Certified Project Manager (IAPM) Exam - Quiz 08 - Nusrat Jahan - PMPQB - batch14062024
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Certified Project Manager (IAPM) Exam Topics Cover:
Definition and characteristics of a project
The role of a project manager
Project management frameworks and methodologies (e.g., Waterfall, Agile, PRINCE2)
Project selection and prioritization
Developing a project charter
Identifying stakeholders and establishing stakeholder management strategies
Setting project objectives and scope
Work breakdown structure (WBS) creation
Developing project schedules using Gantt charts and network diagrams
Resource planning and allocation
Risk management planning, including risk identification, analysis, and mitigation strategies
Quality planning and setting quality standards
Communication planning and stakeholder engagement strategies
Managing project teams and conflict resolution
Directing and managing project work
Implementing quality assurance processes
Conducting procurements and managing contracts
Ensuring effective communication and information distribution
Performance measurement and tracking (using KPIs and performance indices)
Earned value management (EVM) for project performance analysis
Schedule control and variance analysis
Cost control and budget management
Quality control processes and techniques
Risk monitoring and control, updating risk registers
Managing changes through a change control process
Ensuring stakeholder engagement and addressing stakeholder concerns
Closing project phases and finalizing all project activities
Administrative closure processes
Post-project evaluations and lessons learned
Creating and distributing a final project report
Transitioning project deliverables to operations or next phases
Program and portfolio management
Managing multiple projects (multi-project management)
Project governance frameworks
Strategic alignment of projects with organizational goals
International project management and managing global teams
Project management in different sectors (IT, construction, healthcare, etc.)
Project management software and tools (e.g., MS Project, Jira, Trello)
Techniques for effective problem-solving and decision-making
Analytical tools for risk and performance analysis
Techniques for stakeholder analysis and engagement
Methods for facilitating effective meetings and workshops
Leadership and team management
Communication skills and active listening
Negotiation and conflict resolution
Time management and personal productivity
Critical thinking and decision-making skills
Ethical considerations and professional responsibility
Differentiate projects from ongoing operations.
Characteristics such as unique objectives, defined beginning and end, and resources constraints.
Initiation, planning, execution, monitoring and controlling, and closure.
Tailoring phases to project types (e.g., software development, construction).
Responsibilities in leadership, communication, and stakeholder management.
Balancing constraints (scope, schedule, cost) while achieving project objectives.
Overview of Waterfall, Agile, Scrum, Kanban, PRINCE2, and PMBOK.
Choosing methodologies based on project characteristics and organizational culture.
Techniques like benefit-cost analysis, weighted scoring, and strategic alignment.
Criteria for selecting projects aligned with organizational goals.
Contents: project purpose, objectives, scope, stakeholders, and high-level risks.
Approval and communication processes.
Identifying Stakeholders and Establishing Management Strategies:
Techniques for stakeholder analysis (power/interest grid, influence/impact grid).
Strategies for managing stakeholder expectations and engagement.
SMART criteria (Specific, Measurable, Achievable, Relevant, Time-bound).
Scope definition, including inclusions and exclusions.
Hierarchical decomposition of project deliverables and work packages.
WBS dictionary detailing scope, responsibilities, and deliverables.
Gantt charts, network diagrams (PERT/CPM), milestone charts.
Critical path analysis and schedule compression techniques.
Resource requirements and availability.
Resource leveling and resource smoothing techniques.
Cost types (direct, indirect, fixed, variable).
Techniques: analogous, parametric, bottom-up estimation.
Risk management processes: identification, analysis, response planning, and monitoring.
Risk categories (technical, organizational, external) and prioritization techniques.
Quality management processes and standards (ISO, Six Sigma).
Techniques: quality metrics, quality audits, process improvement methodologies.
Stakeholder communication requirements and channels.
Communication management plan: frequency, format, and stakeholders’ preferences.
Team development stages (forming, storming, norming, performing, adjourning).
Leadership styles (transformational, transactional, servant leadership).
Motivation theories (Maslow’s hierarchy, Herzberg’s two-factor theory).
Work authorization systems and project kickoff meetings.
Managing changes and addressing issues and conflicts.
Quality control vs. quality assurance.
Techniques for quality assurance (inspections, peer reviews, process analysis).
Procurement processes: planning, solicitation, source selection, contract administration.
Types of contracts (fixed-price, cost-reimbursable, time and material).
Communication barriers and strategies for overcoming them.
Techniques for effective meetings, presentations, and written communication.
Key Performance Indicators (KPIs) and performance indices.
Earned Value Management (EVM) and its components (PV, EV, AC, CPI, SPI).
Variance analysis and corrective actions.
Schedule performance measurements (SV, CV, SV%, CV%).
Schedule compression and schedule crashing techniques.
Cost performance measurements (CV, CPI).
Forecasting techniques (ETC, EAC) and cost variance analysis.
Monitoring residual risks and secondary risks.
Evaluating risk responses and updating risk registers.
Change management procedures (change request, impact analysis, change control board).
Configuration management and version control.
Strategies for managing stakeholder expectations and communication.
Addressing stakeholder concerns and conflicts.
Administrative closure processes (finalizing project deliverables, documentation, and contracts).
Conducting post-project reviews and documenting lessons learned.
Contents and format of the final project report.
Archiving project documentation and knowledge transfer.
Handover processes to operations or subsequent project phases.
Ensuring stakeholder acceptance and satisfaction.
Differentiating projects, programs, and portfolios.
Strategic alignment of programs and portfolios with organizational objectives.
Techniques for prioritization and resource allocation across projects.
Coordination and dependencies management.
Roles and responsibilities of project stakeholders.
Governance structures (project steering committee, project management office).
Linking projects to organizational strategy and business objectives.
Strategic project selection and portfolio management.
Cultural considerations and global project teams.
Cross-border regulations and logistics.
Industry-specific challenges and regulations (IT, construction, healthcare).
Tailoring project management approaches to sector-specific requirements.
Features and functionalities of tools like Microsoft Project, Jira, Trello.
Integration with other project management and collaboration tools.
Analytical methods (SWOT analysis, decision trees, cost-benefit analysis).
Techniques for generating and evaluating alternatives.
Simulation tools (Monte Carlo simulation).
Root cause analysis and trend analysis techniques.
Mapping stakeholder expectations and influence.
Techniques for fostering positive stakeholder relationships.
Facilitation skills and techniques for consensus-building.
Tools for brainstorming, prioritization, and decision-making.
Motivating teams and fostering collaboration.
Delegating tasks and empowering team members.
Effective verbal and written communication.
Active listening and feedback techniques.
Strategies for negotiating project terms and resolving conflicts.
Handling difficult conversations and managing emotions.
Prioritization techniques and time-blocking strategies.
Managing interruptions and maintaining focus.
Analytical thinking and problem-solving approaches.
Evaluating alternatives and making informed decisions.
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Question 1 of 30
1. Question
Mr. Johnson is managing a large IT project. He needs to identify and analyze the stakeholders to ensure their needs and expectations are met. He decides to use a power/interest grid for this analysis. Which of the following best describes how Mr. Johnson should categorize stakeholders using this grid?
Correct
The power/interest grid is a tool used to categorize stakeholders based on their power to influence the project and their level of interest in the project’s outcomes. This helps project managers to develop strategies for engaging different stakeholders appropriately. According to the Project Management Institute (PMI), managing stakeholders’ expectations is critical for project success (PMBOK Guide).
Incorrect
The power/interest grid is a tool used to categorize stakeholders based on their power to influence the project and their level of interest in the project’s outcomes. This helps project managers to develop strategies for engaging different stakeholders appropriately. According to the Project Management Institute (PMI), managing stakeholders’ expectations is critical for project success (PMBOK Guide).
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Question 2 of 30
2. Question
What is the primary strategy for managing stakeholder expectations throughout the project lifecycle?
Correct
Effective management of stakeholder expectations involves clear, consistent, and transparent communication. This ensures that stakeholders are aware of project progress, changes, and any issues that arise, thereby fostering trust and engagement. The PMBOK Guide emphasizes the importance of communication management as a key aspect of stakeholder management.
Incorrect
Effective management of stakeholder expectations involves clear, consistent, and transparent communication. This ensures that stakeholders are aware of project progress, changes, and any issues that arise, thereby fostering trust and engagement. The PMBOK Guide emphasizes the importance of communication management as a key aspect of stakeholder management.
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Question 3 of 30
3. Question
Sarah is setting objectives for her project. She wants to ensure the objectives are well-defined and achievable. Which of the following objectives best aligns with the SMART criteria?
Correct
The SMART criteria specify that objectives should be Specific, Measurable, Achievable, Relevant, and Time-bound. Option (c) clearly outlines a specific goal, a measurable target (20% increase in user engagement), and a timeframe (by Q4, within six months), making it a SMART objective.
Incorrect
The SMART criteria specify that objectives should be Specific, Measurable, Achievable, Relevant, and Time-bound. Option (c) clearly outlines a specific goal, a measurable target (20% increase in user engagement), and a timeframe (by Q4, within six months), making it a SMART objective.
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Question 4 of 30
4. Question
Which of the following is a key component of scope definition in project management?
Correct
Scope definition involves specifying the project’s inclusions and exclusions, which clarifies the project’s boundaries and deliverables. This helps prevent scope creep and ensures that all stakeholders have a clear understanding of what the project will deliver. The PMBOK Guide highlights the importance of defining scope as a foundation for successful project management.
Incorrect
Scope definition involves specifying the project’s inclusions and exclusions, which clarifies the project’s boundaries and deliverables. This helps prevent scope creep and ensures that all stakeholders have a clear understanding of what the project will deliver. The PMBOK Guide highlights the importance of defining scope as a foundation for successful project management.
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Question 5 of 30
5. Question
Alex is developing a Work Breakdown Structure (WBS) for his project. He knows that a WBS dictionary is essential for detailing the scope, responsibilities, and deliverables. What should Alex include in the WBS dictionary to ensure it is comprehensive?
Correct
The WBS dictionary provides detailed information about each work package, including the scope, responsibilities, deliverables, resources assigned, and completion criteria. This ensures clarity and accountability for each part of the project. The PMBOK Guide states that a WBS dictionary is a critical component of the scope baseline.
Incorrect
The WBS dictionary provides detailed information about each work package, including the scope, responsibilities, deliverables, resources assigned, and completion criteria. This ensures clarity and accountability for each part of the project. The PMBOK Guide states that a WBS dictionary is a critical component of the scope baseline.
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Question 6 of 30
6. Question
Which of the following best describes the purpose of a Gantt chart in project management?
Correct
A Gantt chart is a visual representation of the project schedule, illustrating the start and finish dates of tasks, their durations, and dependencies. It helps project managers track progress and ensure tasks are completed on time. The PMBOK Guide recognizes Gantt charts as a valuable tool for schedule management.
Incorrect
A Gantt chart is a visual representation of the project schedule, illustrating the start and finish dates of tasks, their durations, and dependencies. It helps project managers track progress and ensure tasks are completed on time. The PMBOK Guide recognizes Gantt charts as a valuable tool for schedule management.
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Question 7 of 30
7. Question
Maria is conducting a critical path analysis for her project. She identifies the critical path and realizes that there is no slack time. What does this imply about her project schedule?
Correct
The critical path is the longest sequence of tasks that must be completed on time for the project to be finished by its due date. If there is no slack time, it means that any delay in these tasks will directly impact the project’s completion date. Critical path analysis is essential for identifying which tasks are critical and must be closely managed to avoid delays.
Incorrect
The critical path is the longest sequence of tasks that must be completed on time for the project to be finished by its due date. If there is no slack time, it means that any delay in these tasks will directly impact the project’s completion date. Critical path analysis is essential for identifying which tasks are critical and must be closely managed to avoid delays.
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Question 8 of 30
8. Question
What is the primary goal of resource leveling in project management?
Correct
Resource leveling aims to adjust the project schedule to ensure that resources are used at a constant and manageable rate, avoiding periods of over-allocation or under-utilization. This helps in maintaining a balanced workload and preventing resource burnout. The PMBOK Guide highlights resource leveling as a technique to balance demand for resources against their availability.
Incorrect
Resource leveling aims to adjust the project schedule to ensure that resources are used at a constant and manageable rate, avoiding periods of over-allocation or under-utilization. This helps in maintaining a balanced workload and preventing resource burnout. The PMBOK Guide highlights resource leveling as a technique to balance demand for resources against their availability.
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Question 9 of 30
9. Question
James is planning the resource requirements for a construction project. He needs to ensure that the necessary materials and labor are available when needed. What should James do to effectively manage his resource requirements?
Correct
To effectively manage resource requirements, James should develop a resource breakdown structure (RBS) to identify all required resources and a resource calendar to plan their availability. This ensures that resources are allocated efficiently and are available when needed. The PMBOK Guide emphasizes the importance of detailed resource planning for successful project execution.
Incorrect
To effectively manage resource requirements, James should develop a resource breakdown structure (RBS) to identify all required resources and a resource calendar to plan their availability. This ensures that resources are allocated efficiently and are available when needed. The PMBOK Guide emphasizes the importance of detailed resource planning for successful project execution.
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Question 10 of 30
10. Question
Which of the following techniques is used for schedule compression without altering the project scope?
Correct
Schedule compression techniques such as fast tracking and crashing are used to shorten the project duration without changing the project scope. Fast tracking involves performing tasks in parallel that were originally planned in sequence, while crashing involves adding additional resources to critical path tasks to complete them faster. The PMBOK Guide provides guidelines on these techniques to help manage project schedules effectively.
Incorrect
Schedule compression techniques such as fast tracking and crashing are used to shorten the project duration without changing the project scope. Fast tracking involves performing tasks in parallel that were originally planned in sequence, while crashing involves adding additional resources to critical path tasks to complete them faster. The PMBOK Guide provides guidelines on these techniques to help manage project schedules effectively.
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Question 11 of 30
11. Question
Mr. Johnson is managing a project where the team is experiencing low morale and productivity. He suspects that the team members are not motivated due to a lack of recognition and inadequate working conditions.
Which motivation theory can best explain this situation?Correct
Herzberg’s Two-Factor Theory distinguishes between hygiene factors (e.g., working conditions, salary) and motivators (e.g., recognition, achievement). According to this theory, the lack of hygiene factors leads to dissatisfaction, while the presence of motivators increases satisfaction and motivation. Mr. Johnson’s situation reflects both inadequate working conditions (a hygiene factor) and lack of recognition (a motivator), aligning with Herzberg’s Two-Factor Theory.
Incorrect
Herzberg’s Two-Factor Theory distinguishes between hygiene factors (e.g., working conditions, salary) and motivators (e.g., recognition, achievement). According to this theory, the lack of hygiene factors leads to dissatisfaction, while the presence of motivators increases satisfaction and motivation. Mr. Johnson’s situation reflects both inadequate working conditions (a hygiene factor) and lack of recognition (a motivator), aligning with Herzberg’s Two-Factor Theory.
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Question 12 of 30
12. Question
Mrs. Lee is leading a project that has just been initiated. She needs to ensure that all stakeholders are informed about the project scope and objectives before the project work begins.
What is the most appropriate meeting for Mrs. Lee to conduct at this stage?Correct
A project kickoff meeting is held at the beginning of a project to introduce the project team, clarify project objectives, scope, roles, and responsibilities, and align stakeholders’ expectations. It ensures everyone is on the same page before the project work commences.
Incorrect
A project kickoff meeting is held at the beginning of a project to introduce the project team, clarify project objectives, scope, roles, and responsibilities, and align stakeholders’ expectations. It ensures everyone is on the same page before the project work commences.
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Question 13 of 30
13. Question
When managing changes in a project, what is the best practice to ensure changes are properly documented and communicated?
Correct
A formal change control process involves documenting, evaluating, and approving or rejecting changes in a structured manner. This ensures all changes are tracked, impacts are assessed, and stakeholders are informed, thereby maintaining project integrity and alignment with objectives.
Incorrect
A formal change control process involves documenting, evaluating, and approving or rejecting changes in a structured manner. This ensures all changes are tracked, impacts are assessed, and stakeholders are informed, thereby maintaining project integrity and alignment with objectives.
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Question 14 of 30
14. Question
Mr. Anderson is overseeing a project where he needs to ensure that the outputs meet the established quality standards. He is considering implementing various techniques to verify that the quality requirements are being met.
Which technique is specifically used for quality assurance rather than quality control?Correct
Quality assurance is focused on ensuring that the processes used to manage and create deliverables are effective and properly followed. Peer review is a technique used in quality assurance to evaluate the performance of the project processes and identify improvements. In contrast, inspection and testing are quality control activities that examine the deliverables themselves.
Incorrect
Quality assurance is focused on ensuring that the processes used to manage and create deliverables are effective and properly followed. Peer review is a technique used in quality assurance to evaluate the performance of the project processes and identify improvements. In contrast, inspection and testing are quality control activities that examine the deliverables themselves.
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Question 15 of 30
15. Question
Which type of contract involves payment to the seller for their allowable costs plus a fee that represents the seller’s profit?
Correct
A cost-reimbursable contract involves the buyer reimbursing the seller for their allowable costs, usually defined in the contract, plus an additional payment representing the seller’s profit. This type of contract is often used when the scope is not well-defined, and costs need to be controlled.
Incorrect
A cost-reimbursable contract involves the buyer reimbursing the seller for their allowable costs, usually defined in the contract, plus an additional payment representing the seller’s profit. This type of contract is often used when the scope is not well-defined, and costs need to be controlled.
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Question 16 of 30
16. Question
Ms. Thompson is working on a project that involves procuring specialized equipment from an external vendor. She needs to select the most suitable vendor from multiple proposals received.
Which procurement process is she currently engaged in?Correct
Source selection involves evaluating proposals or bids from vendors to determine the most suitable vendor for the project. This process includes comparing proposals against the criteria outlined in the procurement documents and making a decision based on the best fit for the project needs.
Incorrect
Source selection involves evaluating proposals or bids from vendors to determine the most suitable vendor for the project. This process includes comparing proposals against the criteria outlined in the procurement documents and making a decision based on the best fit for the project needs.
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Question 17 of 30
17. Question
Mr. Patel is managing a project where the team frequently experiences miscommunications due to cultural differences and language barriers.
What strategy should Mr. Patel implement to overcome these communication barriers?Correct
Implementing a communication plan helps in identifying the communication needs of the project stakeholders, defining the methods and frequency of communication, and addressing potential barriers like cultural differences and language issues. It ensures clear, consistent, and effective communication throughout the project.
Incorrect
Implementing a communication plan helps in identifying the communication needs of the project stakeholders, defining the methods and frequency of communication, and addressing potential barriers like cultural differences and language issues. It ensures clear, consistent, and effective communication throughout the project.
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Question 18 of 30
18. Question
Dr. Nguyen is leading a project that requires regular updates to stakeholders. He wants to ensure that the meetings are effective and efficient.
Which technique should Dr. Nguyen use to improve the effectiveness of these meetings?Correct
Developing a clear agenda and sticking to it ensures that meetings are focused, structured, and productive. It helps in covering all necessary topics, managing time effectively, and keeping participants engaged. This technique is crucial for effective meetings.
Incorrect
Developing a clear agenda and sticking to it ensures that meetings are focused, structured, and productive. It helps in covering all necessary topics, managing time effectively, and keeping participants engaged. This technique is crucial for effective meetings.
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Question 19 of 30
19. Question
Which performance index indicates whether the project is ahead or behind schedule?
Correct
The Schedule Performance Index (SPI) is a measure of schedule efficiency. It is calculated by dividing Earned Value (EV) by Planned Value (PV). An SPI greater than 1 indicates the project is ahead of schedule, while an SPI less than 1 indicates the project is behind schedule.
Incorrect
The Schedule Performance Index (SPI) is a measure of schedule efficiency. It is calculated by dividing Earned Value (EV) by Planned Value (PV). An SPI greater than 1 indicates the project is ahead of schedule, while an SPI less than 1 indicates the project is behind schedule.
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Question 20 of 30
20. Question
Ms. Garcia is managing a project where a critical path activity is falling behind schedule. She needs to bring the project back on track without compromising quality.
Which technique should Ms. Garcia consider?Correct
Crashing involves adding additional resources to critical path activities to expedite their completion. This technique reduces the project schedule without affecting the project scope or quality. However, it typically increases project costs due to the additional resources required.
Incorrect
Crashing involves adding additional resources to critical path activities to expedite their completion. This technique reduces the project schedule without affecting the project scope or quality. However, it typically increases project costs due to the additional resources required.
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Question 21 of 30
21. Question
Mr. Johnson is managing a project where the Planned Value (PV) is $200,000, the Earned Value (EV) is $180,000, and the Actual Cost (AC) is $220,000. What is the project’s Cost Performance Index (CPI), and what does it indicate about the project’s cost performance?
Correct
The Cost Performance Index (CPI) is calculated using the formula CPI = EV / AC. Substituting the given values, CPI = $180,000 / $220,000 = 0.82. A CPI less than 1 indicates that the project is over budget. According to the PMBOK Guide, the CPI is a measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
Incorrect
The Cost Performance Index (CPI) is calculated using the formula CPI = EV / AC. Substituting the given values, CPI = $180,000 / $220,000 = 0.82. A CPI less than 1 indicates that the project is over budget. According to the PMBOK Guide, the CPI is a measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
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Question 22 of 30
22. Question
Ms. Smith is analyzing the schedule performance of her project. The Schedule Variance (SV) is -$30,000. What does this indicate about the project’s schedule performance?
Correct
Schedule Variance (SV) is calculated using the formula SV = EV – PV. A negative SV indicates that the project is behind schedule, while a positive SV indicates that the project is ahead of schedule. In this case, an SV of -$30,000 means the project is $30,000 behind schedule. According to the PMBOK Guide, SV is a measure of schedule performance on a project.
Incorrect
Schedule Variance (SV) is calculated using the formula SV = EV – PV. A negative SV indicates that the project is behind schedule, while a positive SV indicates that the project is ahead of schedule. In this case, an SV of -$30,000 means the project is $30,000 behind schedule. According to the PMBOK Guide, SV is a measure of schedule performance on a project.
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Question 23 of 30
23. Question
Mr. Lee identifies a significant risk that could delay the project by two months. He decides to implement a risk response plan. Which of the following is a risk response strategy he can use?
Correct
Risk response strategies include avoidance (changing the project plan to eliminate the risk), acceptance (acknowledging the risk and not taking any action unless it occurs), and transference (shifting the impact of the risk to a third party). According to the PMBOK Guide, these strategies help manage potential risks effectively.
Incorrect
Risk response strategies include avoidance (changing the project plan to eliminate the risk), acceptance (acknowledging the risk and not taking any action unless it occurs), and transference (shifting the impact of the risk to a third party). According to the PMBOK Guide, these strategies help manage potential risks effectively.
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Question 24 of 30
24. Question
What is the Cost Performance Index (CPI) if the Earned Value (EV) is $150,000 and the Actual Cost (AC) is $120,000?
Correct
The Cost Performance Index (CPI) is calculated using the formula CPI = EV / AC. Substituting the given values, CPI = $150,000 / $120,000 = 1.25. A CPI greater than 1 indicates that the project is under budget. According to the PMBOK Guide, the CPI is a measure of the cost efficiency of budgeted resources.
Incorrect
The Cost Performance Index (CPI) is calculated using the formula CPI = EV / AC. Substituting the given values, CPI = $150,000 / $120,000 = 1.25. A CPI greater than 1 indicates that the project is under budget. According to the PMBOK Guide, the CPI is a measure of the cost efficiency of budgeted resources.
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Question 25 of 30
25. Question
Mr. Davis is considering schedule crashing techniques to complete the project earlier. Which of the following is a valid schedule crashing technique?
Correct
Schedule crashing involves adding more resources to critical path tasks to complete the project earlier without changing the project scope. According to the PMBOK Guide, this technique is used to compress the project schedule while keeping the project scope constant.
Incorrect
Schedule crashing involves adding more resources to critical path tasks to complete the project earlier without changing the project scope. According to the PMBOK Guide, this technique is used to compress the project schedule while keeping the project scope constant.
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Question 26 of 30
26. Question
If the Estimate to Complete (ETC) is $50,000 and the Estimate at Completion (EAC) is $200,000, what is the project’s Actual Cost (AC)?
Correct
Estimate at Completion (EAC) is calculated as AC + ETC. Rearranging the formula to find AC: AC = EAC – ETC. Substituting the given values, AC = $200,000 – $50,000 = $150,000. According to the PMBOK Guide, EAC is a forecast of the total cost of the project based on current performance.
Incorrect
Estimate at Completion (EAC) is calculated as AC + ETC. Rearranging the formula to find AC: AC = EAC – ETC. Substituting the given values, AC = $200,000 – $50,000 = $150,000. According to the PMBOK Guide, EAC is a forecast of the total cost of the project based on current performance.
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Question 27 of 30
27. Question
Ms. Anderson identifies a new risk during the project execution. What should she do next to ensure the risk is properly managed?
Correct
Documenting the risk in the risk register ensures it is tracked and managed appropriately. According to the PMBOK Guide, the risk register is a critical tool for recording and updating information on identified risks, including their status and response strategies.
Incorrect
Documenting the risk in the risk register ensures it is tracked and managed appropriately. According to the PMBOK Guide, the risk register is a critical tool for recording and updating information on identified risks, including their status and response strategies.
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Question 28 of 30
28. Question
What is the first step in the change management process when a change request is submitted?
Correct
The first step in the change management process is to perform an impact analysis to assess the potential effects of the change on the project. According to the PMBOK Guide, this analysis helps determine the feasibility and implications of the change before it is approved or rejected.
Incorrect
The first step in the change management process is to perform an impact analysis to assess the potential effects of the change on the project. According to the PMBOK Guide, this analysis helps determine the feasibility and implications of the change before it is approved or rejected.
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Question 29 of 30
29. Question
Mr. Brown is managing a project with frequent changes to the project deliverables. Which of the following tools should he use to manage these changes effectively?
Correct
A configuration management system helps manage changes to project deliverables by maintaining the consistency and traceability of the product performance and functional characteristics. According to the PMBOK Guide, it ensures that changes are systematically controlled and documented.
Incorrect
A configuration management system helps manage changes to project deliverables by maintaining the consistency and traceability of the product performance and functional characteristics. According to the PMBOK Guide, it ensures that changes are systematically controlled and documented.
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Question 30 of 30
30. Question
If the Earned Value (EV) is $120,000 and the Planned Value (PV) is $100,000, what is the project’s Schedule Performance Index (SPI)?
Correct
The Schedule Performance Index (SPI) is calculated using the formula SPI = EV / PV. Substituting the given values, SPI = $120,000 / $100,000 = 1.20. An SPI greater than 1 indicates that the project is ahead of schedule. According to the PMBOK Guide, the SPI is a measure of schedule efficiency.
Incorrect
The Schedule Performance Index (SPI) is calculated using the formula SPI = EV / PV. Substituting the given values, SPI = $120,000 / $100,000 = 1.20. An SPI greater than 1 indicates that the project is ahead of schedule. According to the PMBOK Guide, the SPI is a measure of schedule efficiency.