Ok. I know...I know. I've been sort of not blogging for awhile. I do apologize. Most of my online time has truly been devoted to applying to jobs. It appears to be a 4hr/day commitment to search through employee website for relevant jobs when performing a national job search. Plus, I'm trying to snazzy up my linkedin profile
I did send an email off the the Harvard professors calling for a MBA body of knowledge. I have not heard anything from them...which is disappointing. However, they could be busy with their students.
But, now I'm going to jump right into the sample PMP questions. What I am doing here is posting sample questions from Michael Newell's book, Preparing for the PMP Certification Exam. The following will be questions from the Scope Management Section. Tomorrow I will try and post the answers. If you have any questions regarding the answers please add a comment, as I will just post them as:
1. g
2. f
3. e
Good Luck.
Scope Management
1. Decomposing the major deliverabiles into smaller, more manageable components to provide better control is called:
a. Scope planning
b. Scope definition
c. Scope baselining
d. Scope verification
2. Any numbering system that is used to monitor project costs by category such as labor, supplies, or materials, for example, is called:
a. Chart of accounts
b. Work breakdown structure
c. Universal accounting standard
d. Standard accounting practices
3. A person who is involved in or may be affected by the activities or anyone who has something to gain or lose by the activity of the project is called a:
a. Team member
b. customer
c. stakeholder
d. supporter
Questions 4-6 refer to this:
A project manager is assigned to a project early in the project life cycle. One of the things that must be done is to do a justification for the project. Since very little information is known about the project, the estimates are considered to be rough estimates. The following table is the project manager's estimate of the cash flows that will take place over the next five years:
-----------------------------------------------------------------
End of Year Cash Flow in Cash Flow Out
-----------------------------------------------------------------
1 0 500,000
2 300,000 90,000
3 400,000 100,000
4 100,000 175,000
5 50,000 35,000
4. What is the payback period for this project?
a. One year
b. Two years
c. Three years
d. Four years
5. What is the net cash flow at the end of five years?
a. $50,000
b. -$50,000
c. $850,000
d. $100,000
6. If the net present value for each of the cash flows were calculated at a 10% interest rate, the net present value cash flow at the end of five years would be:
a. Greater than the total cash flow without the net present value applied.
b. Less than the total cash flow without the net present value applied.
c. The same as the total cash flow without the net present value applied.
d. Unable to be calculated with the information supplied.
7. A group of related projects that are managed in a coordinated way that usually include an element of ongoing activity is called a:
a. Major project
b. project office
c. program
d. group of projects
8. During the full life cycle of the project, a plot of the project's expected expenditures will usually follow a characteristic "S" shape.
This indicates that:
a. there is a cyclic nature to all projects.
b. problems will always occur in the execution phase.
c. there are high expenditures during closeout
d. the bulk of the project budget will be spent in the execution phase.
9. A temporary endeavor undertaken to create a new product or service is called a:
a. new product development
b. project
c. program
d. enterprise
10. A project manager makes a narrative descritpion of the work that must be done for her project. This is called a:
a. project plan
b. control chart
c. statement of work
d. project objective
11. An example of scope verification is:
a. reviewing the performance of an installed software module.
b. managing changes to the project schedule
c. decomposing the WBS to a work package level
d. performing a benefit-cost analysis to determine if we should proceed.
12. The process of establishing clear and achievable objectives, measuring their achievement, and adjusting performance in accordance with the results of the measurement is called:
a. strategic planning
b. contingency planning
c. detailed planning
d. management by objectives
13. Configuration management is:
a. used to ensure that the description of the project product is correct and complete.
b. The creation of the work breakdown structure
c. the set of procedures developed to ensure that project design criteria are met.
d. a mechanism to track budget and schedule variances.
14. A project manager is employed by a construction company and is responsiblbe for the furnishing of the completed building. One of the first things that the project maanger for this project should do is to write a:
a. Work breakdown structure
b. budget baseline
c. project charter
d. project plan
15. A project manager is creating a work breakdown structure for her project. In the breakdown structure the lowest level of the breakdown for the project manager is called the:
a. activity
b. task
c. work package
d. cost account
16. A project manager is reviewing the scope of the project and the scope baseline of the project. This includes which of the following?
a. the original project schedule, budget, and scope
b. the original project description and the project charter
c. the original scope of the project plus or minus any scope changes
d. the current budget of the project
17. A project manager has just become the manager of a project. The document that recognizes the existence of the project is called:
a. the statement of work
b. the project asignment
c. the project charter
d. the product description
18. A project manager is reviewing the work breakdown structure for her project. The WBS for the project represents:
a. All the tangible items that must be delivered to the client.
b. All the work that must be completed for the project.
c. The work that must be performed by the project team.
d. All the activities of the project.
19. A manager who manages a group of related projects is called a:
a. project manager
b. project expiditer
c. program coordinator
d. program manager
20. A new project has begun. The project charter has been written and the project manager has been assigned. The project manager is preparing the work breakdown structure for the project. The WBS is typically used for:
a. Explaining the scope of the project relevant to the client.
b. the basis for organizing and defining the total scope of the project.
c. Showing the resource conflicts that exist in the project.
d. the logical relationship between tasks in the project.
21. During the life of a project, the project will go through several phases--initiating, planning, execution, and closeout. Which phase of all the project is likely to have the greatest amount of its funding spent?
a. Initiating
b. Planning
c. Executing
d. Closeout
22. During the course of the project it is important that the stakeholders be informed of the progress of the project. One of the reports that is frequently used is a progress report. Which of the following is true about progress reports?
a. they allow stakeholders to judge the performance of the project according to its plan.
b. they are generally considered to be overkill on very small projects
c. they require the use of earned value reports.
d. they must be produced by the project manager.
23. The coordinated undertaking of interrelated activities directed toward a specific goal that has a finite period of performance is a:
a. project charter
b. project
c. set of project objectives
d. program
24. The document that is proof of upper management's commitment to the project and gives the authority to manage the project to the project manager is called:
a. the project plan
b. the project goals and objectives
c. the project charter
d. the project definition
25. A project manager works in a company favoring the weakest authority for the project manager. The type of organization that holds the project manager to be the weakest is:
a. projectized organization
b. strong matrix organization
c. weak matrix organization
d. balanced matrix organization
26. A project manager has been asked by the client to meet the promise date of the project. The project manager analyzes the schedule before promising a date to the customer. The project manager uses the program evaluation and review technique to evaluate the project schedule. She decides that based on the results of the PERT calculations she can promise a delivery date of June 30. The expected value of the project completion date is May 30. If the project manager is willing to accept a 5% probability that the project will be delivered later than June 30, what is the standard deviation of the durations of the activities on the critical path? Assume a five-day workweek.
a. ten days
b. fifteen days
c. one-half month
d. one month
27. A project is proposed to a customer. Price and schedule for delivery are agreed upon. The work breakdown structure is agreed to as well. The customer request that one of the milestones of the project be completed by a certain date. The project schedule is reviewed, and it is found that the expected completion date for this milestone is considerably earlier than the date requested by the customer. The date for this milestone is which of the following?
a. Consideration
b. Summary activity
c. Constraint
d. Suggestion
28. A project manager is managing a project. The original scope baseline of the project was budgeted at $100,000. Since work on the project started there have been seventeen authorized and approved changes to the project. The changes have a value of $17,000 and the cost of investigating them prior to their approval was $2,500. What is the current budget for the project?
a. $100,000
b. $114,500
c. $117,000
d. $119,500
29. In a very large project having a budget of $5 million and a project team of over one hundred persons, the project manager constructs a work breakdown structure. The project manager will do the WBS to the detail level of which of the following?
a. task
b. activity
c. WBS element
d. work package
30. A project manager is managing a project that has reached the end of the planning phase. The work scope has been agreed to and definitive cost estimates have been completed for the project. The total estimated cost of the project is $100,000. It is reasonable to expect that the project will not cost over which of the following values?
a. $100,000
b. $110,000
c. $125,000
d. $175,000
31. The change management plan should be included in which of the following?
a. scope management plan
b. communications management plan
c. configuration management plan
d. quality management plan
32. A project team has made up the work breakdown structure for a project. Senior managmenet for the company and all of the stakeholders including the client have approved the WBS. The client later requests that a change be made in the project, which will cost a considerable amount of money. The client says that the company's salesman promoised this feature prior to sign-off on the WBS. Who should pay for the change?
a. the client should pay
b. the company managing the project should pay
c. both the company and the client should pay part of the cost
d. the change should not be implmented
33. A project manager is managing a software development project for a hospital. There is a new computer available that will speed up the development process considerably. The new computer costs $50,000 including shipping, installation, and start-up computer will cause a gross savings of $100,000. What is the net present value of the savings if they occur one year after the expenditure for the computer? Assume a 10% interest rate.
a. $90,000
b. $40,900
c. $45,555
d. $91,110
34. A project manager is managing a project during the planning phase. She chooses to use a prcedence network diagram as a graphic planning tool to assist in making the project schedule. The most important reason for using the network diagram as a graphic planning tool is that it makes it easier to see which aspect of the project plan better than the other tools available?
a. the probability that the tasks will be completed on time
b. the logical relationships between activities in the schedule
c. the start and finish dates of the activities
d. the float between activites
Tuesday, October 21, 2008
PMP Questions
Subscribe to:
Post Comments (Atom)
Posts
12 comments:
I am also preparing for the PMP Examination and I have gone through the questions shown here related to Scope Management Area. Could you please send me the answers to those questions?
Regards and Cheers,
Arun
Arun,
Thank you for your comment. It makes me happy that someone is actually reading the blog and invigorates me to write more about other topics. I've been suffering from not writing as frequently as I should in the blogosphere. I will post the answers very shortly. But, I cannot for the next few days as I am driving from Chicago to St. Louis today in preparations for an interview with Booz Allen Hamilton tomorrow!!
I hope that you're finding your studies going smoothly with the PMP and that you are not trying to cram everything in at the last minute. I will post the answers to the question at some time in the next 3 or 4 days.
Hi..I was browsing the net to find materials I could use for my Management course and I was glad to see good questions for future references. I hope you could show the answers to know how far I am learning. Thank you and more power!
good set of questions.. could you provide the answers plase? it would help pmpaspirants. Thank you !
Thank you for the questions .PLease post the anwers PLz Plz PLz!
The answer key -gotchha!
1. Answer: b
Scope definition is defined by PMI as ‘‘decomposing the major deliverables into
smaller, more manageable components to provide better control.’’
2. Answer: a
The chart of accounts is the system used to monitor project costs as defined by
PMI.
3. Answer: c
A stakeholder is an individual or organization that is involved in or may be
affected by project activities.
4. Answer: c
The actual payback period is between two years and three years. It is the point
where the net or cumulative cash flows equal zero. This occurs between year 2
and 3 and is 2 and 29/30 of a year from the first cash flow. Cumulative cash
flow in years are: 1, _500,000; 2, _290,000; 3, _10,000.
5. Answer: b
The net cash flow is the total of all the cash flows in and out of the company
caused by the project. In this example 850,000 in and 900,000 out for a negative
50,000.
6. Answer: b
Calculating the net present value of the cash flows for the project involves
adjusting the future cash flows to allow for diminishing value due to the time
that we must wait to get them. Money received today is more valuable to us
than money that is received in the future.
7. Answer: c
From the Guide to the PMBOK 2000: ‘‘Program. A group of related projects
managed in a coordinated way. Programs usually include an element of ongoing
activity.’’
319
320 Preparing for the Project Management Professional Certification Exam
8. Answer: d
Most of the project money will be spent during the execution phase. At the
beginning of execution the rate of expenditures rises as people and materials are
brought into the project. Later the expenditures peak and slow down. By the
end of the execution phase expenditures are approaching a minimum.
9. Answer: b
From the Guide to the PMBOK 2000: ‘‘Project. A temporary endeavor undertaken
to create a new product or service.’’
10. Answer: c
A statement of work is the description of what the project is about and what
will be delivered. The project plan is complete and contains the detailed work
that the project will do, complete with task descriptions and schedule, cost, and
scope baselines containing a real schedule and budget. An exception report
describes items that are not as planned and a Pareto analysis is a quality management
tool used to prioritize defects according to those most frequently occurring.
11. Answer: a
Verifying scope is the process of verifying that the project made or delivered is
what was asked for.
12. Answer: d
In management by objectives, the employee and supervisor meet to discuss the
objectives of the employee over the next review period. At the end of the review
period the performance of the employee is reviewed relative to the objectives,
and adjustments are made. This is generally considered a good approach for
project managers to use when managing the project team. In many cases the
review period is as little as two weeks.
13. Answer: c
Configuration management is the process of making sure that the product
meets the design criteria in terms of form, fit, and function.
14. Answer: c
The project charter is one of the first things that must be done in any project.
The project charter according to the Guide to the PMBOK 2000 is: ‘‘A docu-
Scope Management 321
ment issued by senior management that provides the project manager with the
authority to apply organizational resources to project activities.’’
15. Answer: c
In the work breakdown structure the lowest level of breakdown is the work
package. This does not mean that work cannot be divided any further. Work
packages are usually broken down into tasks, and tasks can be further broken
down into activities. The point here is that the project manager is concerned
about things down to the work package level. In a relatively large project the
project manager would have subproject managers or work package managers
that would further breakdown the work in their own work breakdown structures.
16. Answer: c
The current project baseline for scope includes the original scope of the project
plus or minus any scope changes that have taken place since the baseline for
scope was established.
17. Answer: c
A project charter is a document that formally recognizes the existence of a
project. It should include, either directly or by reference to other documents,
the business need that the project was undertaken to address and the product
description.
18. Answer: b
The work breakdown structure represents all the work that must be done in
order to complete the project. Doing all the work will deliver all the tangible
results to the client. In most projects there will also be deliverables that will be
delivered to other stakeholders. Work that is done by contractors and those not
on the project team is included in the WBS. The lowest level of the WBS is
the work package (according to PMI). Work packages can be broken down into
tasks, and tasks can be broken down into activities.
19. Answer: d
A program manager is a manager that manages a group of related projects in a
coordinated way.
20. Answer: b
A work breakdown structure is a deliverable-oriented grouping of project ele-
322 Preparing for the Project Management Professional Certification Exam
ments that organizes and defines the total scope of the project: work not in the
WBS is outside the scope of the project. Although the WBS can and is used for
many other project related things, the best answer is b, since it is the most
comprehensive answer.
21. Answer: b
The execution phase of projects will nearly always cost the bulk of the project
budget. This is because there are more people working on the project, and they
are spending more money than at other times.
22. Answer: a
Progress reports should be used even on the smallest of projects. They allow all
of the stakeholders to judge the performance and progress of the project according
to the project plan. It is not necessary to use the earned value reporting
system. The overhead of using a formal reporting system may not be justified
on very small projects. Reporting may frequently be delegated to someone on
the project team or even a member of the project management support office.
23. Answer: b
This is the definition of a project.
24. Answer: c
The project charter is the first document to be created in the project. It gives
the project manager the authority to manage the project. It will frequently
contain a business case and a set of goals and objectives for the project as well.
25. Answer: c
Balance is the strength or weakness of the project manager to have authority
over the people who actually do the work in the project. In the projectized
organization the project manager has complete authority over the people on
the project team. In the strong matrix organization the project manager has
more influence over the people on the project team than the functional manager.
In the weak matrix organization the functional manager has more authority
to direct the project team members than the project manager. In a balanced
matrix organization the project manager and the functional manager are at
about the same authority level.
26. Answer: c
In order for the project to have a 5% probability of being late, there is a 95%
TEAMFLY
Scope Management 323
probability that the project will be delivered on time or earlier. In terms of the
PERT calculation this means that 2 standard deviations should be added to the
expected value date of May 30. Since there is a one month difference between
the 95% promise date of June 30 and the expected value of May 30, the standard
deviation must be one-half month. This is a better answer than fifteen
days because on the basis of a five-day work week this is close to three weeks.
27. Answer: c
The request and agreement to a specific date for completion of a particular
milestone in the project is called a constraint. Constraints for project tasks and
activities that do not put them on the critical path are not necessarily a problem
as long as delays in the schedule do not ultimately place them on the critical
path. Some process constraints may be predefined as constraints. For example,
management may specify a target completion date rather than allowing it to be
determined by the planning process. Constraints are factors that will limit the
project management team’s options. For example, a predefined budget is a constraint
that is highly likely to limit the team’s options regarding scope, staffing,
and schedule.
28. Answer: d
The current budget of the project contains all of the authorized funding for the
project including additions to the project since the setting of the original baselines.
This includes any and all authorized work done on the project, including
the investigation of work that may be done to investigate the feasibility of
changes.
29. Answer: d
The project manager will normally break the WBS down to the work package
level. Work packages can be broken down further into tasks and activities.
30. Answer: b
It is generally accepted that for most projects, once a project’s definitive estimate
has been completed, the actual project cost will be not more than 5%
below the definitive estimate and not more than 10% above it.
31. Answer: a
The change management plan is generally a document or procedure that is
normally found in the scope management plan.
32. Answer: a
324 Preparing for the Project Management Professional Certification Exam
The client should pay, because the signing of the WBS constituted an agreement
between the company managing the project and the client. Work that is
not specified in the WBS is not part of the project scope. In reality this is
sometimes not the case. Companies will frequently do work that is outside of
the project scope as defined by the WBS in order to ensure the goodwill of the
client.
33. Answer: b
The calculation for net present value is based on the compound interest formula.
FV _ PV ( 1_ r )n
Where FV is future value and PV is present value.
Solving this for the present value gives:
PV _ FV / (1_ r )n
NPV__50,000 _ (100,000 / 1.1 ) _ 40,909
Note that all the negative cash flows occur at the beginning of the year when
the machine is purchased and that the positive cash flows all occur at the end
of one year.
34. Answer: b
The precedence network diagramming tool is used because it best shows the
logical relationships between the activities in the schedule. The Gantt chart
shows the project schedule graphically indicating the start and finish for each
activity. The milestone chart shows the start or completion for specific groups
of activities on a summarized chart.
thank you very much for the answers! :)
This post is excellent! It's great that you published PMP questions, which is very useful and it will helps me a lot.
Thank you for sharing this very valuable information. Keep it up!
Hi, well be sensible, well-all described
I liked this blog, i think is very interesting, most of all for the new ideas that this blog talk.
Jobayed,
Sorry for not responding sooner regarding Network Documentation priorities. The easist answer is yes, decide what you need to record right away. However, often the most important and time-consuming pieces of a project are the unknowns.
Resources and scope become very important for the unknowns and priorities change quickly based upon client expectations and requirements.
Once again, sorry for the late response.
Matt Carson, PMP, ITILv3, Business Architect, Mensan
Rehab has already been completed turnkey rental, including new paint, flooring, kitchen cabinets, updated bathroom, and more rental properties .
Post a Comment