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Certified Associate in Project Management Sample Questions

Herbert G. Gonder, PMP Oliver F. Lehmann, PMP

 

 

 

 

 

CAPM® Test Questions Test Version based on PMBOK® Guide 4  Edition   th

Questions in the real exam: Scoring questions: Non-scoring questions (pre-test):

150 135 15

Questions in this prep test:

162  ______________    ______________

Your result:

correct answers  ______________    ______________

 

Prep test passed:

 

(121 or more)

Prep test not passed:

 

(120 or less)

Prep test questions provided by: Contact: CAPM® Credential Handbook:

 

Oliver F. Lehmann, PMP www.oliverlehmann.com   www.oliverlehmann.com

www.pmi.org/PDF/pdc_capmhandbook.pdf  

Contents: Questions: ........................................ Q - 1 to Q - 88 Answers: ....................................... ............................................. ...... A - 1 to A – 5

© Oliver F. Lehmann, PMP Munich, Bavaria, Germany

www.oliverlehmann.com   www.oliverlehmann.com

This document may be freely distributed and the questions may be used in other materials as long as this copyright attribution remains unchanged.

 

 

 

CAPM® Preparation

Certified Associate Associate in Project Management Sample Questions

Herbert G. Gonder, PMP Oliver F. Lehmann, PMP

   n    o    i    t    a    c    i     f    i    t    r

   e    C      M    P    A    C

Chapter r 1 – Introd Introduction uction Chapte

4%, PMBOK PMBOK Guide Guide pages 3 - 14

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q-1

 

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CAPM® Preparation

Introduction    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

A Project is… a) …an ongoing endeavor to create repetitive products, services, or results. b) …a unique service undertaken to create a temporary product or result. c)

…a unique endeavor undertaken to create a temporary product, service, or result.

d) …a temporary endeavor undertaken to create a unique product, service, or result

Introduction    n    o    i    t    a    c    i     f    i    t    r

   e    C      M    P    A    C

What is true for the types of work in an organization? a) The purpose of a project is to achieve its objective and then to end. b) The purpose of a project is to attain its objective and then to obtain another one. c)

The purpose of a project is to constantly sustain the business.

d) The purpose of ongoing work is to conclude when its specific objectives have been attained.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q-2

 

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CAPM® Preparation

Introduction    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Project manager is the person… a) …assigned by the performing organization to achieve the project objectives. b) …responsible for meeting the organizatio organization’s n’s strategic goals. c)

…responsible for an organization’s level of profitability.

d) …responsible for an organizatio organization’s n’s overall productivity.

Introduction    n    o    i    t    a    c    i     f    i    t    r

   e    C      M    P    A    C

A Program is… a) …a group of related projects managed in a coordinated way. b) …a project for which earned value management is used. c)

…projects grouped together to facilitate effective management management of their work to meet business objectives.

d) …a way of effectively handling change control control in a group of related projects.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q-3

 

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CAPM® Preparation

Introduction    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The areas of expertise that a project manager should at least master does not include a) General management knowledge and skills b) Attitudes and leadership c)

Knowledge about project management

d) Tools for operational optimization

Introduction    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Enterprise environmental factors includes all of the following

except a) Organizationa Organizationall culture b) Political climate c)

Physical environment

d) Work authorization system

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q-4

 

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CAPM® Preparation

Introduction    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

A PMO (Project management office) is an organizatio organizational nal unit unit to… a) …centralize and coordinate management of projects under its domain. b) …ensure proper payment of acquired project human resources. c)

…ensure customer satisfaction satisfaction during the handover of deliverables.

d) …manage sub-project sub-project work under the domain of the project manager.

Introduction    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Project manager is the person a) Assigned by the Performing organization to ensure that the project meets the strategic plan goals. b) Assigned by the Performing organization as the project’s quality expert. c)

Assigned by the Performing organization as the project’s technical expert.

d) Assigned by the Performing organization to achieve the project objectives.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q-5

 

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CAPM® Preparation

   n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Chapter Chapte r 2 – Projec Projectt Lifecycle and Organiza Organization tion

4%, PMBOK PMBOK Guide Guide pages 15 - 33

Lifecycle and Organization    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Projects and operations share the following characteristics EXCEPT: a) Both are performed by people. b) Both are ongoing and repetitive. c)

Both are constrained by limited resources.

d) Both are performed to achieve organizational objectives.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q-6

 

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CAPM® Preparation

Lifecycle and Organization    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Project life cycle… a) …document …documentss the costs caused by the project at certain point in time. b) …is presales, project execution, product handover and documentation. c)

…is a technique especially for extreme programming programming and agile project management.

d) …is a collection of sequential or overlapping Project phases.

Lifecycle and Organization    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

At the start of the project the level of uncertainty… a) …is highest and decreases over the life of the project. b) …cannot be predicted unless the Project charter has been signed. c) …is lower than at the end of the project. d) …similar to the level of uncertainty at the end of the project.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q-7

 

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CAPM® Preparation

Lifecycle and Organization    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The ability of the stakeholders to influence the project… a) …is always due to the soft skills of the project manager. b) …is highest at the start and gets progressively lower as the project continues. c)

…does not change over time unless a change request has been initiated.

d) …remains constant constant over the entire running r unning time of the project.

Lifecycle and Organization    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

A Project phase is characterized by… a) …a ringing bell at the moment of final completio completion. n. b) …the instruction email of the managing director. director. c) …the completion and approval of one or more deliverables. d) …reaching the predicted milestone in your project plan.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q-8

 

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CAPM® Preparation

Lifecycle and Organization    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The sequence of phases in a project life cycles is… a) …often a basis for project governance. b) …necessarily sequential. c)

…necessarily overlapping.

d) …necessarily iterative.

Lifecycle and Organization    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

What is true for Stakeholders of a project? a) All stakeholders belong to the performing organization. organization. b) The project team is not regarded as a key stakeholder. c) Identifying stakeholders can be difficult but critical. d) The sponsor of the project is not regarded as a key stakeholder.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q-9

 

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CAPM® Preparation

Lifecycle and Organization    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Projectized organizations… a) …are those whose most resources are involved in project work. b) …usually lack skills and competenc competence e in project management. management. c)

…usually have a strong hierarchically built functional organization. organization.

d) …give usually weak authority to their project managers.

Lifecycle and Organization    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which of the following is NOT typical for Weak matrix organizations? a) The project managers role is part-time. b) The project managers authority is high. c)

Resource availability is limited.

d) The project managers authority is limited.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 10

 

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CAPM® Preparation

Lifecycle and Organization    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

What is true on organizational cultures and styles? a) They should be influenced by software that helps draw GANTTCharts and PERT Networks and calculate Earned value. b) They are mainly reflected in the schedule, which the project manager explains explains to team members in weekly review meetings. c)

They are emanating from the range of incentives and bonuses, which project team members will receive at the end of the project.

d) Cultures and styles may have a strong influence on a project’s ability to meet its objectives.

   n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Chapter er 3 – Proje Project ct Management Management Processes Processes for a Chapt Project

11%, PMBOK PMBOK Guide pages pages 35 - 65

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 11

 

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CAPM® Preparation

Processes for a Project    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

In order for a project to be successful, suc cessful, it is usually NOT necessary for a project team to… a) …use a defined approach required to meet the project objectives. b) …buy highly sophisticated project manage management ment software and train project team members in its application. c)

…comply with the requirements to meet the stakeholder needs and expectations.

d) …balance the competing demands of scope, time, cost, quality, resources, and risk to produce the specified product.

Processes for a Project    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Project management is the application of… a) …specific project management software in an enterprise environment. b) …motivational and developmental techniques to team-members and other stakeholders. c)

…the chain of command in order to ensure timely completion of all project activities.

d) …knowledge, skills, tools, and techniques to project activities to meet project requirements.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 12

 

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CAPM® Preparation

Processes for a Project    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The five Project management process groups are: a) Planning, auditing, directing, monitoring, and closing. b) Selling, planning, staffing, executing, and documenting documenting.. c)

Initiating, planning, executing, monitoring and controlling, and closing.

d) Initiating, executing, controlling, reviewing, and closing.

Processes for a Project    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

A process is … a) …a legal act where project managers are blamed in court for material or repudiatory breach of contract. b) …a set of interrelated actions and activities performed to achieve a pre-specified product, result, or service. c)

…something mystical mystical which is comprehensible only to well-trained experts from the project management disciple.

d) …something that cannot cannot be explained without a sound understanding of standardized project phase models.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 13

 

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CAPM® Preparation

Processes for a Project    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

What is true for Project management processes ? a) They are limited to the processes of design, development, deployment and maintenance maintenance.. b) All processes described described must always be applied applied uniformly in all projects without tailoring. c)

The project manager is responsible for determining which processes are are appropriate for the project. project.

d) They are fully independent of the Product-oriented processes that may also be part of the project.

Processes for a Project    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The purpose of the Project management processes is to… a) …initiate, plan, execute, monitor and control, and close a project. b) …safe as much money of the customer as possible. c) …please the stakeholders and sponsors. d) …show the project manager that he is in charge.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 14

 

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CAPM® Preparation

Processes for a Project    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The PMBOK Guide presents the project management processes as... a) ...discrete elements with well defined interfaces. b) …stochastic elements elements with well defined interfaces. c)

...unique black elements of process control graphs.

d) ...scatter diagrams and process flow charts.

Processes for a Project    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The application of Project management processes is... a) ...only done at the beginning of a project when not much knowledge is available. b) …only done by project managers without experience and standing in the organization organization.. c)

...recommended but not necessary unless the management requires it.

d) ...iterative and many processes are repeated during the project.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 15

 

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CAPM® Preparation

Processes for a Project    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

Project Management processes and product-oriented  processes... a) ...are both fully described in the PMBOK Guide, 4th edition. b) …overlap and interact throughout the life of a project. c)

...do not show any differences.

d) ...are not described up to now.

Processes for a Project    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

On each project the Project management process groups are... a) ...usually performed in a random sequence or not at all. b) …are guidesand for skills applying appropriate project management knowledge during the project. c)

...performed in a very specific sequence decided in alignment with the progress of the current project phase.

d) ...performed in a sequence determined by the key stakeholder.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 16

 

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CAPM® Preparation

Processes for a Project    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

What is true for Project management process groups and Knowledge areas? a) The Project quality management Knowledge area includes most processes. b) The Monitoring and controlling Process group includes most processes. c)

Each process is an element of exactly one Process group and one Knowledge area.

d)

Process groups are another term for Project phases and should

thus be done in sequence.

Processes for a Project    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Process group that provides feedback to implement corrective or preventive action is: a) Testing b) Planning c)

Executing

d) Monitoring and Controlling

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 17

 

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CAPM® Preparation

Processes for a Project    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

In multi-phase projects, the processes defined in the process group would be... a) ...done only once during the whole project. b) ...normally repeated for each phase. c)

...done only in the early phases.

d) ...done only in fixed price contracts.

Processes for a Project    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Closing Process group consists of those processes... a) ...performed to finalize all activities across all Project management  process group groupss to formally complete the project, phase, or contractual obligations. b) ...that signal to the team may come together again and have a night together at a post mortem project barbeque. c)

...that support advertising of the product in order to let everyone know how successful and efficient the team worked.

d) ...that reward the customers for their investment, the patience with the team and the preparation to support change control.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 18

 

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CAPM® Preparation

Processes for a Project    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

The processes of which Process group are often done external to the project‘s scope of control? a) Planning b) Testing c)

Initiating

d) Executing

Processes for a Project    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which document formally authorizes the project? a)

Project scope statement 

b) Project charter  c) Work breakdown structure d)

Cost management plan

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 19

 

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CAPM® Preparation

Processes for a Project    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

The Project scope statement is the primary output of which process: a) Define Scope b) Verify Scope c)

Create WBS

d) Define Activities

   n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Chapter r 4 – Projec Projectt Integration Integration Management Management Chapte

11%, PMBOK PMBOK Guide Guide pages 71 - 102

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 20

 

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CAPM® Preparation

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Knowledge area of Project Pro ject Integration Management includes the project management processes: a) Define Activities, Create WBS. b) Develop Project Charter, Define Scope. c)

Collect Requirements, Define Activities.

d) Develop Project Charter, Close Project or Phase.

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which process uses Expert judgment ? a) Verify Scope b) Develop Project Charter c) Conduct Procurements d) Report Performance

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 21

 

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CAPM® Preparation

Project Integration Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

Approved change requests may require: a) Stakeholder expectatio expectations ns b) Expert judgment c)

Implementation Implementat ion of preventive or corrective actions

d) Cost estimating

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The stimuli for chartering and authorizing a project include usually all of the following EXCEPT: a) Customer needs b) Business needs c)

Need for a new product, service or result r esult

d) Project selection

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 22

 

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CAPM® Preparation

Project Integration Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

Application of additional padding material, due to a legally enacted emission protection regulation, which requires increased wall insulation for a building, is an example for a... a) ...market demand. b) ...business need. c)

...social need.

d) ...legal requirement.

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which document indicates that a project manager has been assigned and formally authorized to apply organizational resource to project activities? a)

Stakeholder register 

b)

Project management plan

c)

Work breakdown structure

d)

Project charter 

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 23

 

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CAPM® Preparation

Project Integration Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

Which of the following is NOT an input for the process pr ocess Develop Project Charter? a) Project statement of work b) Enterprise environmental factors c)

Organizational Organizatio nal process assets

d) Requirements documenta documentation tion

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

A contract signed by an external customer … a) ...is developed concurrently to the Project charter . b) ...is input to the Develop Project Charter process process . c) ...describes only the consideration on the contractor side. d) ...lays down the organization organizational al standard processes applied.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 24

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Integration Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

The Business case is created as a result of one or more of the following EXCEPT: a) Market demand b) Enterprise environmental factors c)

Customer request

d) Organizationa Organizationall need

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

In developing the Project charter , expert judgment may come from all of the following EXCEPT: a) Industry groups b) Other units within the organization c)

Project team and Project management team

d) Stakeholders Stakeholders,, including customers or sponsors

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 25

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Project statement of work… a) ...is a graphical description of products or services to be delivered by the project. b) ...is commonly developed by the project team to document common understanding. c)

...can be provided by a project initiator, sponsor, or the project customer.

d) ...can generally never be provided as a part of a bid document.

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which process is used to implement approved change requests? a) Perform Integrated Change Control b) Verify Scope c) Close Project or Phase d) Direct and Manage Project Execution

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 26

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Direct and Manage Project Execution process requires the project manager and the project team to perform multiple actions to perform work defined in the Project management plan EXCEPT... a) Developing of a Project charter . b) Performing activities to accomplish project requirements. c)

Implementing the planned methods and standards.

d) Managing sellers and suppliers.

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Deliverables are an outcome of which process? a) Direct and Manage Project Execution b) Develop Project Charter c) Create WBS d) Control Scope

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 27

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Approved change requests are... a) ...the documented, authorized changes changes to expand or reduce project scope. b) ...changes to enhance the profit of the performing organization. organization. c)

...activities delegated by the project manager to the project coordinator.

d) ...requested changes before a final decision on their rejection has been made.

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Concerning deliverables, which of the following statements is true? a) Deliverables must be produced and provided to complete a process, phase or project . b) Clearly defined deliverables are nice to have, but not necessary. c)

Responsible team-members team-members perform without stated deliverables.

d) A deliverable is any item, which pleases the customer.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 28

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Integration Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

A Configuration management plan documents... a) ...how change management will be performed. b) ...how changes will be monitored and controlled. c)

...how configuration management management will be performed.

d) ...none of the above.

   n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Chapter Chapte r 5 – Projec Projectt Scope Management Management

11%, PMBOK PMBOK Guide pages pages 103 - 128

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 29

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Define Scope is the process of... a) ...developing the Work breakdown structure. b) ...developing a detailed description of the project and product. c)

...creating the Project management plan.

d) ...creating the Project scope management plan.

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Create WBS is the process of... a) ...subdividing the project deliverables and project work into smaller, more manageable components. b) ...preparing and performing the product acceptance and verifying the correct administrative closure of a project. c)

...assigning work levels, resources, durations, budgets, and begin and end data to identified activities.

d) ...delegating schedule activities to project management management team members, to departments or to contractors.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 30

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

In the project context, the term scope can refer to... a) ...managin ...managing g and controlling activities. b) ...customer scope as well as to stakeholder scope. c)

...product scope as well as to project scope.

d) ...none of the above.

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Scope baseline of the project contains... a) ...the approved detailed Project scope statement , WBS and its associated WBS dictionary . b) ...a Preliminary scope statement and its associat associated ed WBS and WBS dictionary . c)

...the customers customers wishes for additional additional scope during the time of project execution.

d) ...legal regulations and public standards on necessary scope elements.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 31

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Project scope statement includes, either directly, or by reference to other documents all of the following EXCEPT: a) Product scope description b) Product acceptance criteria c)

Project deliverables

d) The Project charter 

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

What is true for the Scope management plan? a) The Scope management plan and the Project management plan are independent from each other. b) The Scope management plan and the Scope baseline are virtually the same. c)

The Scope management plan and the Scope statement are always not related.

d) The Scope management plan describes how the project scope will be managed and controlled.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 32

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Product breakdown, systems analysis, requirements analysis and value engineering are included in what technique? a) Forced identification b) Project deliverables c)

Product analysis

d) Project constraints

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Constraints are analyzed for all of the following EXCEPT: a) Completeness b) Additional risks c) Assumptions d) Approved changes

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 33

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which is a commonly used method for alternatives identification? a) Factor analysis b) Rule of seven c)

Brainstorming

d) Root-cause analysis

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

All of the following are usually part of the Project scope statement EXCEPT: a) Project deliverables b) Project exclusions c)

Project documentation

d) Project constraints

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 34

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which is an explicit statement that describes what is excluded from the project, in case of the assumption of a stakeholder that a particular the project?product, service, or result might be a component of a) A project constraint b) A project exclusion c)

A project deliverable

d) A project requirement

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The WBS is ... a) ...deliverable oriented. b) ...activity oriented. c) ...result oriented. d) ...none of the above.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 35

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

What is Decomposition? a) The process of breaking down schedule activities into work packages. b) The subdivision of project deliverables into smaller, more manageable components. c)

The aggregation of activities to more manageable units.

d) The process of fragmentation of activities to allow parallel processing.

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The lowest level of the WBS is called... a) ...authorizatio ...authorization n level b) ...cost account c) ...deliverables d) ...work packages

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 36

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Scope Management    n    o    i    t    a    c    i

    f    i    t    r    e    C      M    P    A    C

What technique is usually applied if a deliverable in a WBS can only be decomposed in the future? a)

Prototyping

b)

Quality function deployment 

c)

Cost accounting

d)

Rolling wave planning

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

All of the following are Group creativity techniques EXCEPT: a)

Brainstorming

b) Nominal group technique c) Delphi technique d)

Estimation technique

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 37

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Approved changes can result from which of the following processes? a) Control Scope b) Define Scope c)

Create WBS

d) Collect Requirements

Project Scope Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Requirements documentation is input for which Project scope management processes? a) Define Scope, Collect Requirements, Control Scope b) Verify Scope, Define Scope , Collect Requirements c)

Define Scope, Create Create WBS, Verify Scope, Control Scope

d) Report Performance, Define Scope, Collect Requirements

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute,

Q - 38

 

www.oliverlehmann.com

Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

   n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Chapter Chapte r 6 – Projec Projectt Time Manageme Management nt

11%, PMBOK PMBOK Guide Guide pages 129 - 164

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

All of the following are outputs of the Define Activities process EXCEPT: a) Activity attributes b) Activity list c)

Milestone list

d) Work breakdown structure

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

Q - 39

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

What statement is true? a) A Milestone may be mandatory or optional. b) A Milestone is always a phase finish event. c)

Milestones are inputs to define activities.

d) Milestone is a term synonymous to Deadline.

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

What is Rolling wave planning? a) It is a way to earn additional revenues. b) It is a signal for poor initial planning. c) It is a form of progressive elaboration elaboration planning. d) It is a method no longer in use today.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

Q - 40

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Work and effort performed within a work package... a) ...is not reported to the senior management. management. b) ...is gathered in high level items called activities. c)

...is further decomposed into single activities.

d) ...should be always contracted out to external vendors.

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Activity list ... ... a) ...includes all Schedule activities that are required on the project. b) ...does not include the Schedule activities that are required on the project. c)

...does only include activities which are unrelated to the WBS work packages.

d) ...is always a personal list for the project manager‘s eyes only.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

Q - 41

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Time Management    n    o    i    t    a    c    i

    f    i    t    r    e    C      M    P    A    C

The Milestone list ... ... a) ...identifies all Work packages of the WBS. b) ...is the list of Activity attributes. c)

...identifies all Milestones.

d) ...is part of the project selection process.

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which of the following is not among the Tools and techniques of the Sequence Activities process? a) Precedence Diagramming Method (PDM) b) Dependency determination c)

Applying leads and lags

d) Critical chain method

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

Q - 42

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

All of the following are inputs of the Sequence Activities process EXCEPT: a) Project scope statement b) Project charter c)

Activity list

d) Milestone list

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which of the following is NOT an output of the Estimate Activity Resources process? a) Activity resource requirements b) Resource breakdown structure c)

Project document updates

d) Schedule network diagrams

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

Q - 43

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Resource breakdown structure (RBS) is ... a) ... a hierarchical structure of the identified resources. b) ... a database showing showing human resources‘ resources‘ skills. c)

... a breakdown of scope by assigned resources.

d) ... an output of the process Activity Sequencing.

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

PDM stands for: a) Power distance management b) Precedence diagramming method c) Project data management d) Performanc Performance e distribution method

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

Q - 44

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

 AON stands for: a) Advanced online network b) Annual order negotiation c)

Activity on node

d) Assessment of nonconformance

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

PDM uses all of the following EXCEPT: a) Finish-to-st Finish-to-start art relationships b) Leads and lags c) Dummy activities d) Finish-to-finis Finish-to-finish h relationships

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

Q - 45

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Dependency determination uses all of the following types of

dependencies EXCEPT: a) External dependencies b) Mandatory dependencies c)

Discretionary dependencies

d) Relational dependencies

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

All of the following are true EXCEPT: Precedence diagramming method (PDM)... a) ... uses nodes to represent the dependencies. b) ...may require application of leads and lags. c)

...is a method used in Critical Path Method (CPM).

d) ...uses boxes or rectangles to represent activities.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

Q - 46

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Common estimating methods in the process Estimate Activity Durations are all of the following EXCEPT: a) Analogous estimating b) Parametric estimating c)

Three-point estimates

d) Six-point estimates

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

 Analogous estimating... a) ...means estimating estimating by comparing with well designed experiments. b) ...uses the activity dates taken from a previous project. c) ...uses historical information and expert judgment. d) ...does not need information from previous, similar projects.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

Q - 47

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Time Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

CPM stands for: a) Change project manager b) Critical path methodolo methodology gy c)

Cost performance measurement

d) Critical power maintenance

   n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Chapter Chapte r 7 – Projec Projectt Cost Managemen Managementt

9%, PMBOK PMBOK Guide pages pages 165 - 188

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

Q - 48

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM® Preparation

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Project Cost Management includes all of the following processes pr ocesses EXCEPT: a) Acquire project team b) Estimate costs c)

Determine budget

d) Control costs

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Inputs for the Estimate Costs process are all of the following EXCEPT: a) Scope baseline b) Project schedule c)

Human resource plan

d) Resource calendars

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q

49

 

CAPM® Preparation

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Vendor bid analysis is among the tools and techniques of which

process? a) Determine budget b) Plan Costs c)

Control Costs

d) Estimate costs

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The Cost performance baseline is an output of which process? a) Estimate costs b) Determine budget c)

Control costs

d) Estimate activity durations

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q

50

 

CAPM® Preparation

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The accuracy of Parametric estimating depends on the following EXCEPT: a) Sophisticat Sophistication ion of the technique b) Underlying data c)

Statistical relationship with historical data

d) Creation without inputs from external stakeholders

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which process has Cost performance baseline (updates) as an output? a) Estimate Costs b) Determine Budget c)

Control Costs

d) Perform Integrated Change Control

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q

51

 

CAPM® Preparation

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Company A is working on a project. The project‘s budget is $10,000. The Planned value as of Data date is $4,000. The project is 30% completed. 60% of the budget has been spent to Data date. The Earned value (EV ) of the project is: a) $600 b) $3,000 c)

$5,000

d) $6,000

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Company A is working on a project. The project‘s budget is $10,000. The Planned value as of Data date is $4,000. The project is 30% completed. 60% of the budget has been spent to data date.  AC ) to date for the project is: The Actual cost ( AC  a) $6,000 b) $2,400 c)

$3,000

d) $5,000

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q

52

 

CAPM® Preparation

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Company A is working on a project. The project‘s budget is $10,000. The Planned value as of Data date is $4,000. The project has an Earned value of $3,500 and Actual costs of $4,500. Which statement is correct? a) The project is behind schedule. b) The project is ahead of schedule. c)

The project is finished.

d) The project is on schedule.

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Company A is working on a project. The project‘s budget is $10,000. The Planned value as of Data date is $4,000. The project has an Earned value of $3,500 and Actual costs of $4,500. What is the Cost variance of the project? a) - $1 $1,0 ,000 00 b) $500 c)

-500

d) $1,000

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q

53

 

CAPM® Preparation

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Company A is working on a project. The project‘s budget is $10,000. The Planned value as of Data date is $4,000. The project is 30% completed. 60% of the budget has been spent. If the company continues to spend money at the same rate, what will the project cost (EAC )? )? a) $10,000 b) $20,000 c)

$6,000

d) $4,000

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Company A is working on a project. The project‘s budget is $10,000. The Planned value as of Data date is $4,000. The project is 30% completed. 60% of the budget has been spent. If cost variances of the future are expected at the same rate as they have occurred in the past, what is the Estimate to complete (ETC )? )? a) $10,600 b) $14,000 c)

$7,000

d) $2,400

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q

54

 

CAPM® Preparation

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Examining project performance over time to determine if performance is improving or deteriorating is called: a) Variance analysis b) Trend analysis c)

Earned value technique

d) Cost benefit analysis

Project Cost Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

All of the following are outputs of the Control Costs process EXCEPT: a) Project management plan updates b) Organizational process assets updates

c)

Work performance measuremen measurements ts

d) Work performance information

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q

55

 

CAPM® Preparation

   n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Chapter Chapte r 8 – Projec Projectt Quality Manage Management ment

7%, PMBOK PMBOK Guide pages pages 189 - 214

Project Quality Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Project Quality Management processes include all of the following processes EXCEPT: a) Plan Quality b) Perform Quality Assurance c)

Perform Qualitative Risk Analysis

d) Perform Quality Control

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q

56

 

CAPM® Preparation

Project Quality Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Each process of Project Quality Management occurs ______ in every project and occurs ______ of the project phases, if the project is divided into phases. a) At least once / in one or more. b) At least twice / in one or more. c)

Sometimes / in all

d) At least once / in all

Project Quality Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which of the following is true? a) Quality is “the degree of customer satisfaction achieved by meeting stated and implicit wishes”. b) Quality is “the degree of stakeholder satisfaction achieved by meeting explicit requirements”. c)

Quality is “the degree to which a set of inherent requirements meets client needs”.

d) Quality is “the degree to which a set of inherent characteris characteristics tics fulfill requirements”.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 57

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Quality Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which of the following statements about quality and grade is true? a) Low quality may not always be a problem. b) Projects should always deliver high grade. c)

Quality and grade are basically the same thing.

d) Low grade may not always be a problem.

Project Quality Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

All of the following statements about precision and accuracy are true EXCEPT: a) Precision means that the values of repeated measurements measurements are clustered and have little scatter. b) Accuracy means means that the measured values are close to the true value. c)

Precision and accuracy are equivalent in that they are gained using the same methods.

d) The project management team must determine appropriate levels of precision and accuracy.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 58

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Quality Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

Quality management recognizes the importance of each of the following EXCEPT: a) Customer satisfaction b) Inspection over prevention c)

Managementt responsibility Managemen

d) Continuous improvement

Project Quality Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which of the following is a direct Input to the Perform Quality Assurance process? a) Project scope baseline b) Quality audits c)

Quality metrics

d) Process analysis

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 59

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Quality Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

One of the fundamental tenets of modern quality management states that: a) Quality is planned, planned, desired, and and built in – not inspected in. b) Quality is not planned, designed, and built in – only inspected in. c)

Quality is planned, designed, designed, and built in – not inspected in.

d) Quality has to be planned, designed, built in, and inspected in.

Project Quality Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Which of the following is a direct input to Plan Quality? a) Quality metrics b) Quality management plan c)

Design of experiments

d) Cost performance baseline

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 60

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Quality Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

Which of the following is not among the tools and techniques techniq ues of the Plan Quality process: a) Cost-benefit analysis b) Benchmarking c)

Brainstorming

d) Design of experiments

Project Quality Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The upper (UCL) and lower (LCL) control limits for repetitive processes are usually set at: a) +/- 6 sigma sigma b) +/- 3 sigma sigma c)

+/- 2 sigma sigma

d) +/- 1 sigma sigma

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 61

 

www.oliverlehmann.com

 

CAPM® Preparation

   n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

Chapter r 9 – Projec Projectt Human Resources Resources Management Management Chapte

7%, PMBOK PMBOK Guide pages pages 215 - 242

Project Human Resources Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The project management team is... a) …a supervising or controlling team. b) …a subset of the project team. c)

…the project team contingency.

d) …none of the above.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 62

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Human Resources Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

All of the following are processes of Project Human Resource management EXCEPT: a) Develop Human Resource Plan b) Select Sellers c)

Develop Project Team

d) Manage Project Team

Project Human Resources Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

All of the following are direct inputs to the Develop Human Resource Plan process EXCEPT: a) Enterprise environmental factors b) Organization Organizational al process assets c)

Project scope statement

d) Activity resource requirements

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 63

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Human Resources Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

Which of the following is not a subset of the Human resource plan: a) Roles and responsibilities b) Project organization charts c)

Pre-assignment

d) Staffing management plan

Project Human Resources Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

Examples of Enterprise environmental factors that can influence the Develop Human Resource Plan process are all of the following EXCEPT: a) Estimating techniques b) Organizationa Organizationall structure c)

Personnel administration policies

d) Existing human resources

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 64

 

CAPM® Preparation

Project Human Resources Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

OBS stands for: a) Organizationa Organizationall breakdown structure b) Organization Organizational al billing system c)

Open bargaining subject

d) Operational break-even status

Project Human Resources Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

RACI is an acronym for: a) Resource, accountability, accountability, consult, inform b) Responsible, accountable, consult, inform c)

Resource, acquirable, consult, instruct

d) Responsible, accountable, confirm, inform

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

 

www.oliverlehmann.com

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 65

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Human Resources Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

All of the following are inputs to the Develop Project Team process EXCEPT: a) Performanc Performance e reports b) Project staff assignments c)

Project management plan

d) Resource calendars

Project Human Resources Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Co-location strategies can include all of the following EXCEPT: a) Conveniences that enhance communication b) A team meeting room c)

Building virtual teams

d) Places to post schedules

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 66

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Human Resources Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

The evaluation of a team‘s effectiveness can include indicators such as the following EXCEPT: a) Improvements Improvements in skills that allow individuals to perform assignmentss more effectively. assignment b) Improvements Improvements in competenc competencies ies that help the team perform better as a team. c)

Reduced staff turnover rate.

d) Participation Participation in regular after work parties and other socializing events.

   n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

Chapter Chapte r 10 – Projec Projectt Communications Communications Management Management

7%, PMBOK PMBOK Guide pages pages 243 - 271

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 67

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Communications Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

Which of the following is NOT a process of Project Communications Management? a) Manage Stakeholder Expectations b) Plan Communications c)

Distribute Informatio Information n

d) Manage Project Team

Project Communications Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

Acknowledgement means that... a) ...the receiver signals receipt of the message, but not necessarily agreement with the message. b) ...the receiver signals receipt of the message, and necessarily agreement with the message. c)

...the receiver chooses writing-style to document the reception of the message, and the agreement with the message.

d) ...the receiver nods to the message, and agrees with the message.

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 68

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Communications Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

In the communication model, who is responsible for encoding the initial message? a) The receiver b) The receiver and the sender c)

The sender

d) The receiver or the sender

Project Communications Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

The process Plan Communications uses the following inputs EXCEPT: a) Enterprise environmental factors b) Organization Organizational al process assets c)

Stakeholder management strategy

d) Human resource calendar

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 69

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Communications Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

Stakeholder communication requirements are provided in the

output of which process? a) Report Performanc Performance e b) Develop Human resource plan c)

Distribute Informatio Information n

d) Plan Communications

Project Communications Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

You have to coordinate 10 team members. How many Communication channels are there on your project during that time? a) 10 b) 45 c)

50

d) 100

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 70

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Communications Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

Expert judgment is among tools and techniques of which

process? a) Performance Reporting b) Communications Planning c)

Identify Stakeholders

d) Manage Stakeholders

Project Communications Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Communication activity includes all of the following potential dimensions EXCEPT: a) internal b) formal c)

messy

d) written

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 71

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Communications Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

All of the following are outputs of the Report Performance process EXCEPT: a) Performanc Performance e reports b) Organizatio Organizational nal process assets updates c)

Change requests

d) Implemented corrective actions

Project Communications Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

Which is not an example of Writing styles? a) Active versus passive voice b) Sentence structure c)

Face-to-face meetings

d) Word choice

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 72

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Communications Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

Communication technology is a tool and technique of which

process? a) Report Performanc Performance e b) Plan Communications c)

Distribute Informatio Information n

d) Manage stakeholder expectatio expectations ns

   n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

Chapter Chapte r 11 – Projec Projectt Risk Managem Management ent

11%, PMBOK PMBOK Guide Guide pages 273 - 312

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 73

 

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CAPM® Preparation

Project Risk Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

A project risk is a(n) _______ event or condition that, if it occurs, has a __________________ __________________ effect on at least one project objective. a) Certain / negative or positive b) Uncertain / negative and positive c)

Uncertain / negative or positive

d) Unkown / neither negative nor positive

Project Risk Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

Which is used as tool and technique for the process Plan Risk Management? a) Tornado diagramming b) Decision tree analysis c)

Monte-Carlo simulation

d) Planning meetings and analysis

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 74

 

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CAPM® Preparation

Project Risk Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

Against risks for which it may not be cost-effective cost -effective or possible to develop a proactive response a prudent response can be... a) To allocate a contingency reserve b) To build reserves c)

To do nothing

d) To ask your sponsor

Project Risk Management    n    o    i    t    a    c    i     f

   i    t    r    e    C      M    P    A    C

Which document is established and updated along the Project Risk Management processes from Identify Risks through Plan Risk Responses and Monitoring and Control Risks ? a) List of risk triggers b) Risk register c)

Risk mitigation

d) Decision tree

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 75

 

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CAPM® Preparation

Project Risk Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

The Output of the process Plan Risk Management will be summarized in? a) The quality baseline b) The project scope managem management ent plan c)

The risk managem management ent plan

d) In none of the above

Project Risk Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

An item typically included in the Risk management plan is: a) Potential responses b) Identified risks c)

Risk management methodology

d) Root causes

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 76

 

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CAPM® Preparation

Project Risk Management    n    o    i    t    a    c     f    i    t    r    e    C      M    P    A    C

In relation to the process Risk Management Planning, RBS stands for: a) Reserve budget settlement b) Risk brain storming c)

Risk baseline support

d) Risk breakdown structure

Project Risk Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Information gathering techniques used during the process

Identify Risks include all of the following EXCEPT: a) Brainstorming b) Delphi technique c)

Interviewing

d) Assumptions analysis

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 77

 

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CAPM® Preparation

Project Risk Management    n    o    i    t    a     f    c    i    t    r    e    C      M    P    A    C

Typical Diagramming techniques used for the process Identify Risks include all of the following EXCEPT: a) System or process flow charts b) Cause-and-effect diagrams c)

Influence diagrams

d) Delphi technique

Project Risk Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The process Perform Qualitative Risk Analysis includes: a) Risk urgency assessment b) Sensitivity analysis c)

Checklist analysis

d) Probability distribution

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 78

 

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CAPM® Preparation

Project Risk Management    n    o    i    t    a     f    c    i    t    r    e    C      M    P    A    C

Data developed during the process Perform Quantitative Risk Analysis often leads to what type of probability distributions? a) S-curves b) 4-peak distributions c)

Continuous distributions

d) Tornado distributions

Project Risk Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Commonly used Quantitative risk analysis and modeling techniques include all of the following EXCEPT: a) Sensitivity analysis b) Expected monetary value analysis c)

Decision tree analysis

d) Assumptions analysis

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 79

 

 

CAPM® Preparation

Project Risk Management    n    o    i    t    a     f    c    i    t    r    e    C      M    P    A    C

Strategies for negative risks or threats include all of the following EXCEPT: a) Convince b) Avoid c)

Transfer

d) Mitigate

Project Risk Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Examples of risk mitigation include: a) Building a prototype b) Contingencies c)

Insurance

d) Warranties

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© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 80

 

www.oliverlehmann.com

 

CAPM® Preparation

Project Risk Management    n    o    i    t    a     f    c    i    t    r    e    C      M    P    A    C

All of the following strategies are strategies for positive risks or opportunities EXCEPT: a) Exploit b) Share c)

Transfer

d) Enhance

Project Risk Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

The process Monitor and Control Risks includes all of the following EXCEPT: a) Risk reassessment reassessmentss b) Risk audits c)

Technical performance measureme measurements nts

d) Modeling and simulation

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 81

 

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CAPM® Preparation

Project Risk Management    n    o    i    t    a     f    c    i    t    r    e    C      M    P    A    C

All of the following are updated during the process Monitor and Control Risks EXCEPT: a) Risk register b) Risk audit c)

Organizational Organization al process assets

d) Project management plan

   n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Chapter Chapte r 12 – Projec Projectt Procurement Procurement Management Management

7%, PMBOK PMBOK Guide pages pages 313 - 344

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 82

 

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CAPM® Preparation

Project Procurement Management    n    o    i    t    a     f    c    i    t    r    e    C      M    P    A    C

All of the following are tools and techniques of the process Plan Procurements EXCEPT: a) Make-or-buy analysis b) Expert judgment c)

Advertising

d) Contract types

Project Procurement Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

All of the following are arrangements under which the buyer must precisely specify the product or services being procured EXCEPT:

a) Firm fixed price contracts b) Fixed price incentive fee contracts c)

Fixed price with economic price adjustment contracts contracts

d) Cost plus award fee contracts

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 83

 

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CAPM® Preparation

Project Procurement Management    n    o    i    t    a     f    c    i    t    r    e    C      M    P    A    C

Your company is in the process of selling s elling consulting services to a new buyer. The contract type with lowest risk for your company in this situation is: a) Firm fixed price b) Time and material c)

Cost plus fixed fee

d) Cost plus incentive fee

Project Procurement Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

Source selection criteria are input to which process? a) Plan procurements b) Conduct procurements c)

Administer procurements

d) Close procurements

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 84

 

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CAPM® Preparation

Project Procurement Management    n    o    i    t    a     f    c    i    t    r    e    C      M    P    A    C

A Bidder conference is typically held during what process? a) Close Procurement Procurementss b) Plan Procurements c)

Administer Procurements

d) Conduct Procurement Procurementss

Project Procurement Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

All of the following are tools and techniques to select a seller EXCEPT: a) Proposal evaluation techniques b) Contract change control system c)

Independent estimates

d) Bidder conference

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 85

 

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CAPM® Preparation

Project Procurement Management    n    o    i    t    a     f    c    i    t    r    e    C      M    P    A    C

The Contract change control system... a) ...is an input to the Plan Procurements process. process. b) ...requests changes to the project management plan. c)

...lists the types of contract to be used.

d) ...defines the processes by which the procurement can be modified.

Project Procurement Management    n    o    i    t    a    c    i     f    i    t    r    e    C      M    P    A    C

A Contract change control system is often among the tools and techniques in what process? a) Plan procurements b) Conduct procurements c)

Administer procurements

d) Select sellers

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 86

 

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CAPM® Preparation

Project Procurement Management    n    o    i    t    a     f    c    i    t    r    e    C      M    P    A    C

Updates in Organizational process assets in the Administer Procurements process contain all of the following EXCEPT: a) Correspondence b) Payment schedules and requests c)

Seller performance evaluation documentation

d) Requested changes

Project Procurement Management    n    o    i    t    a    c    i

    f    i    t    r    e    C      M    P    A    C

Depending on contract terms and conditions, early termination of a contract may occur for all of the following reasons EXCEPT: a) Default of either party b) Completion of the project c)

Mutual agreement

d) Convenience

© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

Q - 87

 

 

CAPM® Preparation

Project Procurement Management    n    o    i    t    a     f    c    i    t    r    e    C      M    P    A    C

A Procurement audit is often held during what process? a) Verify Scope b) Verify Product c)

Close Contract

d) Close Procurement Procurementss

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© 2009, Herbert G. Gonder, Oliver F. Lehmann, Lehmann, Germany

Q - 88

PMI, CAPM, PMBOK and PMP are marks of the Project Management Institute, Newtown Square, PA, USA, which are registered in the USA and in other nations.

 

CAPM Prep Questions

Answers

Chapter 1 1 1 1 1 1 1 1

Chapter 2 2 2 2 2 2 2 2 2 2

Chapter

Right Slide answer 3 d 4 a 5 a 6 7 8 9 10

Slide 12 13 14 15 16 17 18 19 20 21

3 3 3 3 3

Slide 23 24 25 26 27

3 3 3 3 3 3 3 3 3 3 3 3

28 29 30 31 32 33 34 35 36 37 38 39

PMBOK Guide, page 5 5 13

a d c a d

9 13 14 11 13

Right answer b d a b c a c a b d

PMBOK Guide, page 22 15 17 17 19 20 24 30 28 27

Right answer b d c b c

PMBOK Guide, page 37 37 39 37 38

a a d b b c d b a c b a

39 39 39 38 39 43 59 41 64 45 45 49

 

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Herbert G. Gonder, PMP Oliver F. Lehmann, PMP Germany

A- 1

© 2009

 

CAPM Prep Questions

Answers

Chapter 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Chapter

Right Slide answer 41 d 42 b 43 c 44 45 46 47 48 49 50 51 52 53 54 55 56 57

5 5 5 5 5 5 5 5 5 5 5

Slide 59 60 61 62 63 64 65 66 67 68 69

5 5 5 5 5 5 5

70 71 72 73 74 75 76

PMBOK Guide, page 71 74 85

d d d d b b c c d a a a a c

77 75 73 74 14 75 77 75 99 83 84 85 87 82

Right answer b a c a d d c d c c b

PMBOK Guide, page 112 116 456 456 115 126 114 112 114 115 115

a b d d d a c

116 118 118 120 108 128 104

Herbert G. Gonder, PMP Oliver F. Lehmann, PMP Germany

A- 2

© 2009

 

CAPM Prep Questions

Answers

Chapter 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6

Chapter

Right Slide answer 78 d 79 a 80 c 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95

7 7 7 7 7 7 7 7 7 7

Slide 97 98 99 100 101 102 103 104 105 106

7 7 7 7

107 108 109 110

PMBOK Guide, page 133 136 135

c a c d b d a b c c d a d c b

133 135 136 136 136 142 145 138 138 138, 140 139, 140 138 149, 150 149 138

Right answer a d d b d c b a a a

PMBOK Guide, page 165 169 169 175 172 188 182 182 182 182

b b b d

184 184 186 180

Herbert G. Gonder, PMP Oliver F. Lehmann, PMP Germany

A- 3

© 2009

 

CAPM Prep Questions

Answers

Chapter 8 8 8 8 8 8 8 8 8 8 8

Chapter 9 9 9 9 9 9 9 9 9 9

Chapter 10 10 10 10 10 10 10 10 10 10 10

Right Slide answer 112 c 113 a 114 d 115 116 117 118 119 120 121 122

PMBOK Guide, page 189 189 190

d c b c c d c b

190 190 190, 191 202 190 191 191 196

Right answer b b c c a a b a c d

PMBOK Guide, page 215 215 217 222, 223 219 220 221 230 234 235

Right Slide answer 135 d 136 a 137 c

PMBOK Guide, page 243 255 255

Slide 124 125 126 127 128 129 130 131 132 133

138 139 140 141 142 143 144 145

d d b c c d c b

253 257 253 250 245 266 258 244

Herbert G. Gonder, PMP Oliver F. Lehmann, PMP Germany

A- 4

© 2009

 

CAPM Prep Questions

Answers

Chapter 11 11 11 11 11 11 11 11 11 11 11 11 11 11 11 11 11

Chapter 12 12 12 12 12 12 12 12 12 12 12

Right Slide answer 147 c 148 d 149 a 150 151 152 153 154 155 156 157 158 159 160 161 162 163

Slide 165 166 167 168 169 170 171 172 173 174 175

PMBOK Guide, page 275 279 304

b c c d d d a c d a a c d b

274 277 279 287 286, 287 287 289 297 298, 299 303, 304 304 304, 305 308 308

Right answer c d c b d b d c d b d

PMBOK Guide, page 317 322-324 323 329 329 331, 332 338 335 340 342 342

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