Assessment A

1. Being assigned as a project manager, you noticed during project execution that conflicts arise
in the team on both technical and interpersonal levels. What is an appropriate way of handling
conflicts?
o Conflicts distract the team and disrupt the work rhythm. You should always smooth them
when they surface.
o A conflict should be handled in a meeting so that the entire team can participate in finding a
solution.
o Conflicts should be addressed early and usually in private, using a direct, collaborative
approach.
o You should use your coercive power to quickly resolve conflicts and then focus on goal
achievement.
Executing Answer: 3
2. What is the purpose of a project charter?
o To formally authorize a project or a phase and document initial requirements which satisfy the
stakeholder’s needs and expectations.
o To document how the project will be planned, executed, monitored/controlled, and closed.
o To link the project, which is going to be planned, executed, and monitored/controlled to the
ongoing work of the organization.
o To describe the process of performing the work defined in the project management plan in
order to achieve the project’s objectives.
Initiating Answer: 1
3. The concept of (the) _________ states that changes related to one requirement—scope, time,
or cost—will at least influence one other element.
o Three-point estimation
o Triple constraint
o Three wise men
o Three needs theory
3 Executing Answer: 2
4. Your organization is considering to run a project which will entail an investment of
$1,000,000. The product from the project is forecasted to create revenues of $250,000 in the
first year after the end of the project and of $420,000 in each of the two following years. What is
true for the net present value of the project over the three years cycle at a discount rate of
10%?
o The net present value is positive, which makes the project attractive.
o The net present value is positive, which makes the project unattractive.
o The net present value is negative, which makes the project attractive.
o The net present value is negative, which makes the project unattractive.
4 Initiating Answer: 4

5. What does the term best practice often refer to?

o A standardized set of deliverables, like plans, reports, and checklists.
o A set of tools and techniques that a project manager should master.
o The concept of state of the art applied to project management.
o A specific sequence of work, described in terms of soft logic.
Executing Answer: 4

6. The communications management plan is a document which includes descriptions of

o Project level performance reports
o Activity level status reports
o Stakeholder communication requirements
o Responsibility assignments
6 Planning Answer: 3

7. _________ are usually not a manifestation of unique organizational cultures and styles.
o Shared visions, values, norms, beliefs, and expectations
o Individual traits and attitudes of co-workers
o Views of authority relationships
o Policies, methods, and procedures
7 Project life cycle and organization Answer: 2
8. Which of the following is generally not regarded as an element of active listening?8
o Making eye contact
o Paraphrasing
o Interpreting the information
o Interrupting when appropriate
8 Planning Answer: 4

9. You were able to obtain measuring equipment with very high accuracy and precision. You
used it to make a sequence of measurements directly at a production process output and
depicted the results on the following control chart.

Which statement is the best conclusion from these results?

o The process has high precision but low accuracy. It should be adjusted.
o The process has high precision but low accuracy. It should be improved.
o The process has high accuracy but low precision. It should be adjusted.
o The process has high accuracy but low precision. It should be improved.
9 Monitoring and controlling Answer: 1
10. As the project manager, you decided to arrange a team meeting to identify and analyze
lessons learned from quality control with stakeholders. What should you do with them?
o Document them and make them part of the historical database for the project and the
performing organization.
o Discuss them with management and make sure that they remain otherwise confidential
o Publish them in the corporate newsletter.
o Follow your strategic decisions, independent from lessons learned. These decisions have been
made and should be implemented whatever the outcomes are.
10 Executing Answer: 1.

11. Which of the following documents is not used as input for the validate scope process?
o The project management plan, containing the scope baseline consisting of the project scope
statement and its associated WBS and WBS dictionary.
o The validated deliverables, completed and checked for correctness by the Perform quality
control process.
o The requirements traceability matrix, linking requirements to their origin and tracing them
throughout the project lifecycle.
o The RACI matrix, describing accountabilities in case of product rejection.
11 Monitoring and controlling Answer: 4.

12. How should change management be planned for?

o Changes are generally not predictable, therefore planning for change management cannot be
reasonable.
o Planning for change management should be done while the various change control processes
are being applied.
o Change management can be planned in a set of management plans or a specific change
management plan.
o Changes are a sign of bad planning. One should avoid changes during a project, thus
eliminating the need to manage them.
12 Planning Answer: 3.

13. According to Bruce Tuckman, which are the stages of team development?
o Honeymoon, rejection, regression, acceptance, re-entry
o Forming, storming, norming, performing
o Tell, sell, consult, join
o Direct, support, coach, delegate
13 Executing Answer: 2.

14. What is not a reason for companies to organize lessons learned?

o Lessons learned databases are an essential element of the organizational process assets.
o Lessons learned should focus on identifying those accountable for errors and failures.
o Lessons learned sessions should bring about recommendations to improve future performance
on projects.
o Phase-end lessons learned sessions provide a good team building exercise for project staff
members.
14 Initiating Answer: 2.

15. How does a project management team stay in touch with the work and the attitudes of
project team members?
o By observation and communication
o Using closed questions during team meetings
o Through third-party assessments
o Through the team members’ functional managers
15 Executing Answer: 1.

16. Which document is developed along the risk management processes from identify risks
through perform qualitative risk analysis to control risks?
o List of risk triggers
o Risk register
o Risk mitigation
o Decision tree
16 Planning Answer: 2.

17. A customer is requiring a minor scope change and expects you to do this without delays and
additional costs. You believe that you have adequate authorization to make the decision by
yourself, but you are not quite sure. What should be your next steps?17
o A requested change is always an opportunity to get more money paid by the customer and to
secretly solve schedule and quality problems. You should make some reasonable estimates on
time, costs, risks etc. and then add a nice margin on top of that to calculate the new price.
o Customer satisfaction is your top priority. The customer gives you an opportunity to increase
their satisfaction, which you should use to the maximum benefit. Most project managers have
contingencies to cover risks; these can be used to pay the additional costs.
o Before making a decision you should have a look at the customer’s parking lot. If you find
there many expensive, new models, it is likely that you can use the requested change to
increase the profit from the contract. Otherwise you should reject the request.
o Handle the request according to the integrated change control processes described in your
management plans. Then make a decision together with the appropriate change control body,
whether the increased customer satisfaction will be worth the extra costs, work, risks etc.
17 Monitoring and controlling Answer: 4.

18. A facilitator should…

o …be in full control of the discussion and its outcomes.
o …always take notes by herself.
o …avoid a flip chart parking lot.
o …give guidance as required without interfering.
18 Planning Answer: 4

19. As the project manager in a software project which is currently initiated, you want to assess
high-level risks. What should you do?
o Develop the project charter and a risk management plan to start identifying risks based on
those and other documents.
o Identify and analyze risk events using qualitative and quantitative techniques.
o Develop contingency plans and fallback plans in case the original plan proves wrong.
o Discuss the risks documented in your Risk register with the project key stakeholders.
19 Initiating Answer: 1.

20. In most jurisdictions, a legally required order of formal statements establishing a contract is:
o Invitation to treat, offer, PO
o Inquiry, bid, order
o Offer, acceptance
o MoU, LoI, final agreement
20 Executing Answer: 3 R.

21. What should managers consider before conducting a performance-evaluation interview with
a project team member?
o Which management fallacies can most easily be delegated to the worker?
o How can discussion of the manager’s leadership style be avoided?
o Has the employee been provided with sufficient instructions and work tools?
o How can dispute related to unsatisfactory performance be avoided?
21 Monitoring and controlling Answer: 3.

22. Which statement describes best handling of assumptions during the initiating processes?
o It is the responsibility of the sales person in charge to identify all risks related to a customer
project.
o Managing and organizing assumptions means avoiding risks right from the start of the project.
o Organizational, environmental and external assumptions should be addressed by the project
charter.
o Risks are a sign of uncertainty. Avoiding all uncertainties means that a project should have no
risks at all.
22 Initiating Answer: 3.

23. A WBS dictionary is a document which…

o … describes technical terms used for scope management.
o … describes the details for each component in the WBS.
o … translates essential WBS terms for global project teams.
o … helps translate functional into technical requirements.
23 Planning Answer: 2.

24. You are in the process of contacting sellers to obtain bids and proposals. You found out that
it might become a time-consuming procedure to ensure that the sellers get a clear and common
understanding of the procurement process and of the needs of your project. Which technique
may help you save time?
o Bidder conferences
o Advertising
o Qualified sellers list
o Four-eyes meetings
24 Executing Answer: 1

25. As a project manager, when should you especially consider cultural differences?
o When you break down scope to create a work breakdown structure (WBS).
o When you assign a human resources to do the work in a schedule activity.
o When you develop acceptance criteria for work results to be achieved by the team members.
o When you decide upon recognition and awards during team development.
25 Professional and social responsibility Answer: 4 .

26. At the beginning of project execution, you notice different opinions between team members
relating to project work and deliverables and to the level of overall complexity. What should you
do right now?
o Give your team members some time to develop a common understanding of the project scope
and product scope. Upcoming interface problems may be resolved later.
o Use the risk management processes to identify and assess risks caused by misunderstandings
and develop a plan with measures in order to respond to them.
o Organize meetings to identify and resolve misunderstandings between team members in
order to avoid interface problems, disintegration and costly rework early in the project.
o Use interviews in private with each individual team member to inform them of your
expectations and your requirements in an atmosphere of confidence.
26 Executing Answer: 3.
27. You have just taken over as manager of a project that will create many benefits for the
performing organization, but you sense a high level of resistance in various stakeholders right
from the start. What is the most appropriate action to resolve the problem?
o Develop a responsibility assignment matrix (RAM) which clearly shows the responsibility of
each stakeholder for the various project activities and who needs to be consulted and informed.
o Develop an organization diagram, which places each of the stakeholders at an appropriate
position inside the project and allows for certain lines of communication while disallowing
others.
o Schedule a meeting with these stakeholders to present the project, discuss and establish
ground rules, ensure their involvement and identify initial personal and organizational issues.
o Do not talk to these stakeholders too much at this time, instead create faits accomplis, which
will later force the stakeholders to support the project due to a lack of alternatives for them.
27 Initiating Answer: 3.

28. You are in the process of planning a project and found that stakeholders often have varying
objectives and requirements. This makes it hard to come up with a plan with which all objectives
will be met. What is probably most helpful to ensure common understanding?
o Ask the project stakeholders to build focus groups in order to discuss and remedy conflicting
interests.
o Create an exhaustive document describing your point of view and ask stakeholders to review
it.
o Let each stakeholder write a statement of work, merge the documents to a project scope
statement.
o Use your authorization as the project manager to clearly prioritize the different objectives.
28 Planning Answer: 1.
29. Projects frequently do not meet customer expectations for which of the following reasons?
29
o Poor risk management by the contractor running the project
o Poor technical ability of the contractor running the project for the customer
o Technical inability and poor risk management by the contractor
o Unclear scope definition by the customer for whom the project is performed
29 Initiating Answer: 3.

30. What is typical for critical chain project management?

o Management of buffers
o Management of total floats and free floats
o Management of leads and lags
o Management of resource over-allocations
30 Planning Answer: 1.

31. You are the project manager for the development of a new type of power plant. Your project
is making fast progress, and it is getting nearer to the day of product acceptance. Which
technique will be most important for product acceptance?
o Inspection
o Quality audit
o Impact analysis
o Team review
31 Monitoring and controlling Answer: 1

32. What are the cost types in modern quality management?

o Costs of good quality – costs of bad quality
o Planning costs – assurance costs – control costs
o Planning costs – doing costs – checking costs – acting costs
o Prevention costs – appraisal costs – failure costs
32 Monitoring and controlling Answer: 4

33. During the execution of a project to build a complex defense system, your team has run into
a deep crisis. The project’s goal and objectives have been challenging right from the start, but
now you have discovered that your team members have become increasingly unaware of them.
Being busy solving detail problems, they often fail to understand the overall requirements. Then
they develop solutions which resolve issues in their area of limited responsibility, while causing
new problems at the interfaces with other system components. Meanwhile, the team members
show signs of growing frustration, and time is running away. How can you help your team in this
situation?
o Accompany your team members along a sequence of maturity levels from dependence
through independence to interdependence.
o Ignore the low-level issues and focus on achieving the overall requirements, details can be
sorted out during test and handover.
o If everybody simply does their jobs, then there should be no problem. Make sure that team
members are fully aware of their accountability.
o Problems of this dimension have their origin in fundamental personal incompatibilities
between team members. You should replace them all.
33 Executing Answer: 1.

34. For a project, the following earned value data have been assessed: AC: $ 4,000,000 CV: $ -
500,000 SPI: 1.12 BaC: $ 9,650,000 What is the earned value of the project?
o $3,000,000
o $3,500,000
o $4,480,000
o $5,650,000
34 Monitoring and controlling Answer: 2.

35. During execution in a project to build a major road bridge, your team found a major flaw in
the technical drawings. On an ad-hoc base, they had to find and implement a workaround to
avoid delays and mitigate technical problems. What should you do next?
o Meticulously document the problem and the workaround to create a requested change to the
project management plan, which will then be passed to the body responsible for the change
control decision.
o The workaround was performed on a technical level only. As long as it does not influence the
function of the bridge or the organizational configuration of the project, a change request will
not be necessary.
o A retroactive formal change request side is not reasonable. Create some additional documents
describing the workaround and sign them by yourself, you can present them during the next
regular CCB meeting.
o It is normal in projects that during project execution inconsistencies arise between planning
documents and actual implementation. This is no problem as long as the functional status of the
product is maintained.
35 Executing Answer: 1.

36. You recently took over the assignment for a project. The project charter has been
developed. What is an appropriate next step for you?
o Develop the risk register.
o Develop the project milestone schedule.
o Develop management plans.
o Get approval for the project management plan.
36 Planning Answer: 3.

37. You scheduled a kick-off meeting in order to announce the start of your project, present the
plan and develop consensus on it. Another topic will be explanation of each team member’s
role. In addition, you planned some time for discussions. You published the agenda of the kick-
off meeting some weeks ago to all invited attendees. Now, short term before the event, you
receive various cancellations by team members, who say that they cannot join the meeting. But
they will be with you when project work will start.
o The kick-off meeting is secondary, you are happy if the team members will do their jobs.
o You should insist on the presence of the team members to the appointed date.
o If you force team members’ presence, they would anyway be distracted by their current
problems.
o It is probably a good idea to reschedule the meeting to a day, when all team members can
attend.
37 Planning Answer: 2 .

38. During a meeting, a discussion came up: To which degree does your project have to be
compliant to the processes enumerated in the PMBOK® Guide? What should be the guiding
principle to answer this question?
o The processes are meant as rough guidelines to which a team should only adhere if there is
enough consensus.
o The more processes the project team follows, the better the project’s performance will be.
o The project manager must follow all 42 processes for project management without alterations.
o The project team must select appropriate processes required to meet the project
requirements.
38 Executing Answer: 4

39. Product acceptance criteria should be laid down in which document?

o Project scope statement
o Work breakdown structure
o Resource assignments
o Project scope management plan
39 Planning Answer: 1
40. The cost baseline is developed during which process?
o Perform integrated change control
o Estimate costs
o Develop schedule
o Determine budget
40 Planning Answer: 4

41. During project execution you found out that work is often not performed at the right time
and in the right order. Deliverables are made by one team member that cannot be processed by
another one. This already leads to timely rework and bad morale among team members. Which
project management tool is most appropriate to deal with problems like this?
o Organization chart
o RACI matrix
o Communications management plan
o Work authorization system
41 Executing Answer: 4
42. Your management is applying the 10 percent solution: It has requested that you reduce the
budget for the project which you are currently initiating by 10%. What will this probably mean
for your project? 4
o If the budget is cut by 10%, then the project will have an accompanying degradation of quality
by 10%.
o If the project budget is an honest one, then a reduction in budget must be accompanied by a
trade-off in either time or performance.
o A 10% reduction in budget will be accompanied by a loss of performance much less than the
target reduction in cost.
o Most projects have "padded" estimates, and the budgetary reduction will force out the
padding from the project.
42 Initiating Answer: 2
43. While applying procurement management processes in your project, you identified the need
to gain a more objective understanding of sellers’ capabilities in order to rank proposals and
develop a negotiating sequence. Which technique may help avoid bias and subjective decisions
best?
o Bidder conference
o Weighting system
o Oral contract
o Letter of intent
43 Executing Answer: 2
44. During code inspection in a major software development project, a project management
team identified frequent occurrences of critical programming errors. These errors are scattered
across the code and occur without a discernible pattern.

Which tool is most likely to help the team identify areas of error concentration in order to
develop a prioritized response strategy?
o Checksheet
o Influence diagram
o Decision tree
o Process decision program chart
44 Monitoring and controlling Answer: 1
45. The term baseline is used in both disciplines project management and configuration
management. Which statement is not true?
o Baselines in system configurations are often also referred to as deltas.
o In configuration management, baselines are used to control change.
o Project management baselines are used for performance measurement.
o In project management, baselines help assess variance and trends.
45 Monitoring and controlling Answer: 1
46. In a project, a cost incentive contract has been awarded to a contractor with the following
parameters:
Target cost :$1,000,000
Target contractor fee :$100,000
Cost benefit sharing ratio :80%/20%
Price ceiling: $1,200,000
What is the point of total assumption (PTA, breakpoint) of the project?
o $1,000,000
o $1,100,000
o $1,125,000
o $1,200,000
46 Executing Answer: 3
47. The scope baseline includes____.
o The various management plans of the project
o Schedule baseline and cost baseline
o Product configuration ID and statement of work
o WBS dictionary, WBS, scope statement
47 Executing Answer: 4
48. During human resource planning you identified that your team members are not sufficiently
qualified for their tasks. Which may be an appropriate solution to this problem?
o Reduce level of effort
o Develop a training plan
o Plan quality audits
o Plan quality inspections
48 Executing Answer: 2
49. What is typical for high-context cultures?
o Technical means for communications can focus on transfer of spoken and written language.
o Communication is preferred which avoids passing over a great deal of additional information.
o A message has little meaning without an understanding of the surrounding context.
o To understand a message, no information on history or personal opinions is needed.
49 Professional and social responsibility Answer: 3
50. In general, processes of configuration management do not include…
o …identification and documentation of system or item characteristics.
o …controlling changes to these characteristics in an integrative fashion.
o …documenting and auditing changes and the implementation status.
o …assigning responsibilities for change control and documentation.
50 Planning Answer: 4
51. The ________ is a document which describes how the project management team will
implement the performing organization’s quality policy.
o Quality assurance plan
o Quality management plan
o Quality commitment
o Quality audit
51 Executing Answer: 2
52. What do you expect when you are submitting an invitation for bid to sellers?
o Offers which will differ significantly in solution approach and price.
o Offers which are similar enough to allow a selection based on price.
o Offers which are not primarily written to win against competition.
o General information on a seller’s ability to provide the goods or services.
52 Executing Answer: 2
53. What is important for quality auditors?
o They must be in-house personnel.
o They must be third-party staff.
o They must be mandated by the auditee.
o They must be properly trained.
53 Executing Answer: 4
54. What is best used to calculate the profit from an internal project?
o Discounted net revenues from the product over n years minus project costs for internal
charges
o Discounted net savings from the product over n years minus project costs for internal charges
o The economic value added (EVA) to the organization taking into account taxes and capital
costs
o The reduction in total cost of ownership (TCO) of the current product compared with its
predecessor product
54 Closing Answer: 3
55. You are running a major project with four sub-projects. Each of the sub-project managers
has developed a risk management plan, identified many risks, analyzed them and planned for
risk response. It is now two months later. What should you not do?
o Ensure that they handle all risks to save you from project level risk control.
o Make sure that the sub project managers monitor their project work for new and changing
risks.
o Make sure that the sub project managers keep track of the identified risks and those on the
watch list.
o Make sure that the sub-project managers monitor trigger conditions for contingency plans.
55 Monitoring and controlling Answer: 1
56. What is true for statistical sampling?
o Statistical sampling can be used to verify for each individual item in a lot, whether it can be
accepted or must be rejected.
o Attribute sampling means collection of quantitative data showing the level of conformity for
each item of a sample.
o Variables sampling includes collection of quantitative data on the degree of conformity for
each item of a sample.
o Statistical sampling is commonly used in quality assurance to examine if items of a lot
conform to quality standards.
56 Executing Answer: 3
57. Geert Hofstede’s cultural dimension of individualism refers to…
o …the degree of dependence relationships between individuals.
o …the significance of the person versus that of the group.
o …the identification with the gender role of an individual.
o …the tolerance for ambiguity or uncertainty in the workplace.
57 Professional and social responsibility Answer: 2
58. What is not true for change requests?
o Change requests should always be handled in a controlled and integrative fashion.
o Change requests surpassing the formal change control processes can lead to scope creep.
o Professionally managed, change requests can help improving a project and resolving
emerging problems.
o Change requests are always a sign of bad planning and should be avoided therefore.
58 Executing Answer: 4
59. You recently assigned staff members to activities, estimated work and scheduled your
project. You then created the following resource histogram for your staff:
What does this diagram tell you?
o The project can probably not be finished as scheduled.
o You may be able to finish the project early by reassigning work.
o You should avoid network logic diagramming for scheduling.
o You may run into problems with dual reporting relationships.
59 Planning Answer: 1
60. A project manager’s PDM network schedule gets audited by a scheduling expert. The expert
tells the project manager to focus more on nodes with “path convergence”, also known as
“sinks”. What is he referring to?
o Nodes in a WBS, where several branches are brought back together.
o Nodes in a conditional network diagram, at which it becomes deterministic.
o Nodes in a decision tree, showing various branches with the same chance.
o Nodes in a network logic diagram which have multiple predecessors.
60 Planning Answer: 4
61. The members of your project team have been assigned to your project with general
availability levels of 50%. Yesterday, they reported to you that significant variances occurred
during project execution. You have noted that the team members have been spending less than
50% of their time working on your project. Your project schedule is about to become heavily
delayed, and deadlines are in jeopardy. What should you do?
o Talk to your sponsor and try to get more resources assigned on similar conditions as the
existing ones.
o Talk with functional managers. Negotiate clear and written assignments with reliable
scheduling priorities.
o Ignore the difficulties, adjust your schedule and negotiate new deadlines according to the
slower progress.
o Focus on internal charges. Make sure that your project is not getting charged for more than
the actual work.
61 Executing Answer: 2
62. What is the meaning of the acronym CSOW?
o A statement of work that is part of a contingency plan; it is commonly linked with Contingency
reserves.
o A statement of work that has been formally agreed upon by both parties and is therefore part
of a contract.
o A statement of work that is currently valid; this contrasts with the scope baseline, a formerly
valid SOW.
o A statement of work on project level that cumulates statements of work on cost account level
62 Executing Answer: 2
63. You monitored figures on cost and planned/earned value for each individual project week
until the data date at the end of the sixth week. What is the status of this project at this date?
o The project is ahead of schedule and over budget.
o The project is ahead of schedule and under budget.
o The project is behind schedule and over budget.
o The project is behind schedule and under budget.
63 Monitoring and controlling Answer: 3

64. Crashing describes a technique to speed up a project by…64

o …reallocating existing resources or assigning additional resources to the
project.
o …overlapping activities which were originally planned to be done in
sequence.
o …reducing the number of features of the product in order to reduce
development work.
o …reducing the duration estimates for activities to increase the pressure
applied to the staff.
64 Planning Answer: 1
65. During risk identification sessions, you and your team identified more
than 150 risks for your project. You are afraid that evaluating each of these
risks quantitatively will cost you an enormous amount of time, while not all of
them are really relevant and important enough to justify such a measure.
What should you do next?
o Identify risk triggers where possible. Analyze only those risks quantitatively
for which no trigger could be found.
o Use qualitative risk analysis in order to prioritize risks for further action,
such as quantitative risk analysis.
o Assess the probability of each risk qualitatively and further analyze only
those risks with high probability.
o Assess the potential impact of each risk qualitatively and further analyze
only those risks with high impact.
65 Planning Answer: 2
66. During execution of a project, you observe that the performance of some
of your team members is dropping, while others are doing a consistently
good job. What should you try first to bring the team as a whole back to
performance?
o Organize a team meeting and discuss openly the bad performance of the
weak team members. Try to find a joint solution during the meeting.
o Introduce a competitive incentive system with a bonus for the 20% of your
team which is performing better than the other 80%.
o Do not interfere, but give the team some time to organize, and sort the
problem out by low-level conflict management.
o Introduce a system of formal and informal performance appraisals,
research causes for bad performance and solicit mutual feedback.
66 Executing Answer: 4
67. Your management announced that they want to put you on a stretch
assignment. In this situation, you should consider that…
o …a stretch assignment is going beyond your qualifications right from the
start. Whatever your education, knowledge and skills are, you cannot fail
personally. Congratulations.
o …key stakeholders must have timely and complete information regarding
your qualifications to make decisions regarding your suitability for the
assignment.
o …stretch assignments bear an increased risk of failure, and this is rarely
outweighed by the learning and development experience expected to come
with the assignment.
o …you should avoid the increased hassle coming with the assignment. It will
not be enough for you to simply satisfy requirements and achieve objectives.
You will have to learn a lot.
67 Professional and social responsibility Answer: 2
68. Following the cultural approach of the corporation for which you are
starting to manage a project, you are guiding your project team through the
first life-cycle phase of conceptualization. Your next step is to call for a team
meeting to let ideas emerge in an unrestricted creative process. What
exactly should that look like?
o You write down the ideas of team members and structure them into
categories of strengths, weaknesses, opportunities and threats during the
session.
o You creatively gather thoughts and ideas without any discussion or
frowning. These ideas are only filtered and structured after the end of the
brainstorming session.
o Your team members wear hats with different colors, each of which stands
for a way of thinking. Each member discusses topics from the viewpoint of
their thinking.
o You try to eradicate deviating ideas and concepts of team members during
the meeting, so that the entire project team follows your principles.
68 Initiating Answer: 2
69. In configuration management, which of the following is necessary to
maintain the integrity of baselines?
o Analyzing variances by comparing baseline information with actual project
data.
o Releasing only approved changes for incorporation into products or
services.
o Ensuring that team members adhere to a code of ethical conduct and
behavior.
o Ensuring transparency across all project management processes and
activities.
69 Monitoring and controlling Answer: 2
70. Which statement describes best the purpose of the communications
management plan?
o The project management plan is a subsidiary document of the overall
communications management plan.
o The communications management plan describes rules of behavior and
respect for communications in cross-cultural teams.
o The communications management plan describes the information delivery
needs including format and level of detail.
o The communications management plan focuses on the use of
communications technologies by the project management team
70 Executing Answer: 3

71. Which is not a point used for three-point estimation?

o Optimistic estimate
o Most likely estimate
o Budget estimate
o Pessimistic estimate
71 Planning Answer: 3
72. Which of the following are not common barriers to project team building?
o Differing outlooks, priorities, and interests
o Role conflicts
o Excessive team member commitment
o Unclear project objectives/outcomes
72 Monitoring and controlling Answer: 3
73. During project planning, you are presented with the following diagram
that depicts a cumulative likelihood distribution for the duration of a project:

What kind of conclusion can you draw from the information depicted in it? 73
o The likeliness that the project will finish exactly at the date marked with
“Deadline” is 80%.
o The likeliness that the project team will exceed the date marked with
“Deadline” is at 80%.
o If the project team will meet the deadline, project costs will be 80% of the
budgeted costs.
o The likeliness that the project team will meet the deadline or will finish
earlier is at 80%.
73 Planning Answer: 4

74. While executing a project, you sense a slightly negative attitude in your
team. Which type of document do you now need, among others, to better
understand and then be able to improve the situation?
o Project charter
o Team performance assessments
o Cost baseline
o Statement of work
74 Executing Answer: 2
75. The sales representative of your company recently contacted you. You
made some estimates on direct costs for an offer on a firm fixed-price
contract. According to company policies, indirect costs (overheads) are to be
calculated as a percentage of the direct costs, the sum of both cost types
caused him to calculate a far too high price. How should you not react?
o You reduce your direct cost estimates by reducing the amount of work and
the rates allocated to them. This allows a reduction of the overhead costs
and a lower price.
o Calculating overheads as a percentage of direct costs is just a model to
simplify calculations. A more specific analysis of these costs may lead to a
more realistic project price.
o Cost estimates are quantitative assessments of the probable costs required
to complete project work. These are made by the project team. It is the sales
person’s job to make the price.
o You make the sales person aware that a reduction of direct costs may
reduce the numbers for overhead cost allocation, but will not influence the
actual overheads.
75 Monitoring and controlling Answer: 1
76. A project charter is a document that…
o …describes both the project scope and the product scope at detail level.
o …authorizes the project and the use of organizational resources to meet
project requirements.
o …breaks down the project scope over several steps to describe the project
on work package level.
o …describes all activities which are necessary to create the project
deliverables.
76 Initiating Answer: 2
77. You identified a technical risk in your project and assigned a contingency
for that. Planning contingency reserves is part of which risk response
strategy?
o Active risk mitigation
o Passive risk avoidance
o Passive risk acceptance
o Active risk acceptance
77 Executing Answer: 4

78. Which concept of locating team members can help them best to enhance
their performance as a team?
o Co-location
o Cross-functional dispersion
o Virtual e-teams
o Global team dispersion
78 Executing Answer: 1

79. Which statement on constructive changes is false?

o Constructive changes are contract changes which are construed from
actions taken by either party, not from a change document.
o Changes in projects under contract are called constructive changes if they
yield benefits for both parties.
o Constructive changes are a frequent cause of disputes and claims of one
contract party against the other.
o Field changes should be meticulously documented to avoid an
interpretation as constructive change.
79 Monitoring and controlling Answer: 2
80. You are assigned as a project manager for an internal project. During cost
planning and budgeting you discovered that there are peak times of costs
during the project and other times when costs are fairly low. What could this
mean for the project?
o The fiscal budget mechanism which is used by the performing organization
may not allow for cost peaks in your project, and you may have to level out
expenditures over time.
o You can silently create budget contingencies during low-cost periods and
re-use them later during those periods when you have to cover peak levels in
project costs.
o You may find another project manager with a project that has a different
rhythm of high and low costs. Then, you may be able to move budget during
one project’s low cost periods to the other project.
o You are a project manager and work with a lifecycle budget for your
project. Fiscal budgets are a matter of the functional organization, and you
have generally not to care about them.
80 Monitoring and controlling Answer: 1
81. You are going to take over a new project as the project manager in an
enterprise unknown to you. What should you investigate during the
chartering process?
o Enterprise environmental factors
o Project management plan
o Project risk register
o Team performance reports
81 Initiating Answer: 1

82. A project was budgeted at $1,000,000. Meanwhile, the project is

executed, and the following current figures have been assessed:
PV: $500,000
EV: $450,000
AC: $550,000
Assuming that the cost variance was caused by one-time cost drivers, which
are no more effective, what estimate at completion (EaC) can you derive
from these figures?
o $900,000
o $1,000,000
o $1,100,000
o $1,222,222
82 Monitoring and controlling Answer: 3

83. An organization is considering various contract types in order to motivate

sellers and to ensure preferential treatment. What should they consider
before deciding to use an award fee contract?
o Payment of an award fee would be linked to the achievement of objective
performance criteria.
o Any unresolved dispute over the payment of an award fee would be subject
to remedy in court.
o Payment of an award fee would be agreed upon by both the customer and
the contractor.
o Payment of an award fee is decided upon by the customer based on the
degree of satisfaction.
83 Planning Answer: 4

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

o A well-designed records management system
o Integration of the archive with business software
o Updated records reflecting final results
o Easy availability of information for future use
84 Closing Answer: 2

85. _______ are not necessarily used to establish the cost baseline of a
project.8
o Schedule activity or work package cost estimates
o The work breakdown structure and WBS dictionary
o The project schedule and resource calendars
o The risk breakdown structure and the risk register
85 Planning Answer: 4
86. You took over a customer project for your company. From the inputs
available, including contract, statement of work and project charter, you
have developed a project management plan. You already presented that plan
in a meeting with key stakeholders including your project sponsor and some
representatives from the customer organization. During the meeting you
sensed a high level of dissatisfaction by the customer executives, who
signaled that the project might not produce the results that their company
had expected. In your understanding, all necessary actions have been
planned to meet the customer’s requirements. What should you do next?

o Request a written statement from the customer detailing the requirements

which they believe are not addressed by your plan. Use this statement to
update the project plan.
o Arrange meetings with the customer to identify their needs, wants and
expectations for the project. Then create a narrative Scope statement from
this information to document the agreed upon project scope.
o Request a formal meeting on top executive level to get the
misunderstandings sorted out, then arrange a change request, re-plan your
project where necessary and go ahead with the project work.
o Do not over-react. Performed according to your plan, the project will
produce a convincing product for the customer. As soon as the executives
will see it, they will probably change their opinion and accept it.
86 Planning Answer: 2
87. A project was assessed and the following earned value data have been
found: PV: $750,000 EV: $750,000 AC: $900,000 What is the burn rate of the
project?
o 1.20
o 1.10
o 1.00
o 0.83
87 Monitoring and controlling Answer: 1
88. What is not true for project deliverables?
o Project deliverables should be identified, described and agreed upon as
early in the project as possible.
o Project deliverables may be products, capabilities for services or other
kinds of results.
o Once project deliverables have been identified, their description should not
be changed any more.
o The acceptance process for deliverables and how rejection will be
addressed should be described in the contract.
88 Planning Answer: 3
89. Your project, run for a customer, is coming to an end. The customer has
been contractually granted a three years warranty period for the product of
the project. What should you do first?8
o Hand all relevant documentation over to the organizational unit responsible
for handling the warranty.
o There is no additional work to be done. The contract should describe all
processes in sufficient detail.
o Changes on the product can affect warranty clauses. Ensure that these
clauses are aligned with the final specifications.
o According to many legislations, you cannot formally close a project before
the end of the warranty period.
89 Closing Answer: 3.

90. Being the project manager in a high-risk electronics project with a lot of
new technologies, you developed a risk management plan and identified
risks which you documented in a risk register. Then, the risks were analyzed
and response was planned. During risk control meetings, it gets obvious that
the documents you created are not very helpful. What have you probably
done wrong?
o You failed to use an RBS.
o You did the first processes alone.
o You did not identify Triggers.
o You did not calculate EMVs.
90 Monitoring and controlling Answer: 2
91. Which is generally not regarded as one of the three categories of culture
that managers should master?
o National culture
o Organizational culture
o Project culture
o Functional culture
91 Professional and social responsibility Answer: 3
92. Post-mortem analysis after scheduled finish date of a project shows a CPI
of 0.8 and an SPI of 1.25. What is a plausible explanation for that?
o The project was terminated early. At that time, it was over budget and
ahead of schedule.
o The project has produced additional deliverables which were originally not
required.
o The project has evidently been finished under budget and behind of
schedule.
o The project has evidently been finished over budget and ahead of
schedule.
92 Closing Answer: 1
93. Some colleagues told you that they are planning, executing, monitoring
and controlling a project by use of milestones only with durations between 1
and 4 weeks. What do you think?
o The approach is erroneous. A milestone is a significant point with zero
duration to highlight achievements.
o It is a good approach as long as the milestones reflect fixed or imposed
dates during the project lifecycle only.
o It is a good approach if the milestones are used for reviews between
consecutive project phases only.
o It is a good approach because it saves from progress measurement on
activities and work packages.
93 Initiating Answer: 1
94. Together with your team, you applied three-point estimation on a critical
path which consists of two activities. The following duration uncertainties are
all calculated assuming a ±3sigma confidence interval. The duration
uncertainty—defined as pessimistic minus optimistic estimate—of the first
activity is 18 days; the second estimate has an uncertainty of 24 days.
Applying the PERT formula for paths, what is the duration uncertainty of the
entire path?
o 21 days
o 30 days
o 42 days
o No statement is possible from the information given.
94 Monitoring and controlling Answer: 2
95. You are just leaving a meeting during which you have been assigned as
the manager of a project to build a sub-station that is part of a major electric
power distribution system. The decision to run the project has been made
before your assignment and without your involvement. Some basic decisions
on deliverables, staffing, budgeting and on the completion date have already
been made as well. What should you do first?
o Obtain a project charter which links the project to the strategy and ongoing
work of the organization and documents the initial decisions.
o Create a project schedule for your project which shows all major milestones
and deadlines linked with them. Then try to obtain approval for the schedule.
o Start developing a detailed risk register which includes identified risks with
their qualitative and quantitative assessments and a response plan.
o Start the quality assurance process by developing test procedures for the
final deliverable and defining metrics against which the tests will be
performed.
95 Initiating Answer: 1

96. What is the purpose of the following diagram?

96 Planning Answer: 2
97.

Answer 2
98. Activity 1 has duration of 20 days and Activity 2 has duration of 10 days and Activity 3 of 5
days and Activity 4 of 6 days
Answer 2
99. What is wrong in this diagram ?

o The data date must be accurately between weeks.

o AC cannot be higher than PV when EV is lower.
o EV cannot be assessed beyond the data date.
o PV cannot be assessed beyond the data date.
173 Monitoring and controlling Answer: 3

100. Which technique has been applied to develop the following diagram?
o Decision tree
o P/I matrix
o Strategic scoring
o Risk breakdown structure
164 Planning Answer: 1
Good Luck

Answering Sheet
 1 ⃝⃝⃝⃝ 26 ⃝⃝⃝⃝ 51 ⃝⃝⃝⃝ 76 ⃝⃝⃝⃝
2 ⃝⃝⃝⃝ 27 ⃝⃝⃝⃝ 52 ⃝⃝⃝⃝ 77 ⃝⃝⃝⃝
3 ⃝⃝⃝⃝ 28 ⃝⃝⃝⃝ 53 ⃝⃝⃝⃝ 78 ⃝⃝⃝⃝
4 ⃝⃝⃝⃝ 29 ⃝⃝⃝⃝ 54 ⃝⃝⃝⃝ 79 ⃝⃝⃝⃝
5 ⃝⃝⃝⃝ 30 ⃝⃝⃝⃝ 55 ⃝⃝⃝⃝ 80 ⃝⃝⃝⃝
6 ⃝⃝⃝⃝ 31 ⃝⃝⃝⃝ 56 ⃝⃝⃝⃝ 81 ⃝⃝⃝⃝
7 ⃝⃝⃝⃝ 32 ⃝⃝⃝⃝ 57 ⃝⃝⃝⃝ 82 ⃝⃝⃝⃝
8 ⃝⃝⃝⃝ 33 ⃝⃝⃝⃝ 58 ⃝⃝⃝⃝ 83 ⃝⃝⃝⃝
9 ⃝⃝⃝⃝ 34 ⃝⃝⃝⃝ 59 ⃝⃝⃝⃝ 84 ⃝⃝⃝⃝
10 ⃝⃝⃝⃝ 35 ⃝⃝⃝⃝ 60 ⃝⃝⃝⃝ 85 ⃝⃝⃝⃝
11 ⃝⃝⃝⃝ 36 ⃝⃝⃝⃝ 61 ⃝⃝⃝⃝ 86 ⃝⃝⃝⃝
12 ⃝⃝⃝⃝ 37 ⃝⃝⃝⃝ 62 ⃝⃝⃝⃝ 87 ⃝⃝⃝⃝
13 ⃝⃝⃝⃝ 38 ⃝⃝⃝⃝ 63 ⃝⃝⃝⃝ 88 ⃝⃝⃝⃝
14 ⃝⃝⃝⃝ 39 ⃝⃝⃝⃝ 64 ⃝⃝⃝⃝ 89 ⃝⃝⃝⃝
15 ⃝⃝⃝⃝ 40 ⃝⃝⃝⃝ 65 ⃝⃝⃝⃝ 90 ⃝⃝⃝⃝
16 ⃝⃝⃝⃝ 41 ⃝⃝⃝⃝ 66 ⃝⃝⃝⃝ 91 ⃝⃝⃝⃝
17 ⃝⃝⃝⃝ 42 ⃝⃝⃝⃝ 67 ⃝⃝⃝⃝ 92 ⃝⃝⃝⃝
18 ⃝⃝⃝⃝ 43 ⃝⃝⃝⃝ 68 ⃝⃝⃝⃝ 93 ⃝⃝⃝⃝
19 ⃝⃝⃝⃝ 44 ⃝⃝⃝⃝ 69 ⃝⃝⃝⃝ 94 ⃝⃝⃝⃝
20 ⃝⃝⃝⃝ 45 ⃝⃝⃝⃝ 70 ⃝⃝⃝⃝ 95 ⃝⃝⃝⃝
21 ⃝⃝⃝⃝ 46 ⃝⃝⃝⃝ 71 ⃝⃝⃝⃝ 96 ⃝⃝⃝⃝
22 ⃝⃝⃝⃝ 47 ⃝⃝⃝⃝ 72 ⃝⃝⃝⃝ 97 ⃝⃝⃝⃝
23 ⃝⃝⃝⃝ 48 ⃝⃝⃝⃝ 73 ⃝⃝⃝⃝ 98 ⃝⃝⃝⃝
24 ⃝⃝⃝⃝ 49 ⃝⃝⃝⃝ 74 ⃝⃝⃝⃝ 99 ⃝⃝⃝⃝
25 ⃝⃝⃝⃝ 50 ⃝⃝⃝⃝ 75 ⃝⃝⃝⃝ 100 ⃝⃝⃝⃝