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Question 1

Which of the following is a tool and technique used to monitor risk?
Options
A: Technical performance measurement
B: Cost performance baseline
C: Benchmarking
D: Cost of quality
Show Answer
Correct Answer:
Technical performance measurement
Explanation
Technical performance measurement is a key data analysis technique used in the Monitor Risks process. It involves comparing the planned technical accomplishments of the project against the actual results achieved during execution. Variances between the planned and actual performance, such as a system processing fewer transactions per second than required, can indicate the potential impact of identified threats or opportunities. This measurement provides quantitative data on how well the project is meeting its technical requirements, serving as an early warning system for risks.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute. Section 11.7.2.1, Data Analysis, p. 455. The guide states, "Technical performance analysis compares planned technical accomplishments to actual technical accomplishments... Variance in technical performance may indicate that the risk is occurring."

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute. Section 2.8, Measurement Performance Domain, p. 99. This section discusses establishing effective measures (like technical performance) to assess project status and take action when performance deviates from the plan, which aligns with monitoring for risks.

Question 2

Which of the following is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen?
Options
A: Sensitivity analysis
B: Three-point estimate
C: Modeling and simulation
D: Expected monetary value analysis
Show Answer
Correct Answer:
Expected monetary value analysis
Explanation
Expected Monetary Value (EMV) analysis is a statistical technique used in quantitative risk analysis to calculate the average outcome when the future involves uncertainty. It quantifies the potential impact of risks and opportunities by multiplying the monetary value of each possible outcome by its probability of occurrence and then summing the results. This calculation provides a single expected value for a given decision path, allowing project managers to compare different scenarios and select the one that offers the best average outcome.
References

1. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute, Inc. See Section 4.5.2, "Data Analysis Methods," which describes Expected Monetary Value as a method for "quantifying the cost for risks for use in a cost-benefit analysis."

2. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Project Management Institute, Inc. See Section 11.4.2.3, "Decision Tree Analysis," which states, "Expected monetary value (EMV) analysis is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen."

3. MIT OpenCourseWare. (2012). 16.852J / ESD.352J Project Management. Fall 2012. Massachusetts Institute of Technology. Lecture 11, "Project Risk Management," discusses Expected Monetary Value (EMV) as a core tool for decision-making under uncertainty by calculating the weighted average of possible payoffs.

Question 3

Which of the following is an output of Close Procurements?
Options
A: Accepted deliverables
B: Organizational process assets updates
C: Managing stakeholder expectations
D: Performance reports
Show Answer
Correct Answer:
Organizational process assets updates
Explanation
The Close Procurements process is the formal finalization of each project procurement. A primary output of this process is the updating of Organizational Process Assets (OPAs). This includes archiving the complete procurement file, which contains the contract, performance information, and all supporting documentation. Additionally, lessons learned from managing the procurement are documented and added to the organization's knowledge base. This information serves as a historical record to improve procurement processes on future projects.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.

Section 12.4.3.2, Page 499: This section explicitly lists "Organizational Process Assets Updates" as an output of the Close Procurements process. It details that the procurement file, deliverable acceptance, and lessons learned documentation are archived as part of this update.

Figure 12-1, Page 467: The "Project Procurement Management Overview" diagram clearly shows "Organizational process assets updates" flowing out from the "12.4 Close Procurements" process.

Question 4

The probability and impact matrix is primarily used to:
Options
A: Quantify risk issues for trends during a quality audit.
B: Develop a risk register for risk planning.
C: Evaluate each risk’s importance and priority during Perform Qualitative Risk Analysis.
D: Define risk and compare impacts during Perform Quantitative Risk Analysis.
Show Answer
Correct Answer:
Evaluate each risk’s importance and priority during Perform Qualitative Risk Analysis.
Explanation
The probability and impact matrix is a fundamental tool used during the Perform Qualitative Risk Analysis process. Its primary function is to evaluate and prioritize individual project risks. By assessing each risk's probability of occurrence and its potential impact on project objectives (such as scope, schedule, cost, and quality), the matrix provides a visual representation of the risk landscape. This allows the project team to categorize risks (e.g., high, medium, low) and determine their importance, thereby focusing subsequent risk response planning on the most significant threats and opportunities.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 11.3.2.3 Data Analysis. Newtown Square, PA: Project Management Institute. The guide states, "A probability and impact matrix is a grid for mapping the probability of each risk occurrence and its impact on project objectives... This tool is used to prioritize risks."

2. Pellegrinelli, S. (2011). Thinking and acting as a great programme manager. International Journal of Project Management, 29(1), 29-30. https://doi.org/10.1016/j.ijproman.2010.10.001 (This academic journal article discusses the use of the probability-impact grid for prioritizing risks in program management, reinforcing its primary purpose).

3. Massachusetts Institute of Technology. (2006). 1.040 Project Management, Lecture 11: Risk Management. MIT OpenCourseWare. Retrieved from https://ocw.mit.edu/courses/1-040-project-management-spring-2012/resources/mit1040s12lec11/. The lecture notes describe the use of the P-I Matrix for qualitative risk assessment to prioritize risks based on probability and consequence.

Question 5

The project manager is working in an agile/adaptive environment. The project manager is considering different approaches for applying Project Integration Management in this environment. How can the project manager ensure that this will work for the project?
Options
A: Take control of all decisions and product planning.
B: Build a team that can respond to changes within a collaborative, decision-making environment.
C: Promote a team with a narrow specialization within a hierarchical environment.
D: Delegate project decisions to the product owner and sponsor.
Show Answer
Correct Answer:
Build a team that can respond to changes within a collaborative, decision-making environment.
Explanation
In an agile/adaptive environment, Project Integration Management is not a centralized, top-down function performed solely by the project manager. Instead, it is an ongoing, collaborative activity embedded within the team's daily work. The project manager's role shifts to that of a servant leader or facilitator who builds and supports a self-organizing, cross-functional team. This team is empowered to make decisions collaboratively and respond quickly to changes. This collaborative environment ensures that all components of the project are continuously integrated and aligned with the evolving project vision, which is the essence of integration management in an adaptive context.
References

1. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition.

Section 2.4, The Team Performance Domain: "Project teams that work collaboratively can accomplish a shared objective more effectively and efficiently than individuals working on their own... Creating a collaborative team environment facilitates communication, managing conflicts, and better decision making." (p. 40).

Section 4.6, Tailoring the Performance Domains: When tailoring the Team domain, it is noted that "adaptive approaches benefit from decentralized decision making." (p. 138).

2. Project Management Institute & Agile Alliance. (2017). Agile Practice Guide.

Section 4.3, Servant Leadership Empowers the Team: "Servant leaders facilitate collaboration and create an environment where the team can make decisions... They encourage the team to be a self-organizing, self-managing group that determines the best way to accomplish their work." (pp. 34-35).

Chapter 5, Implementing Agile: Delivering in an Agile Environment: This chapter details how agile teams work collaboratively to deliver value, emphasizing that "the team is the key to success on agile projects." (p. 50).

Question 6

Which is the order of steps in the Procurement Management process?
Options
A: Identifying and planning procurement requirements, obtaining quotes or proposals, negotiating with vendors, contracting with selected vendors, and controlling procurements
B: Identifying and planning procurement requirements, negotiating with vendors, contracting with selected vendors, obtaining quotes or proposals, and controlling procurements
C: Controlling procurements, identifying and planning procurement requirements, obtaining quotes or proposals, negotiating with vendors, and contracting with selected vendors
D: Obtaining quotes or proposals, identifying and planning procurement requirements, negotiating with vendors, contracting with selected vendors, and controlling procurements
Show Answer
Correct Answer:
Identifying and planning procurement requirements, obtaining quotes or proposals, negotiating with vendors, contracting with selected vendors, and controlling procurements
Explanation
The Project Procurement Management process follows a logical lifecycle. The process begins with the Plan Procurement Management phase, where requirements are identified and documented. This is followed by the Conduct Procurements phase, which involves obtaining seller responses (quotes/proposals), selecting a seller through evaluation and negotiation, and awarding a contract. Finally, the Control Procurements phase involves managing the relationship with the vendor, monitoring contract performance, and closing out the contract. This sequence ensures that procurement activities are structured, transparent, and aligned with project objectives.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 12, Project Procurement Management, Introduction, p. 466. The guide outlines the processes in a specific order: 12.1 Plan Procurement Management, 12.2 Conduct Procurements, and 12.3 Control Procurements. Option A correctly reflects the activities within this flow.

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Section 2.5.3, Procurement, p. 89. This section describes the logical flow: determining the procurement approach, soliciting proposals, reviewing proposals, selecting a vendor, negotiating a contract, and managing the contract. This sequence aligns directly with the steps presented in option A.

Question 7

What type of change requires the submission of a change request?
Options
A: Changes in assigned resources
B: Changes in a technical solution
C: Changes in status reporting
D: Changes in the project's scope
Show Answer
Correct Answer:
Changes in the project's scope
Explanation
A change request is a formal proposal to modify a project document, deliverable, or baseline. According to the Project Management Institute (PMI), any change to the project's scope baseline must be managed through a formal, integrated change control process. This is because a change in scope fundamentally alters the project's objectives and deliverables, which has a high probability of impacting other critical constraints like schedule, cost, and quality. Failing to formally manage scope changes can lead to "scope creep," which is a primary cause of project failure. Therefore, a change in scope always requires a formal change request to ensure its impacts are properly assessed, approved, and documented.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute. Section 5.6, Control Scope, p. 167. This section explicitly states, "Controlling the project scope ensures all requested changes...are processed through the Perform Integrated Change Control process."

2. Project Management Institute. (2021). The Standard for Project Management and A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute. Section 2.8, Delivery Performance Domain, p. 97. This section highlights that changes with a significant impact on scope require a formal change control process.

3. MIT OpenCourseWare. (2012). 16.852J / ESD.342J System Architecture, Lecture 11: Change Management. Massachusetts Institute of Technology. This lecture material emphasizes the necessity of a formal process for managing changes to system requirements and scope to maintain baseline integrity.

Question 8

In which Project Cost Management process is work performance data included?
Options
A: Plan Cost Management
B: Estimate Costs
C: Determine Budget
D: Control Costs
Show Answer
Correct Answer:
Control Costs
Explanation
The Control Costs process is part of the Monitoring and Controlling Process Group. Its primary function is to monitor project status to update project costs and manage changes to the cost baseline. To achieve this, it requires raw observations and measurements from project execution, which are known as work performance data. This data includes information on actual costs incurred, the value of work completed, and progress on deliverables. This input is then analyzed, often using techniques like Earned Value Management (EVM), to compare actual performance against the planned baseline and determine if corrective actions are needed.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 7.4.1.3, Control Costs: Inputs. Newtown Square, PA: Project Management Institute, Inc. This section explicitly lists "Work performance data" as a key input to the Control Costs process.

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Section 2.8, Measurement Performance Domain. Newtown Square, PA: Project Management Institute, Inc. This section describes the activities of this domain, which include "collecting and analyzing data to assess performance," directly aligning with the function of the Control Costs process.

Question 9

In order to detect quality Issues earlier in the project life cycle, the project manager is using an agile/adaptive environment. What is the main difference between waterfall and agile/adaptive development approaches tor Project Quality Management?
Options
A: The frequency of the quality and review steps
B: The number of deliverables
C: The duration of each of the quality and review steps
D: The tools used in the quality and review steps
Show Answer
Correct Answer:
The frequency of the quality and review steps
Explanation
The primary distinction between quality management in waterfall (predictive) and agile/adaptive environments is the frequency of quality and review activities. Agile approaches integrate quality checks, testing, and stakeholder reviews into each short iteration (e.g., a sprint). This frequent cadence allows for the early detection and correction of issues. In contrast, the waterfall model typically reserves quality control and review activities for the end of major phases, making them larger, more formal, and significantly less frequent. This fundamental difference in timing and repetition is central to how each methodology manages quality.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Section 8.3, Control Quality, "Agile/Adaptive Environments" considerations, p. 304. (This section explicitly states, "Agile methods call for frequent quality and review steps built in throughout the project rather than toward the end of the project.")

2. Project Management Institute & Agile Alliance. (2017). Agile Practice Guide. Section 5.2.2, "Executing in an Agile Approach," p. 56. (This section describes how agile projects perform testing and reviews throughout the iteration, not as a separate, later phase, emphasizing "continuous attention to technical excellence.")

3. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Section 4.5, "Life Cycle and Phase Reviews," p. 163. (This section contrasts the end-of-phase reviews in predictive life cycles with the frequent, iteration-based reviews in adaptive life cycles.)

Question 10

What should the project manager use to evaluate the politics and power structure among stakeholders inside and outside of the organization?
Options
A: Expert judgment
B: Interpersonal skills
C: Team agreements
D: Communication skills
Show Answer
Correct Answer:
Interpersonal skills
Explanation
The project manager should use interpersonal skills to evaluate politics and power structures. A key component of this skill set is "political awareness," which is the ability to understand and navigate the formal and informal power relationships within an organization and among external stakeholders. This competency allows the project manager to recognize key influencers, understand their agendas, and predict their impact on the project. By effectively applying political awareness, the project manager can better manage stakeholder engagement, build necessary coalitions, and mitigate risks arising from organizational politics.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.

Section 13.2.2.3 Interpersonal and Team Skills: This section lists "Political awareness" as a key skill for planning stakeholder engagement. It is defined as the "ability to understand the power structures in an organization... and to navigate the politics." This directly supports using these skills to evaluate politics and power.

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute.

Section 2.7 Stakeholder Performance Domain: This domain emphasizes the need to "effectively engage with stakeholders" by navigating complexity, which includes "systemic interactions between stakeholders and governance systems." This navigation requires the interpersonal skills of understanding and working within power structures.

3. MIT OpenCourseWare. (2012). 16.852J / ESD.342J System Architecture, Lecture 10: Stakeholders. Massachusetts Institute of Technology.

The lecture notes discuss the importance of identifying stakeholder interests, power, and influence. The process described for stakeholder analysis inherently requires the project manager to apply interpersonal and observational skills to discern these political and power dynamics, which are often not explicitly stated.

Question 11

The project manager and the project team are having a meeting with the purpose of identifying risks. Which tools and techniques might help in this process?
Options
A: Prompt lists and data analysis
B: Reports and representations of uncertainty
C: Data analysis and risk audits
D: Interpersonal and team skills and project management Information system
Show Answer
Correct Answer:
Prompt lists and data analysis
Explanation
The "Identify Risks" process aims to determine which individual project risks and sources of overall project risk might affect the project. To facilitate this, teams use specific tools and techniques. Prompt lists provide a framework of risk categories (e.g., PESTLE, TECOP, VUCA) to ensure a comprehensive brainstorming session. Data analysis techniques, such as document analysis and assumption and constraint analysis, are used to systematically review project artifacts and underlying premises to uncover potential risks. Both are explicitly cited by the Project Management Institute (PMI) as key tools for this process.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute. Section 11.2.2, "Identify Risks: Tools and Techniques," pp. 415-418. This section explicitly lists "Prompt lists" (11.2.2.5) and "Data analysis" (11.2.2.3) as tools for this process.

2. Hulett, D. T. (2011). Practical Schedule Risk Analysis. John Wiley & Sons. Chapter 3, "Risk Identification." This chapter discusses the importance of using structured techniques like checklists and prompt lists to systematically identify risks early in the project lifecycle.

3. Pennsylvania State University World Campus. (n.d.). OLEAD 449: Project Management. Course materials on Risk Management. The curriculum, aligned with PMI standards, details risk identification techniques including the analysis of project documents and the use of structured lists to prompt discussion.

Question 12

Which tasks should a project manager accomplish in order to manage project scope correctly?
Options
A: Define. Validate, and Control Scope. Control Schedule; Control Costs and Manage Stakeholder Engagement
B: Collect Requirements. Define Scope. Create WBS. Develop Schedule, and Manage Stakeholder Engagement
C: Plan Scope Management; Collect Requirements; Define. Validate, and Control Scope; and Create WBS
D: Define. Validate, and Control Scope. Control Costs. Manage Stakeholder Engagement, and keep budget under control
Show Answer
Correct Answer:
Plan Scope Management; Collect Requirements; Define. Validate, and Control Scope; and Create WBS
Explanation
Project Scope Management is a specific knowledge area within project management that includes all the processes required to ensure the project encompasses all the necessary work, and only the necessary work, for successful completion. According to the Project Management Institute (PMI), this knowledge area is comprised of six distinct processes: Plan Scope Management, Collect Requirements, Define Scope, Create Work Breakdown Structure (WBS), Validate Scope, and Control Scope. Option C is the only choice that accurately and completely lists these established processes, which collectively form the framework for correctly managing project scope.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 5, Project Scope Management, Figure 5-1, p. 130. This figure explicitly lists the six processes: 5.1 Plan Scope Management, 5.2 Collect Requirements, 5.3 Define Scope, 5.4 Create WBS, 5.5 Validate Scope, and 5.6 Control Scope.

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Section 2.4.3, Scope Performance Domain, p. 69. This section describes the activities related to scope, which align with the processes listed in the 6th edition, including defining and developing scope, creating a WBS, and managing scope changes.

3. University of Washington. (n.d.). PMP Prep Courseware: Scope Management. UW Professional & Continuing Education. The course materials outline the six processes of Scope Management as defined by PMI, matching the components listed in the correct answer.

Question 13

Which is an example of analogous estimating?
Options
A: Estimates are created by individuals or groups with specialized knowledge.
B: Estimates are created by using information about resources of previous similar projects.
C: Estimates are created by analyzing data.
D: Estimates are created at the task level and aggregated upwards.
Show Answer
Correct Answer:
Estimates are created by using information about resources of previous similar projects.
Explanation
Analogous estimating is a technique for estimating the duration or cost of an activity or a project using historical data from a similar past project. This method uses parameters such as duration, budget, size, weight, and complexity from a previous, similar project as the basis for estimating the same parameter for a current project. It is a form of expert judgment, is generally less costly and time-consuming than other techniques, but is also less accurate. Option B correctly identifies the core principle of this technique: leveraging information from "previous similar projects."
References

1. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute, Inc. Section 4.3.1, "Estimation," describes analogous estimating as a method that "uses historical data from a similar activity or project to estimate duration or cost."

2. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Project Management Institute, Inc. Section 7.2.2.2, "Analogous Estimating," states, "Analogous cost estimating uses the values, such as scope, cost, budget, and duration, or measures of scale such as size, weight, and complexity from a previous, similar project as the basis for estimating the same parameter or measure for a current project."

3. Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley. (This is a widely used textbook in university project management courses). Chapter 13 discusses cost estimating and defines analogous estimating as using the actual cost of a previous, similar project as the basis for estimating the cost of the current project.

Question 14

According to the PMI Talent Triangle. leadership skills relate to the ability to:
Options
A: understand the high-level overview of the organization
B: tailor traditional and agile tools for the project
C: work with stakeholders to develop an appropriate project delivery
D: guide, motivate, and direct a team to reach project goals
Show Answer
Correct Answer:
guide, motivate, and direct a team to reach project goals
Explanation
According to the PMI Talent Triangle®, the "Power Skills" component (formerly known as Leadership) encompasses the interpersonal competencies that enable a project manager to guide, motivate, and direct a team. This skill set is focused on working with and leading people to achieve the project's objectives. It includes abilities such as communication, emotional intelligence, team building, and influencing stakeholders, which are all critical for effective team leadership and successful project outcomes.
References

1. Project Management Institute. (2022). PMI Talent Triangle®. PMI.org. Retrieved from https://www.pmi.org/certifications/certification-resources/pmi-talent-triangle. (This source defines Power Skills as "interpersonal skills that include collaborative leadership, communication, an innovative mindset, for-purpose orientation, and empathy.")

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Section 3.4, "The PMI Talent Triangle® and Skill Sets," p. 60. (This section describes Power Skills as abilities like "collaborative leadership, communication, [and] coaching" used to guide the team.)

3. Sankaran, S., & Tapp, D. (2022). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Seventh Edition and The Standard for Project Management: An Overview. In Organizational Project Management. Stevens Institute of Technology. Retrieved from https://www.pmi.org/learning/library/pmbok-guide-seventh-edition-standard-overview-13088. (This academic overview from a PMI conference paper hosted by a reputable institution reinforces the definition of Power Skills as focusing on leading and motivating people.)

Question 15

To which knowledge area does the Collect Requirements process belong?
Options
A: Quality Management
B: Scope Management
C: Cost Management
D: Integration Management
Show Answer
Correct Answer:
Scope Management
Explanation
The Collect Requirements process is fundamental to defining and documenting the stakeholders' needs and expectations to meet the project objectives. This activity is a core component of Project Scope Management, as the collected requirements form the basis for defining the detailed project and product scope. The primary output, the requirements documentation, is essential for creating the Work Breakdown Structure (WBS) and validating the scope, ensuring the project team delivers what is needed.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.

Page 25, Table 1-4: This table, "Project Management Process Group and Knowledge Area Mapping," explicitly lists "Collect Requirements" as a process within the "Project Scope Management" Knowledge Area and the "Planning" Process Group.

Page 138, Section 5.2: This section is titled "Collect Requirements" and is located within Chapter 5, "Project Scope Management." It defines the process as "determining, documenting, and managing stakeholder needs and requirements to meet project objectives."

2. Serrador, P., & Turner, R. (2015). The Relationship Between Project Success and Project Efficiency. Project Management Journal, 46(1), 30–39. https://doi.org/10.1002/pmj.21468

This academic article discusses the importance of front-end definition for project success, implicitly linking the thorough collection of requirements (a key part of scope management) to successful project outcomes, reinforcing its place within the foundational planning of project scope.

Question 16

How can a project manager maintain the engagement of stakeholders in a project with a high degree of change?
Options
A: Monitor project stakeholder relationships using engaging strategies and plans
B: Send all project documents to stakeholders each time they are modified
C: Schedule monthly meetings with the stakeholders, including team members
D: Engage only with the project sponsors
Show Answer
Correct Answer:
Monitor project stakeholder relationships using engaging strategies and plans
Explanation
In a project with a high degree of change, maintaining stakeholder engagement requires a continuous and adaptive approach. The most effective method is to consistently monitor stakeholder relationships and the effectiveness of the current engagement strategies. This allows the project manager to make necessary adjustments to plans and tactics to ensure stakeholders remain appropriately involved and supportive. This proactive monitoring and adaptation are central to managing expectations and communications effectively in a dynamic project environment, which is the core of the Monitor Stakeholder Engagement process.
References

1. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute, Inc.

Reference: Section 2.8, Stakeholder Performance Domain, p. 69. The text states, "Throughout the project, the project team monitors the effectiveness of the stakeholder engagement activities and adapts the plans and strategies as needed." This directly supports the continuous monitoring and adaptation described in option A.

2. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Project Management Institute, Inc.

Reference: Section 13.4, Monitor Stakeholder Engagement, p. 530. This process is defined as "monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders." This aligns perfectly with the action described in option A.

3. Massachusetts Institute of Technology (MIT) OpenCourseWare. (2012). 1.040 Project Management, Lecture 5: Stakeholder Management.

Reference: The principles of stakeholder management taught in this course emphasize that the stakeholder engagement plan is a "living document." It must be reviewed and updated throughout the project lifecycle to reflect changes in the project and stakeholder needs, which is consistent with monitoring relationships and adjusting strategies.

Question 17

Which is a list of organizational systems that may have an impact on a project?
Options
A: Internal policies, company procedures, and organizational resources
B: Company culture, purchasing system, and project management information system
C: Organizational structure, governance framework, and management elements
D: Organizational process assets, enterprise environmental factors, and corporate knowledge
Show Answer
Correct Answer:
Organizational structure, governance framework, and management elements
Explanation
An organizational system is the structured framework within which projects are initiated, planned, and executed. According to the Project Management Institute (PMI), this system is fundamentally composed of three key components: the governance framework, management elements, and the organizational structure. The governance framework provides the rules and policies for oversight and decision-making. Management elements are the processes and functions used to run the organization. The organizational structure defines the roles, responsibilities, and reporting lines. Together, these components create the environment and system that directly impact how a project is managed and its potential for success.
References

1. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute, Inc.

Section 2.3, A System for Value Delivery: This section explains that "A system for value delivery is a collection of strategic business activities aimed at building, sustaining, and/or advancing an organization." It explicitly details how governance, management elements, and organizational structure types are integral components of this system (see Figure 2-4, p. 22).

2. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Project Management Institute, Inc.

Section 2.4, Organizational Systems: This section states, "Projects operate within the constraints imposed by the organization through their structure and governance framework." It further discusses management elements, noting, "Management elements are the components that make up the key general management functions...in the organization" (p. 43).

3. Massachusetts Institute of Technology (MIT) OpenCourseWare. (2012). 16.852J / ESD.34J System Architecture, Lecture 10: Organizations as Systems.

Slide 12, "Organizational Structure": This lecture material discusses how organizational structure, along with processes and culture, forms the system in which work is performed. It emphasizes that structure and governance are foundational elements of the organizational system.

Question 18

In an agile and adaptive project, which scope management entity invokes stakeholder engagement?
Options
A: Collect Requirements
B: Create work breakdown structure (WBS)
C: Plan Scope Management
D: Scope Baseline
Show Answer
Correct Answer:
Collect Requirements
Explanation
In agile and adaptive environments, scope is not defined upfront but evolves through continuous collaboration. The Collect Requirements process is the primary vehicle for this, as it involves ongoing engagement with stakeholders (like the product owner, customers, and users) to elicit, analyze, and document their needs. This is typically done by creating and refining user stories that populate a product backlog. This iterative process of gathering and prioritizing requirements ensures the project team is building the most valuable features, making it the core activity that invokes stakeholder engagement for scope definition.
References

1. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute.

Section 2.4.3, Scope: "In adaptive approaches, the scope is defined and redefined throughout the project. The requirements are gathered and developed in a product backlog... The product owner maintains the product backlog of features for the product." The product owner's role inherently involves continuous stakeholder engagement.

2. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Project Management Institute.

Section 5.2, Collect Requirements: This section details the process of determining, documenting, and managing stakeholder needs and requirements. It explicitly states that in agile approaches, "requirements are elaborated by the team directly with the stakeholders."

3. Project Management Institute & Agile Alliance. (2017). Agile Practice Guide. Project Management Institute.

Section 5.2.2, The Backlog: "The product owner is responsible for the backlog... This includes collaborating with stakeholders to be sure the backlog is ready for the next iteration." This highlights the direct link between managing the requirements (in the backlog) and stakeholder collaboration.

Question 19

The project manager is working with some functional managers and stakeholders on the resource management plan Which elements may be included in this plan?
Options
A: Team values, team agreements, and conflict resolution process
B: Conflict resolution process, communication guidelines, and meeting schedules
C: Team roles and responsibilities, team management, and training plan
D: Resource requirements, resource assignments, and team performance assessments
Show Answer
Correct Answer:
Team roles and responsibilities, team management, and training plan
Explanation
The resource management plan is a component of the project management plan that provides guidance on how project resources should be categorized, allocated, managed, and released. According to the Project Management Institute (PMI), key elements of this plan include defining the roles and responsibilities for the project team, outlining the approach for project team resource management (including how the team will be acquired, developed, and managed), and detailing any necessary training strategies to enhance team competencies. These components ensure that the project is properly staffed with skilled individuals and that the team environment is conducive to high performance.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 9.1.3.1 Resource Management Plan. Newtown Square, PA: Project Management Institute.

This section explicitly lists "Roles and responsibilities," "Project team resource management" (which covers the team management approach), and "Training" as components of the Resource Management Plan. It also distinguishes these from the Team Charter (Section 9.1.3.2), which contains team values and agreements.

2. Serrador, P. (2013). The Impact of Planning on Project Success – A Literature Review. The Journal of Modern Project Management, 1(2), 28-39.

This academic review reinforces the principle that detailed planning, including the clear definition of roles, responsibilities, and resource management strategies as part of the resource plan, is a critical success factor in projects.

3. University of Maryland, Project Management Center for Excellence. (n.d.). Courseware: ENCE 622 - Project Procurement and Risk Management.

Reputable university courseware on project management, aligned with PMI standards, consistently teaches that the Resource Management Plan must define roles (e.g., via a RACI chart), team management approaches, and training needs, distinguishing it from other plans like the Communications Management Plan.

Question 20

Which tools and techniques will a project manager use to develop a project charter?
Options
A: Project manager experience, expert judgment, scope statement, and meetings
B: Lessons learned database. Interpersonal and team skills, cost baseline, and meetings
C: Expert judgment, data gathering. scope statement, schedule baseline, and meetings
D: Expert judgment, data gathering. interpersonal and team skills, and meetings
Show Answer
Correct Answer:
Expert judgment, data gathering. interpersonal and team skills, and meetings
Explanation
The process of developing a project charter occurs during the Initiating Process Group. According to the Project Management Institute (PMI), the tools and techniques used for this specific process are: Expert Judgment, Data Gathering, Interpersonal and Team Skills, and Meetings. Expert judgment leverages knowledge from individuals or groups. Data gathering techniques (like brainstorming or focus groups) collect initial requirements and information. Interpersonal and team skills (such as facilitation and meeting management) are used to align stakeholders. Meetings are conducted to achieve a common understanding of the project's key deliverables, milestones, and objectives, which are then documented in the charter.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 4.1.2, Develop Project Charter: Tools and Techniques, pp. 79-81. Project Management Institute.

2. University of Maryland, Project Management Center for Excellence. (n.d.). Online PMP Exam Prep Course. Module: Project Integration Management. The courseware, aligned with PMI standards, details the tools and techniques for the "Develop Project Charter" process, listing Expert Judgment, Data Gathering, Interpersonal and Team Skills, and Meetings.

Question 21

The project manager is creating the communications management plan Which group of inputs Is required to begin?
Options
A: Work performance reports, change requests, and risk register
B: Work performance data, project documents, and stakeholder engagement plan
C: Project charter, project management plan, and project documents
D: Work performance data, stakeholder register, and team management plan
Show Answer
Correct Answer:
Project charter, project management plan, and project documents
Explanation
The Plan Communications Management process establishes a comprehensive approach for project communications based on stakeholder information needs. The primary inputs for this process are foundational project artifacts. The Project Charter provides high-level project details and identifies key stakeholders. The Project Management Plan, specifically components like the resource management and stakeholder engagement plans, offers the framework and strategy for interacting with stakeholders. Project Documents, such as the stakeholder register and requirements documentation, provide the specific details needed to determine who needs what information, when, and how. These inputs are crucial for developing an effective communications management plan from the outset.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute. Section 10.1.2, "Plan Communications Management: Inputs," pp. 366-368. This section explicitly lists Project Charter, Project Management Plan (including resource management plan and stakeholder engagement plan), and Project Documents (including requirements documentation and stakeholder register) as key inputs.

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute. Section 2.5, "Planning Performance Domain," pp. 59-61. This section discusses organizing and coordinating the work, which includes planning communications. It emphasizes that planning is informed by key inputs like stakeholder needs and project objectives, which are found in the charter and project documents.

3. Varghese, T. Z. (2020). A Study on the Importance of Communication in Project Management. International Journal of Scientific & Technology Research, 9(2), 3918-3921. This academic paper discusses how initial project documents, including the charter and stakeholder analysis (part of project documents), are fundamental to establishing the communication plan. It reinforces that planning communication is an early-stage activity based on foundational information.

Question 22

The procurement requirements for a project include working with several vendors. What should the project manager take into consideration during the Project Procurement Management processes?
Options
A: Work performance information
B: Bidder conferences
C: Complexity of procurement
D: Procurement management plan
Show Answer
Correct Answer:
Work performance information
Explanation
Work performance information is a critical input to the Control Procurements process. When managing multiple vendors, the project manager must continuously evaluate their performance. This information includes the status of deliverables, technical performance achieved, and costs incurred compared to the budget. By analyzing work performance information, the project manager can assess if vendors are meeting their contractual obligations, identify any deviations, and implement necessary corrective actions to keep the project on track.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 12.3.1.5, p. 492. The guide explicitly lists "Work Performance Information" as an input to the Control Procurements process, stating it includes data on seller performance compared to contract requirements.

2. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 12.2.2.2, p. 487. This section defines bidder conferences as a tool and technique for the Conduct Procurements process, confirming its limited scope.

3. Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). John Wiley & Sons. Chapter 18, "Contract Management and Procurement," discusses the importance of monitoring and controlling contractor performance using performance data as a primary input for evaluation.

Question 23

Which of the following is an example of an organizational system that is arranged based on the job being performed?
Options
A: Simple
B: Multi-divisional
C: Functional
D: Project-oriented
Show Answer
Correct Answer:
Functional
Explanation
A functional organizational structure is a traditional system where the organization is divided into departments based on specialized functions or the jobs being performed. Employees with similar skills and expertise are grouped together, such as in a marketing department, a finance department, or an engineering department. Each department is managed by a functional manager who has expertise in that specific area. This arrangement promotes specialization and deep skill development within each function, as the primary reporting structure is based on one's job role and area of expertise.
References

1. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute, Inc. Section 2.3.2, "Organizational Structure Types," describes a functional organization as one where "staff are grouped by specialty (e.g., accounting, marketing, engineering)."

2. Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. John Wiley & Sons. Chapter 3, "Organizational Structures," details the functional structure as grouping specialists together, which is advantageous for concentrating expertise.

3. MIT Sloan School of Management. (n.d.). Organizational Processes. MIT OpenCourseWare. In course materials for 15.311, the functional structure is defined as a design that groups people together on the basis of their common expertise and experience or because they use the same resources.

Question 24

Which are the main objectives of Project Risk Management?
Options
A: Increase the probability of positive risks and decrease the probability of negative risks
B: Avoid all kind of risks
C: Increase the probability of positive risks and eliminate all negative risks
D: Identify positive and negative risks
Show Answer
Correct Answer:
Increase the probability of positive risks and decrease the probability of negative risks
Explanation
The primary objective of Project Risk Management is to manage uncertainty to optimize the achievement of project objectives. This involves a dual approach: proactively identifying and addressing potential negative events (threats) to decrease their probability and/or impact, while also identifying and capitalizing on potential positive events (opportunities) to increase their probability and/or impact. This comprehensive strategy ensures that the project team is not only protecting the project from harm but is also actively seeking ways to enhance its value and success.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 11, Introduction. Newtown Square, PA: Project Management Institute.

This section explicitly states, "The objectives of project risk management are to increase the probability and/or impact of positive risks and to decrease the probability and/or impact of negative risks, in order to optimize the chances of project success." This directly supports answer A.

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Section 2.8, Uncertainty Performance Domain. Newtown Square, PA: Project Management Institute.

Page 103 states, "The objective of the Uncertainty performance domain is to... take advantage of opportunities, and decrease the impact of threats." This reinforces the dual focus on both positive (opportunities) and negative (threats) risks.

Question 25

With regard to a project manager's sphere of influence in a project, which of the following does the project manager influence most directly?
Options
A: Suppliers
B: Customers
C: Governing bodies
D: Project team
Show Answer
Correct Answer:
Project team
Explanation
The project manager's sphere of influence describes the various levels at which they operate and exert influence. The most direct and immediate level of influence is over the project team. The project manager is responsible for leading, directing, and managing the team's work on a daily basis to achieve project objectives. This involves assigning tasks, providing guidance, and fostering a collaborative environment. While project managers influence other stakeholders like suppliers and customers, these interactions are typically more formal and less direct, often managed through contracts, communication plans, and established processes.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Section 3.4, "The Project Manager's Sphere of Influence," pp. 58-61. Figure 3-5 explicitly places the project team at the center of the project manager's influence.

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Section 4.2, "Project Team," pp. 53-55. This section details the project manager's role in leading and developing the team, which is the foundation of their direct influence.

3. Syracuse University. (n.d.). PMP/CAPM Exam Prep Courseware. Project Management Program, College of Professional Studies. Module: "Role of the Project Manager." The courseware emphasizes that the project manager's primary function is to lead and direct the project team, establishing this as their most direct sphere of influence.

Question 26

Which is the best way for a project manager to ensure efficient and frequent communication with management and stakeholders in an agile/adaptive environment?
Options
A: Post project artifacts in a transparent fashion and engage stakeholders on a regular basis.
B: Make surveys among the stakeholders and meet with the team once a month.
C: Create a social network and post news there.
D: Create personalized emails for each stakeholder, asking for requests and reviewing objectives with them periodically.
Show Answer
Correct Answer:
Post project artifacts in a transparent fashion and engage stakeholders on a regular basis.
Explanation
In an agile/adaptive environment, the core principles of transparency and frequent stakeholder collaboration are paramount for success. Posting project artifacts, such as backlogs, burndown charts, and Kanban boards, in a publicly accessible manner creates transparency, acting as "information radiators." This allows stakeholders to pull information as needed. Combining this with regular, active engagement (e.g., sprint reviews, daily stand-ups) ensures a continuous feedback loop, which is essential for adapting to change and delivering value efficiently. This approach fosters a collaborative partnership rather than a formal, distant reporting relationship.
References

1. Project Management Institute. (2017). Agile Practice Guide. Section 5.2.3, Information Radiators, p. 52. (This section describes information radiators as a cornerstone of transparent communication in agile, stating they are "highly visible displays of information" that help stakeholders stay informed.)

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Section 2.3, Stakeholder Performance Domain, p. 51. (This section states, "In adaptive environments, stakeholders are highly involved throughout the project, providing frequent feedback and insight.")

3. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Section 2.8, Project Work Performance Domain, p. 111. (This section notes that in adaptive approaches, "communication is more informal and transparent" and that "Information radiators... are used to make information highly visible to the team and other stakeholders.")

Question 27

How is the Project Scope Management process different in agile and adaptive projects then in traditional projects?
Options
A: Less time spent on defining scope early on
B: More time spent on defining scope early on
C: Less time spent on scope management process
D: Project scope management is the same in all projects
Show Answer
Correct Answer:
Less time spent on defining scope early on
Explanation
In agile and adaptive project environments, the scope is intentionally left high-level at the beginning of the project. It is captured in a product backlog which is expected to evolve as the project progresses and stakeholders provide feedback. Detailed scope for specific features is defined iteratively, just-in-time for development in an upcoming iteration or sprint. This contrasts sharply with traditional (predictive) projects, where a significant amount of time is invested upfront to define, document, and approve a detailed and comprehensive project scope before execution begins.
References

1. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute, Inc. See Section 2.2, Planning Performance Domain, Table 2-3 "Variables for the Planning Performance Domain," which contrasts development approaches, stating that in adaptive approaches, "Scope is not well-defined," implying less upfront definition.

2. Project Management Institute & Agile Alliance. (2017). Agile Practice Guide. Project Management Institute, Inc. See Section 5.2.2, "Backlog Refinement," which describes the product backlog as a dynamic artifact where details are added progressively, confirming that scope is not fully detailed at the project's start.

3. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute, Inc. See Section 2.5.3, "Development Approach and Life Cycle," which explains that in adaptive approaches, "The detailed scope is defined and approved before the start of an iteration," contrasting with predictive approaches where scope is determined as early as possible.

Question 28

A project manager is preparing to meet with three crucial project stakeholders on a new project Which tools and techniques can the project manager use to capture stakeholder interest?
Options
A: Review stakeholder register and meeting
B: Data analysis and communication skills
C: Data gathering and data analysis
D: Communication skills and cultural awareness
Show Answer
Correct Answer:
Communication skills and cultural awareness
Explanation
“Capturing stakeholder interest” is performed in the Manage Stakeholder Engagement process, whose purpose is to secure and maintain stakeholders’ commitment and involvement. The PMBOK® Guide lists “communication skills” (e.g., feedback methods, presentations) and “interpersonal & team skills,” which explicitly include “cultural awareness,” as tools and techniques for this process. Together, they enable the project manager to tailor messages, respect cultural norms, and keep key stakeholders engaged and interested. Therefore, option D is the only choice that names two recognized tools/techniques used for this purpose.
References

1. Project Management Institute (PMI). A Guide to the Project Management Body of Knowledge (PMBOK Guide), 6th ed., 2017, Section 13.3.2, pp. 523-525 – lists “Communication skills” and “Interpersonal and team skills (cultural awareness)” as T&Ts for Manage Stakeholder Engagement.

2. Project Management Institute. Practice Standard for Project Stakeholder Management, 2017, Sec. 3.3, pp. 22-24 – emphasizes cultural awareness and targeted communication as means to obtain stakeholder commitment.

Question 29

DRAG DROP A team receives four different requests from separate stakeholders related to one application Match each requirement with its corresponding type of change request. PMI CAPM exam question

Show Answer
Correct Answer:

[ADD NEW FUNCTIONALITY TO THE APPLICATION: UPDATE] [RECOVER FROM A THREE-DAY DELAY: CORRECTIVE ACTION] [REDUCE LOGIN TIME DUE TO A CORRUPT LOGIN SCRIPT: DEFECT REPAIR] [INSTALL ALARMS TO ALERT FOR NON-CONFORMANCES: PREVENTIVE ACTION]

Explanation

PMI defines four principal change-request types. Updates are changes to formally controlled plans/documents to reflect modified or additional content, such as adding functionality. Corrective action realigns project performance with the plan, which fits actions to recover from a schedule delay. Defect repair modifies a nonconforming product/component, e.g., fixing a corrupt login script. Preventive action ensures future performance stays aligned with the plan, such as installing alarms to detect non-conformances early. These mappings follow PMI’s official definitions.

References

PMI, PMBOK® Guide, 5th ed., §4.3.3.3 “Change Requests,” p.110 — definitions of corrective action, preventive action, defect repair, and updates (“changes to formally controlled…plans, etc.”).

PMI, PMI Lexicon of Project Management Terms, Version 4.0, p.5 (corrective action), p.17 (preventive action).

Project Management Institute

PMI, PMI Lexicon of Project Management Terms, Version 3.2, p.6 (defect repair).

PMI, PMBOK® Guide 6th ed. Errata, §5.2.4 “Project Documents Updates” (formally controlled documents may be changed).

Question 30

The project manager is explaining to others the essential business aspects of the project. To which skill category does this ability belong?
Options
A: Technical project management skills
B: Time management skills
C: Strategic and business management skills
D: Leadership skills
Show Answer
Correct Answer:
Strategic and business management skills
Explanation
The ability to explain the essential business aspects of a project is a core component of Strategic and Business Management skills. This skill set, as defined by the PMI Talent Triangle®, involves understanding and articulating how a project aligns with the broader organizational strategy, goals, and business value. It requires knowledge of the organization's operations, market, and financial objectives to effectively communicate the project's business context and justification to stakeholders.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 3.4.4.3, Strategic and Business Management Skills. This section explicitly states that these skills include "knowledge and expertise in the industry and organization that enhance performance and better deliver business outcomes," which involves explaining the business of the organization.

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Section 3.4.3, Strategic and Business Management Skills. This section describes these skills as the "ability to see the high-level overview of the organization" and includes having business acumen, which is necessary to explain essential business aspects.

Question 31

What type of meeting is held to discuss prioritized product backlog items?
Options
A: Status
B: Daily standup
C: Iteration planning
D: Release planning
Show Answer
Correct Answer:
Iteration planning
Explanation
Iteration planning is a collaborative event in agile project management that occurs at the beginning of each iteration. During this meeting, the product owner presents the highest-priority items from the product backlog to the development team. The team discusses these items, asks clarifying questions, estimates the effort required, and selects the amount of work they can commit to completing during the upcoming iteration. The primary purpose is to create a plan for the iteration by pulling prioritized items from the product backlog.
References

1. Project Management Institute. (2017). Agile Practice Guide. Section 5.2.4, Iteration Planning, p. 54. "At the beginning of each iteration, the team holds an iteration planning meeting to determine what work they can complete from the product backlog in the next iteration."

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Section 2.7.3, Commonly Used Methods. This section describes Scrum events, including Sprint Planning (equivalent to Iteration Planning), where the team plans the work for the upcoming sprint based on the product backlog.

Question 32

A project stakeholder is requesting changes to the project plan. Which process group addresses this?
Options
A: Initiating Process Group
B: Planning Process Group
C: Executing Process Group
D: Monitoring and Controlling Process Group
Show Answer
Correct Answer:
Monitoring and Controlling Process Group
Explanation
The Monitoring and Controlling Process Group is responsible for tracking, reviewing, and regulating the project's progress and performance against the project management plan. A key function of this group is to manage changes to the project baselines. When a stakeholder requests a change, it must be formally processed through the Perform Integrated Change Control process, which is a core component of the Monitoring and Controlling Process Group. This ensures that all changes are properly evaluated for their impact on the project's scope, schedule, cost, and quality before being approved, rejected, or deferred.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.

Page 25, Section 1.2.4.4, Monitoring and Controlling Process Group: "The Monitoring and Controlling Process Group consists of those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes."

Page 96, Section 4.6, Perform Integrated Change Control: This process is defined as "the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition." This process is part of the Monitoring and Controlling Process Group.

2. University of Maryland, University College (UMUC). (n.d.). OMDE 608: Managing Projects. Courseware.

Module 3: The Project Management Process Groups: The course materials describe the Monitoring and Controlling process group as the one that "involves tracking the execution of the project to ensure that it is conforming to the plan... and implementing approved changes." This aligns with the PMI framework and confirms that change requests are handled within this group.

Question 33

The project manager is distributing project communications, collecting and storing project information, and retrieving documents when required. In which process is the project manager involved?
Options
A: Monitor Communications
B: Plan Communications Management
C: Manage Communications
D: Manage Stakeholder Engagement
Show Answer
Correct Answer:
Manage Communications
Explanation
The Manage Communications process is concerned with the execution of the communications management plan. Its primary function is to ensure the timely and appropriate collection, creation, distribution, storage, retrieval, and ultimate disposition of project information. The activities described in the scenario—distributing communications, collecting and storing information, and retrieving documents—are the core responsibilities performed within the Manage Communications process, which is part of the Executing Process Group.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 10.2, Manage Communications, p. 375. The text states, "Manage Communications is the process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information."

2. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Figure 10-1, Project Communications Management Overview, p. 360. This figure visually places "Manage Communications" within the Executing Process Group, distinguishing it from planning and monitoring processes.

3. Varghese, T. Z. (2013). A Study on the Application of Project Management Processes for Effective Project Execution. International Journal of Scientific and Research Publications, 3(10), 1-5. This academic paper discusses the executing process group, noting that it involves "distributing information" as a key activity aligned with the Manage Communications process. (Available through various academic databases).

Question 34

What scenario describes when a project must be created due to market demand?
Options
A: A public company authorizes a project to create a new service for electric car sharing to reduce pollution.
B: A car company authorizes a project to build more fuel-efficient cars in response to gasoline shortages.
C: Researchers develop an autonomous car. with several new features to be commercialized in the future.
D: Stakeholders request that raw matenais be changed due to locally high costs.
Show Answer
Correct Answer:
A car company authorizes a project to build more fuel-efficient cars in response to gasoline shortages.
Explanation
A project is initiated to create a product, service, or result. The impetus for this creation often comes from specific business drivers. Market demand is a powerful external driver where the needs of consumers or a gap in the market prompt an organization to act. The scenario of a car company building more fuel-efficient cars directly in response to gasoline shortages is a classic example. The shortage creates a clear and immediate need (demand) from the market (consumers) for vehicles that consume less fuel, compelling the company to initiate a project to meet that demand.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 1.2.1.3, "Common factors for project authorization," p. 10. The text explicitly lists "Market demand" as a factor and provides the exact example: "...a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages."

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Section 2.2.3, "External Environment," p. 45. This section discusses "Marketplace conditions" as a key external environmental factor that influences projects. A gasoline shortage is a marketplace condition that directly creates market demand.

3. Crawford, J. K. (2006). The Project Management Maturity Model. Information Systems Management, 23(4), 50–58. https://doi.org/10.1201/1078.10580530/46352.23.4.20060901/95113.7. This article discusses how organizations align projects with strategic goals, which often originate from market drivers, technological opportunities, or business needs, reinforcing the distinction between these project initiation factors.

Question 35

During the planning phase, a project manager must create a work breakdown structure (WBS) to improve management of the project's components. What should be included in the WBS?
Options
A: Activity dependencies
B: Work package risks
C: Description of work
D: Resource estimates
Show Answer
Correct Answer:
Description of work
Explanation
The Work Breakdown Structure (WBS) is a foundational project management tool used to define and organize the total scope of a project. It is a hierarchical decomposition of the work to be executed by the project team. Each descending level represents an increasingly detailed definition of the project work. The WBS is supported by the WBS dictionary, a document that provides a detailed description of work, deliverables, and acceptance criteria for each component in the WBS. Therefore, the description of work is an essential element included in the WBS and its associated dictionary.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 5.4.3.1, Scope Baseline, p. 161. The text states the WBS dictionary, a component of the scope baseline, contains a detailed "description of work" for each WBS component.

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Section 2.2.3, Scope, p. 61. This section describes the WBS as a hierarchical decomposition of the total scope of work and notes that the WBS dictionary provides detailed information for the WBS components.

3. Vanhoucke, M. (2012). Project Management with Dynamic Scheduling: Baseline Scheduling, Risk Analysis and Project Control. Springer. p. 19. "The WBS dictionary is a companion document to the WBS that describes the work in each WBS element in a tangible and verifiable way." DOI: https://doi.org/10.1007/978-3-642-25175-7

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