STUDY TIPS & ASSESSMENT EXAM
WHAT IS A PROJECT MANAGEMENT PROFESSIONAL (PMP)?
A PMP is a project management practitioner who:- Has demonstrated a professional level of project management knowledge and experience by supporting projects using project management tools, techniques, and methodologies
- Has at least 4,500 hours of experience as a project manager.
- Has completed 35 hours of formal project management training
- Has passed a computer-based exam administered by the Project Management Institute (PMI)
PMP
EXAM SPECIFICS
The
exam has the following characteristics:
- It assesses the knowledge and application of globally-accepted project management concepts, techniques, and procedures
- It covers the five performance domains detailed in the Project Management Professional (PMP) Examination Specification (PMI 2013).
- It covers the ten knowledge areas and the five process groups as detailed in the Project Management Body of Knowledge Guide (PMBOK® Guide).
- It contains 200 multiple-choice questions.
- It includes 25 questions that are “pre-exam” questions being field-tested by PMI that do not affect your exam score.
- It takes up to four hours
Table 1-1 on
the following page summarizes the distribution of exam questions in each of the
five performance domains based on the PMI PMP Exam Content Outline—July
2011. Note that the information in this chart may change from time to time.
Consult the PMI website (www.pmi.org) for
the most current information.
Table
1-1
STUDY TIPS
Below
are a list of recommended study tips from project managers who have
successfully passed the PMP exam. Think about each one and determine which
suggestions are the best for your learning style.
- Develop a plan for studying; see page 1-17 for a sample study plan utilizing the PMBOK® Guide and this study guide
- Follow the plan on a daily or weekly basis; it is important for you to commit to studying
- Plan your study sessions with time limitations
- Study during a time of day when you are most alert
- Vary tasks and topics during lengthy study periods
- Find one special place for studying and use it only for that
- Eliminate distractions
- If daydreaming, walk away
- Take brief breaks (5 to 10 minutes) after about 50 minutes of study
- Use practice exams
- Your goal should be consistently achieving 80% correctness
- Learn the PMBOK® Guide definitions
- Understand the big concepts first
- Try to put the concepts in your own words
- Try to apply concepts to your own experiences (remember your experiences may not reflect the PMBOK® Guideapproach)
- Memorize
- Important people and their contributions to project management
- Formulas
- Processes and their order
- Inputs, tools and techniques, and outputs of each process
- Facilitate memorization by using tools like mnemonics
- Prepare for exam day
- Get a good night’s rest
- Avoid last-minute cramming
- Have a good breakfast
- Leave books at home
- Go with a positive attitude
- Get to the exam site EARLY
EXAM
TIPS
The
exam tests your knowledge of the PMBOK® Guide by
asking you many questions on definitions and inputs, tools and techniques, and
outputs, and it has many situational questions that determine how well you
apply PMBOK® Guide concepts
to real-life situations. Most people can succeed if they follow these simple
steps on test day.
- Use the 15 minute tutorial time to do a brain dump on the items you have memorized
- Relax before and during the exam
- Take deep breaths
- Stretch about every 40 minutes
- If you get nervous, try to relax
- Give yourself a goal and reward yourself
- Resist the urge to panic
- Read each question carefully
- Be especially alert when double negatives are used
- Reread ALL questions containing negative words such as “not,” “least,” or “except”
- If a question is long and complex, read the final sentence, look at the answer choices and then look for the subject and verb
- Check for qualifying words such as “all,” “most,” “some,” “none,” “highest-to-lowest,” and “smallest-to-largest”
- Check for key words such as “input,” “output,” “tool,” “technique,” “initiating,” “planning,” “executing,” “monitoring and controlling,” and “closure”
- Decide in your mind what the answer should be, then look for the answer in the options
- Reread the questions and eliminate answer choices that are NOT correct
- The correct answer, if it’s not simply a number, will include a PMI term
- Make sure you look at ALL the answer choices
- Mark questions to come back to
TIME
MANAGEMENT DURING THE EXAM
- Keep track of time (you have approximately 1 minute and 15 seconds for each question)
- Set up a time schedule for each question
- Allow time for review of the exam
- To stay relaxed, keep on schedule
- Answer all questions in order without skipping or jumping around
- If you are unsure, take a guess and mark the question to return to later; do not linger
- For questions involving problem solving:
- Write down the formulas before solving
- If possible, recheck your work in a different way (for example, rationalize)
- Subsequent questions may stimulate your memory and you may want to reevaluate a previous answer
- A lapse in memory is normal
- You will not know all the answers
- Take your time
- Do not be in a rush to leave the exam
- Before turning in the exam, verify that you have answered all questions
FAQS
ABOUT THE EXAM
Can you bring materials with you?
NO
What is the physical setting like?
It is a small room or cubicle with a computer, chair, desk, and trash can
- Can you take food or drink into the exam area?
- Can you take breaks during the exam?
YES;
you can go to the restroom; your clock is ticking all the time, so you need to
determine if you have time and need to take a break to clear your mind
What are the time constraints?
You
have 4 hours (with an additional 15-minute tutorial and 15-minute survey)
Are the exam questions grouped by
knowledge area such as scope, time, and cost?
NO; the
200 questions are randomly scattered across the process groups and knowledge
areas
Can you take paper and pen into
the exam area?
NO;
pencils and paper are supplied
Can you see both the question and the answer choices on the same screen?
YES
Is there a way to mark out or eliminate answer choices that you immediately know are not correct?
NO; you can work only on a piece of scratch paper
Is there a way to mark questions you are doubtful of?
YES
When you are done, can you review the exam?
YES
Can you review just the questions you marked as doubtful?
YES
Do you get immediate exam results?
YES, if you are taking an online exam; after you are done and hit the SEND button; the computer will ask if you are sure, and after you hit SEND again, you will fill out an online evaluation of the exam process consisting of about ten questions; a testing center staff person will then give you a detailed report of your results
Can you see both the question and the answer choices on the same screen?
YES
Is there a way to mark out or eliminate answer choices that you immediately know are not correct?
NO; you can work only on a piece of scratch paper
Is there a way to mark questions you are doubtful of?
YES
When you are done, can you review the exam?
YES
Can you review just the questions you marked as doubtful?
YES
Do you get immediate exam results?
YES, if you are taking an online exam; after you are done and hit the SEND button; the computer will ask if you are sure, and after you hit SEND again, you will fill out an online evaluation of the exam process consisting of about ten questions; a testing center staff person will then give you a detailed report of your results
MEMORIZATION
TIPS FOR PERFORMANCE DOMAINS, PROCESS GROUPS, KNOWLEDGE AREAS, AND PROCESSES
As stated in the PMI PMP Exam Content Outline—July 2011, PMI defines the field of project management as consisting of five performance domains:
As stated in the PMI PMP Exam Content Outline—July 2011, PMI defines the field of project management as consisting of five performance domains:
- Initiating
- Planning
- Executing
- Monitoring and Controlling
- Closing
Each
domain contains tasks and the knowledge and skills which are required to
competently perform these tasks. There are also cross-cutting knowledge and
skills, which are used in multiple domains and tasks.
In
alignment with the five performance domains are the five process groups.
Each process group contains two or more processes. The process groups with
their corresponding process counts are:
- Initiating (2)
- Planning (24)
- Executing (8)
- Monitoring and Controlling (11)
- Closing (2)
This
yields a total of 47 processes. The process groups are discussed in detail
in Chapter 3 of
this study guide.
There
are ten knowledge areas. Each of the processes, in addition to
belonging to a process group, also belongs to a knowledge area. The knowledge
areas with their corresponding process counts are:
- Integration (6)
- Scope (6)
- Time (7)
- Cost (4)
- Quality (3)
- Human Resources (4)
- Communications (3)
- Risk (6)
- Procurement (4)
- Stakeholder Management (4)
Table
3-1 of the PMBOK® Guide has a
comprehensive chart that cross-references the individual processes, knowledge
areas, and process groups.
Many
people like to use creative phrases that jog the memory to remember lists and
sequences. Examples of memorable phrases follow for the five process groups and
the ten knowledge areas.
Memorization Tip for the
Five Process Groups:
Henry Initiated
a committee named PEMCO to Close down the railway line.
- Initiating
- Planning
- Executing
- Monitoring and Controlling
- Closing
EXAM TIP
Come up
with your own creative phrases to remember the processes in each of the ten
knowledge areas.
Memorization Tip for the
Ten Knowledge Areas:
I’ve Seen That
the Cost of Quality Has CRitical
importance to my Project’s Success.
- Integration
- Scope
- Time
- Cost
- Quality
- Human Resources
- Communications
- Risk
- Procurement
- Stakeholder Management
You may
want to devise your own memorization tips for processes in each of the knowledge
areas. Here is an example of amemorization tip for the Project Scope
Management processes:
Planning Scope Means
you Create Real Direction, a Sense
of a Can-Win attitude and a ViSion
for Continued Success.
- Plan Scope Management
- Collect Requirements
- Define Scope
- Create WBS
- Validate Scope
- Control Scope
FORMULAS,
EQUATIONS, AND RULES
Some
formulas, equations, and rules must be memorized to answer exam questions
effectively. The most important items to remember are listed here. Most of
these are discussed in more detail in the following chapters.
1. Project Network
Schedules
Network
schedules are created after duration estimates and the relationships between
the work packages have been determined. Following a path(s) from left to right
makes a forward pass.
o Forward pass
o Yields early start (ES) and early finish (EF) dates
o Early finish = early start + duration
o RULE: If there are multiple predecessors, use LATEST EF to
determine successor ES
After
all paths have been given their forward path, they are traversed from right to
left to make a backward pass.
o Backward pass
o Yields late start (LS) and late finish (LF) dates
o Late start = late finish – duration
o RULE: If there are multiple successors, use EARLIEST LS to
determine predecessor LF
Once
the forward and backward passes have been completed, the total float for the
node can be calculated by:
o Total float = late finish – early finish
2. Normal Distribution
The
normal distribution, commonly known as the bell curve, is a symmetrical
distribution, as shown in Figure 1-1. Each
normal curve can be distinctly described using the mean and sum of the values.
The possibility of achieving the project objective in the mean time or cost is
0%, with a 50% chance of falling below the mean and a 50% chance of exceeding
the mean. Adding one or more standard deviations (σ) to the mean increases the
chances of falling within the range. The probability of falling within 1σ, 2σ,
or 3σ from the mean is:
o 1σ = 68.27%
o 2σ = 95.45%
o 3σ = 99.73%
o 1σ = 68.27%
o 2σ = 95.45%
o 3σ = 99.73%
Figure 1-1 Normal
Distribution
3. Triangular Distribution
When
there are three possible values, each of which is equally likely, the
distribution takes on the shape of a triangle, as shown in Figure 1-2.
o With A = lowest value, B = highest value, and M = most likely value, variance for a task (V) (variance is not on the exam) is
o V = [(A – B)2 + (M – A)(M – B)] ÷ 18
o Mean (μ)
o μ = (A + M + B) ÷ 3
o Standard deviation (σ)
o With A = lowest value, B = highest value, and M = most likely value, variance for a task (V) (variance is not on the exam) is
o V = [(A – B)2 + (M – A)(M – B)] ÷ 18
o Mean (μ)
o μ = (A + M + B) ÷ 3
o Standard deviation (σ)
Figure 1-2 Triangular Distribution
4. Weighted-Average or Beta/PERT Distribution
The beta distribution is like the triangular distribution except more weight is given to the most likely estimate. This may result in either a symmetrical or an asymmetrical (skewed right or skewed left) graph. An asymmetrical graph is shown in Figure 1-3.
o Where O = optimistic estimate, ML = most likely estimate, and P = pessimistic estimate, variance for a task (V) is:
o V = σ2
o Mean (μ)
o (μ) = (O + 4ML + P) ÷ 6
o Standard deviation (σ)
o σ = (P – O) ÷ 6
Figure 1-3
Weighted-Average or Beta/PERT Distribution
5. Statistical Sums
o The project mean is the sum of the means of the individual tasks: μp = μ1 + μ2 + . . . + μn
o The project variance is the sum of the variances of the individual tasks: Vp = V1 + V2 + . . . + Vno The project standard deviation is the square root of the project variance:
6. Earned Value Management
Earned value management is used to monitor the progress of a project and is an analytical technique. It uses three independent variables:
o Planned value (PV): the budget or the portion of the approved cost estimate planned to be spent during a given period
o Actual cost (AC): the total of direct and indirect costs incurred in accomplishing work during a given period
o Earned value (EV): the budget for the work accomplished in a given period
These three values are used in combination to provide measures of whether or not work is proceeding as planned. They combine to yield the following important formulas:
o Cost variance (CV) = EV – AC
o Schedule variance (SV) = EV – PV
o Cost performance index (CPI) = EV ÷ AC
o Schedule performance index (SPI) = EV ÷ PV
Positive CV indicates costs are below budget. Positive SV indicates a project is ahead of schedule.
Negative CV indicates cost overrun. Negative SV indicates a project is behind schedule.
A CPI greater than 1.0 indicates costs are below budget. An SPI greater than 1.0 indicates a project is ahead of schedule.
A CPI less than 1.0 indicates costs are over budget. An SPI less than 1.0 indicates a project is behind schedule.
7. Estimate at Completion
An estimate at completion (EAC) is the amount we expect the total project to cost on completion and as of the “data date” (time now). There are four methods listed in the PMBOK® Guide for computing EAC. Three of these methods use a formula to calculate EAC. Each of these starts with AC, or actual costs to date, and uses a different technique to estimate the work remaining to be completed, or ETC. The question of which to use depends on the individual situation and the credibility of the actual work performed compared to the budget up to that point.
o A new estimate is most applicable when the actual performance to date shows that the original estimates were fundamentally flawed or when they are no longer accurate because of changes in conditions relating to the project:
- EAC = AC + New Estimate for Remaining Work
o The original estimate formula is most applicable when actual variances to date are seen as being the exception, and the expectations for the future are that the original estimates are more reliable than the actual work effort efficiency to date:
- EAC = AC + (BAC – EV)
- EAC = AC + (BAC – EV) ÷ CPI
- EAC = BAC ÷ CPI
EAC = AC + (BAC – EV) ÷ (CPI)(SPI)
o CPI = EV ÷ AC
o SPI = EV ÷ PV
8. Remaining Budget
o RB = Remaining PV
or
o RB = BAC – EV
9. Budget at Completion
o BAC = the total budgeted cost of all approved activities
10. Estimate to Complete
The estimate to complete (ETC) is the estimate for completing the remaining work for a scheduled activity. Like the EAC formulas above, there are three variations:
o ETC = an entirely new estimate
o ETC = (BAC – EV) when past variances are considered to be
atypical
o ETC = (BAC – EV) ÷ CPI when prior variances are considered to be
typical of future variances
11. Communications Channels
o Channels = [n(n – 1)] ÷ 2
where
“n” = the number of people
12. Rule of Seven
In a control chart, the “rule of seven” is a heuristic stating that if seven or more observations occur in one direction either upward or downward, or a run of seven observations occurs either above or below the mean, even though they may be within the control lines, they should be investigated to determine if they have an assignable cause. The reason for this rule is that, if the process is operating normally, the observations will follow a random pattern; it is extremely unlikely that seven observations in a row would occur in the same direction above or below the mean.
The probability of any given point going up or down or being above or below the mean is 50-50 (i.e., 50%). The probability of seven observations being consecutively in one direction or above or below the mean would be calculated as 0.507, which equals 0.0078 (i.e., much less than 1%).
SAMPLE STUDY SCHEDULE
SAMPLE
ASSESSMENT EXAM
Readers
should give themselves 62 minutes to answer these 50 sample exam questions.
This timing is similar to the average time per question used by PMI in the
actual PMP exam.1.You are assigned as a new project manager of a project that is 40% complete. You are assigned due to the departure of the prior project manager. You review the current issues logs and meeting minutes. You determine that there has been insufficient communication with the stakeholders, and you immediately put in place:
a)
|
A lessons learned knowledge base
|
b)
|
A weekly face-to-face status meeting
with key stakeholders until key issues have been resolved
|
c)
|
A quality audit
|
d)
|
A formal project review
|
a)
|
A message
|
b)
|
Noise
|
c)
|
Encoding
|
d)
|
Decoding
|
a)
|
A root cause analysis
|
b)
|
Quality audits
|
c)
|
A defect repair review
|
d)
|
A Pareto diagram
|
a)
|
Usually positively
|
b)
|
Sometimes
|
c)
|
Always
|
d)
|
Usually negatively
|
a)
|
Activities are the lowest level in
the WBS; milestones are high level with short durations
|
b)
|
Activities have duration;
milestones don’t because they represent a point in time
|
c)
|
Activities can be used to
highlight a significant point in the project; milestones are scheduling units
|
d)
|
Activities have abbreviated
descriptions; milestones must be well defined
|
a)
|
Actual costs are $6,300,000
|
b)
|
EAC could be $11,925,000
|
c)
|
Actual costs are $5,625,000
|
d)
|
EAC could be $11,250,000
|
a)
|
Communication technology
|
b)
|
Communication methods
|
c)
|
Information management systems
|
d)
|
Performance reporting
|
a)
|
Analogous estimating
|
b)
|
Bottom-up estimating
|
c)
|
Discovery
|
d)
|
Decomposition
|
a)
|
Analogous estimating
|
b)
|
Bottom-up estimating
|
c)
|
Three-point estimating
|
d)
|
Resource leveling
|
a)
|
Assess the situation to balance
expectations of the key stakeholders
|
b)
|
Prioritize the objectives and
manage your customers’ expectations
|
c)
|
Have the stakeholders prioritize
their objectives and focus on the most common ones
|
d)
|
Talk to senior management and
determine which objectives best fit the overall business goals of the organization
|
a)
|
Category
|
b)
|
Event
|
c)
|
Trigger
|
d)
|
Quantification
|
a)
|
Checklist analysis
|
b)
|
Reserve analysis
|
c)
|
Procurement audit
|
d)
|
Risk audit
|
a)
|
Communications
|
b)
|
Stakeholders
|
c)
|
Deliverables
|
d)
|
Schedule
|
a)
|
Conduct a training session on soft
skills to build empathy and influence
|
b)
|
Have a team building session to
help members get to know each other better
|
c)
|
Bring in the team for a
face-to-face meeting and discuss behavior expectations
|
d)
|
Have the team agree to ground
rules with clear expectations for meetings
|
a)
|
Contingency reserves system
|
b)
|
Procurement administration system
|
c)
|
Configuration management system
|
d)
|
Integrated change control system
|
a)
|
Cost reimbursable
|
b)
|
Firm fixed price
|
c)
|
Cost plus incentive fee
|
d)
|
Cost plus penalty fee
|
a)
|
A CPI below 1.0 may indicate a
threat that has occurred
|
b)
|
Schedule variance that is positive
may indicate a threat that has occurred
|
c)
|
Cost variance that is negative
means you are under budget and things are okay
|
d)
|
An SPI greater than 1.0 means you
are behind schedule and should investigate
|
a)
|
Direct
|
b)
|
Negotiate with
|
c)
|
Compromise with
|
d)
|
Demand of
|
a)
|
Discretionary
|
b)
|
External
|
c)
|
Contractual
|
d)
|
Mandatory
|
a)
|
Distributed to all internal
stakeholders regardless of the results
|
b)
|
Kept by the project manager for
future projects
|
c)
|
Shared only with the team members
as a learning experience
|
d)
|
Used to identify who on the team
was not performing up to standards
|
a)
|
Do nothing because these changes
weren’t part of the initial scope
|
b)
|
Submit a change request to the
change control board to be voted on
|
c)
|
Submit a change request to the
change control board as a required change
|
d)
|
Include the changes in your
current project scope
|
a)
|
Grade is looking at the attributes
of the product, whereas quality is concerned with how well the product meets
requirements
|
b)
|
Grade is fitness-for-use, while
quality is concerned with how well the product meets requirements
|
c)
|
Grade is the cost to confirm to
specific requirements; quality is the cost of non conformance
|
d)
|
Grade and quality are actually
synonymous and have no real difference on projects
|
•If the
party is held inside, 100 people can attend at $10 each
•If the
party is held outside, 200 people can attend at $10 each
•There
is a 40% chance of rain on the date of the party
•If it
rains and the party is held inside, only 80 people will attend
•If it
rains and the party is held outside, only 100 people will attend
a)
|
Held inside because expected
monetary value is $1,800
|
b)
|
Held inside because expected
monetary value is $920
|
c)
|
Held outside because the expected
monetary value is $3,000
|
d)
|
Held outside because the expected
monetary value is $1,600
|
a)
|
Identify Stakeholders
|
b)
|
Plan Stakeholder Management
|
c)
|
Manage Stakeholder Engagement
|
d)
|
Control Stakeholder Engagement
|
a)
|
Incomplete because formal
acceptance has not been provided by the buyer
|
b)
|
Complete because the contractor
met the terms and conditions of the contract
|
c)
|
Complete because the contractor is
satisfied and work results followed the SOW
|
d)
|
Incomplete because the specs are
incorrect
|
a)
|
Introduce yourself to the new CEO
and tell him or her how hardworking your team is
|
b)
|
Schedule a meeting with the CEO to
review the detailed project schedule and earned value analysis that you
finished last Friday
|
c)
|
Determine the communication needs
of the CEO and modify the communications management plan
|
d)
|
Keep your head down and continue
to perform your job
|
a)
|
It allows an efficient flow of
communications
|
b)
|
It identifies and documents the
approach to communicate
|
c)
|
It enables the project manager to
use interpersonal skills effectively
|
d)
|
It ensures that information is
flowing to all project stakeholders
|
a)
|
Known risks
|
b)
|
Unknown risks
|
c)
|
Risk register
|
d)
|
Risk responses
|
a)
|
Manage Stakeholder Engagement
|
b)
|
Report Performance
|
c)
|
Plan Stakeholder Management
|
d)
|
Control Stakeholder Engagement
|
a)
|
Obtaining the stakeholders’ formal
acceptance of the project’s deliverables
|
b)
|
Organizing and defining the total
scope of the project
|
c)
|
Verifying the correctness of the
project deliverables
|
d)
|
Assuring that all requested
changes and recommended corrective actions are completed
|
a)
|
Acting as the change control board
|
b)
|
Collecting requirements
|
c)
|
Verifying scope
|
d)
|
Managing risk
|
a)
|
Procedures used to detect and
track bugs
|
b)
|
Existing capacity of the website
infrastructure
|
c)
|
Allowed communication methods
|
d)
|
Project files from previous
projects
|
a)
|
Focus on specific project
objectives, while PMOs manage program changes
|
b)
|
Optimize the use of shared resources,
while PMOs manage assigned resources
|
c)
|
Manage the overall risks and
opportunities, while PMOs control a project’s scope, cost, and time
|
d)
|
Manage the methodology and metrics
used, while PMOs manage individual reporting requirements
|
a)
|
Project scope statement
|
b)
|
Charter
|
c)
|
Project statement of work
|
d)
|
Contract
|
a)
|
Projectized
|
b)
|
Strong matrix
|
c)
|
Balanced matrix
|
d)
|
Functional
|
a)
|
When the project deliverables
satisfy the completion criteria
|
b)
|
When a project is terminated
before completion
|
c)
|
When you have transferred the product
service into ongoing operations
|
d)
|
When archiving lessons learned and
other project information
|
a)
|
Reviewing the issues log
|
b)
|
Holding face-to-face meetings
|
c)
|
Using the information management
system
|
d)
|
Using the expertise of an external
consultant
|
a)
|
A scope baseline and human
resource management plan
|
b)
|
Activity cost estimates and the
project budget
|
c)
|
Analogous and bottom up estimates
for labor costs
|
d)
|
Project management software and a
vendor bid analysis
|
a)
|
Uphold policies and laws
|
b)
|
Provide accurate information in a
timely manner
|
c)
|
Negotiate in good faith
|
d)
|
Disclose real or potential
conflicts of interest
|
a)
|
Were included as part of the
planning process
|
b)
|
Were only for unknown unknown cost
uncertainties
|
c)
|
Were not included in the project
budget
|
d)
|
Were only for scheduled activities
that utilize time and materials
|
a)
|
Scope control
|
b)
|
Scope baselining
|
c)
|
Schedule management
|
d)
|
Cost management
|
a)
|
Show nothing for the additional
customs fee
|
b)
|
Bury the customs fee in other
parts of your expense report
|
c)
|
Report to the sponsor on your
expense report that the customs fee needs to be reimbursed
|
d)
|
Include the cost of the additional
customs fee since it was a prototype
|
a)
|
Tell Sue’s manager that Sue’s work
is substandard
|
b)
|
Talk to Sue about the delays and
clearly spell out the deliverables and timelines
|
c)
|
Inform your sponsor that you are
removing Sue from the team
|
d)
|
Discuss the issue in the weekly
project status meeting and gain consensus of the entire team
|
a)
|
The team was ready to be released
and to move on from the work completed
|
b)
|
The team was in a phase in which
team members were beginning to adjust their work habits to support the team
|
c)
|
The team enjoyed the conflict and
actively tried to express the ideas and opinions of all the team members
|
d)
|
The change in project manager
shifted the dynamics and caused the group to go back through the storming
phase
|
a)
|
There is no affect to the
remaining constraints
|
b)
|
Cost is unlikely to change if
scope is kept under control
|
c)
|
One or more of the other
constraints is likely to change
|
d)
|
The schedule will be kept constant
if it is the most important constraint
|
a)
|
Trend is moving upward, which
identifies a potential problem on the project
|
b)
|
Risk is increasing on your ability
to meet the project schedule and cost
|
c)
|
Variables measured are closely
related
|
d)
|
Variables are out of control
|
a)
|
Update the work breakdown structure
for additional work
|
b)
|
Document the lessons learned
knowledge base
|
c)
|
Add schedule activities to the
project schedule
|
d)
|
Review the risk register for risk
events that will cause a delay
|
a)
|
No slip in schedule
|
b)
|
That you have contacted the
subcontractor to obtain a revised status
|
c)
|
Report that the schedule is very
likely to slip
|
d)
|
That a buffer task was added to
the framing task
|
a)
|
Compare the assumptions used to
develop the budget to the overall scope of the project
|
b)
|
Update the cost management plan
for all the changes that you expect on the project
|
c)
|
Review the budget in detail and
and ask your boss for a revised budget for problem areas
|
d)
|
Verify that there is enough budget
to cover your salary
|
a)
|
Review the proposals and pick the
two lowest bidders
|
b)
|
Call a bidders conference and ask
detailed questions about each proposal
|
c)
|
Review each proposal in detail and
select the winner
|
d)
|
Use established criteria to rank
the proposals and select a seller
|
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