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200 PMP Sample Questions

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100% found this document useful (2 votes)

1K views122 pages

200 PMP Sample Questions

pmp sample mock

Uploaded by

Kusum Bugalia

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

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Stay on Track for the PMP® E xam with

200 Prep Questions

This document may be freely printed, copied and distributed for private and commercial use, as long as the lay-
out, contents and the copyright notes remain unchanged.

Items (questions with answering options) from this document may be copied and discussed in public forums
and Internet discussion groups as long as the source is correctly stated. In such case please inform the author
to allow his contribution to the discussion, if necessary.

Visit www.oliverlehmann.com and find many more free sample questions to prepare for the PMP exam.

Feedback is welcome at oliver@oliverlehmann.com.

Document version: 3.0

This prep test was written by:

Oliver F. Lehmann, MSc., PMP, PSM

Email: oliver@oliverlehmann.com

and

Antje Lehmann-Benz, M.A., PMP, PMI-ACP, PSM

Email: antje@oliverlehmann.com

Questions are based on:

 PMBOK® Guide 6th Edition
 PMP® Examination Content Outline

Language aids:
 PMI offers language aids to the real exam in
ten languages.
 A German and an Italian language aid for this
prep test are available for free
download here.
 If you wish to develop a language aid in your own language, don’t hesitate to
contact us and ask for support. Language aid development is a great exercise if
you want to get prepared for the PMP exam.

This document may be freely printed, copied and distributed for private and commercial use, as long as the lay-
out, contents and the copyright notes remain unchanged. Please verify that you have the most up-to-date ver-
sion at: www.oliverlehmann.com.

2 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

Preface

Contents Page

Questions 5

Answers and References 99

This document is intended to help you prepare yourself for the PMP® (Project Management Professional) exam,
offered by PMI® (the Project Management Institute). In order to pass this preparation test, you should correctly
answer 150 out of 200 questions in 4 hours, like in the real exam.

This document includes 200 PMP1 prep test items (questions & answers). Each question has one best answer.

The process of item generation and review for this prep test tightly follows the description in the PMP Credential
Handbook2, page 15, published by PMI.

Try to answer all questions in 4 hours.

Start time: : + 3:30 hours = finish time: :

Required result: 150 Your test result

Answers to the questions can be found from page 99 onwards.

1
PMP, PMI and PMBOK are marks of the Project Management Institute, Newtown Square, PA, USA, which are regis-
tered in the USA and in other nations. PMI has not reviewed this document for appropriateness.
2
Download at https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/project-management-profes-
sional-handbook.pdf.

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

3
Questions

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?1

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.

2. What is the purpose of a project charter? 2

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

5
3. The concept of (the) _________ states that changes related to one
requirement—scope, time, or cost—will at least influence one other element.3

o Three-point estimation
o Triple constraint
o Three wise men
o Three needs theory

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%?4

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.

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

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.

Notes

6 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

6. The communications management plan is a document which includes descriptions
of6

o Project level performance reports

o Activity level status reports
o Stakeholder communication requirements
o Project benefit analysis results

7. _________ are usually not a manifestation of unique organizational cultures and

styles.7

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

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

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

7
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.

USL

LSL
t

Which statement is the best conclusion from these results? 9

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.

Notes

8 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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?10

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.

11. Which of the following documents is not used as input for the validate scope
process? 11

o The project management plan, containing the scope baseline consisting of the
project scope statement and its associated WBS and WBS dictionary.

o The verified deliverables, completed and checked for correctness by the

Control quality 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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

9
12. How should change management be planned for?12

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.

13. According to Bruce Tuckman, what are the stages of team development?13

o Honeymoon, rejection, regression, acceptance, re-entry

o Forming, storming, norming, performing
o Tell, sell, consult, join
o Direct, support, coach, delegate

Notes

10 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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

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.

15. How does a project management team stay in touch with the work and the
attitudes of project team members?15

o By observation and communication

o Using closed questions during team meetings
o Through third-party assessments
o Through the team members’ functional managers

16. Which document is developed along the risk management processes from identify
risks through plan and implement risk responses to monitor risks?16

o List of risk triggers

o Risk register
o Risk mitigation
o Decision tree

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

11
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.

18. A facilitator should…18

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.

Notes

12 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

19. As the project manager in a software project which is currently initiated, you
want to assess high-level risks. What should you do?19

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.

20. In most jurisdictions, a legally required order of formal statements establishing a

contract is:20

o Invitation to treat, offer, PO

o Inquiry, bid, order
o Offer, acceptance
o MoU, LoI, final agreement

21. What should managers consider before conducting a performance evaluation

interview with a project team member? 21

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?

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

13
22. Which statement describes best handling of assumptions during the initiating
processes?22

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.

23. A WBS dictionary is a document which…23

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.

Notes

14 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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?24

o Bidder conferences
o Advertising
o Qualified sellers list
o Four-eyes meetings

25. As a project manager, when should you especially consider cultural differences?25

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

15
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?26

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.

Notes

16 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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?27

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

17
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?28

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.

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

Notes

18 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

30. What is typical for critical path project management?30

o Forward and backward pass analysis

o Level-of-effort activities
o Management of security protocols
o Management of resource over-allocations

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?31

o Inspection
o Quality audit
o Impact analysis
o Team review

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

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

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

19
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? 33

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.

Notes

20 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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? 34

o $3,000,000
o $3,500,000
o $4,480,000
o $5,650,000

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

21
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?35

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.

36. You recently took over the assignment for a project. The project charter has been
developed. What is an appropriate next step for you?36

o Develop the risk register.

o Develop the project milestone schedule.
o Develop management plans.
o Get approval for the project management plan.

Notes

22 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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.37

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

23
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? 38

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 49 processes for project management
without alterations.

o The project team must select appropriate processes required to meet the
project requirements.

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

o Project scope statement

o Work breakdown structure
o Resource assignments
o Project scope management plan

40. The cost baseline is developed during which process?40

o Perform integrated change control

o Estimate costs
o Develop schedule
o Determine budget

Notes

24 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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?41

o Organization chart
o RACI matrix
o Communications management plan
o Work authorization system

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? 42

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

25
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?43

o Bidder conference
o Weighting system
o Oral contract
o Letter of intent

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?44

o Check sheet
o Influence diagram
o Decision tree
o Process decision program chart

Notes

26 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

45. The term baseline is used in both disciplines project management and
configuration management. Which statement is not true?45

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.

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?46

o $1,000,000
o $1,100,000
o $1,125,000
o $1,200,000

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

27
47. The scope baseline includes____.47

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

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?48

o Reduce level of effort

o Develop a training plan
o Plan quality audits
o Plan quality inspections

49. What is typical for high-context cultures?49

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.

Notes

28 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

50. In general, processes of configuration management do not include…50

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.

51. The ________ is a document which describes how the project management team
will implement the performing organization’s quality policy. 51

o Quality assurance plan

o Quality management plan
o Quality commitment
o Quality audit

52. What do you expect when you are submitting an invitation for bid to sellers?52

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

29
53. What is important for quality auditors?53

o They must be in-house personnel.

o They must be external-party staff.
o They must be mandated by the auditee.
o They must be properly trained.

54. What is best used to calculate the profit from an internal project?54

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

Notes

30 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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?55

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.

56. What is true for statistical sampling?56

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

31
57
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.

58. What is not true for change requests?58

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 therefore be
avoided.

Notes

32 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

59. You recently assigned staff members to activities, estimated work and scheduled
your project. You then created the following resource histogram for your staff:

100%

0%
Project weeks
What does this diagram tell you? 59

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

33
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 the person referring to?60

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.

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?61

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.

Notes

34 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

62. What is the meaning of the acronym CSOW?62

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

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?

Pro- Actual Earned Planned

ject costs value value
week
1 $65,000 $61,000 $67,000
2 $85,000 $79,000 $89,000
3 $100,000 $102,000 $110,000
4 $125,000 $124,000 $121,000
5 $135,000 $133,000 $139,000
63
6 $125,000 $120,000 $131,000

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

35
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.

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?65

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.

Notes

36 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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. This
is endangering overall project progress. What should you try first to bring the
team as a whole back to performance?66

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 to sort the
problem out themselves.

o Research causes for bad performance, solicit systematic feedback and search
for solutions based on that.

67. Your management announced that they want to put you on a stretch assignment.
In this situation, you should consider that… 67

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

37
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?68

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.

69. In configuration management, which of the following is necessary to maintain the

integrity of baselines?69

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.

Notes

38 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

70. Which statement describes best the purpose of the communications management
plan?70

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

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

o Optimistic estimate
o Most likely estimate
o Budget estimate
o Pessimistic estimate

72. Which of the following are not common barriers to project team building?72

o Differing outlooks, priorities, and interests

o Role conflicts
o Excessive team member commitment
o Unclear project objectives/outcomes

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

39
73. During project planning, you are presented with the following diagram that
depicts a cumulative likelihood distribution for the duration of a project:

Deadline
100%

Duration
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%.

Notes

40 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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?74

o Project charter
o Team performance assessments
o Cost baseline
o Statement of work

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?75

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

41
76. A project charter is a document that…76

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.

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? 77

o Active risk mitigation

o Passive risk avoidance
o Passive risk acceptance
o Active risk acceptance

78. Which concept of locating team members can help them best to enhance their
performance as a team?78

o Co-location
o Cross-functional dispersion
o Virtual e-teams
o Global team dispersion

Notes

42 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

79. Which statement on constructive changes is false?79

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.

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?80

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 generally
do not have to care about them.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

43
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? 81

o Enterprise environmental factors

o Project management plan
o Project risk register
o Team performance reports

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? 82

o $900,000
o $1,000,000
o $1,100,000
o $1,222,222

Notes

44 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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? 83

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.

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

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

85. _______ are not necessarily used to establish the cost baseline of a project.85

o Schedule activity or work package cost estimates

o The work breakdown structure and the WBS dictionary
o The project schedule and the resource management plan
o The risk breakdown structure and the risk report

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

45
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?86

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.

Notes

46 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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?87

o 1.20
o 1.10
o 1.00
o 0.83

88. What is not true for project deliverables?88

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

47
89. Your project, performed 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?89

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.

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?90

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.

Notes

48 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

91. Which is generally not regarded as one of the three categories of culture that
managers should master? 91

o National culture
o Organizational culture
o Project culture
o Functional culture

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?92

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

49
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?93

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.

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 (beta distribution), what is the duration
uncertainty of the entire path? 94

o 21 days
o 30 days
o 42 days
o No statement is possible from the information given.

Notes

50 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

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?95

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.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

51
96. What is the purpose of the following diagram?

o Describing the influence of extreme weather conditions on progress and on the

achievement of project objectives.

o Comparing the relative importance of variables that have a high degree of

uncertainty with those that are more stable.

o Evaluating team performance and identifying team members with low

productivity and work effectiveness.

o Evaluating the degree to which project work and deliverables conform to the
expectations of key stakeholders.

97. Which is not a goal in both project management and quality management?97

o Prevention over inspection

o Customer satisfaction
o Management responsibility
o Triple constraint

Notes

52 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

98. You created a baseline of your system configuration and added several changes
to that as amendments. Meanwhile you are afraid that the big number of Deltas
may cause inconsistencies and make you unable to understand the current
system configuration. What should you do? 98

o Proclaim a design freeze.

o Go on with amendments.
o Revise the baseline.
o Create an entirely new configuration.

99. A request, demand or assertion of a contract partner for consideration,

compensation or payment under a legally binding contract, such as a disputed
change, is often referred to as a____.99

o Claim
o Trial
o Refinement
o Audit

100. Projects may be initiated by all of the following except____.100

o the project team

o a sponsor
o a PMO
o a portfolio review board

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

53
101. During planning processes, you used Monte Carlo simulation to quantitatively
assess cost and schedule risks of your project. During risk control, you repeat the
technique, and it leads to different results. What should not be the reason for
that?101

o Some assumptions during planning have meanwhile become fact-based

knowledge, so that the risks related to them have vanished or have become
certain problems.

o New risks may have been identified. These influence the input data used for
Monte Carlo simulation in a way which was not predictable at the time when
the simulation was run.

o Some constraints have been identified originally, but their influence on the
project was unclear when the simulation was run for the first time. By now,
the team understands these constraints much better and has been able to
adjust the simulation.

o Some dummy activities in the network logic have an element of uncertainty,

which gets bigger over time. While the project proceeds, it gets even harder to
predict how the team members assigned to them will perform.

102. As a project manager you can assign any one of two team members to a highly
coveted task. Both are equally capable, but one of them is a member of your in-
group. To the other one, you have far more distance.

How should you behave? 102

o You disclose the situation to stakeholders and solicit a joint decision.

o You take the person not in your in-group to avoid misunderstandings.
o Chose the in-group person. The trustful relation will benefit the project.
o You delegate the decision to a third team member to avoid the conflict.

Notes

54 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

103. You need a batch of 100 identical valves which will be custom made for your
project to build a food processing plant. There is a risk of deterioration of victuals
during processing; therefore you placed requirements on the quality of the raw
materials for the valves, which will make production very costly.

Unfortunately, in order to test the valves against these requirements, you would
have to destroy them. And you have no experience with the vendors at all. What
should you do? 103

o Do 0% inspection. You have to trust the selected supplier that they will use
the materials according to your specification.

o Negotiate a contract over more than 100 items and perform acceptance
sampling for the surplus of the batch on delivery.

o Require the seller to supply the valves together with appropriate certificates
from their raw materials suppliers.

o Do 100% inspection on delivery to your premises, then order another batch of

100 valves.

104. Which statement is false? Progressive elaboration of project scope… 104

o …is a characteristic of projects that accompanies the concepts of temporary

and unique.

o … means developing in steps. It not should be confused with scope creep.

o …signals a weak spot in the scope definition process, caused by incomplete
contracts and specifications.

o …when properly managed, integrates elaboration of project and deliverable

specifications.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

55
105. You are managing an internationally dispersed project team. The members of
your team have different cultural backgrounds and primary languages, but all are
educated and able to communicate eloquently in English. You should nevertheless
bear in mind that…105

o …there are cultural differences. You should write one code of conduct for each
nationality. You should then limit access to these codes.

o …you may have to accept that team members from one country may not be
prepared to work with colleagues from certain other countries.

o …spoken communications can cause misunderstandings you may not find in

written communications. These may be hard to identify.

o …certain groups will be happy to stay awake over night to join telephone and
video conferences during other members’ working time.

106. When finishing a project, which factors that influence customer satisfaction the
most should you be aware of? 106

o Attractive price of the project and low running costs of the product
o Friendly project manager and effective after-project service
o Efficiency of the project and skills of the project manager
o Conformance to requirements of the project and fitness for use of the
deliverables

Notes

56 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

107. When identifying the basis of the business need for a project all of the following
can be considered except____,107

o regular plant maintenance

o market demands
o technological advances
o legal requirements

108. Your project exceeded costs in the past caused by an underestimation of

resource costs in the cost baseline:

PV: $1,200,000, EV: $1,000,000, AC: $1,200,000

You expect the underestimation to influence the future as much as it did in the
past.

If the value of the remaining work (BAC – EV) is at $1,000,000, what should be
your new EAC (estimate at completion)?108

o $1,800,000
o $2,000,000
o $2,200,000
o $2,400,000

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

57
109. What is true for the process of scope validation?109

o Insufficient documentation is not a reason to reject deliverables, as long as in

all other respects they are built according to specifications agreed upon.

o The project team members must achieve acceptance of the deliverables. This
process is coordinated and documented by the project management team.

o It is the project management team’s responsibility to obtain stakeholder’s

formal acceptance of the completed project scope and deliverables.

o Formal acceptance will finally reconcile all inconsistencies among deliverables

and documents that where caused by bad change control and scope creep.

Notes

58 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

110. You finished your project for a customer to implement a business software
solution. All deliverables have been handed over and are already in use by the
company. There is a minor last payment to be made by the customer on contract
closure. You believe that it is now getting time to finally close the contract with
the customer and then administratively close down the project.

You approached the customer this morning and found that they are reluctant to
finally close the contract. But you do not exactly understand why. What should
you not do?110

o Update all documents related to the project and the product so that they
reflect the final specifications and the status of both the project and the
product. Organize them in a fashion for easy access.

o Focus on your next project and leave the customer the time to get familiar
with the software. They will come back to you anyway after some weeks to
terminate the contract and make the last payment.

o Based on the contract and all documents which are relevant for the formal
relationship with the customer, write a close-out report describing what was
contractually required and what was obtained.

o Make sure that there are no active purchase orders against the contract or any
other pending obligations, requests or claims from either party which need to
be resolved. Then insist on formal contract closure.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

59
111. At the end of an internal project, you find several key stakeholders including the
sponsor reluctant to finally accept all deliverables and then close the project.
What should not be your next step in this situation?111

o Identify any open issues and get them solved. Then be firm on formal closure.
o Formally close the project. Stakeholders will find a way by themselves to sort
things out.

o Identify and openly discuss personal rationales underlying the reluctance.

o Invite earnest feedback from all sides and try to identify misunderstandings.

112. A project manager reported the following earned value data:

PV: $12,400,000
EV: $14,500,000
AC: $14,500,000

What does this mean?112

o The project is over budget and on schedule.

o The project is under budget and on schedule
o The project is on budget, but behind schedule.
o The project is on budget and ahead of schedule.

Notes

60 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

113. Your project had a cost overrun in the past and you tried to obtain funding on top
of the original budget at completion (BAC). Management has told you that they
cannot make additional funding available. You have to increase cost performance
so that the project will be finished with costs not exceeding the original BAC.
Which metric describes the future performance to meet this objective?113

o TCPI calculated as BAC / CPI

o TCPI calculated as (BAC-EV) / (EAC – AC)
o TCPI calculated as (BAC-EV) / (BAC-AC)
o TCPI cannot be calculated in this situation.

114. When running a project as a project manager, what should you focus on during
the executing processes?114

o Doing project work

o Coordinating people and resources
o Ensuring accountability for errors
o Avoid third-party influence

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

61
115. A review of your project team member’s most recent performance reports shows
a major drop in output. Which is the best approach to raise team productivity in a
project?115

o Increase the frequency of team review meetings and status reports.

o Increase the pressure on each team member to adhere to deadlines.
o Post a special reward for the best performing team member.
o Improve feelings of trust and cohesiveness among team members.

116. A project customer and a contractor agreed on regular quality audits during
execution by a third party audit team, which is working on an assignment for the
customer.

What should the contractor have prepared for the audits?116

o Work results
o Measurements and test results
o Quality documentation
o Contract-related correspondence

117. While planning a project, you are defining activities. Which of the following is not
a result of that process?117

o Activity list
o Work breakdown structure
o Activity attributes
o Milestone list

Notes

62 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

118. What should you focus on when managing the stakeholders of your project? 118

o Ensure the order of phases.

o Address issues.
o Identify the stakeholders.
o Ensure stakeholder value.

119. What should not be your thoughts when you are organizing documents as lessons
learned?119

o Devise the lessons learned documentation in a wording which is easy to

understand for a reader who is not familiar with the project.

o Lessons learned must detail how certain groups or persons caused failures and
delays, especially if they are inside the own organization.

o Writing lessons learned should be an exercise enhancing your personal

learning experience. Make sure you grasp what you are writing down.

o Keep lessons learned documents at a place where they are easy to access and
to retrieve for those who may later need the information.

120. You are identifying key stakeholders for your project. Which of the following
groups is least likely to be included?120

o Project manager and project team

o Customer and users
o Sponsor
o Media representatives

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

63
121. _______ is normally not a method of RoI (return on investment) analysis.121

o Net present value projection

o Sunk cost analysis
o Simple payback calculation
o Internal rate of return

122. What is the most important benefit of a 360 degree review? 122

o The reviewed person will regard the assessment process as fair and
developmental.

o Assessments from different perspectives leave no weak spot of a person

unaddressed.

o Managers will be assessed by their subordinates, enforcing a more

participative style.

o One can use a simple standard questionnaire to gather data from the
reviewers.

Notes

64 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

123. You are using a phase gate approach for your project. What do you need to
consider?123

o The order of phases must be strictly consecutive without overlapping in order

to allow for gates.

o Gates are often called kill points, when they are used to eliminate weak team
members.

o Phase gates are often used to verify entry criteria of a previous phase and exit
criteria of the next one.

o Approaching phase gates early is a common signal that project planning has
been poor.

124. Post mortem earned value analysis of a project showed the following data:

SPI: 0.78
CPI: 1.00

What is this telling you? 124

o The entire work of the project has been finished behind schedule and on
budget.

o The entire work of the project has been finished ahead of schedule and on
budget.

o The project has been terminated before completion. At that time it was behind
schedule and on budget

o The project has been terminated before completion. At that time it was ahead
of schedule and on budget.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

65
125. A project has undergone a major scope change, which increased cost and work
levels. What does this mean for earned value data? 125

o The cost baseline will be updated and the new baseline will be the basis for
future earned value analysis.

o As baselines should generally not be adjusted, the project is due to exceed its
budget from now on.

o There are several reasons to change a baseline, but not scope changes. The
project will exceed its budget.

o Earned value analysis becomes useless after a scope change, the technique
should not be used any more.

126. Which statement describes best the meaning of leadership?126

o Ensuring predictability in an uncertain environment

o Sustaining an ongoing business over a long period of time
o Adhering to publicized standards and procedures
o Developing a vision and strategy and motivating people

127
127. As a project manager, you must demonstrate transparency regarding…

o …confidential information.
o …proprietary information.
o …distribution of unproven information and gossip.
o …your decision-making processes.

Notes

66 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

128
128. Who should always issue the project charter?

o A person internal to the project organization

o A project initiator or sponsor
o A low-level manager of the performing organization
o A high-level manager of the performing organization

129. You are planning quality management for your project. How can a process
flowchart help you? 129

o It may help identify outliers.

o It may help understand the COQ in a process.
o It may help spot accountable staff.
o It may help react later.

130. A difference between a statement of work and a scope statement is:130

o The statement of work is prepared by the customer while the scope statement
is developed by the project management team.

o The statement of work focuses on physical or technical matters, while the

project scope statement focuses on a functional view.

o The project scope statement is in most projects developed before the

statement of work is written.

o A project scope statement can become a contract document; a statement of

work cannot.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

67
131. You are the manager of a project for a company that is known to make heavy
use of extrinsic motivators in order to boost morale and team performance. What
does that mean? The motivators used…131

o …are tailored to the needs of individual team members.

o …are incentives such as rewards, gifts, or money.
o …are derived from within individual team members.
o …include the improvement of hygiene factors of the work environment.

132. You are currently finishing a project under contract to develop and build some
machining equipment for a customer. Your organization took over the obligation
to solve certain problems if they come up during a contractual warranty period of
one year after start of production.

What do you not have to consider during the warranty period? 132

o Parts which were marked as-is must be held available for free replacement in
case of failure.

o Incoming problems reported to the team must be handled immediately and

with high priority.

o Some team members must be held available during the warranty period in
case that they have to solve problems.

o At the end of the warranty period, the responsibility for the equipment will be
turned over to the customer

Notes

68 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

133. When should a time and material contract with a contractor been chosen instead
of a fixed price contract?133

o When cost risks for the customer should be limited but not schedule risks.
o When project scope includes the progressive elaboration of the scope of
deliverables.

o When subcontractors are being used and the customer will reimburse their
invoices.

o When only a limited amount of money can be made available to fund the
project.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

69
134. You are the manager of a major project to develop a system of barriers to
prevent a seaside city from flooding. Together with your team you created a code
of conduct stating that the change control board must be immediately notified of
gifts when the value exceeds $90. The same applies to invitations when the value
exceeds $150.

Today, a contractor executive sent you an invitation for a night at an opera with
a value of $95. It is a one-time event and you tried to obtain tickets by yourself
without success. The person told you that he would so much wish to join you, but
he will not be available on that day, and he could get hold of only one ticket
anyway.

What do you have to do? 134

o You are allowed to accept invitations with a value of up to $150, so there

should be no problem.

o One may regard the ticket as a gift, but it is just at the limit: You do not have
to notify the CCB.

o The ticket is a gift and over of the limit. You have to notify the CCB who will
make the decision.

o You are the project manager. The rules are in place to strengthen your
position. They do not apply to you.

135. What is not a major benefit of co-locating team members from different cultures
in one place instead of having a team dispersed over many countries? 135

o Short distance to the customer markets

o Reduced burden from travelling and international meetings
o Enhanced communications and a sense of community
o Identical working hours without time zone difference

Notes

70 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

136. You are running a project to develop the production process for a future
electronic component. Evaluating some first test batches, you found out that the
precision is generally very good, but that you have some irregular outliers in a
completely unpredictable pattern. What should you do?136

o Ignore the outliers; they are not relevant as long as the yield from the
production is sufficiently high.

o Try to increase the accuracy of the process by adjustments, thus reducing the
number of outliers.

o Inform the designated production manager of your observations and ask him
to take care after handover.

o Research outliers, they may give you important insights into problems which
may trouble later production.

137. As a leader, how should you deem ethical conduct?137

o You should ensure ethical conduct throughout the team by use of means
including recognition and awards and in tight cooperation with the team
members’ line managers.

o Ethical conduct is all right as long as it does not impact the achievement of
objectives and does not damage the performing organization’s immediate
options for profits.

o You are the role model for the team. Your personal integrity demonstrates the
desired skills, behavior, and attitudes whose adoption may benefit team
members.

o There are often dilemma situations in business. Then you may have to
suspend your integrity and do what is appropriate. There may be long term
negative effects, but these are not your responsibility

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

71
138. You have recently been named as the manager of a new project under contract.
The sponsor of the project gave you the contract signed by the customer and a
statement of work. He asked you to go on with initiation. Which document should
you develop next? 138

o Project management plan

o Milestone schedule
o Project charter
o Scope statement

139. You are defining evaluation criteria for your project. The procurement item is
readily available from a number of acceptable sellers. Which criterion can you
focus on in such a situation?139

o Seller’s management approach

o Price offered by the seller
o Seller’s financial capacity
o Understanding of your need

140. When is passive risk acceptance an appropriate approach?140

o When the likeliness of risk occurrence is very low.

o When the risk occurrence is hard to identify.
o When it is best to deal with a risk as it occurs.
o When the risk cannot be assessed or analyzed.

Notes

72 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

141. You are running a project to engineer and implement a set of business processes
and a software solution for customer relationship management. The project
involves a big number of performing organizations―a major corporation and
many suppliers of different sizes.

During the project you observed a restraining effect of differences between the
companies’ corporate cultures. This leads to different expectations on how such a
project should be handled and to frequent misunderstandings between
stakeholders. Another effect is a growing degree of distrust and skepticism.

What should you try first to integrate the diverse stakeholder groups? 141

o Focus on project work. As a project manager you should not get distracted by
big egos.

o Let the problems grow further until they are obvious for all. Then escalate
them.

o Develop a joint quality policy for the project and seek commitment by all
organizations.

o Analyze probability and impact of the risks linked with the situation and plan
how to respond to them.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

73
142. During execution of your project you have observed that a team member is
getting isolated by other team members. Which is a wrong approach in such a
situation?142

o The interpersonal relationships between team members are their private issue.
You should not interfere.

o You should apply team building measures to improve the team’s effectiveness.
o You should try to get feedback from the isolated team member to understand
the situation.

o You should try to get feedback from the other team members to understand
the situation.

143. In an organization, project managers report directly to the head of a project

management office (PMO). In this case, which statement is probably not true?143

o The head of the project management office can strengthen the matrix as a
manager of project managers.

o The project management office will actually be responsible for direct

management of the projects.

o Projects will be run by the functional organization and project managers

expedite change control.

o It will be easier for the PMO to ensure that the organizational process assets
provided are used.

Notes

74 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

144. What is the five whys method used for? 144

o Root cause analysis

o Identification of random causes
o Identification of special causes
o Identification of causes of conflicts

145. The use of scarce resources must be decided upon with functional managers
before it causes delays in your project. Which is probably your most important
skill right now?145

o Planning
o Negotiating
o Facilitating
o Documenting

146. Which question is not appropriate for a weighting system to evaluate seller’s
performance according to weighted criteria? 146

o What is the yearly investment in development of personnel per year and

employee?

o How many reference customers have been verified by the seller in the specific
field?

o What financial status and reputation in the market place could be assessed?
o Has a CV of the prospective project manager been sent with the proposal?

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

75
147. Which is not an example of a correctly handled contract closure procedure?147

o Early termination of a contract because of a repudiatory breach

o Settling and finally closing the contract agreement
o Product verification by stakeholders and administrative closure
o Early termination of a contract because of an immaterial breach

148. You gathered a lot of knowledge on project management in your business life.
What is an appropriate use for that? 148

o Share your knowledge with the professional community in form of books,

articles, lectures, seminars etc.

o It is your knowledge, and it has a high market value. You may consider it your
intellectual property, which you keep secret.

o There are better project managers somewhere in this world. They should help
developing the professional community.

o Your job is managing projects for your customers. You should not worry about
other project managers.

149. Respect is… 149

o …a duty to show a high regard for oneself, others, and the resources
entrusted.

o …a limitation to trust, confidence and performance excellence through

cooperation.

o …accepting a level of information which may lead to disrespectful behavior.

o …limited to respecting the physical and intellectual property rights of others.

Notes

76 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

150. During a post-mortem meeting, discussion arises about who has to take
responsibility for some major failures. It has become obvious that the attendees
of the meeting will not come to a jointly accepted conclusion.

What is not an appropriate strategy for such a situation?150

o Separate the people from the problem

o Focus on interests, not positions
o Insist on objective criteria and standards
o Suspend the discussion and schedule another meeting

151. Understanding cultural key similarities and differences is especially important

for… 151

o …globally dispersed, cross-cultural and virtual teams.

o …culturally homogeneous, co-located teams.
o …project sub-teams and work cells.
o …teams under high budget and schedule pressure.

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

77
152. Your project team is on its way to finish work on the project, while you have the
impression that a staff member is already negotiating the next assignment in
another project. You are afraid that the person may come under pressure to start
working on the other job before she has finished her work for your project. Her
task is very complex, and it would be hard for someone else to take up the
partial results and finish them.

What action is most likely to resolve the situation?152

o Have a private meeting with the person and discuss your observations. Make
the person aware of the contract and of the legal consequences of unfinished
work.

o Have a meeting with the entire team and discuss the person’s expected early
leave. Use team dynamics to buy in the commitment from the person to finish
work orderly.

o Use your network of project managers to find another assignment for the
person which allows for smooth transition and does not conflict with your
needs.

o Ignore your observations and let the team member do her job. It is quite
uncommon that staff drops work for a project before it is completely finished.

153. When control charts are used, outliers are…153

o …singular measurements outside the bandwidth between an upper and lower

control limit.

o …a typical result of a rare random cause which is difficult to replicate and to

verify.

o …insignificant results, often measurement errors, the causes of which should

not be further investigated.

o …measurements inconsistent with a run of 7 results over or under a mean

value.

Notes

78 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

154. You are running a project which was budgeted based on some rough order of
magnitude (ROM) estimates with a precision of -50% /+100%. Meanwhile, with
new estimates made on detail level and some work already finished, you found
out that these estimates were consistently too low and the budget will not be
sufficient to successfully run and finish the project. What should you do? 154

o You shouldn’t worry too much, It is quite normal that early estimates are too
optimistic, later estimates are too pessimistic and the project costs will finally
settle somewhere in between. So relax!

o Bring the issue to your sponsor and discuss how this should be handled.
Together with the sponsor adhere to the guidelines which describe how
budgets will be reviewed and refined.

o Try to reduce scope or quality in areas where it cannot create difficulties for
you and the team. Finally, it is not your responsibility that an insufficient
budget has been created for the project.

o Find a contractor who can run the project for you. Set the budget as a price
limit during the bidding process and accept only firm fixed price (FFP) offers
which do not exceed this price.

155. Which is typically not specified in a document referred to as activity attributes?155

o The person executing the work in a schedule activity

o Schedule activity identifiers, codes and descriptions
o Schedule activity predecessors and successors
o The cost baseline assigned to the schedule activity

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

79
156. In a country with high level of violence in public, a local police officer requires a
private money transfer to ensure the safety of your team. How do you react?156

o You regard this as bribery or at least as palm greasing and do not pay.
o You do not pay, but follow the chain of command and solicit a decision.
o You regard it as a facilitation payment and pay the person.
o You regard the situation as a gray area and pay through an agent.

157. Which is not a type of project review meeting?157

o Team review meetings

o Project status meetings
o Executive management review meetings
o Customer review meetings

158. You are performing integrated change control. Which of the following will not be
part of what you do?158

o Reviewing and approving change requests

o Maintaining the integrity of baselines
o Performing milestone trend analysis (MTA)
o Documenting the allover impact of requested changes

Notes

80 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

159. You are project manager for a strategic project with a multi-million dollars value
assigned by a company that is listed at a US stock exchange.

Recent Earned Value Analysis after app. 25% completion told you that your
project has a CPI of 0.76. What should you do right now?159

o The variance is a signal of a sound project which is well under budget. There is
no need for action.

o A project that much under budget may be a problem for negotiating future
budgets. Try to spend money somewhere else.

o You should immediately inform your management, which should then assess
whether this CPI constitutes a material financial issue.

o It is still early in the project and data are yet inaccurate. Wait a while and
allow numbers from the project to stabilize.

160. A management point in a work breakdown structure (WBS) used to consolidate

and process work package data and forward the results to the project manager is
called160

o Control account
o Chart of accounts
o Control limit
o Account limit

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

81
161. In project management, work authorization is normally not… 161

o …a permission written by the project manager to begin work on a specific

activity.

o …a permission written by the project manager to begin work on a specific work

package.

o …a written direction used by a project manager to ensure work is done

properly and correctly.

o …a document issued by a sponsor authorizing the project manager to apply

resources to project activities.

162. When you perform quality assurance in your project, which technique could you
typically use?162

o Code review
o Quality audit
o Inspection
o Scope verification

163. The _______ can be used to assess outlays and funding requirements. 163

o Cost assignment matrix

o Cost baseline
o Cost variance analysis
o Control account plan

Notes

82 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

164. Which technique has been applied to develop the following diagram? 164

17% 0%
1.1 Optimistic costs
-$123,000.00 -$123,000.00

FALSE
1 Use existing staff -$169,220.00
$0.00

66% 0%
1.2 Most likely costs
-$158,000.00 -$158,000.00

17% 0%
1.3 Pessimistic costs
-$259,000.00 -$259,000.00

Make or buy? Implementation costs -$149,500.00

50% 50%
2.1 Optimistic costs
-$35,000.00 -$85,000.00
TRUE
2 Hire new staff -$99,500.00
-$50,000.00
50% 50%
2.2 Pessimistic costs
-$164,000.00 -$214,000.00

33% 0%
3.1 Optimistic costs
-$120,000.00 -$140,000.00
FALSE
3 Use contractor staff -$207,100.00
-$20,000.00
67% 0%
3.2 Pessimistic costs
-$250,000.00 -$270,000.00

o Decision tree
o P/I matrix
o Strategic scoring
o Risk breakdown structure

Notes

© 2007-2018, Team Oliver F. Lehmann Project Management Training, Munich, Germany

83
165. Your organization has the choice between several internal projects it could run.
In order to select projects, the organization assessed their strategic importance,
investment requirements, and expected cash inflow from the projects’ products,
services and results. What should the organization assess in addition? 165

o The probability of changes to strategic goals.

o The frequency of changes to strategic goals.
o The assessments done should be sufficient.
o The probability of the expected cash inflows.

166. Which of the following is not a forecasting method? 166

o Scenario building
o Simulation
o Time series method
o Variance analysis

167. Processes of configuration management commonly include all of the following

except:167

o Configuration identification
o Configuration status accounting
o Configuration chartering
o Configuration audit

Notes

84 © 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany

168. A project manager tracks the work of team members using a network logic
diagram. Which effect will the presence of an actual finish date have on the
calculation of float for the finished activity?168

o Finished activities have only float left when they have been completed on
schedule.

o Calculating free float and total float is generally not reasonable for finished
activities.

o When an activity has been finished, total float gets often converted to become
free float.

o When an activity has been finished, float gets often converted to become
slack.

169. Your project work has generally been finished and you want to commence a solid
closing process for the project. What must have been attained to begin this
process? 169

o The deliverables of the project must have been accepted.

o The organizational process assets must have been updated.
o The final product, service or result transition must have been finished.
o Lessons learned must have been organized into a data base.

Notes

85
170. The situational leadership model as defined by Paul Hersey and Ken Blanchard
consists of the stages____.170

o Must-be requirements, one-dimensional requirements, attractive requirements

o Telling, selling, participating, delegating
o Direct style, instrumental style, relational style
o Acquisition stage, learning stage, performance stage, exhaustion stage

171. A Pareto chart helps focusing on…171

o …causes which create a repeating and often seasonal pattern of problems.

o …the minority of causes, which create the majority of problems and defects.
o …special causes of process variations which should be investigated to avoid
type 1 errors.

o …the standard deviation of process variation which should not be investigated.

172. When should the project schedule be developed? 172

o As early into the project as possible. A committed schedule should be there

before any initiating or planning processes are applied for the project.

o During initiating. The definite project schedule should be developed

concurrently with the project contract (if applicable) and the project charter.

o Scheduling should be avoided. Agile approaches with a backlog and a weekly

to 4-weekly meeting cycle are sufficient for modern project management.

o When most planning processes from time, scope, and procurement

management have been finished. These will then be iterated when necessary.

Notes

173. What is wrong in this diagram?

PV
Data
$ date

EV
AC

Project weeks 173

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.

174. What is the purpose of control limits?174

o Identifying “rule of seven” patterns in control charts.

o Increasing process quality from 3σ to 6σ.
o Specifying the range of acceptable results.
o Identifying whether the process is in control or not.

Notes

87
175. What is not the main purpose of a final project report?175

o Preparing acceptance of the final product, service or result.

o Making stakeholders aware that the project has been closed out.
o Acknowledging what has been done and achieved by all contributors.
o If a project has been cancelled before completion: Explaining the causes.

176. You are managing a project that bears a risk to either permanently damage or
strongly improve the reputation of the performing organization with its customer
base. You decide to call a meeting with the organization’s management to make
them aware of the issue and discuss possible options. Which risk response
strategy are you applying?176

o Active acceptance
o Transfer
o Passive acceptance
o Escalate

177. A project manager has developed various risk response strategies for a high-risk
project. When presenting some of the results, she emphasizes the importance of
putting the responses into action instead of leaving them documented as a plan
that might get forgotten. Which process is she most likely referring to? 177

o Plan risk management

o Implement risk responses
o Monitor risks
o Plan risk responses

Notes

178. For a project to replace an older ERP software with a more modern tool in an
organization, you have identified a number of risks. You have documented them
in a detailed list. A manger from executive level has asked you now to
summarize the overall project risk exposure with appropriate metrics, as well as
individual high-level risks along with a quick presentation of responses with their
pros and cons. Which document is probably required by the person in this
situation?178

o Risk register
o Risk management plan
o Risk report
o Risk traceability matrix

179. In order to prepare yourself for a new project assignment that requires adaptive
methods, you have developed a plan for how to tailor the project management
approach using a combination of some agile principles with other, more
predictive techniques. Regarding your own personal development, which aspect
of the PMI talent triangle did you particularly address?179

o Strategic & Business

o Leadership
o Technical
o None of the above

Notes

89
180. The organization for which you are currently managing an IT infrastructure
project has informed you that they have hired an agile coach who is now
available to help with several projects, including yours. In a meeting to get to
know each other, the coach suggests to introduce regular project retrospectives.
You are thinking about what the person might be referring to. What would be the
best answer?180

o Meetings for the project team to look back into the recent past in order to
identify lessons learned so far, and possible improvements

o Meetings with the project sponsor to look into the long-term project future in
order to identify possible necessary resource allocations

o Meetings with the key stakeholders to look at the latest deliverables in order
to evaluate their validity and usefulness, as well as identify possible rework.

o Meetings with power users of the software from within the company in order
to define possible new development tasks.

181. A project manager is asked to contribute to a document to describe what is

intended to be achieved with a project once it is successfully finished, and how
this will be measured. What could be the name of that document?181

o Project management plan

o Benefits management plan
o Change management plan
o Statement of work

Notes

182. Which of the following can usually be referred to as factors which trigger the
need for a new project?182

o Meet regulatory, legal, or social requirements

o Satisfy stakeholder requests or needs
o Implement or change business or technological strategies
o All of the above and more

183. What is a project business case?183

o A documented economic feasibility study for a project

o A more detailed statement of work for a project
o A collection of management plans for a project
o A breakdown of project scope for a project

184. Which type of Organizational Process Asset should be updated by the project
team?184

o Processes, policies, and procedures

o Corporate knowledge base
o External enterprise environmental factors
o Internal enterprise environmental factors

Notes

91
185. What is not a characteristic of what is referred to as an “organic organization”?185

o Low project manager authority

o Low resource availability
o Full-time project management administrative staff
o Flexible work groups

186. Stakeholders such as suppliers, customers, and end users have what in
common?186

o They are in a similar sphere of influence by project managers

o They always share common goals
o They usually speak the same language
o They usually don’t interfere with project management

187. Which is an area where project managers should particularly collaborate and
share detailed knowledge about the project with other professionals?187

o With C-suite managers

o With colleagues from the functional organization
o With colleagues from competitors
o Across disciplines and company borders

Notes

188. Which of the following is usually recognized as a form of power for a project
manager?188

o Legal power
o Budgetary power
o Reward-oriented power
o Culture-oriented power

189. A project manager hears about an issue and decides to ask the project team
about more details as to how and when this happened. Is this more of a team
management or more of a team leadership approach in this moment?189

o More of a team management approach

o More of a team leadership approach
o Both
o Neither

190. A Scrum Master talks to you about the impact and value of servant leadership.
What is the person probably referring to?190

o The idea that an organization can be leaderless and still fully functioning.
o The belief that wishes and requirements of a leader have no importance.
o The commitment to serve the team as a leader, and to put them first.
o The idea of management by objectives when telling a team what to do.

Notes

93
191. Which is not a trend in project integration practices?191

o Use of automated tools

o Use of visual management tools
o Hybrid methodologies
o Use of autocratic decision making

192. What is a purpose of agile release planning?192

o Develop an early understanding what the final product, service or result will in
exactly look like in the end.

o Create a precise project schedule with long-term forecasts and accurate

estimations

o Providing a high-level summary timeline of the release schedule in less

predictive projects

o Outline the requirements in detail and make sure they are described as use
cases

193. What is a product backlog?193

o A description of what is to be delivered in a product

o A to-do list of tasks to be finished
o A breakdown of scope for an iteration
o A time-phased list of technical requirements

Notes

194. What does an iteration burndown chart track?194

o Work remaining to be completed for the product

o Work remaining to be completed in the iteration backlog
o Work finished so far in the iteration
o Work ideally completed on average in every iteration

195. Which is not one of the five levels of increasingly effective quality
management?195

o Detect and correct defects before the customer finds them

o Use quality assurance to examine and correct the process itself
o Create a culture committed to quality throughout the organization
o Write test cases before writing software code

196. Which is an advantage of self-organizing teams?196

o Freedom of the project manager to make decisions

o Faster decision-making processes by the project manager
o Increased sense of responsibility of team members
o Higher visibility of individual team members

Notes

95
197. Which is a category framework that is suitable for prompt lists?197

o SCOPE
o VUCA
o FRESH
o SOFTEN

198. For one of the risks identified in your project, propinquity has been marked as
“high” in the risk register. What does this mean?198

o A stakeholder believes it is of high relevance.

o The team believes it is quite likely to occur.
o Management is generally reluctant to create reserves for it.
o The risk is closely related to other project risks.

199. A member of the project management team has come up with a 3D model of
stakeholder influence and interest in your project. What could this be referred
to?199

o Stakeholder salience model

o Stakeholder register
o Stakeholder cube
o Stakeholder engagement assessment matrix

Notes

200. How are a procurement lifecycle and contracts related?200

o A project procurement lifecycles for a project can include several contracts.

o A contract lifecycle is always longer than a procurement lifecycle.
o A project contract lifecycle should always equal a procurement lifecycle.
o Project lifecycle, contract lifecycle, and procurement lifecycle are unrelated.

Notes

97
Answers and References

Notes: 1. The real PMP® exam has one or more references to verify
the correctness for each item3. This prep document follows
this approach.

2. PMBOK® Guide page numbers given on the following pages

refer to the PMBOK® Guide pagination at the bottom of the
page.

They may differ from the Acrobat pagination in the PDF

versions of the document.

3. References given on the following pages to

https://www.pmi.org/certifications/types/project-
management-pmp are accessible for PMI® members
only. Access is free.

3
Item: Question with 4 answering options

Notes

99
4. The “Performance Domains”
(Initiating, Planning etc.) for
each item on the following
pages refer to the PMP®
Examination Content Outline
(https://www.pmi.org/-
/media/pmi/documents/publ
ic/pdf/certifications/project-
management-professional-
exam-outline.pdf).

The position of certain topics

may be different from their
place in the PMBOK® Guide.

Example: Overall risks or High level

risks are found in
 PMP® Examination Content
Outline:
Initiating, Task 4
 PMBOK® Guide:
Planning, Process 11.2.3.2., Risk
Report

1 Executing
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 348.

2 Initiating
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 75.

3 Executing
Answer: 2
Reference: The Triple Constraints in Project Management by Michael S. Dobson.

Notes

100
© 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany
4 Initiating
Answer: 4
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, page 490.

Discount rate: 10%

Year Cash inflow, Cash inflow, fu-
present values ture values
Investment 0 -1,000,000 -1,000,000
Revenues 1 250,000 227,273
2 420,000 347,107
3 420,000 315,552
Revenues (3y) 1,090,000 889,932
Net revenues (3y) 90,000 -110,068
Net present value

5 Executing
Answer: 4
Reference: Project Management Best Practices: Achieving Global Excellence by Harold
Kerzner, 4th edition, Chapter 1.8 “Best Practices Process”.

6 Planning
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 377.

7 Project life cycle and organization

Answer: 2
Reference: PMBOK® Guide 6th Edition, page 38.

8 Planning
Answer: 4
Reference: Project Management JumpStart by Kim Heldman, page 47.

9 Monitoring and controlling

Answer: 1
Reference: PMBOK® Guide 6th Edition, pages 302 and 238 (descriptions: level of
precision, level of accuracy).

10 Executing
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 104.

Notes

101
11 Monitoring and controlling
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 136.

12 Planning
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 113.

13 Executing
Answer: 2
Reference: Project Management JumpStart by Kim Heldman, page 214.

14 Initiating
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 104.

15 Executing
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 349.

16 Planning
Answer: 2
References: PMBOK® Guide 6th Edition, page 417.

17 Monitoring and controlling

Answer: 4
Reference: PMBOK® Guide 6th Edition, page 113.

18 Planning
Answer: 4
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, page 226.

19 Initiating
Answer: 1
References: PMBOK® Guide 6th Edition, pages 75 and 405.

20 Executing
Answer: 3
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, pages 661ff.

Notes

102
© 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany
21 Monitoring and controlling
Answer: 3
References: PMBOK® Guide 6th Edition, pages 142, 310;
Successful Interviewing by Diane Arthur, page 154.

22 Initiating
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 81.

23 Planning
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 162.

24 Executing
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 487.

25 Executing
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 341.

26 Executing
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 342.

27 Executing
Answer: 3
References: PMBOK® Guide 6th Edition, page 86.

28 Planning
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 142.

29 Initiating
Answer: 3
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, page 593.

30 Planning
Answer: 1
Reference: PMBOK® Guide 6th Edition, pages 210-211.

Notes

103
31 Monitoring and controlling
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 303.

32 Monitoring and controlling

Answer: 4
Reference: PMBOK® Guide 6th Edition, page 283 (figure 8-5).

33 Executing
Answer: 1
Reference: The Human Aspects of Project Management: Managing the Project Team by
Vijay K. Verma, Volume Three, page 70.

34 Monitoring and controlling

Answer: 2
Reference: PMBOK® Guide 6th Edition, pages 267.

35 Executing
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 113.

36 Planning
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 82.

37 Planning
Answer: 2
Reference: Management JumpStart by Kim Heldman, page 78.

38 Executing
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 28.

39 Planning
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 154.

40 Planning
Answer: 4
Reference: PMBOK® Guide 6th Edition, pages 232.

Notes

104
© 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany
41 Executing
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 59
Project Management, Sixth Edition by G. Michael Campbell, page 235.

42 Initiating
Answer: 2
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, page 575.

43 Executing
Answer: 2
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, page 669.

44 Monitoring and controlling

Answer: 1
Reference: PMBOK® Guide 6th Edition, page 302.

45 Monitoring and controlling

Answer: 1
References: PMBOK® Guide 6th Edition, pages 83, 117-119.

46 Executing
Answer: 3
Reference: Quantitative Methods in Project Management by John Goodpasture, pages
250-251.

Breakpoint costs: $1,125,000

Variance: $125,000
80% customer share: $100,000

Customer price:
Target price $1,100,000
Share on variance $100,000
Breakpoint price $1,200,000

47 Executing
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 131.

Notes

105
48 Executing
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 319 (“training”).

49 Executing
Answer: 3
Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by
Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 56.

50 Planning
Answer: 4
Reference: PMBOK® Guide 6th Edition, pages 118-119.

51 Executing
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 286.

52 Executing
Answer: 2
Reference: Project Business Management by Oliver F. Lehmann, pages 91-92.

53 Executing
Answer: 4
Reference: PMBOK® Guide 6th Edition, pages 294-295.

54 Closing
Answer: 3
Reference: The Project Manager's MBA: How to Translate Project Decisions into Business
Success by Dennis J. Cohen and Robert J. Graham, page 160.

55 Monitoring and controlling

Answer: 1
Reference: PMBOK® Guide 6th Edition, page 397.

56 Executing
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 303.

57 Executing
Answer: 2
Reference: The Human Aspects of Project Management: Managing the Project Team by
Vijay K. Verma, Volume Three, page 94.

Notes

106
© 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany
58 Executing
Answer: 4
References: PMBOK® Guide 6th Edition, pages 67, 83, 96, 115, 120.

59 Planning
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 719.

60 Planning
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 194.

61 Executing
Answer: 2
Reference: PMBOK® Guide 6th Edition, pages 47.

62 Executing
Answer: 2
Reference: Delivering Project Excellence with the Statement of Work by Michael G.
Martin, page 37.

63 Monitoring and controlling

Answer: 3
Reference: PMBOK® Guide 6th Edition, page 267.

Project Actual Earned Planned

week costs value value

1 $65,000 $61,000 $67,000

2 $85,000 $79,000 $89,000
3 $100,000 $102,000 $110,000
4 $125,000 $124,000 $121,000
5 $135,000 $133,000 $139,000
6 $125,000 $120,000 $131,000
At data
date $635,000 $619,000 $657,000

SV = EV – PV = -$38,000 (behind schedule)

CV = EV – AC = -$16,000 (over budget)

Notes

107
64 Planning
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 703.

65 Planning
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 419.

66 Executing
Answer: 4
Reference: PMBOK® Guide 6th Edition, pages 342-343.

67 Executing
Answer: 2
Reference: PMI Code of Ethics and Professional Conduct, page 2
(http://www.https://www.pmi.org/about/ethics/code).

68 Initiating
Answer: 2
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, page 223.

69 Monitoring and controlling

Answer: 2
Reference: PMBOK® Guide 6th Edition, pages 118-119.

70 Executing
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 337.

71 Planning
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 244.

72 Monitoring and controlling

Answer: 3
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, page 154.

73 Planning
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 436.

Notes

108
© 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany
74 Executing
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 343.

75 Monitoring and controlling

Answer: 1
References: PMBOK® Guide 6th Edition, pages 240, 245-246.

76 Initiating
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 75.

77 Executing
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 443 (“accept”).

78 Executing
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 340.

79 Monitoring and controlling

Answer: 2
Reference: PMBOK® Guide 6th Edition, page 498.

80 Monitoring and controlling

Answer: 1
Reference: PMBOK® Guide 6th Edition, page 253 (7.3.2.5).

81 Initiating
Answer: 1
References: PMBOK® Guide 6th Edition, pages 38.

82 Monitoring and controlling

Answer: 3
Reference: PMBOK® Guide 6th Edition, page 267 (“If future work will be accomplished at
the planned rate, use:”).

83 Planning
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 472.

Notes

109
84 Closing
Answer: 2
References: PMBOK® Guide 6th Edition, page 104.

85 Planning
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 248.

86 Planning
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 151.

87 Monitoring and controlling

Answer: 1
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, pages 512 ff.

88 Planning
Answer: 3
References: PMBOK® Guide 6th Edition, page 151.

89 Closing
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 499 (12.3.3.3).

90 Monitoring and controlling

Answer: 2
References: PMBOK® Guide 6th Edition, pages 414, 422, 431-432, 441-442.

91 Executing
Answer: 3
Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by
Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 55.

92 Closing
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 263 (a successfully finished project has an
SPI of 1).

93 Initiating
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 186.

Notes

110
© 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany
94 Monitoring and controlling
Answer: 2
References: Project Management JumpStart by Kim Heldman, page 171;
Project Management: A Systems Approach to Planning, Scheduling, and Controlling by
Harold Kerzner, 12th Edition, page 430.

95 Initiating
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 75.

96 Planning
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 443 (Sensitivity analysis and tornado
diagram).

97 Executing
Answer: 4
Reference: PMBOK® Guide 6th Edition, pages 274-275.

98 Monitoring and controlling

Answer: 3
Reference: PMBOK® Guide 6th Edition, page 120.

99 Executing
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 498.

100 Initiating
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 77.

101 Monitoring and controlling

Answer: 4
Reference: PMBOK® Guide 6th Edition, page 453.

102 Executing
Answer: 1
Reference: PMI Code of Ethics and Professional Conduct, page 4
(www.https://www.pmi.org/about/ethics/code).

Notes

111
103 Monitoring and controlling
Answer: 2
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, page 721.

104 Monitoring and controlling

Answer: 3
Reference: PMBOK® Guide 6th Edition, page 565.

105 Executing
Answer: 3
Reference: The Project Management Tool Kit: 100 Tips and Techniques for Getting the
Job Done Right by Tom Kendrick, page 51.

106 Closing
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 275.

107 Initiating
Answer: 1
Reference: PMBOK® Guide 6th Edition, pages 31-32.

108 Monitoring and controlling

Answer: 4
Reference: PMBOK® Guide 6th Edition, page 267 (“EAC – If both the CPI and SPI
influence the remaining work, use:”).

109 Monitoring and controlling

Answer: 3
Reference: PMBOK® Guide 6th Edition, pages 164-166.

110 Closing
Answer: 2
Reference: PMBOK® Guide 6th Edition, pages 127-128.

111 Closing
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 121.

112 Monitoring and controlling

Answer: 4
Reference: PMBOK® Guide 6th Edition, page 267.

Notes

112
© 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany
113 Monitoring and controlling
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 267.

114 Executing
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 90.

115 Monitoring and controlling

Answer: 4
Reference: PMBOK® Guide 6th Edition, page 345.

116 Executing
Answer: 3
Reference: PMBOK® Guide 6th Edition, pages 294-295.

117 Planning
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 183.

118 Executing
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 523.

119 Closing
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 104.

120 Initiating
Answer: 4
Reference: PMBOK® Guide 6th Edition, pages 550-551.

121 Initiating
Answer: 2
Reference: The Project Management Tool Kit: 100 Tips and Techniques for Getting the
Job Done Right by Tom Kendrick, pages 164-165.

122 Closing
Answer: 1
Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick,
page 66.

Notes

113
123 Planning
Answer: 1
Reference: PMBOK® Guide 6th Edition, pages 19-21.

124 Closing
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 267.

125 Monitoring and controlling

Answer: 1
Reference: PMBOK® Guide 6th Edition, page 112.

126 Executing
Answer: 4
Reference: PMBOK® Guide 6th Edition, pages 60-62.

127 Executing
Answer: 4
Reference: PMI Code of Ethics and Professional Conduct, page 4
(https://www.pmi.org/about/ethics/code).

128 Initiating
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 77.

129 Planning
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 323.

130 Executing
Answer: 1
References: PMBOK® Guide 6th Edition, pages 154, 477.

131 Executing
Answer: 2
Reference: Project Management JumpStart by Kim Heldman, page 222.

132 Closing
Answer: 1
Reference: Project Management JumpStart by Kim Heldman, page 268.

Notes

114
© 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany
133 Executing
Answer: 2
Reference: Program Management: A Comprehensive Overview of the Discipline by
Mitchell L. Springer, page 34.

134 Executing
Answer: 3
Reference: PMI Code of Ethics and Professional Conduct, page 5, 5.3.1 and 5.3.2,
https://www.pmi.org/about/ethics/code.

135 Executing
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 340.

136 Monitoring and controlling

Answer: 4
Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick,
page 70.

137 Executing
Answer: 3
Reference: Leadership Skills for Managers, Fourth Edition by Charles M. Cadwell, page
11.

138 Initiating
Answer: 3
References: PMBOK® Guide 6th Edition, pages 75.

139 Planning
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 478.

140 Executing
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 443.

141 Monitoring and controlling

Answer: 3
Reference: Project Business Management by Oliver F. Lehmann.

Notes

115
142 Executing
Answer: 1
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, page 154.

143 Executing
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 47.

144 Monitoring and controlling

Answer: 1
Reference: Managing Six Sigma: A Practical Guide to Understanding, Assessing, and
Implementing the Strategy That Yields Bottom-Line Success by Forrest W. Breyfogle III,
James M. Cupello and Becki Meadows, page 112.

145 Planning
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 61.

146 Executing
Answer: 4
Reference: Software Project Management For Dummies by Teresa Luckey, Joseph
Phillips, page 252.

147 Closing
Answer: 4
Reference: Project Manager Street Smarts: A Real World Guide to PMP Skills, by Linda
Kretz Zaval and Terri A. Wagner, page 669.

148 Executing
Answer: 1
Reference: PMP Handbook, pages 27-29, chapter: Professional Development Units
(PDUs), categories 2-5
(pmi.org/Certification/~/media/PDF/Certifications/pdc_pmphandbook.ashx).

149 Executing
Answer: 1
Reference: PMI Code of Ethics and Professional Conduct, page 3
(https://www.pmi.org/about/ethics/code).

Notes

116
© 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany
150 Closing
Answer: 4
Reference: The Human Aspects of Project Management: Human Resources Skills for the
Project Manager by Vijay K. Verma, Volume Two, page 152.

151 Executing
Answer: 1
Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by
Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 68 .

152 Closing
Answer: 3
Reference: PMBOK® Guide 6th Edition, page 350.

153 Executing
Answer: 1
Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick,
page 70.

154 Monitoring and controlling

Answer: 2
Reference: PMBOK® Guide 6th Edition, page 241.

155 Planning
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 186.

156 Executing
Answer: 2
Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by
Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 70.

157 Executing
Answer: 2
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, page 212.

158 Monitoring and controlling

Answer: 3
Reference: PMBOK® Guide 6th Edition, pages 113, 176.

Notes

117
159 Monitoring and controlling
Answer: 3
Reference: Earned Value Project Management by Quentin W. Fleming and Joel M.
Koppelman, Fourth Edition, page 152.

160 Planning
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 160.

161 Executing
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 41.

162 Executing
Answer: 2
References: PMBOK® Guide 6th Edition, pages 247, 549.

163 Executing
Answer: 2
Reference: PMBOK® Guide 6th Edition, page 254.

164 Planning
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 435.
N.B.: Diagram created with Insight Tree by Visionary Tools

165 Planning
Answer: 4
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, pages 373ff.

166 Planning
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 111.

167 Monitoring and controlling

Answer: 3
References: PMBOK® Guide 6th Edition, pages 118-119; Practice Standard for Project
Configuration Management
(https://drm.pmi.org/Default.aspx?doc=Practice_Standard_Project_Configuration_Mana
gement.pdf&r=http://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-
PMI-Global-Standards.aspx)

Notes

118
© 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany
168 Executing
Answer: 2
References: PMBOK® Guide 6th Edition, pages 210-211.

169 Closing
Answer: 1
Reference: PMBOK® Guide 6th Edition, page 121.

170 Executing
Answer: 2
References: The New Dynamic Project Management: Winning Through the Competitive
Advantage by Deborah S. Kezsbom and Katherine A. Edward, 2nd Edition, pages 266-
275.

171 Executing
Answer: 2
Reference: Project Management, A Systems Approach to Planning, Scheduling and
Controlling by Harold Kerzner, 12th edition, pages 714-716.

172 Planning
Answer: 4
Reference: PMBOK® Guide 6th Edition, page 205.

173 Monitoring and controlling

Answer: 3
Reference: PMBOK® Guide 6th Edition, page 264.

174 Monitoring and controlling

Answer: 4
Reference: PMBOK® Guide 6th Edition, page 274.

175 Closing
Answer: 1
References: PMBOK® Guide 6th Edition, page 127; Identifying and Managing Project
Risk: Essential Tools for Failure-Proofing Your Project by Tom Kendrick, Second Edition,
page 323.

176 Executing
Answer: 4
References: PMBOK® Guide 6th Edition, pages 442, 444.

Notes

119
177 Executing
Answer: 2
References: PMBOK® Guide 6th Edition, page 449.

178 Initiating
Answer: 3
References: PMBOK® Guide 6th Edition, page 418.

179 Executing
Answer: 3
References: PMBOK® Guide 6th Edition, page 58.

180 Monitoring and controlling

Answer: 1
References: PMBOK® Guide 6th Edition, page 224.

181 Initiating
Answer: 2
References: PMBOK® Guide 6th Edition, page 33.

182 Initiating
Answer: 4
References: PMBOK® Guide 6th Edition, page 9.

183 Initiating
Answer: 1
References: PMBOK® Guide 6th Edition, page 30.

184 Closing
Answer: 2
References: PMBOK® Guide 6th Edition, page 39-40.

185 Initiating
Answer: 3
References: PMBOK® Guide 6th Edition, page 47.

186 Executing
Answer: 1
References: PMBOK® Guide 6th Edition, page 53.

Notes

120
© 2007-2018 Team Oliver F. Lehmann Project Management Training, Munich, Germany
187 Executing
Answer: 4
References: PMBOK® Guide 6th Edition, pages 53-56.

188 Executing
Answer: 3
References: PMBOK® Guide 6th Edition, page 63.

189 Executing
Answer: 1
References: PMBOK® Guide 6th Edition, page 64.

190 Executing
Answer: 3
References: PMBOK® Guide 6th Edition, page 65.

191 Executing
Answer: 4
References: PMBOK® Guide 6th Edition, page 144.

192 Planning
Answer: 3
References: PMBOK® Guide 6th Edition, page 216.

193 Planning
Answer: 1
References: PMBOK® Guide 6th Edition, page 131.

194 Monitoring and controlling

Answer: 2
References: PMBOK® Guide 6th Edition, page 226.

195 Planning
Answer: 4
References: PMBOK® Guide 6th Edition, page 275.

196 Planning
Answer: 3
References: PMBOK® Guide 6th Edition, page 310.

Notes

121
197 Planning
Answer: 2
References: PMBOK® Guide 6th Edition, page 416.

198 Planning
Answer: 1
References: PMBOK® Guide 6th Edition, page 424.

199 Initiating
Answer: 3
References: PMBOK® Guide 6th Edition, page 513.

200 Executing
Answer: 1
References: Project Business Management by Oliver F. Lehmann, page 246.

Notes

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