CompTIA Project+ Practice Tests E-Book

Brett J. Feddersen

• Herausgeber: John Wiley & Sons
• Kategorie: Wissenschaft und neue Technologien
• Sprache: Englisch

Seitenzahl: 409

Veröffentlichungsjahr: 2017

Beschreibung

Over 1,000 practice exam questions with full explanations CompTIA Project+ Practice Tests for exam PK0-004 compliments the Sybex CompTIA Project+ Study Guide by providing last minute review and identifying areas where further review may be needed. 1,000 unique questions are organized into 4 practice tests that cover 100% of all exam objective domains. Practice tests not only provide the answer, but also give you detailed explanations so this is an excellent resource for last minute review to identify areas where more attention is needed. Two additional 90-question practice exams prepare you for exam day. The Sybex interactive online learning environment provides an online review option where all 1,000 unique questions are available. Access to all practice tests online with the Sybex interactive learning environment 4 unique practice tests include expert explanations Covers 100% of all CompTIA Project+ exam PK0-004 objective domains Whether you have studied with the Sybex study guide for the Project+ exam or have used another brand, this is your chance to test your skills. Studying the exam objectives is important but testing the reach of your knowledge and identifying areas where further review may be needed could be the difference on exam day.

Leseprobe

Project+® Practice Tests

Brett Feddersen

Senior Acquisitions Editor: Kenyon Brown

Development Editor: Gary Schwartz

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Production Editor: Dassi Zeidel

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Cover Designer: Wiley

Cover Image: ©Jeremy Woodhouse/Getty Images, Inc.

Copyright © 2017 by John Wiley & Sons, Inc., Indianapolis, Indiana

Published simultaneously in Canada

ISBN: 978-1-119-36335-4

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I dedicate this book to my parents, who have given me laughs, wisdom, experience, insight, and love...

Acknowledgments

Holy cow! Do you know what’s involved in writing a book? The team of dedicated professionals who helped to create this resource for you in order to advance your career in project management has to be the best in the business.

The spark for this effort began with Kenyon Brown, the senior acquisition editor who assembled this great team. Gary Schwartz was the development editor who served as a mentor throughout the process and at times strangely resembled my college composition professor. His efforts made this tool the very best product it could be to assist you in passing the CompTIA Project+ exam. Vanina Mangano helped to ensure the technical viability of this book. Her talents and dedication in the project management field are globally known, and she is a terrific collaboration partner. The rest of the production team, led by Dassi Zeidel, ensured that this text made it into print in a readable form. Thank you all for your collaborative efforts!

I would also like to acknowledge Kim Heldman, who has been a professional mentor to me for over a decade. One of the most courageous leaders I have ever met, Kim got me started down the path of project management certification, authorship, and speaking. Kim is one of the great leaders in public sector information technology. She brings order and structure to a scary and complex area.

Most importantly, I would like to thank my wife April and my children Kayla, Marcus, and Adric. They endured the opportunity costs of building Legos, helping with homework, or watching a movie throughout this process. The sacrifice in writing this book was mostly felt by them, and I couldn’t do it without their smiles, love, and support. If I didn’t have April in my life, my days would be dull and I wouldn’t have such a cheery audience for life’s little animations that we share together. She is my best friend forever, the world’s greatest cheerleader, a creative and talented teacher, and the model for the person I want to be. I love you all.

About the Author

Brett Feddersen holds the Project Management Professional (PMP)® certification, as well as a Master of Professional Services in Leadership and Organizations with an emphasis in Strategic Innovation from the University of Denver. He is a career public servant, having served in the United States Marine Corps, and he has worked for the state of Colorado, the city of Boulder (Colorado), and with the Regional Transportation District (RTD) in the Denver/Metro area.

Brett brings a variety of experiences to this book, including project management work on several enterprise resource planning projects, web and e-commerce application implementation, and computer/network infrastructure management. Brett holds the following credentials: PMP®, Gamification, Lean IT Foundation, and ITIL Foundation v3. Brett earned a bachelor’s degree in Business Administration with an emphasis in Computer Information Systems from Colorado Mesa University, and he holds a project management certificate from Colorado State University.

It is rare, but not unheard of, to have an extravert in the IT field. Brett would love for you to reach out to him, and you can reach him on LinkedIn: https://www.linkedin.com/in/brettfeddersen.

Contents

Introduction

How This Book Is Organized

Project+ Exam Map

1.0 Project Basics

2.0 Project Constraints

3.0 Communication & Change Management

4.0 Project Tools & Documentation

Chapter 1 Project Basics (Domain 1.0)

Chapter 2 Project Constraints (Domain 2.0)

Chapter 3 Communication and Change Management (Domain 3.0)

Chapter 4 Project Tools and Documentation (Domain 4.0)

Chapter 5 Practice Test 1

Chapter 6 Practice Test 2

Appendix Answers and Explanations

Chapter 1: Project Basics (Domain 1.0)

Chapter 2: Project Constraints (Domain 2.0)

Chapter 3: Communication and Change Management (Domain 3.0)

Chapter 4: Project Tools and Documentation (Domain 4.0)

Chapter 5: Practice Test 1

Chapter 6: Practice Test 2

Advert

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Introduction

Welcome to CompTIA Project+ Practice Tests! Project management is a fast-growing field that seems to be in constant need of dependable, certified talent. Project managers are needed in just about every field, including, but not limited to, construction, engineering, government and civil initiatives, nonprofits, information technology, logistics, and transportation. Moreover, it can be mighty handy for those projects in your life such as moving, putting in a new kitchen, or helping to organize an event for your local parent-teacher organization. Heck, it was even surprisingly helpful in writing a book on practice questions for the CompTIA Project+ exam.

The Computing Technology Industry Association (CompTIA) promotes the Project+ exam for people interested in project management to earn certifications. The exam helps to validate the various skills, including business and communication skills, that an individual would need to lead projects confidently toward on-time and on-budget completion.

The purpose of this book is to help you pass the CompTIA Project+ Exam PK0-004. As you approach the final validation of your project management knowledge before taking this exam, this book will help prepare you for the types of questions and content that you might encounter on the exam itself. Remember, because of the broad range of knowledge and fields that use project management, this should not be the only resource you use to prepare for the exam. It will be important to use study guides and other exam resources in your studies. The more varied resources to which you expose yourself, the greater the probability of a successful result on the exam.

One such resource you should consider is the CompTIA Project+ Study Guide: Exam PK0-004 by Kim Heldman (Sybex, 2017). It provides a great overview, reference, and additional review questions as you strive for certification in your project management career.

How This Book Is Organized

This book consists of four chapters, each based on one of the four domains in the CompTIA Project+ objectives for the PK0-004 exam. The book also has two chapters that are meant to simulate the exam based on a variety of the questions from all four domains. The chapters are organized as follows:

Chapter 1, “Project Basics (Domain 1.0),” covers the basic concepts of project management, such as project properties, roles and responsibilities, project phases, cost control, organizational structures, project schedules, the Agile method of project management, and human resources and personnel management.

Chapter 2, “Project Constraints (Domain 2.0),” focuses on the constraints and influences on a project, as well as risk strategies and activities.

Chapter 3, “Communication and Change Management (Domain 3.0),” delves into communication method selection, influences on communication methods, communication triggers and adaptation to the target audience, change control processes, and types of organizational change.

Chapter 4, “Project Tools and Documentation (Domain 4.0),” covers project management tools, project-centric documentation, and mutual binding documents and procurement methods.

Chapter 5 and Chapter 6 consist of practice exams, roughly representing the mix of questions that you will see on the actual exam from each of the domains. They also carry a representative time limit so that you can simulate the testing experience as a part of your preparation.

Each chapter begins with a list of the Project+ objectives that are covered in that chapter. Remember, however, that each chapter does not cover the objectives in order, so do not be alarmed as you encounter each of the objectives in a randomized order.

The questions included in this book are not derived from the actual Project+ exam questions. They serve to provide exposure to the underlying content and to deliver a comparable testing vehicle for you to prepare for the exam. It will not be a useful exercise to memorize the answers to these questions and assume that doing so will enable you to pass the exam. The underlying subject matter is the important focus of your studies so that you will be able to pass the exam.

Congratulations on investing in your career and your future as a project manager.

Project+ Exam Map

The following objective map will allow you to find the chapter in this book that covers each objective for the exam.

1.0 Project Basics

Exam Objective

Chapter

1.1 Summarize the properties of a project.

1, 5, 6

Temporary

1, 5, 6

Start and finish

1, 5, 6

Unique

1

Reason/purpose

1, 5

Project as part of a program

1

Project as part of a portfolio

1, 6

1.2 Classify project roles and responsibilities.

2, 5, 6

Sponsor/champion

2, 5, 6

Project manager

2, 5, 6

Project coordinator

2

Stakeholder

2, 5

Scheduler

2

Project team

2

Project Management Office (PMO)

2, 6

1.3 Compare and contrast standard project phases.

1, 2, 5, 6

Initiation

1, 5, 6

Planning

1, 5, 6

Execution

1, 5, 6

Monitor and control

1, 2, 5, 6

Closing

1, 5, 6

1.4 Identify the basics of project cost control.

1, 5, 6

Total project cost

1, 5, 6

Expenditure tracking

1, 5, 6

Expenditure reporting

1

Burn rate

1, 5, 6

Cost baseline/budget

1, 5, 6

1.5 Identify common project team organizational structures.

1, 2, 5, 6

Functional

1, 2, 5, 6

Matrix

1, 2, 5, 6

Projectized

1, 2, 5, 6

1.6 Given a scenario, execute and develop project schedules.

1, 2, 5, 6

Work breakdown structure

1, 2, 5, 6

Scheduling activities

1, 2, 5, 6

1.7 Identify the basic aspects of the Agile methodology.

1, 2, 5, 6

Readily adapt to new/changing requirements

1, 6

Iterative approach

1, 5

Continuous requirements gathering

1, 6

Establish a backlog

1, 2, 6

Burndown charts

1

Continuous feedback

1, 2

Sprint planning

1, 5, 6

Daily standup meetings/SCRUM meetings

1, 5

SCRUM retrospective

1, 2, 5, 6

Self-organized and self-directed teams

1

1.8 Explain the importance of human resource, physical resource, and personnel management.

1, 5, 6

Resource management concepts

1, 5, 6

Personnel management

1, 5, 6

2.0 Project Constraints

Exam Objective

Chapter

2.1 Given a scenario, predict the impact of various constraint variables and influences throughout the project.

2, 5, 6

Common constraints

2, 5, 6

Influences

2, 5, 6

2.2 Explain the importance of risk strategies and activities.

2, 5, 6

Strategies

2, 5, 6

Risk activities

2, 5, 6

3.0 Communication & Change Management

Exam Objective

Chapter

3.1 Given a scenario, use the appropriate communication method.

3, 5, 6

Meetings

3, 5, 6

Email

3, 6

Fax

3

Instant messaging

3

Video conferencing

3, 5

Voice conferencing

3, 5

Face-to-face

3, 5

Text message

3, 6

Distribution of printed media

3, 6

Social media

3, 5, 6

3.2 Compare and contrast factors influencing communication methods.

3, 5, 6

Language barriers

3, 5

Time zones/geographical factors

3, 5, 6

Technological factors

3

Cultural differences

3, 5

Interorganizational differences

3

Intraorganizational differences

3

Personal preferences

3, 6

Rapport building/relationship building

3

Tailor method based on content of message

3

Criticality factors

3, 5

Specific stakeholder communication requirements

3

3.3 Explain common communication triggers and determine the target audience and rationale.

3, 5, 6

Audits

3, 5

Project planning

3

Project change

3

Risk register updates

3, 6

Milestones

3

Schedule changes

3

Task initiation/completion

3, 5, 6

Stakeholder changes

3

Gate reviews

3, 5, 6

Business continuity response

3, 6

Incident response

3, 5

Resource changes

3

3.4 Given a scenario, use the following change control process within the context of a project.

3, 5, 6

Change control process

3, 5, 6

Types of common project changes

3, 5, 6

3.5 Recognize types of organizational change.

3, 5, 6

Business merger/acquisition

3, 5, 6

Business demerger/split

3, 5, 6

Business process change

3, 6

Internal reorganization

3, 5, 6

Relocation

3, 5

Outsourcing

3, 5, 6

4.0 Project Tools & Documentation

Exam Objective

Chapter

4.1 Compare and contrast various project management tools.

2, 4, 5, 6

Project scheduling software

4, 6

Charts

4, 5, 6

Dashboard/status report

4

Knowledge management tools

4, 5

Performance measurement tools

4, 6

SWOT analysis

2, 4, 5, 6

Responsible, Accountable, Consulted, Informed (RACI) Matrix

2, 4, 6

4.2 Given a scenario, analyze project centric documentation.

4, 5, 6

Project charter

4, 5

Project management plan

4, 6

Issues log

4

Organizational chart

4, 5, 6

Scope statement

4, 5

Communication plan

4, 5

Project schedule

4, 6

Status report

4, 5

Dashboard information

4, 6

Action items

4

Meeting agenda/meeting minutes

4, 5, 6

4.3 Identify common partner or vendor-centric documents and their purpose.

2, 4, 5, 6

Request for Information

2, 4, 5, 6

Request for Proposal

2, 4

Request for Quote

2, 4, 6

Mutually binding documents

2, 4, 5, 6

Chapter 1Project Basics (Domain 1.0)

THE FOLLOWING COMPTIA PROJECT+ EXAM OBJECTIVES ARE COVERED IN THIS CHAPTER:

1.1 Summarize the properties of a project.

Temporary

Start and finish

Unique

Reason/purpose

Project as part of a program

Project as part of a portfolio

1.2 Classify project roles and responsibilities.

Sponsor/champion

Approval authority

Funding

Project charter

Baseline

High-level requirements

Control

Marketing

Roadblocks

Business case/justification

Project manager

Manage team, communication, scope, risk, budget, and time

Manage quality assurance

Responsible for artifacts

Project coordinator

Support project manager

Cross-functional coordination

Documentation/administrative support

Time/resource scheduling

Check for quality

Stakeholder

Vested interest

Provide input and requirements

Project steering

Expertise

Scheduler

Develop and maintain project schedule

Communicate timeline and changes

Reporting schedule performance

Solicit task status from resources

Project team

Contribute expertise to the project

Contribute deliverables according to schedule

Estimation of task duration

Estimation of costs and dependencies

Project Management Office (PMO)

Sets standards and practices for organization

Sets deliverables

Provides governance

Key performance indicators and parameters

Provides tools

Outlines consequences of non-performance

Standard documentation/templates

Coordinate resources between projects

1.3 Compare and contrast standard project phases.

Initiation

Project charter

Business case

High-level scope definition

High-level risks

Planning

Schedule

Work breakdown structure

Resources

Detailed risks

Requirements

Communication plan

Procurement plan

Change management plan

Budget

Execution

Deliverables

Monitor and control

Risks/issues log

Performance measuring and reporting

Quality assurance/governance

Change control

Budget

Closing

Transition/integration plan

Training

Project sign off

Archive project documents

Lessons learned

Release resources

Close contracts

1.4 Identify the basics of project cost control.

Total project cost

Expenditure tracking

Expenditure reporting

Burn rate

Cost baseline/budget

Plan vs. actual

1.5 Identify common project team organizational structures.

Functional

Resources reporting to Functional Manager

Project Manager has limited or no authority

Matrix

Authority is shared between Functional Managers and Project Managers

Resources assigned from Functional area to project

Project Manager authority ranges from weak to strong

Projectized

Project Manager has full authority

Resources report to Project Manager

Ad hoc resources

1.6 Given a scenario, execute and develop project schedules.

Work breakdown structure

Scheduling activities

Determine tasks

Determine task start/finish dates

Determine activity/task durations

Determine milestones

Set predecessors

Set dependencies

Sequence tasks

Prioritize tasks

Determine critical path

Allocate resources

Set baseline

Set quality gates

Set governance gates

Client sign off

Management approval

Legislative approval

1.7 Identify the basic aspects of the Agile methodology.

Readily adapt to new/changing requirements

Iterative approach

Continuous requirements gathering

Establish a backlog

Burndown charts

Continuous feedback

Sprint planning

Daily standup meetings/SCRUM meetings

SCRUM retrospective

Self-organized and self-directed teams

1.8 Explain the importance of human resource, physical resource, and personnel management.

Resource management concepts

Shared resources

Dedicated resources

Resource allocation

Resource shortage

Resource overallocation

Low quality resources

Benched resources

Interproject dependencies

Interproject resource contention

Personnel management

Team building

Trust building

Team selection

Skill sets

Remote vs. in-house

Personnel removal/replacement

Communication issues

Conflict resolution

Smoothing

Forcing

Compromising

Confronting

Avoiding

Negotiating

1.What are the defining characteristics of a project? (Choose two.)

A group of related tasksTemporary in natureOperational activitiesReworking of an existing projectCreation of a unique product or service

2. The project team is responsible for all of the following EXCEPT

Providing governance on the projectContributing to the deliverables according to the scheduleContributing expertise to the projectEstimating costs and dependencies​

3. What is a work breakdown structure?

A task-oriented decomposition of a projectA deliverable-oriented decomposition of a projectA graphic representation of tasks and their sequenceA high-level outline of milestones on a project

4. What elements are explained in a business case? ​

Justification by identifying the organizational benefitsAlternative solutionsAlignment to the strategic planAll of the aboveA and C

5. Of the following, which are considered key activities of the Monitor and Control phase?

Performance Measuring and ReportingDevelop the Quality PlanPerform Quality AssuranceMonitor the BudgetDevelop the Change Control Plan​Develop the Project Charter

6. What plan determines the information needs of the stakeholders, format of information delivery, delivery frequency, and the preparer?

Stakeholder Analysis PlanProject CharterHuman Resources PlanCommunications Plan

7.Which type of cost estimating uses a mathematical model to compute costs?

Top-down estimatingBottom-up estimatingParametric estimatingThree-point estimating​

8. A project has an earned value of $2,500 and an actual cost of $2,275. The cost variance for this project would be which of the following?

$2,275$225$2,500$−225

9. During an Agile daily stand-up meeting, what are three questions that are asked and answered?

What did I accomplish yesterday? What will I do today? What are the necessary next steps?What did I accomplish today? Who will I be working with today? What obstacles are preventing progress?What did I accomplish yesterday? Who will I be working with today? What obstacles are preventing progress?What did I accomplish yesterday? What will I do today? What obstacles are preventing progress?

10. Marcus works for Wigitcom, and he has been assigned to work on a project. Marcus’s regular boss pulls him back to work on assignments and will conduct his performance review. What type of organizational structure is Wigitcom using?

AgileFunctionalMatrixProjectized

11. A project has a key contributor who is absent from meetings, not meeting deadlines, and affecting the morale of other individuals on a team. There is no other person within the company with the expertise needed to perform the tasks assigned to this team member. Which of the following would be the appropriate action for the project manager?

Bring the team member in for a counseling session.Leave the employee alone and distribute work to other team members.Remove the team member from the project and seek a replacement.Relocate the team member to a different facility.

12. The high-level scope definition describes which of the following?

High-level deliverables of the projectObjectives of the projectReason for the projectAll of the above

13. In what project phase are the majority of the processes and project documents created?

InitiationPlanningExecutionMonitor and ControlClosing

14. Which component of the project charter describes the characteristics of the product produced by the project?

Project descriptionBusiness caseDeliverablesQuality plan

15. What are the three types of estimates used in three-point estimates?

Fastest Schedule, Least Resources, Most DesirableMost Likely, Optimistic, PessimisticMost Likely, Least Resources, Fastest Schedule​Fastest Schedule, Optimistic, Most Desirable

16. In what organizational structure does a project manager have the most limited authority?

Weak-matrixProjectizedStrong-matrixFunctional

17. A building project requires the following steps: construction, purchasing the build site, blueprinting, and inspection. Purchasing the build site has what relationship to construction?

It is a successor task.It is a mandatory task.It is a predecessor task.It is a discretionary task.

18. Which of the following is the form in which project schedules are typically displayed?

PERTCalendarGantt chartPareto chart​

19.In what project phase is the influence of stakeholders the least effective?

InitiationPlanningExecutionMonitor and Control

20. When the project team is dependent on an entity outside the organization, like a product vendor delivering equipment, this is known as what type of dependency?

DiscretionaryMandatoryExternalFinancial

21. Which conflict resolution technique produces a win-lose result for the parties?

ForcingConfrontingAvoidingAttacking

22. A project has task A, which will take 2 days; task B, which will take 3 days, task C, which will take 2 days; task D, which will take 2 days; and task E, which will take 3 days. Task A is a predecessor for task B and for task C. Task C is a predecessor for task D. Both task B and task D are predecessors for task E.

What is the task sequence for the critical path?

A => B => EA => B => C => D => EA => B => D => EA => C => D => E

23. All of the following are aspects of an Agile sprint, EXCEPT

It is limited to a timeframe such as two weeks.A planning meeting is held to figure out what the team can accomplish.A small feature set is taken to completion.The team works at an incredible pace for the entire time.

24. April works for Wigitcom and has recently been assigned to a project. She was given assignments from both her functional manager and the project manager, but was directed to do the project work. When April requested leave, it was granted by her functional manager, but then denied by the project manager. What type of organizational structure is Wigitcom using?

ProjectizedStrong-matrixBalanced-matrixWeak-matrix

25.During the Closing phase of the project, what two activities are conducted?

Accept project deliverables and perform quality assurance.Finalize project work and close all vendor contracts.Manage stakeholder expectations and close all vendor contracts.Finalize project work and perform quality assurance.

26. In which project phase is the kickoff meeting typically held?

InitiationPlanningExecutionMonitor and ControlClosing

27. Chase is a project manager, and he has released all of the team members from the project, closed vendor contracts, and archived project documents. In what phase is the project?

InitiationPlanningExecutionMonitor and ControlClosing

28. What are governance gates?

A checkpoint between project phases where approval is obtained to move forwardA checkpoint where quality is checked against a previously established criterionCheckpoints at the beginning and end of the project onlyAfter a project governor is appointed, unplanned interruptions from this project sponsor

29. What are the defining characteristics of a project? (Choose two.)

Has a definitive start and end dateIs assigned to a portfolioCreates a unique product or serviceIs a part of ongoing operational activitiesIs part of an organization’s strategic plan

30. Which of the following describes a portfolio?

A collection of the sample work a project manager has done that should be brought to an interviewA collection of programs, subportfolios, and projects that support strategic business goals or objectivesA group of related projects that are managed together using shared resources and similar techniquesA group of project investments that are maintained to help finance projects

31.The project charter is prepared and agreed to in which project phase?

PlanningClosingExecutionInitiation

32. After the project charter is signed, what meeting is held to introduce the project team and stakeholders as well as outlining the goals for the project?

Lessons learned meetingProject introductory meetingKickoff meetingTeam building lunch

33. Which soft skills are important for a project manager?

Time management, earned value calculation, listening, critical path diagramsLeadership, time management, team building, listeningTime management, earned value calculation, leadership, critical path diagramsLeadership, following, independence, listening

34. Work produced in the high-level risk assessment should be documented in which of the following?

Work breakdown structureProject charterRisk registerQuality control plan

35. A project schedule serves what function?

Determines the project cost accounting codesCreates a deliverable-based decomposition of the projectLists the actions that should be resolved to fulfill deliverablesDetermines start and finish dates for project activities

36. Analogous estimating is where the cost-estimate is developed by which of the following?

Using a mathematical model to compute costs for the projectCalculating the cost of each activity in the work breakdown structureUsing a similar, past project to develop a high-level estimateAveraging three different estimates of the project cost

37. All of the following are ways to determine whether a project is completed, EXCEPT

When the project manager declares the project is completeWhen the project is canceledWhen it has been determined that the goals and objectives of the project cannot be accomplishedWhen the objectives are accomplished and stakeholders are satisfied

38. Money actually spent for a specific timeframe for complete work is known as which of the following?

Cost variancePlanned valueActual costEarned value

39. The creation of a peanut butter and jelly sandwich has the following steps:

ServeGather bread, peanut butter, and jellyPlace bread on a plateGet a knifeSpread peanut butter on one slice of breadPut both slices of bread togetherSpread jelly on the other slice of bread

What is the correct sequence for this project?

Serve; put both slices of bread together; gather bread, peanut butter, and jelly; get a knife; spread peanut butter on one slice of bread; place bread on a plate; spread jelly on the other slice of bread.Gather bread, peanut butter. and jelly; get a knife; spread peanut butter on one slice of bread; place bread on a plate; spread jelly on the other slice of bread; serve; put both slices of bread together.Gather bread, peanut butter, and jelly; get a knife; place bread on a plate; spread peanut butter on one slice of bread; spread jelly on the other slice of bread; put both slices of bread together; serve.Gather bread, peanut butter, and jelly; get a knife; place bread on a plate; spread peanut butter on one slice of bread; spread jelly on the other slice of bread; serve; put both slices of bread together.

40. Which of the following steps are important in the development of the project schedule? (Choose three.)

Determine tasksSet the quality planSet the communication planSequence the tasksConstruct a Pareto diagramIdentify the critical path

41.Not including time off, holidays, or nonproject work, the total time involved for an individual to complete a task is known as which of the following?

Analogous estimatingSWAGWork effort estimateSPI

42. Resource allocation, including assigned equipment, team members, and money to support a project, occurs in which project phase?

InitiationPlanningExecutionMonitor and ControlClosing

43. A project manager is having problems with one team member who is being insubordinate. The project manager approaches the team member to find out what is going on and determines that a change can be made now that the facts are known. This is an example of which of the following?

ForcingAvoidingConfrontingSmoothing

44. Which of the following are tools and techniques used for developing a project team? (Choose three.)

Team-building activitiesProject requirementsRecognition and rewardsLessons learned meetingsSetting the ground rulesProject kickoff meetings​

45. In what stage of team development are teams the most productive and trust levels the highest among team members?

FormingStormingNormingPerformingAdjourning

46. Wigitcom has a project where quality is the most important consideration for the sponsor. Which personnel model would make the most sense for this project?

OutsourcingCollocationVirtual teamsVideoconferencing

47. A startup company is attempting to compete in an emerging product market. There are constant disruptive technology changes, and the market is shifting in their product tastes. This type of situation would be best served by which of the following?

Agile approachProjectized environmentFunctional environmentTraditional, or waterfall

48. Kayla works for Wigitcom, and she has been assigned to work on a project. Kayla’s project manager gives her direction, and consistently prevents Kayla’s regular supervisor from giving her any assignments. At the end of the project, the project manager will conduct Kayla’s performance review. What type of organizational structure is Wigitcom using?

AgileFunctionalMatrixProjectized

49. In an Agile methodology, what is a user story?

Key information about stakeholders and their jobsShort stories about someone using the product or serviceCustomer survey results after product releaseVisual representation of product burndown

50. A large, well-established organization that has been in business for many decades would likely have which organizational structures?

Weak-matrixProjectizedStrong-matrixFunctional​

51.What does PMP stand for?

Preferred master projectPreferred management planProject management planProject management practice

52. What is a list of all things to be completed, whether technical or user-centric in nature, which are in the form of user stories, known as?

RequirementsBacklogRisk registerStakeholders​

53. What are the standard project phases?

Discovery, Planning, Building, Quality Check, ClosingInitiation, Preparing, Building, Monitor and Control, Wrap-upInitiation, Planning, Execution, Monitor and Control, ClosingDiscovery, Preparing, Execution, Quality Check, Wrap-up

54. What are milestones?

A measure of the distance traveled on a projectCharacteristics of deliverables that must be metCheckpoints on a project to determine Go/No-Go decisionsMajor events in a project used to measure progress

55. Which type of cost estimating is done by assigning a cost estimate to each work package in the project?

Top-down estimatingBottom-up estimatingParametric estimatingThree-point estimating

56. Developing the project team involves all of the following, EXCEPT

Developing a team that lasts longer than the projectCreating a positive environment for team membersCreating an effective, functioning, and coordinated groupIncreasing the team’s competency levels

57. All of the following are types of dependencies, EXCEPT

MandatoryDiscretionaryExternalBacklog​

58.A stakeholder has asked to add a change to a project, but the request is rejected by the project manager. What is the likely reason the scope was rejected?

There is interaction between constraints.Scope creep is occurring on the project.The request can be handled without the formality.The sponsor is on vacation.

59. The characteristics of the lower-level WBS include all of the following, EXCEPT

WBS components are a further decomposition of project deliverables.WBS components should always happen concurrently with determining major deliverables.WBS components should be tangible and verifiable.WBS components should be organized in terms of project organization.

60. A project manager meets with upset team members to listen to their concerns. After hearing their concerns, the project manager makes some of the team members’ recommendations in exchange for the team members accepting other rules. This is an example of which of the following?

ForcingCompromisingConfrontingSmoothing

61. A company is expanding and has several projects underway. One project is building a new wing on the headquarters building, and the other is installing a new high-speed fiber network. The framing of the new building must begin before the installation of the new network can begin. This is an example of what type of logical relationship?

Finish-to-finishStart-to-startFinish-to-startStart-to-finish

62. A project has task A, which will take 2 days; task B which will take 3 days; task C, which will take 2 days; task D, which will take 2 days; and task E, which will take 3 days. Task A is a predecessor for task B and for task C. Task C is a predecessor for task D. Both task B and task D are predecessors for task E.

What is the duration of the critical path?

7 days9 days10 days11 days

63.In what project artifact would you find information relating to the quality and availability of resources?

Project scheduleOrganization chartResource calendarRisk register

64. In which of the following situations would team-building efforts provide the most impact on a project? (Choose three.)

Team discordSchedule changesMissed deliverablesProject phase completionLessons learned meetingChange in project manager

65. An organization needs to add vendor resources to a project, but they do not have the physical space to house the team. What approach should the organization use for their personnel management?

Deploy projectized teamsDeploy functional teamsUse in-house teamsUse remote teams

66. Nyssa works for Wigitcom and has been assigned to a project. She wants to take a week off for a family reunion, which conflicts with a project deadline. The project manager denied her leave request, but her functional manager lets her attend the family reunion. What type of organizational structure is Wigitcom using?

ProjectizedStrong-matrixBalanced-matrixWeak-matrix

67. When is a project considered to be a success?

Stakeholder expectations have been met.The phase completion has been approved.All project phases have been completed.The vendor has been released from the project.

68. Which of the following in an example of a deliverable?

The date work on the project beginsThe design for a new productTime and materials applied to the projectPMO

69. A project sponsor would be responsible for all of the following, EXCEPT

Developing high-level requirements for the projectFunctioning as the approval authority and removing roadblocksMarketing the project across the organizationEstimating the costs and dependencies of the project activitiesServing to help control the direction of the project

70. What elements are explained in a business case?

Justification by identifying the organizational benefitsAlternative solutionsAlignment to the strategic planAll of the aboveA and C

71. All projects are constrained by which three elements as they affect quality?

Time, budget, scopeTime, risks, budgetCost, benefits, scopeCost, risks, scope

72. What key milestone is triggered when the project charter is signed?

A project sponsor can now be chosen.Key stakeholders are freed from project communication.The project is authorized to begin.Project resources are released from the project.

73. The Closing processes include all of the following, EXCEPT

Archiving of project documentsRelease of project membersReview of lessons learnedMonitoring of the risks and issues log

74. All of the following are examples of project resources, EXCEPT

Team membersEquipmentWBSMaterials

75.Analogous estimating is also referred to as which of the following?

Top-down estimatingBottom-up estimatingParametric estimatingThree-point estimating

76. Earned value is an indication of which of the following?

The actual cost of completing work in a specific timeframeThe cost of work that has been authorized and budgetedThe value of the work completed to date compared to the budgeted amountThe total sum of sales earned at project completion

77. Fast-tracking a project is a technique involving which of the following?

Performing two tasks in parallel that were previously scheduled to start sequentiallyLooking at cost and schedule trade-offs such as adding more resourcesMoving later deliverables to earlier phases to appease stakeholdersRemoving critical path activities that are unnecessary

78. Deliverables are an output of which of which phase?

InitiationPlanningExecutionMonitor and ControlClosing

79. What does a resource shortage mean?

There is a shortage of things for team members to work on.Not enough resources are available for the task, leading to over allocation.There are too many resources, leading to under-allocation.There is an abundancy of things for team members to work on.

80. In what stage of team development do the members stop working with one another and return to their functional jobs?

FormingStormingNormingPerformingAdjourning

81.Wigitcom has a project where cost is the most important consideration for the sponsor. Which personnel model would make the most sense for the project?

Premium team assignmentsCollocationVirtual teamsVideoconferencing

82. Where would the following information be found: types of contracts the project will use, authority of the project team, and information on how multiple vendors will be managed?

BudgetProcurement planWBSDetailed risks

83. An organization that has a fixed budget and offers a stable environment would be best suited for which type of project management approach?

Traditional, or waterfallProjectized environmentAgile approachFunctional environment

84. All of the following are phases of a project, EXCEPT

PlanningClosingDevelopmentExecution

85. What does a change control board (CCB) do to support the project?

Helps vet and manage changes to the scopeProvides an accounting structure for tasksSets the standards and templates for the projectSets the costs of quality for the project

86. Which project role is responsible for coordinating resources between projects?

Project management office (PMO)Project coordinatorProject managerProject scheduler

87.When does an item move from the risk register to the issue log?

As soon as the risk as identifiedWhen the risk is triggeredNeverIn the creation of the project plan

88. A team member is upset about having to stay late because he will miss a Scouts meeting with his son. He approaches the project manager, who lets him know that it is a one-time thing, and if they work that night they will not have to come in on the weekend. Though upset, the team member stays and finishes his work. This is an example of what type of conflict resolution?

SmoothingConfrontingCompromisingAvoidingForcing

89. When should employee performance expectations be set on a project?

Lessons learned meetingEmployee performance reviewStakeholder identification meetingFirst meeting with a new team member

90. All of the following are used in an Agile approach to project management, EXCEPT

Burndown chartsWBSContinuous requirements gatheringSprint planning

91. A company decides to bring in a team from outside the organization to assist on the project, instead of using company employees. This is an example of which of the following?

InsourcingOutsourcingLayoffsCollocation

92. Teams normally go through a similar development cycle. Which is the correct order of those stages?

Norming, Forming, Storming, Adjourning, PerformingForming, Storming, Norming, Performing, AdjourningForming, Norming, Performing, Storming, AdjourningNorming, Storming, Forming, Adjourning, Performing

93.In the development of project schedule, the need to set governance gates is important. All of the following are examples of governance gates, EXCEPT

Daily standup meetingsClient sign-offManagement approvalLegislative approval

94. Which project role outlines the consequences of nonperformance?

Project managerProject coordinatorProject schedulerProject management office

95. A building project requires the following steps: construction, purchasing the build site, blueprinting, and inspection. Construction has what relationship to blueprinting?

It is a successor task.It is a mandatory task.It is a predecessor task.It is a discretionary task.

96. The types of organizational structures include which of the following? (Choose three.)

AgileFunctionalMatrixColocationProjectized

97. A construction company is in the middle of a project to build a guest room on a house. The EV value for the project is $7,000, and the actual cost for the project is $9,500. Select the CV for the project and its meaning.

$2,500 and the project is under budget−$2,500 and the project is under budget$2,500 and the project is over budget−$2,500 and the project is over budget

98. The Closing phase of a project serves what critical purpose?

Formal acceptance and turnover to ongoing maintenance and supportPerforming governance activities and turnover to ongoing maintenance and supportFormal acceptance and producing deliverablesPerforming governance activities and producing deliverables

99.A project management office (PMO) has which of the following responsibilities? (Choose three.)

Markets the project across the businessProvides governance for projectsManages the team, communication, scope, risk, budget, and time of the projectMaintains standard documentation and templatesEstablishes key performance indicators and parametersDevelops and maintains the project schedule

100. Which project role helps to market the need and success of the project and provides a level of control for funding?

Project sponsor or championProject managerProject coordinatorProject scheduler

101. In terms of project management, what is a program?

A listing of all individuals involved in the project, including key stakeholdersThe software package used to enter and track project management aspectsRelated projects that are coordinated and managed with similar techniquesA collection of projects and subportfolios that support the strategic goals of the business

102. This role supports the project manager, performs cross-functional coordination, conducts time and resource scheduling, and checks for quality. What role is it?

Project sponsor or championProject managerProject coordinatorProject scheduler

103. Which of the following is the measure of the cost efficiency of budgeted resources, expressed as a ratio?

ACEVCPISPI

104. A government agency is working to launch a new service. Members of the project team are required to report to both the project manager and their functional manager, who share authority for the resources. What type of organizational structure is this?

ProjectizedStrong-matrixBalanced-matrixWeak-matrix

105. When breaking down project deliverables, what is the lowest level that is recorded in a WBS?

Daily work schedulesHigh-level requirementsWork packageMajor milestones

106. Which of the following are conflict resolution techniques? (Choose two.)

ThreateningSmoothingStormingNormingNegotiating

107. In what stage of team development do team members begin to confront each other and vie for position and control?

FormingStormingNormingPerformingAdjourning

108. A company is expanding and has several projects underway. One project is constructing a new wing on the headquarters building, and the other is installing a new high-speed fiber network. The framing of the new building must be completed before the installation of the new network can begin. This is an example of which of the following?

Interproject resource contentionStart-to-Finish relationshipInterproject resource dependenciesDedicated resources

109. Robert is assigned to work on a project. One of his tasks is to reach out to resources and solicit task status on the progress of the project. Robert is most likely which of the following?​

Project managerProject team memberProject schedulerProject coordinator

110.In an Agile approach to project management, what is a backlog?

Delayed work that is cause by bottlenecksCustomer prioritized functionality list that still needs to be added to the productInventory not added to the project because of shipping delaysA daily meeting focusing on three questions

111. What factors should be considered when scheduling a video or telephone conference?

Ensure meeting room has sufficient seating.Check whether team members are introverted or extroverted.Recognize the different time zones/schedules being used.Make writing materials available in the room.

112. Nestor is a project manager assigned to build a new branch office for a bank. The branch office will be of a similar size and design as another branch office. He has been asked to create cost and schedule estimates and to follow the bank’s best practices for projects. Whose responsibility is it to help Nestor with this effort?

Project sponsorProject management officeProject teamProject scheduler

113. During the initiation phase, what are two activities that should be performed?

Developing the project charter and project kickoff meetingHolding the project kickoff meeting and identifying the stakeholders