)?
Answer:
1. Perform Quantitative Risk Analysis and Identify Risks
2. Identify Risks and Monitor and Control Risks
3. Perform Qualitative Risk Analysis and Monitor and Control Risks
4. Identify Risks
Reference: The PMBOK® Guide, 5th Edition, Page 312, Figure 11.1
6. What is meant by RACI?
Answer:
1. Responsible, Accountable, Confirm, Inform
2. Recommended, Accountable, Consulted, Inform
3. Responsible, Accountant, Consulted, Inform
4. Responsible, Accountable, Consulted, Inform
The RACI chart is an example of the Responsibility Assignment Matrix (RAM), which
shows the relationship between activities and the team members.
7. Which of the following statement is true about a Program?
Answer:
1. A Program is a group of related projects
2. A Program is a group of unrelated projects
3. A Program is a part of a big project
4. None of the above
Reference: The PMBOK® Guide, 5th Edition, Page 9
8. The project manager meets with the project team to review lessons learned from
previous projects. In what activity is the team involved?
Answer:
1. Performance management
2. Scope identification
3. Risk identification
4. Project team status meeting
9. During a bidder conference, you see that one bidder is your close friend. What should
your next step be?
Answer:
1. You will pass some confidential info to him
2. You will disclose this relationship to your management
3. You will resign immediately from the bidding process
4. You will try not to give the contract to him to prove your integrity
There is a conflict of interest in this situation. You must inform your boss about this
relationship.
10. If a risk event has a 90 percent chance of occurring, and the consequences will be
the US $ 10,000, what does the US $9,000 represent?
Answer:
1. Risk value
2. Present value
3. Expected monetary value
4. Contingency budget
EMV = .9 X $ 10,000 = $ 9,000
11. Your construction project was damaged by an earthquake. Your contractor says that
he cannot fulfill the terms of the contract due to a specific clause you both had signed
the contract. He is referring to the:
Answer:
1. Force majeure clause

2. Fixed price clause
3. Contract obligation terms
12. All of the following are ALWAYS inputs to the risk management process EXCEPT:
Answer:
1. Historical information
2. Lessons learned
3. Work breakdown structure
4. Project status reports
Project Status report can be an input to risk management. However, when completing
risk management for the first time, you wouldn’t have the project status report yet.
Therefore, the project status report is not always an input to risk management.
Related read: Project Management Professional Exam Tips and Tricks
13. When estimating time for activities, a Project Manager should:
Answer:
1. Use the best guess and estimate all activities since there will be changes as the
project progresses and more information becomes available
2. Involve people who will be doing the work to get estimates
3. Estimate for what the cost will allow and include buffers
14. Risk tolerance is determined in order to help:
Answer:
1. The team ranks the project risks.
2. The project manager estimates the project.
3. The team schedules the project.

4. Management knows how other managers will act on the project.
If you know the tolerance of the stakeholders, you can predict how they might react to
different situations and risk events. This information can help assign levels of risk on
each work package activity.
15. You are running a project to engineer and implement a set of business processes
and a software solution for customer relationship management. The project involves a
large number of organizations―a major corporation and many suppliers of different
sizes. During the project, you observe the effects of the differences between the
companies’ corporate cultures. This leads to different expectations on how the project
should be handled—as well as to frequent misunderstandings between stakeholders.
Another effect is a growing degree of distrust and skepticism. What should you try first
to integrate the diverse stakeholder groups?
Answer:
1. Focus on project work. As a project manager, you should not get distracted by big
egos.
2. Let the problems grow further until they are obvious for all. Then escalate them.
3. Develop a joint quality policy for the project and seek a commitment by all
organizations.
4. Analyze the probability and impact of the risks linked with the situation and plan how
to respond to them.
Reference: PMBOK® Guide 5th Edition, page 194 (last paragraph).
16. You are finding it difficult to evaluate the exact cost impact of risk. You should
evaluate on a(n) :
Answer:
1. Quantitative basis
2. Numerical basis
3. Qualitative basis
4. Economic basis
If you cannot determine an exact cost impact to the event, use qualitative estimates
such as Low, Medium, and High.
17. A project manager is quantifying risk for her project. Several of her experts are
offsite but wish to be included. How can this be done?
Answer:
1. Do a Monte Carlo analysis using the Internet as a tool
2. Apply the critical path method
3. Determine options for recommended corrective action
4. Apply the Delphi Technique
The Delphi technique is commonly used to obtain expert opinions on technical issues,
the necessary project, or product scope.
18. 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
appropriate way of handling conflicts?
Answer:
1. Conflicts distract the team and disrupt the work rhythm. You should always smooth
them when they surface.
2. A conflict should be handled in a meeting so that the entire team can participate in
finding a solution.
3. Conflicts should be addressed early and usually in private, using a direct,

collaborative approach.
4. You should use your coercive power to quickly resolve conflicts and then focus on
goal achievement.
19. During which risk management process is a determination to transfer a risk made?
Answer:
1. Identify Risks
2. Perform Quantitative Risk Analysis
3. Plan Risk Response
4. Monitor and Control Risks

Transference is a Risk Response Strategy.
20. When control charts are used, outliers are…
Answer:
1. Singular measurements outside the bandwidth between an upper and lower control
limit.
2. A typical result of a rare random cause which is difficult to replicate and to verify.
3. Insignificant results, often measurement errors, the causes of which should not be
further investigated.
4. Measurements are inconsistent with a run of 7 results over or under a mean value.
Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick

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

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

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

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

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

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

Which of the following processes should be performed next?

Develop Project Management Plan

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

Keep the sponsor satisfied

 Low-power/low-interest: monitor only

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

Which project document is the project sponsor requesting?

The requirements management plan

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

What is the best way to resolve this problem?

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

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

What is the most likely cause of the variance?

Overestimated material costs

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

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

What should you do first?

Monitor Communications is the process of monitoring and controlling communications

A process that describes how the project requirements will be prioritized

The requirements management plan is a component of the project or program management

What should you do first?

Implement the corrective action

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

Comparing actual project performance against the project management plan

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

Submitting a change request

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

Question 17 - Qid 6110055, Procurement Management, 2. Process, 12.3 Control

What should you do?

Check the procurement management plan

Question 18 - Qid 6110058, Stakeholder Management, 2. Process, 13.1 Identify

What should the project manager do first?

Begin the process of directing and managing the project work

Question 19 - Qid 6110061, Stakeholder Management, 2. Process, 13.1 Identify

The business documents as a source of information about the project's stakeholders

Question 20 - Qid 6112348, Schedule Management, 2. Process, 6.5 Develop Schedule

What is the duration of the critical path?

Given the activity list shown, you can see that:

Question 21 - Qid 6110065, Stakeholder Management, 2. Process, 13.1 Identify

What is the first thing to do when using that technique?

Convene a data gathering meeting with the participants

Question 22 - Qid 6110066, Communications Management, 2. Process, 10.0 Project

Which of the following is not considered one of these techniques?

1. Correct grammar and spelling

Have you properly conducted risk management planning?

Question 24 - Qid 6110072, Scope Management, 2. Process, 5.2 Collect Requirements

Question 25 - Qid 6110074, Scope Management, 2. Process, 5.4 Create WBS

Which of the following best describes this change request?

What estimation technique does the project manager use?

Question 28 - Qid 6110079, Quality Management, 2. Process, 8.2 Manage Quality

What tool or technique is the project manager using in this scenario?

Question 29 - Qid 6110081, Stakeholder Management, 2. Process, 13.1 Identify

How should this stakeholder be classified?