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(PM Study‬بنية‬
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‫‪Framework‬‬
‫‪process‬‬
‫‪Questions‬‬
‫‪Chapter-1‬‬

‫‪A.A‬‬
Correct Answer: # 4

Question: Which of the following is NOT a characteristic of a project?

1. Constrained by limited resources


2. Planned, executed, and controlled
3. Creates a unique product or service
4. Ongoing and repetitive

Justification: A project is a temporary endeavor undertaken to create a unique product, service, or result. The
temporary nature of projects indicates that a project has a definite beginning and end.

Reference: PMBOK® Guide - Fifth Edition, page 3

Correct Answer: # 2

Question: In a kick-off meeting for your project, you provided information to your team members about the different
process groups to be followed in the project. According to PMI, which are the project management process groups?

1. Conceptualizing, Initiating, Executing, Monitoring and Controlling, and Closing


2. Initiating, Planning, Executing, Monitoring and Controlling, and Closing
3. Initiating, Verifying, Executing, Monitoring and Controlling, and Closing
4. Initiating, Planning, Executing, Controlling, and Administrative Closure

Justification: The five Process Groups are Initiating, Planning, Executing, Monitoring and Controlling, and Closing.
Reference: PMBOK® Guide - Fifth Edition, page 5

PMstudy.com comments: Conceptualizing, Verifying, and Administrative Closure are not process groups.

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Correct Answer: # 2

Question: You are managing the release of a new drug in the market. Your role is that of a:

1. Functional Manager, because you have good functional knowledge of the pharmaceutical industry
2. Project Manager, because you are creating a unique product within specific time schedules
3. Operations Manager, because you have to do several repetitive tasks
4. Program Manager, because you have to manage several projects to do your job effectively

Justification: Every project creates a unique product, service, or result. A project can create a service or a
capability to perform a service (e.g., a business function that supports production or distribution).

Reference: PMBOK® Guide - Fifth Edition, page 3

PMstudy.com comments: Since this is the release of "one" new drug, it is a project. Multiple releases may qualify it as
a program.

Correct Answer: # 1

Question: Your company is responsible for developing an anti-virus software. You are responsible for managing
both the individual product releases and the coordination of multiple releases. Your role is that of a:

1. Program manager
2. Project manager
3. Functional manager
4. Operations manager

Justification: A program is defined as a group of related projects, subprograms, and program activities managed
in a coordinated way to obtain benefits not available from managing them individually. Programs may include
elements of related work outside the scope of the discrete projects in the program.

Reference: PMBOK® Guide - Fifth Edition, page 9

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Correct Answer: # 2

Question: You have reached the end of the design phase of your project. You decide to call a "phase end review"
for obtaining authorization to close the design phase and initiate the next phase (i.e., execution phase) of your
project. Your manager disagrees with your suggestion. He wants a "kill point" to formally end the design phase of the
project. In this context, you should:

1. Disagree with your manager because you know that phase end reviews should be used at the end of each phase of the project
2. Agree with your manager as kill point is a phase-end review
3. Escalate this issue to the project sponsor
4. Take advice from a senior project manager about what should actually be done at the end of each phase of the project

Justification: A phase end represents a natural point to reassess the activities underway and to change or
terminate the project if necessary. This point may be referred to as a stage gate, milestone, phase review, phase
gate, or kill point.

Reference: PMBOK® Guide - Fifth Edition, page 41

PMstudy.com comments: The answer is option 2, as the manager is justified in asking for a kill point. Kill point is
another term for phase end review

Correct Answer: # 3

Question: You are working in the Project Management Office (PMO) of your organization. Your job responsibility is
to:

1. Manage the operational activities in the company


2. Manage human resource and risk management issues for individual projects
3. Provide support functions to project managers in the form of training, providing software, standardizing policies, etc.
4. Provide subject matter expertise in the functional areas of the project

Justification: A project management office (PMO) is a management structure that standardizes the project-related
governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. The
responsibilities of a PMO can range from providing project management support functions to actually being
responsible for the direct management of one or more projects.

Reference: PMBOK® Guide - Fifth Edition, page 10

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Correct Answer: # 4

Question: You are the project manager in a company where you have maximum authority. To which organizational
structure does your company belong?

1. Functional
2. Weak Matrix
3. Strong Matrix
4. Projectized

Justification: Project managers have maximum authority in a company with a projectized organizational structure.
Reference: PMBOK® Guide Fifth Edition, page 22 table 2-1

Correct Answer: # 3

Question: Which of the following exhibits greatest resistance to change?

1. Business requirements
2. Technology
3. People
4. Environment

Justification: People exhibit greatest resistance to change.


Reference: PMstudy.com comments

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Correct Answer: # 1

Question: Matrix organizations exhibit features of both projectized and functional organizations. In a weak matrix
organization, the role of a project manager may be that of a:

1. Coordinator
2. Manager with considerable authority
3. Support person
4. Functional manager

Justification: Weak matrix organizations maintain many of the characteristics of a functional organization, and the
role of the project manager is more of a coordinator or expediter.

Reference: PMBOK® Guide Fifth Edition, page 23

Correct Answer: # 2

Question: You have recently joined as a project manager in a company where they follow a projectized
organizational structure. All your team members work in the same office where you have a lot of independence and
authority. Which of the following is NOT an advantage of a projectized organizational structure?

1. Loyalty to the project


2. Home for the team members after the project is completed
3. Effective communication
4. Efficiency in project organization

Justification: In a projectized organization, most of the organizational resources are involved in the project work.
The project team members do not belong to a specific functional group and hence do not have any "home" once the
project is over.

Reference: PMstudy.com comments

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Correct Answer: # 4

Question: Your project stakeholder has asked you to create a financial plan for your project. Preparing a financial
plan will require:

1. Program management skills


2. Industry specific skills
3. Financial subject matter expertise
4. Both project management and industry specific skills

Justification: Preparing a financial plan requires both project management and industry specific skills. Although
the project manager need not have the industry-specific skills, she should talk with a person with industry-specific
skills in order to prepare the financial plan.

Reference: PMstudy.com comments

Correct Answer: # 1

Question: Which of the following statements is NOT true about a project life cycle?

1. All project life cycles are usually identical.


2. The level of risk is highest at the start of the project and decreases as the project progresses.
3. The ability of the stakeholders to influence the final characteristics is highest at the start and gets progressively lower as the project
continues.
4. Cost and staffing requirements usually peak during the intermediate phases.

Justification: Although many projects may have similar phase names with similar deliverables, few are identical.
Further, look out for absolute statements with terms like "All", "None", "Never", "Always", "Must", etc. Such options
should be carefully evaluated because they may be incorrect.

Reference: PMstudy.com comments

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Correct Answer: # 2

Question: In your organization, all big technical projects go through Initiate, Analyze, Design, Implement, Test, and
Closeout. In this context, a project life cycle:

1. Defines the product life cycle


2. Defines the project phases
3. Contains several product life cycles
4. Has deliverables that must be completed before work starts on the next phase

Justification: A project life cycle is the series of phases that a project passes through from its initiation to its
closure. The phases are generally sequential, and their names and numbers are determined by the management and
control needs of the organization or organizations involved in the project, the nature of the project itself, and its area
of application.

Reference: PMBOK® Guide - Fifth Edition, page 38

PMstudy.com comments: Option 1 and Option 3 are wrong because project life cycle does not include the product life
cycle. Option 4 is not accurate because work in the next phase may, at times, start before the deliverables of the
previous phase are completed.

Correct Answer: # 4

Question: A project manager has to manage different stakeholder expectations. Project sponsor and customer are
two very important stakeholders in any project. In this context, which of the following is NOT the responsibility of both
the project sponsor and the customer?

1. Take into account risk tolerance


2. Provide key events, milestones, and deliverable due dates
3. Formally accept the product of the project
4. Provide financial resources for the project

Justification: Statements 1, 2, and 3 are correct.


Statement 4 is incorrect - A Sponsor is the person or group who provides resources and support for the project and is
accountable for enabling success....Customers are the persons or organizations who will approve and manage the
project`s product or service, or result.

Reference: PMBOK® Guide - Fifth Edition, page 32

PMstudy.com comments: Customers do not always provide financial resources for the project.

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Correct Answer: # 3

Question: As a project manager for a construction company, you are responsible to Define Scope, Define
Activities, Develop Schedule, and Determine Budget. These responsibilities are performed as part of:

1. Closing
2. Initiating
3. Planning
4. Monitoring and Controlling

Justification: The processes of Define Scope, Define Activities, Develop Schedule, and Determine Budget are part
of the Planning Process Group.

Reference: PMBOK® Guide - Fifth Edition, page 61, table 3-1

Correct Answer: # 1

Question: Almost all projects are planned and implemented in a social, economic, or environmental context, and
have intended and unintended positive or negative impacts. In this context, which of the following statements about
Enterprise Environmental Factors is NOT true?

1. Neither promote nor hold back the project management processes


2. May restrict the project management processes
3. May promote the project management processes
4. May either promote or hold back the project management processes

Justification: Enterprise environmental factors may enhance or constrain project management options, and may
have a positive or negative influence on the outcome.

Reference: PMBOK® Guide - Fifth Edition, page 29

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Correct Answer: # 1

Question: As a project manager, you realize that managing project stakeholder expectations is an important
priority. Which statement on project stakeholders is NOT correct?

1. Negative stakeholders must be ignored if the project has to be successfully completed.


2. Stakeholders have varying levels of responsibility and authority when participating on a project and these can change over the course
of the project life cycle.
3. Some key stakeholders include project manager, operations management, project team, customers, and sponsor.
4. Stakeholder expectations may be difficult to manage, because stakeholders often have very different or conflicting objectives.

Justification: In the case of stakeholders with positive expectations for the project, their interests are best served
by making the project successful.... In contrast, the interests of negatively affected stakeholders are served by
impeding the project`s progress. Overlooking negative stakeholders interest can result in an increased likelihood of
failures, delays, or other negative consequences to the project.

Reference: PMBOK® Guide - Fifth Edition, page 32

Correct Answer: # 3

Question: In your company, the project manager shares responsibility with the functional manager to assign
priorities and directs the team members of the project. In this case, it is NOT the responsibility of the project manager
to:

1. Plan resources
2. Manage cost and budget
3. Carry out performance appraisal of project team
4. Define tasks

Justification: In a matrix organization, the project manager shares responsibility with the functional managers for
assigning priorities and for directing the work of persons assigned to the project.

Reference: PMBOK® Guide - Fifth Edition, page 546

PMstudy.com comments: In most matrix organizational structures, personnel performance management is not the
responsibility of the project manager; this task is usually done by the functional manager. However, a project
manager is always responsible for Plan resources (Option 1), Manage cost and budget (Option 2), and Define tasks
(Option 4).

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Correct Answer: # 4

Question: Which of the following aspects of a project is NOT the responsibility of a project manager?

1. Keep the project on track in terms of schedule and budget


2. Identify, monitor, and respond to risk
3. Provide accurate and timely report of project metrics
4. Ensure integrity of project team members

Justification: A project manager is in charge of all aspects of the project including, but not limited to developing
the project management plan and all related component plans, keeping the project on track in terms of schedule and
budget, identifying, monitoring, and responding to risk, and providing accurate and timely reporting of project metrics.

Although the project manager is responsible for the integrity of the overall project, she is not responsible for the
integrity of individual team members.

Reference: PMstudy.com comments

Correct Answer: # 2

Question: You have been managing a project to construct an overpass on Interstate 10. You have divided the
project into phases to provide better management control. Which of the following is a characteristic of a project
phase?

1. Formal phase completion necessarily includes authorization for the subsequent phase.
2. The closure of a phase is required to be approved in some form before it can be considered closed.
3. A project phase should not be divided into sub-phases even in complex projects, because it will be difficult to manage.
4. All deliverables in the project phase should correspond to the project management process.

Justification: In many cases, the closure of a phase is required to be approved in some form before it can be
considered closed.

Reference: PMBOK® Guide - Fifth Edition, page 41

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Correct Answer: # 4

Question: The CEO of ABC bank is concerned about the increase in "call answering time" in the bank`s call center
(i.e., customers have to wait longer for their calls to be answered by an operator). She wants to improve call center
processes to decrease the "call answering time." What should the CEO do to address the situation?

1. Set up a PMO
2. Assign a very competent project manager to manage activities in the call center
3. Move to a projectized organizational structure
4. Continue with a functional organizational structure, and try to streamline activities

Justification: This is an operation and not a project (projects are temporary and unique, but call center activities
are ongoing and repetitive).

In this context, the CEO should not try to handle this issue as a project and do none of the activities mentioned in
option 1, option 2, or option 3.

Since this is an operation, option 4 provides the best course of action for the CEO to address this situation, i.e.,
continue with a functional organizational structure (which is recommended for managing operations) and try to
streamline activities.

Reference: PMstudy.com comments

Correct Answer: # 1

Question: You are planning for your project. In this context, which of the following processes should you consider?

1. Define Scope, Develop Schedule, Plan Risk Management, Plan Communications Management
2. Plan Quality Management, Plan Procurement Management, Plan Risk Responses, Control Costs
3. Perform Quality Assurance, Develop Project Team, Manage Communications, Plan Risk Management
4. Validate Scope, Control Quality, Control Schedule, Control Costs

Justification: Please refer to table 3-1 and figure A1-7, PMBOK® Guide - Fifth Edition, pages 61 and 428
respectively.

Reference: PMBOK® Guide - Fifth Edition, pages 61 and 428

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Correct Answer: # 2

Question: Which of the following is NOT a characteristic of a project life cycle?

1. Stakeholder influence, risk, and uncertainty are highest at the start of the project.
2. Ability of the stakeholders to influence final characteristics of the project`s product increases as the project progresses.
3. The project life cycle determines which transitional actions at the beginning and end of the project are included, so that the project can
be linked to the ongoing operations of the performing organization.
4. Stakeholder influence, risk, and uncertainty decrease as the project progresses.

Justification: Stakeholders` ability to influence the final characteristics of the project`s product, without significantly
impacting cost, is highest at the start of the project and decreases as the project progresses towards completion.

Reference: PMstudy.com comments

Correct Answer: # 3

Question: You are working as a portfolio manager. Which of the following are you responsible for managing?

1. Project interdependencies
2. Projects and programs
3. Projects, programs, and operations
4. Functional work and operations

Justification: A portfolio refers to projects, programs, sub-portfolios, and operations managed as a group to
achieve strategic objectives.

Reference: PMBOK® Guide - Fifth Edition, pages 8 (table 1-1) and 9

PMstudy.com comments: Portfolio management includes projects, programs, subportfolios, and related work (i.e.
functional or operational work); so, this is the best answer.

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Correct Answer: # 4

Question: Your company CEO wants to set up a Project Management Office (PMO) in the company. You have
been assigned the responsibility to define the scope of work for the PMO. In this context, which of the following is
NOT the function of a PMO?

1. Help manage shared resources


2. Bring order and organize communications across projects
3. Provide support functions like training and mentoring
4. Define specific strategic objectives

Justification: The primary function of a PMO is to support project managers in a variety of ways, which may
include, but are not limited to: managing shared resources across all projects administered by the
PMO....coordinating communication across projects.

Portfolio Management refers to the centralized management of one or more portfolios to achieve strategic objectives.

Reference: PMBOK® Guide - Fifth Edition, page 11

PMstudy.com comments: Option 4 refers to an activity that would be a part of Portfolio Management.

Correct Answer: # 2

Question: You are one of the ten full-time project managers in your organization. All of you share two
administrative resources. Normally, around 30 - 40 projects are executed per year involving about 30% of the
employees of the organization. However, all of them do not report to you, although you are their project manager.
Your organization can best be classified as:

1. Projectized
2. Balanced Matrix
3. Strong Matrix
4. Weak Matrix

Justification: Refer to PMBOK® Guide - Fifth Edition, page 22 (table 2-1) and page 24 (figure 2-3).
Reference: PMBOK® Guide - Fifth Edition, pages 22 (table 2-1) and 24 (figure 2-3)

PMstudy.com comments: While the balanced matrix organization recognizes the need for a project manager, it does
not provide her with the full authority over the project, human resources, and funds.

Option 1 (Projectized Organization) is incorrect because resources in a projectized organization are not shared with
the functional manager. Option 3 (Strong Matrix) is incorrect because only 30% of the employees work on projects
and the remaining work in functional activities. Option 4 (Weak Matrix) is incorrect because full-time project managers
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do not exist in Weak Matrix, which have project coordinators and/or expeditors.

Correct Answer: # 3

Question: You are responsible for the development and launch of a NASA satellite. Your role is that of a:

1. Project Manager
2. Project Coordinator
3. Program Manager
4. Functional Manager

Justification: A program is defined as a group of related projects, subprograms, and program activities managed
in a coordinated way to obtain benefits not available from managing them individually.

Reference: PMBOK® Guide - Fifth Edition, page 9

PMstudy.com comments: Developing and launching a NASA satellite will involve two projects and hence, it is a
program.

Correct Answer: # 3

Question: Which of the following is NOT a Project Management Knowledge Area?

1. Project Integration Management


2. Project Procurement Management
3. Project Configuration Management
4. Project Communications Management

Justification: Project Configuration Management is not a Project Management Knowledge Area.


Reference: PMBOK® Guide - Fifth Edition, page 61

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Correct Answer: # 4

Question: As a project manager, you have identified the stakeholders of your project. What should you do next?

1. Update Project Charter


2. Create Project Management Plan
3. Create Communications Management Plan
4. Create Stakeholder Register

Justification: The main output of the Identify Stakeholder process is the Stakeholder Register. It is a project
document including the identification, assessment, and classification of project stakeholders.

Reference: PMBOK® Guide - Fifth Edition, pages 393 (figure 13-2) and 563

Correct Answer: # 4

Question: You are working as a project manager and are in the process of defining and documenting
stakeholders` needs to meet project objectives. What documents are you going to use for this purpose?

1. Project charter
2. Requirements documentation
3. Stakeholder register
4. Project charter and stakeholder register

Justification: Reference: PMBOK® Guide - Fifth Edition, page 111 (figure 5-4)
PMstudy.com comments: Collect Requirements is the process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives. Requirements documentation is an output for Collect
Requirements process. Scope management plan, requirements management plan, stakeholder management plan,
project charter, and stakeholder register are inputs to this process.

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Correct Answer: # 2

Question: You are responsible for managing a project in your company but you have least authority and have to
constantly report to a functional manager. To which organizational structure does your company belong?

1. Matrix
2. Functional
3. Projectized
4. Balanced

Justification: A classic functional organization... Staff members are grouped by specialty, such as production,
marketing, engineering, and accounting at the top level.

Reference: PMBOK® Guide - Fifth Edition, page 22 (table 2-1)

PMstudy.com comments: Project manager has least authority in a functional organization structure

Correct Answer: # 2

Question: Which of the following is not an example of a project?

1. Develop a new product or service or result


2. Change the password of a user for logging into a bank website
3. Run a campaign for political office
4. Implement a new business procedure or process

Justification: A project is a temporary endeavor undertaken to create a unique product, service, or result.
Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same
set of tasks according to the standards institutionalized in a product life cycle. Unlike the ongoing nature of
operations, projects are temporary endeavors.

Reference: PMBOK® Guide - Fifth Edition, pages 3 and 13

PMstudy.com comments: Changing the password of a user for logging into a website is an operation because:
a) It is not a unique activity.
b) It does not have a specific start and end date, i.e., passwords need to be changed whenever there is a request
from any user.

The activities stated in all the other options are examples of projects.
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Correct Answer: # 2

Question: Organizations performing projects will usually divide each project into several project phases to improve
management control. This also provides links to the ongoing operations of the performing organization. Collectively,
project phases are also called:

1. Project management life cycle


2. Project life cycle
3. Product life cycle
4. Project phases life cycle

Justification: A project life cycle is the series of phases that a project passes through from its initiation to its
closure.

Reference: PMBOK® Guide - Fifth Edition, page 38

Correct Answer: # 1

Question: You are the project manager in a company, which has a balanced matrix organizational structure. Who
do you report to?

1. Functional Manager
2. Program Manager
3. Chief Project Manager
4. Portfolio Sponsor

Justification: The project manager reports to the functional manager in a balanced matrix organization. Also,
please refer to PMBOK® Guide - Fifth Edition, page 24 (figure 2-3).

Reference: PMstudy.com comments

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Correct Answer: # 2

Question: You are a project manager in XYZ Company, which has a projectized organizational structure. In this
context, which of the following statements is incorrect?

1. Team members are often co-located.


2. There is a "home" for project team members after a project is completed.
3. You have a great deal of authority and independence.
4. Organizational units (or departments) either report directly to you or provide support services to the various projects.

Justification: One disadvantage of a projectized organization is that there is "no home" for the project team
members once the project is completed. All the remaining answer options mentioned are features of a projectized
organization.

Reference: PMstudy.com comments

Correct Answer: # 1

Question: You are working as a coordinator in an organization where decisions are primarily made by the senior
management. The structure of the organization you are working in is:

1. Weak Matrix
2. Balanced Matrix
3. Functional
4. Strong Matrix

Justification: Weak matrix organizations maintain many of the characteristics of a functional organization, and the
role of the project manager is more of a coordinator or expeditor.

Reference: PMBOK® Guide - Fifth Edition, page 23

PMstudy.com comments: In a weak matrix organization, project manager plays the role of a coordinator or expeditor
and all decisions are primarily made by the top/senior management.

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Correct Answer: # 4

Question: The dictionary meaning of authority is "power to influence or command thought, opinion, or behavior."
Your authority as a project manager is greatly dependent on:

1. Support from functional managers


2. Support from senior management
3. Your influencing and leadership skills
4. Organizational structure

Justification: Please refer to PMBOK® Guide - Fifth Edition, page 22 (table 2-1)
Reference: PMBOK® Guide - Fifth Edition, page 22

PMstudy.com comments: The most important factor for determining the authority of a project manager is the
organizational structure. Depending on the organizational structure, the project manager may have high to almost
total authority (as in a Projectized organization), little or none (as in a Functional organization).

Correct Answer: # 1

Question: Your director has appointed you as a portfolio manager in the company. Your responsibility as a
portfolio manager is to:

1. Select and support projects or program investments


2. Manage groups of projects in a coordinated way
3. Create a unique product, service, or result
4. Ensure that customer requirements are satisfied through progressive elaboration of projects

Justification: A portfolio refers to projects, programs, subportfolios, and operations managed as a group to
achieve strategic objectives.

Reference: PMBOK® Guide - Fifth Edition, page 9

PMstudy.com comments: Project portfolio management refers to the selection and support of projects or program
investments. These investments in projects and programs are guided by the organization`s strategic plan and
available resources.
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Option 2 refers to programs. Options 3 and 4 refer to projects.

Correct Answer: # 2

Question: Your project sponsor has specified that you have to complete your project within 3 months with a
funding limit of $250,000. This is an example of:

1. Authoritative project management


2. Constraint
3. Assumption
4. Laissez-faire management

Justification: Constraint is a limiting factor that affects the execution of a project or process. Constraints identified
with the project scope statement list and describe the specific internal or external restrictions or limitations associated
with the project scope that affect the execution of the project, for example, a predefined budget or any imposed dates
or schedule milestones that are issued by the customer or performing organization.

Reference: PMBOK® Guide Fifth Edition, page 124

PMstudy.com comments: Here, the project sponsor has imposed two constraints: a) completion time of 3 months and
b) funding limit of $250,000.

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Correct Answer: # 2

Question: At what stage of the project are factors like probability of successfully completing the project, cost of
changes, and cost of error correction, the highest?

1. Beginning
2. End
3. Executing
4. Beginning and end

Justification: The cost of making changes and correcting errors typically increases substantially as the project
approaches completion.

Reference: PMBOK® Guide - Fifth Edition, page 40

PMstudy.com notes:

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Correct Answer: # 3

Question: A project manager is responsible for managing project costs and human resources. Factors like cost
and staffing level for a project:

1. Increase with duration of the project


2. Decrease with duration of the project
3. Are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close
4. Cannot be determined, as they are specific to the project

Justification: Refer PMBOK® Guide - Fifth Edition, page 39 (figure 2-8).


Reference: PMBOK® Guide - Fifth Edition, page 39

PMstudy.com Comments:

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Correct Answer: # 4

Question: Project performance must be monitored and measured regularly to identify variances from the plan.
Which of the following processes does not belong to the Monitoring and Controlling Process Group?

1. Validate Scope
2. Control Risks
3. Control Communications
4. Perform Quality Assurance

Justification: Perform Quality Assurance is a process in the Executing Process group.


Reference: PMBOK® Guide - Fifth Edition, page 61, table 3-1

Correct Answer: # 1

Question: As a project manager, you are aware that project management process groups are linked by their
objectives. Planning process group outputs including the project management plan become inputs for project
implementation. In this context, which of the following statements is inaccurate?

1. Process groups are non-overlapping activities that occur with varying intensity throughout the project.
2. If the project is divided into phases, the process groups interact within a project phase and may also cross over to other phases.
3. Not all processes will be needed on all projects and not all of the interactions will apply to all the projects or process groups.
4. Among the process groups and their processes, the process outputs are related and have an impact on the other process groups.

Justification: The Process Groups are seldom either discrete or one-time events; they are overlapping activities
that occur throughout the project. The output of one process generally becomes an input to another process or is a
deliverable of the project, subproject, or project phase.

Reference: PMBOK® Guide - Fifth Edition, page 51

PMstudy comments: Also, please refer to PMBOK® Guide - Fifth Edition, page 78, table 4-1.

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Correct Answer: # 4

Question: You are the project manager of a new project, tasked with construction of a bridge on the River Nile in
Egypt. While initiating the project, you should:

1. Create a scope management plan to document project scope definition, verification, and control
2. Develop a project management plan
3. Determine specific activities that need to be performed to produce various project deliverables
4. Develop a project charter

Justification: Project Charter is a document issued by the project initiator or sponsor that formally authorizes the
existence of a project and provides the project manager with the authority to apply organizational resources to project
activities.

Reference: PMBOK® Guide - Fifth Edition, page 553

PMstudy.com comments: Initiating process group consists of the processes that facilitate the formal authorization to
start a new project or a project phase. The activities stated in the first 3 options are undertaken after the project is
initiated.

Option 1 refers to Define Scope, Validate Scope, and Control Scope; Option 2 refers to Develop Project Management
Plan; and Option 3 refers to Define Activities. All these are processes are related to the Planning Process Group and
are performed after the processes related to the Initiating Process Group.

Correct Answer: # 2

Question: In your project, you are coordinating people and resources as well as integrating and performing
activities of the project in accordance with the project management plan. This is performed during:

1. Initiating Process Group


2. Executing Process Group
3. Planning Process Group
4. Monitoring Process Group

Justification: The Executing Process Group consists of those processes performed to complete the work defined
in the project management plan to satisfy the project specifications. This Process Group involves coordinating people
and resources, managing stakeholder expectations, as well as integrating and performing the activities of the project
in accordance with the project management plan.

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Reference: PMBOK® Guide - Fifth Edition, page 444

Correct Answer: # 4

Question: ABC company has recently launched a new model of their car in the market and the market response
has been overwhelming. Sales have gone up to a level much higher than what the company anticipated. To cater to
the increased market demand, the company plans to start a project to create a new assembly line for the cars. Who,
according to you, is the user for this project?

1. Project manager and project management team


2. Person who may buy the car in the future
3. Project sponsor who provides funding
4. Assembly line worker who is going to work on the new assembly line being created

Justification: Customers are the persons or organizations who will approve and manage the project’s product,
service, or result.
Users are the persons or organizations who will use the project’s product, service, or result.

Reference: PMBOK® Guide - Fifth Edition, page 32

PMstudy.com comments: Here the assembly line worker will use the project`s product, i.e., the new assembly line
being created. So, he is user of the project.

Correct Answer: # 1

Question: At the end of the closing process group,

1. It is verified that the defined processes are completed within all the process groups to close the project or project phase.
2. It is determined that the product will be successful in the market.
3. The project management plan is written off by the project sponsor.
4. The new change requests are initiated as required.

Justification: The Closing Process Group, when completed, verifies that the defined processes are completed
within all of the Process Groups to close the project or a project phase, as appropriate, and formally establishes that
the project or project phase is complete.

Reference: PMBOK® Guide - Fifth Edition, page 57

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Correct Answer: # 2

Question: You recently joined ABC bank as a project manager. Although the project is within budget and doing
well, recently there have been several change requests. The outgoing project manager was using twelve project
management processes during the project execution. Given this information, which of the following could be the most
likely cause of frequent change requests?

1. The new project manager was appointed for a very critical project and proper training was not provided.
2. All stakeholders were not identified.
3. New methods of communication like email and SMS were not used as part of project communication management.
4. Very few project management processes were used by the outgoing project manager.

Justification: We should try to find out the reason for the problem. The question clearly states that recently there
have been several change requests. The root cause of the problems is that all stakeholders are not identified.

Training (option 1), communication methods (option 3) or the number of project management processes (option 4)
cannot be contributing factors to the increase in change requests. However, if some stakeholders are not identified
(option 2), there is a possibility that some requirements of those stakeholders are left out. This is the most important
reason for increase in change requests.

Reference: PMstudy.com comments

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Correct Answer: # 2

Question: Earlier you were working at the helpdesk of ABC company managing a team. Your job primarily involved
handling customer queries, analyzing customer feedback, and supervising your team. You have recently been re-
assigned to a new project involving integration of the helpdesk activities with an ERP (Enterprise Resource Planning)
package. This project will improve efficiency in the company and help in integrating all inter-related activities. In this
context, which of the following is not a difference between project work and work at helpdesk?

1. The objective of the project is to meet strategic objectives of the company. The objective of the helpdesk was to sustain the business.
2. A project has to be planned, executed, and controlled, and it is not so in the case of helpdesk.
3. As part of the project, you are creating a new information system, but nothing unique was being created as part of the helpdesk
activities.
4. Unlike a project, helpdesk was an ongoing operational activity.

Justification: Helpdesk work is an operational activity.


Organizations perform work to achieve a set of objectives. In many organizations, the work performed can be
categorized as either project or operations work. These two types of work share a number of characteristics as
follows:
a. Performed by individuals
b. Limited by constraints including resource constraints
c. Planned, executed, monitored and controlled

Both projects and operations need to be planned, executed, and controlled. However, projects and operations differ
primarily in that operations are ongoing and produce repetitive products, services, or results. Projects are temporary,
and end.

Reference: PMstudy.com comments

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Correct Answer: # 2

Question: You are working as the project manager simultaneously on four (4) projects in your organization, which
vary in complexity. In this context, which of the following does not contribute to the success of the projects?

1. Project Manager must comply with the requirements to meet stakeholders` needs and aspirations
2. Applying knowledge, skills, and processes uniformly across various projects in your portfolio
3. Balancing competing needs of time, cost, and quality
4. Using a defined approach to adapt the product specifications and plans to meet project and product requirements

Justification: For any given project, the project manager, in collaboration with the project team, is always
responsible for determining which processes are appropriate, and the appropriate degree of rigor for each process.

Reference: PMBOK® Guide Fifth Edition, page 48

PMstudy.com comments: Knowledge, skills, and processes will not always be applied uniformly on all projects. Since
the projects are of varying complexity levels, the same processes may not be valid for all the four (4) projects. Please
note that options 1, 3, and 4 are requirements for a project to be successful.

Correct Answer: # 2

Question: Which of the following statements relating to product-oriented processes and project management
processes is accurate?

1. Product-oriented processes are defined in the project management life cycle


2. Product-oriented processes help in creating the project`s product
3. Project management processes rarely interact with product-oriented processes
4. Project management processes apply globally but to certain industry groups

Justification: Product-oriented processes specify and create the project`s product.


Reference: PMBOK® Guide Fifth Edition, page 47

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PMstudy.com comments:

Please note:
a. Option 1: Product-oriented processes are typically defined by the project life cycle (PMBOK® Guide Fifth Edition,
page 47).
b. Option 3: Project management processes and product-oriented processes overlap and interact throughout the life
of a project (PMBOK® Guide Fifth Edition, page 48).
c. Option 4: Project management processes apply globally and across industry groups (PMBOK® Guide Fifth Edition,
page 48).

Correct Answer: # 2

Question: Your construction company recently secured a project to build a new overpass on Interstate 10. You
have been appointed as project manager for the assignment. Your company has successfully executed similar
projects in the past, and you would like to refer to the past project documents. At what stage of the project should this
be done FIRST?

1. Executing
2. Initiating
3. Planning
4. Monitoring and Controlling

Justification: Organizational Process Assets is an input to Develop Project Charter (which is in the Initiating
Process Group).

Reference: PMBOK® Guide Fifth Edition, page 66

PMstudy.com comments: Documentation about previous projects is included in the organizational process assets. In
the Initiating Process Group, documents about similar past projects would help the project team in getting a better
understanding of the project.

Correct Answer: # 1

Question: As a project manager, you understand the importance of identifying and documenting project risks. In
this context, which of the following statements is true?

1. Risk identification occurs during the Planning of the project


2. Risk identification occurs during Monitoring and Controlling of the project
3. Risk identification occurs during Execution of the project
4. Risk identification occurs during different project stages depending on the type of the project

Justification: Risk identification is done as part of the Planning Process Group.


Reference: PMBOK® Guide - Fifth Edition, page 61 (table 3-1)
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Correct Answer: # 2

Question: Which of the following statements about stakeholders are correct?

A. Project manager must try to satisfy even the implicit requirements of stakeholders.
B. Only those stakeholders who are project team members should be involved in the creation of project plan.
C. Both stated and unstated needs of stakeholders should be properly identified.
D. Some stakeholders may provide conflicting requirements.

1. B, C and D
2. A, C and D
3. Only C
4. Only D

Justification: The project team seeks input and encourages involvement from all stakeholders when planning the
project and developing the project management plan and project documents.

Reference: PMBOK® Guide Fifth Edition, page 56

PMstudy.com comments: Please note:

Option 1: The project manager must try to satisfy both the explicit and the implicit needs of the stakeholders.
Option 3: Stakeholders may have unstated needs, which should also be properly identified by the project manager.
Option 4: Stakeholders may have conflicting needs and hence provide conflicting requirements.

Correct Answer: # 2

Question: Which of the following statements about stakeholders is INCORRECT?

1. Stakeholders may exert influence over the project.


2. Stakeholders` responsibilities remain stable throughout the project life cycle.
3. Some stakeholders benefit from a successful project.
4. Identifying stakeholders can be difficult.

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Justification: Stakeholders have varying levels of responsibility and authority when participating on a project. This
level can change over the course of the project`s life cycle.

Reference: PMBOK® Guide Fifth Edition, page 31

Correct Answer: # 4

Question: Project initiation consists of processes that facilitate the formal authorization to start a new project or a
project phase. In this context, which of the following is not performed during project initiation?

1. Create the project charter


2. Divide large or complex projects into phases
3. Involve customers and stakeholders
4. Create project scope statement

Justification: Project Scope Statement is created after project initiation.


Reference: PMBOK® Guide Fifth Edition, pages 61 (table 3-1) and 430 (figure A1-11)

PMstudy.com comments: Please note:

Option 1: Project Charter is developed/created during the project initiating stage.


Option 2: As part of the initiating process group, many large or complex projects may be divided into separate phases
Option 3: Involving the customers and other stakeholders during the initiating stage generally improves the probability
of shared ownership, deliverable acceptance, and customer and other stakeholder satisfaction.

Correct Answer: # 1

Question: The project manager of a critical project in your company has to go on leave and you have to take up his
responsibility. In the project briefing, the outgoing project manager tells you that the scope statement for the project
has been documented, WBS has been created by subdividing the major project deliverables into smaller, more
manageable components and an activity list has been prepared. What should you do NEXT?

1. Create Schedule Network Diagrams


2. Identify important project stakeholders
3. Create the project management plan
4. Create the project deliverables

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Justification: Project Schedule Network Diagrams are graphical representation of the logical relationships among
the project schedule activities. This is done after the activity list is created.

Reference: PMBOK® Guide Fifth Edition, page 435 (figure A1-18)

PMstudy.com comments:

Please note:

a. Option 2: Identification of project stakeholders takes place at the project initiating stage.
b. Option 3: Project management plan is created earlier at the project planning stage.
c. Option 4: Project deliverables are created much later at the project executing stage, after the project planning is
completed.

Correct Answer: # 3

Question: A project team member informs you that a particular task is taking much more time than what was
budgeted. You are surprised because you, as a project manager, had not anticipated this delay, and you ask for
status reports and forecasts from all project team members. Which process group are you in?

1. Initiating
2. Executing
3. Monitoring and Controlling
4. Planning

Justification: •Control Communications is the process of monitoring and controlling communications throughout
the entire project life cycle to ensure the information needs of the project stakeholders are met.

Reference: PMBOK® Guide Fifth Edition, page 533

PMstudy.com comments: Control Communications is a part of Monitoring and Controlling Process Group (PMBOK®
Guide Fifth Edition, page 61, table 3-1).

Correct Answer: # 3

Question: What are the basic types of phase-to-phase relationships?

1. Sequential and concurrent


2. Iterative and sequential
3. Sequential and overlapping
4. Overlapping and iterative

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Justification: There are two basic types of phase-to-phase relationships. They are sequential relationships and
overlapping relationships.

Reference: PMBOK® Guide Fifth Edition, pages 42 and 43

Correct Answer: # 2

Question: You are in the process of developing the project charter. Which of the following forms the basis for the
Develop Project Charter process?

1. Project Charter
2. Project Statement of Work
3. Deliverables
4. Project Management Plan

Justification: Project Statement of Work is a narrative description of products, services, or results to be delivered
by the project. It is an input to Develop Project Charter process.

Reference: PMBOK® Guide Fifth Edition, pages 564 (Definition of Statement of Work) and 426 (figure A1-5).

PMstudy.com comments:

a. Option 1: Project Charter is an output from the Develop Project Charter process.
b. Option 3: Deliverables are outputs from the Direct and Manage Project Work process.
c. Option 4: Project Management Plan is an output from the Develop Project Management Plan process

Correct Answer: # 2

Question: In your project, you are formalizing acceptance of the completed project deliverables. This is done
during:

1. Perform Integrated Change Control


2. Validate Scope
3. Control Scope
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4. Control Communications

Justification: Validate Scope is the process of formalizing acceptance of the completed project deliverables.
Reference: PMBOK® Guide Fifth Edition, page 566

Correct Answer: # 2

Question: You are a project manager with NASA and are involved in designing satellite systems. In this context,
who among the following cannot initiate your new project?

1. Government
2. Project Team
3. Portfolio Organization of NASA
4. Company in England, which wants a particular type of satellite to be developed by NASA

Justification: Projects are initiated by an entity external to the project such as a sponsor, PMO staff person, or a
portfolio governing body chairperson or authorized representative.

Reference: PMBOK® Guide - Fifth Edition, page 68

PMstudy.com comments: A project team cannot initiate the project it is involved in.

Correct Answer: # 3

Question: You have acquired a team and assigned tasks for the selected team members of your project. This
activity is performed during:

1. Planning
2. Monitoring and Controlling
3. Executing
4. Closing

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Justification: Acquire Project Team is the process of confirming human resource availability and obtaining the
team necessary to complete project activities. Project staff assignments is an output of Acquire Project Team
process, which is a part of Executing Process Group.

Reference: PMBOK® Guide Fifth Edition, pages 447 (figure A1-35) and 61 (table 3-1)

Correct Answer: # 3

Question: You have created a risk management plan to decide how to approach, plan, and execute the risk
management activities for your project. Thereafter, you are involved with Identify Risks process to determine which
risks might affect your project. What should you do NEXT?

1. Plan Quality
2. Plan Risk Responses
3. Perform Qualitative Risk Analysis
4. Define Activities

Justification: Perform Qualitative Risk Analysis follows Identify Risks. This is a process of prioritizing risks for
further analysis or action by assessing and combining their probability of occurrence and impact.

Reference: PMBOK® Guide Fifth Edition, page 61 (table 3-1)

PMstudy.com comments: Option 1 (Plan Quality) and Option 4 (Define Activities) are not dependent on risk
identification (they can be done in parallel with Identify Risks). Option 2 (Plan Risk Responses) will be done after
Perform Qualitative Risk Analysis and Perform Quantitative Risk Analysis. Please refer to PMBOK® Guide Fifth
Edition, page 428 (figure A1-7).

Correct Answer: # 2

Question: Your project is complete and you are performing project closure activities. In this context, what should
you do LAST?

1. Creating final product, service, or result transition


2. Releasing project resources working on the project
3. Updating organizational process assets

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4. Accepting deliverables

Justification: Final product, service, or result transition, organizational process assets updates are outputs of the
Close Project or Phase and accepted deliverables are its inputs. However, even the Close Project will need
resources (e.g. people, equipment, etc.). Hence, releasing of project resources should happen at the very end of the
Close Project or Phase.

Reference: PMstudy.com comments

Correct Answer: # 4

Question: You have created the Work Breakdown Structure (WBS) for your project. Major project deliverables
have been divided into smaller more manageable components. What should you do NEXT?

1. Prepare a detailed project scope statement


2. Aggregate estimated costs of individual activities or work packages to establish an authorized cost baseline
3. Develop project schedule
4. Identify and document specific actions that need to be performed to produce project deliverables

Justification: Define Activities is the process of identifying and documenting the specific actions to be performed to
produce the project deliverables. This is done after Create WBS process. Once the WBS is created, the next logical
step is to define each of these activities.

Reference: PMBOK® Guide - Fifth Edition, pages 432 and 61 (table 3-1).

PMstudy.com comments:

--> Option 1: This refers to project scope statement that is created in Define Scope process. Create WBS process
follows Define Scope process.
--> Option 2: Estimate budget can be done only after Define Activities (option 4) and Estimate Activity Durations.
--> Option 3: Develop Schedule happens much later, i.e., after Define Activities, Estimate Activity Durations, and
Sequence Activities.

Correct Answer: # 2

Question: Improving competencies and interaction of team members helps in improving project performance. This
activity is performed as part of which project Process Group?

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1. Planning
2. Executing
3. Monitoring and Controlling
4. Initiating

Justification: Develop Project Team is the process of improving competencies, team member interaction, and
overall team environment to enhance project performance. Develop Project Team happens in the Executing Process
Group.

Reference: PMBOK® Guide - Fifth Edition, pages 447 and 61 (table 3-1)

Correct Answer: # 3

Question: You are a project manager. During which process will you obtain seller responses, select a seller, and
award a contract?

1. Manage Stakeholder Engagement


2. Plan Procurement Management
3. Conduct Procurements
4. Control Procurements

Justification: Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding
a contract.

Reference: PMBOK® Guide Fifth Edition, page 449

Correct Answer: # 1

Question: Which of the following processes occurs in the Planning Process Group?

1. Identify Risks
2. Manage Stakeholders Engagement
3. Acquire Project Team
4. Identify Stakeholders

Justification: Identify Risks happens during Planning Process Group.


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Reference: PMBOK® Guide Fifth Edition, page 61, table 3-1

PMstudy.com comments:

Option 2 (Manage Stakeholders Engagement) relates to Executing Process Group


Option 3 (Acquire Project Team) relates to Executing Process Group
Option 4 (Identify Stakeholders) relates to Initiating Process Group

Correct Answer: # 2

Question: In which Process Group will work defined be completed and all the specifications of your project be
satisfied?

1. Planning Process Group


2. Executing Process Group
3. Monitoring and Controlling Process Group
4. Closing Process Group

Justification: The Executing Process Group consists of those processes performed to complete the work defined
in the project management plan to satisfy the project specifications.

Reference: PMBOK® Guide Fifth Edition, page 56

Correct Answer: # 2

Question: You are a project manager. You have completed the project. While reviewing the costs, you observed
that most of the project`s budget was utilized for activities performed in processes relating to one particular process
group. This Process Group is:

1. Planning Process Group


2. Executing Process Group
3. Monitoring and Controlling Process Group

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4. Closing Process Group

Justification: A large portion of the project`s budget will be expended in performing the Executing Process Group
processes.

Reference: PMBOK® Guide Fifth Edition, page 444

Correct Answer: # 4

Question: Your project team had a meeting with the customer (during Validate Scope process) for getting formal
acceptance of the project deliverables. This activity is a part of which Process Group?

1. Closing
2. Executing
3. Planning
4. Monitoring and Controlling

Justification: Validate Scope is done as part of Monitoring and Controlling Process Group.
Reference: PMBOK® Guide Fifth Edition, page 61, table 3-1

Correct Answer: # 3

Question: In your project, which of the following would you not do as part of the Planning Process Group?

1. Develop options and actions to enhance opportunities and reduce threats to project objectives
2. Identify and document project roles, responsibilities and required skills, report relationships, and create a staff management plan
3. Monitor the status of the project to update the project costs and manage changes to the cost baseline
4. Develop an appropriate approach and plan for project communications based on stakeholder`s information needs and requirements

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and available organizational assets

Justification: Control Costs is the process of monitoring the status of the project to update the project costs and
managing changes to the cost baseline. This is a part of Monitoring and Controlling Process Group.

Reference: PMBOK® Guide Fifth Edition, page 534 and 451 (figure A1-41)

PMstudy.com comments: Option 1 (Plan Risk Responses), option 2 (Plan Human Resource Management) and option
4 (Plan Communications Management) are processes related to Planning Process Group.

Correct Answer: # 2

Question: Who should be in charge of the project during the Close Project process?

1. Sponsor
2. Project manager
3. Customer
4. Project closing functional expert

Justification: A project manager is identified and assigned as early in the project as is feasible, preferably while
the project charter is being developed and always prior to the start of planning.

Reference: PMBOK® Guide Fifth Edition, page 67

PMstudy.com comments: The project manager is responsible for the whole project from initiation through closure.

Correct Answer: # 1

Question: You are working in the "vendor management" group in your company. During the Plan Procurement
Management process, you are involved with documenting requirements for the products, services, and results and
identifying potential sellers. For this purpose, which of the following is not an input?

1. Procurement statement of work


2. Requirements documentation

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3. Risk register
4. Project schedule

Justification: Procurement statement of work is an output of Plan Procurement Management process. All the other
options are inputs required for Plan Procurement Management.

Reference: PMBOK® Guide Fifth Edition, page 443, figure A1-30

Correct Answer: # 3

Question: In your project, you have completed all activities which are part of the Initiating Process Group and are
now dealing with processes in the Planning Process Group. As part of this, one requirement is to determine,
document, and manage stakeholder needs and requirements to meet project objectives. This should be done as part
of:

1. Define Scope
2. Create WBS
3. Collect Requirements
4. Plan Risk Management

Justification: Collect Requirements is the process of determining, documenting,and managing stakeholder needs
and requirements to meet project objectives.

Reference: PMBOK® Guide Fifth Edition, page 531

PMstudy.com comments: Define Scope has to be performed after Collect Requirements. Create WBS and Plan Risk
Management happen after Collect Requirements and Define Scope.

Correct Answer: # 2

Question: As a project manager, which one of the following will you undertake in the Monitoring and Controlling
process of your project?

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1. Confirming human resource availability and obtaining the team necessary to complete project activities
2. Influencing the factors that could circumvent integrated change control so that only approved changes are implemented
3. Creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance with the
communications management plan
4. Auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and
operational definitions are used

Justification: Monitoring and Controlling process group also includes... influencing the factors that could
circumvent integrated change control so only approved changes are implemented.

Reference: PMBOK® Guide Fifth Edition, page 450

PMstudy.com comments: Option 1 (Acquire Project Team, PMBOK® Guide Fifth Edition, page 526), option 3
(Manage Communications, PMBOK® Guide Fifth Edition, page 545) and option 4 (Perform Quality Assurance,
PMBOK® Guide Fifth Edition, page 549) are performed as part of Executing Process Group.

Correct Answer: # 1

Question: In your project, you are in the process of identifying and documenting relationships among the project
activities. These details will be included in which of the following processes?

1. Sequence Activities
2. Define Activities
3. Estimate Activity Resources
4. Estimate Activity Durations

Justification: Sequence Activities is the process of identifying and documenting relationships among the project
activities.

Reference: PMBOK® Guide Fifth Edition, page 562

Correct Answer: # 4

Question: You have joined as a project manager in ABC Company. In your new role, which one of the following
tasks should you accomplish FIRST?

1. Plan Human Resource Management


2. Develop Project Management Plan
3. Direct and Manage Project Work

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4. Identify Stakeholders

Justification: Among the given tasks, Identify Stakeholders is performed first (this is related to the Initiating
Process Group).

Reference: PMBOK® Guide Fifth Edition, pages 61 (table 3-1) and 425 (figure A1-4)

PMstudy.com comments:

--> Option 1 (Plan Human Resource Management) is related to Planning Process Group.
--> Option 2 (Develop Project Management Plan) is related to Planning Process Group.
--> Option 3 (Direct and Manage Project Work) is related to Executing Process Group.

Correct Answer: # 1

Question: In your project, you create project documents which will help you when managing the project. Which of
the following is NOT an example of project documents?

1. Schedule baseline
2. Project charter
3. Requirements documentation
4. Risk register

Justification: Schedule baseline is part of the project management plan (and not included as part of project
documents). All the other options are included as part of project documents.

Reference: PMBOK® Guide Fifth Edition, page 78, table 4-1

PMstudy.com comments: All subsidiary plans and baselines are included as part of the project management plan.

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