1. The four elements of communication are A. the Sender, the Receiver, Internal/External orientation, and Verbal/Non-verbal media format.

B. Written/Oral, Listening/Speaking, Internal/External and Formal/Informal. C. Listening/Speaking, Internal/External, Formal/Informal and Vertical/Horizontal. D. the Sender, the Receiver, the Message and the Medium 2. Uniform, normal, triangular, beta and log normal are names of commonly encountered distributions in Quantitative Risk Analysis. What is this distribution called? A. Convergence distributions. B. Probability distributions. C. Impact distributions. D. Severity distributions. 3. The Work Breakdown Structure is A. an activity oriented structure which shows which work components have been assigned to which organizational units. B. an assignment oriented structure which shows which individuals are responsible for each of the project deliverables. C. a product oriented structure which shows the component elements necessary to produce the project deliverables. D. a deliverable oriented structure that organizes and defines the total scope of the project. 4. Performance reports A. are seldom necessary on small projects. B. provide the basis for identifying appropriate corrective action. C. can provide insight into project problem areas. D. should be prepared monthly. 5. The ability of stakeholders to influence the final characteristics of the project s product and the final cost of the project is A. lower at the start when the project objectives have not clearly been set, then increases steadily as the project progresses. B. higher at the start when the project objectives are being set, then lower during the design phase, then greater during execution. C. lower at the start when the project objectives are being set, then higher during the design phase, and finally somewhat limited during execution. D. highest at the start when the project objectives are being set, and then gets progressively lower as the project continues. 6. Which leadership style represents the most balanced perspective with regard to degree of control? A. Democratic B. Benevolent C. Participative D. Consensus 7. Which of the following inputs to Administer Procurements is not based on the seller s work deliverables? A. Reports on what work has been started, is in progress or is finished. B. Change requests. C. Reports on cost, schedule and technical performance. D. Inspection reports. 8. Placing all, or almost all, of the most active project team members in the same physical location is the Tool & Technique called A. staffing centralization. B. performance focusing. C. Synergy D. Collocation 9. Which of the following is not one of the inputs to Plan Quality? A. Benchmarking B. Government agency regulations

C. Historical databases D. Acceptance criteria 10. The key performance measurement baselines are A. Scope, Schedule and Cost B. Scope, Schedule and Quality C. Time, Quality and Risk D. Scope, Time and Staffing

1. Your answer D was correct Inherent in the model is an action to acknowledge a message. Acknowledgement means that the receiver signals receipt of the message, but not necessarily agreement with the message. Another action is the response to a message, which means that the receiver has decoded, understands, and is replying to the message. [10.2.2.2, Fig 10-8] 2. Your answer A should have been B Answers A,C and D do not correspond to any statistical distribution. [11.4.2.1] 3. Your answer A should have been D The WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables, with each descending level of the WBS representing an increasingly detailed definition of the project work. [Glossary, 5.3.3.1] 4. Your answer C was correct Performance reports may be simpler on small projects, but they are still necessary. They do point to areas where there may be problems but are unlikely to identify appropriate corrective action. The frequency of performance reports is defined in the communication plan and can be more or less frequent than monthly depending on the needs of the stakeholders. [10.5.3] 5. Your answer D was correct See figure 2-2. [2.1.1] 6. Your answer C was correct The participative leadership style is characterized by 1) allowing a great deal of freedom in identifying problems and solutions, 2) working closely with subordinates and 3) encouraging the free flow of information between the project manager and team members. The manager does not allow the team to force decisions with which he/she is not comfortable with (Democratic style) but generally doesnt restrict subordinate participation (Consultative style). Frame, Chapter 6 7. Your answer B was correct Change requests are an output of Administer Procurements. The input is Approved Change Requests. Change requests will most often originate from the seller and only very rarely because the buyer, based on the work deliverables, wishes to make some change. [12.3.3.3] 8. Your answer D was correct Co-location is an organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity. [Glossary] 9. Your answer D should have been A Benchmarking is a tool and technique of Quality planning. Government agency regulations are part of the Enterprise Environmental Factors, Historical databases come under the heading of Organizational Process Assets and acceptance criteria are found in the project scope statement. [8.1.1] 10. Your answer A was correct The so-called triple constraints of scope, time and cost define the project because any change in one of these requires appropriate changes in one or both of the remaining two in order to have a feasible, executable plan. Thus the corresponding baselines of scope, schedule and cost become the key performance baselines. [4.2.3.1]

1. Which of the following elements of the project plan contributes the least to project success as defined by customer satisfaction? A. Scope definition document B. Work Breakdown Structure C. Scope management plan D. Activity list 2. One should consider both business and pure risks because A. pure risks are an extension of business risks. B. focusing on pure risks will automatically allow you to maximize the potential profit of the project. C. assessing the business risks before analyzing the pure risks will allow you to reject projects that have too many negative consequences. D. this allows you to assess both opportunities and threats. 3. Which of the following is not an input to the Perform Qualitative Risk Analysis process? A. Risk register. B. List of prioritized risks. C. Risk management plan. D. Project scope statement. 4. Hard logic is also known as A. Mandatory dependencies B. Preferred dependencies C. External dependencies D. Discretionary dependencies 5. In planning and managing projects the project manager must often deal with customer pressures to develop a rich featured product at low cost while management wants a project that will generate high profits. In dealing with this situation you should A. educate management on the importance of a balanced perspective between profit and customer satisfaction. B. channel customer expectations to a more realistic level. C. recognize the reality of different and conflicting objectives between stakeholders and seek a reasonable compromise. D. use creative thinking and brainstorming to find new approaches to providing these features at lower cost. 6. Which of the following would not be expected to produce quality improvement: A. implementing regular status reporting. B. implementing statistical quality control to project processes. C. implementing a team suggestion system. D. implementing greater involvement of stakeholders in the planning process. 7. The project plan A. ensures that the project s cost and schedule targets will met. B. is the same as the performance measurement baseline. C. enhances communications within the project team. D. documents the major technical alternatives considered. 8. Which of the following is not true about contracts? A. It is a mutually binding agreement that obligates the seller to provide the specific product and obligates the buyer to pay for it. B. It is a legal relationship subject to remedy in the courts. C. It must be in writing. D. It is also known as an agreement, a purchase order, or a Memorandum of Understanding. 9. Which of the following is not part of the communications management plan?

A. Information to be communicated and the reason for that distribution. B. Earned value analysis. C. Escalation process. D. Communication constraints arising from regulations, technology and organisational policies. 10. The buyer is impressed with the seller s interest and enthusiasm but concerned that the seller has no experience in this market area. If the seller can claim that the buyer is one of their customers, they might have many more sales opportunities. An appropriate contract type might be A. Cost reimbursement. B. Cost sharing. C. Cost plus a percentage of cost. D. Cost plus an incentive fee.

1. Your answer C should have been D Customer satisfaction is derived from delivery of a product that meets real business needs in a cost effective manner. The activity list is a PROJECT deliverable and, of the four choices, the most remote from defining a satisfactory product. It is, in fact, an output of work on the other three items. [5.1] 2. Your answer A should have been D Business risks are those deliberately accepted and may have both positive and negative impacts on project objectives. Pure risks are those which may not be anticipated and which always have a negative impact on project objectives. They are distinct categories and both must be considered in order to understand the balance of opportunity and risk. See Kerstner, pp 885 - 887 [11.0] 3. Your answer C should have been B List of prioritized risks is an output of this process. [11.3.1] 4. Your answer A was correct Mandatory dependencies are those that are inherent in the nature of the work being done. [They] are also sometimes referred to as hard logic. [6.2.2.2] 5. Your answer C was correct Answers A and B assume that only one stakeholder perspective is the right one and all others should be required to conform. Answer D is, of course, the ideal solution but is seldom practical. Managing stakeholder expectations may be difficult because stakeholders often have very different objectives that may come into conflict. (PMBOK) [2.3] 6. Your answer C should have been A While an awareness of more regular status reporting might inspire more careful attention to detail, it is the least likely of the four possibilities to lead to any improvement. 7. Your answer A should have been C The project plan defines cost and schedule targets but has nothing to do with achieving them. Performance measurement baselines refer primarily to the time, cost and scope baselines. These are used to measure conformance to the project plan. Technical alternatives that were considered and rejected are part of the project documentation but are not included in the project plan itself (which focuses on what the project is to accomplish, not what it is not to accomplish!). [4.2] 8. Your answer D should have been C A written contract is preferred because it documents the intention of the parties, but oral contracts are equally valid and binding if the terms of the agreement can be proved by other means. [12.4.3.2] 9. Your answer B was correct Earned Value Analysis is part of project control. [10.2.3.1] 10. Your answer D should have been B Where the seller will receive additional value beyond the current project it may be acceptable for the buyer to share in this additional value through a sharing of costs on the current project.