Project Scope Management Questions Only

1. On a project to develop an inventory control system, the project manager is working

on creating the scope management plan. He realizes that this plan must include items
such as how the WBS will be created and how the scope of work will be
accomplished and measured. All of the following statements are true about the scope
management plan except:

A. It will not change after approval.

B. It may be based on organizational forms or templates.
C. It will be impacted by other parts of project planning.
D. It documents how scope will be iterated and controlled.

2. You are the project manager on an information technology project on which you and
the sponsor have already approved the scope. While having lunch with a customer
representative working with him on a software project, an information specialist on
your team learns a simple alteration in the display would be a great addition to the
project. The information specialist installs the change with no negative effect on the
project schedule and at no additional cost. What action should be taken?

A. The information specialist should be told that his behavior was unacceptable, as it may
have negatively affected the overall project.
B. The project manager should create a change control form and have the customer approve
the change since the change has already been made.
C. The information specialist should be recognized for exceeding customer expectations
without affecting project cost or schedule.
D. The project manager should add an activity to the project management plan with no
associated time.

3. As a project manager, you are using a number of tools and techniques that are part of
the Define Scope process. You will be carrying out this process with the help of the
customer, the team, and other stakeholders. Which of the following is not part of this
process?

A. Product analysis
B. Facilitation
C. Alternatives analysis
D. Inspection

4. Which of the following best describes the Validate Scope process?

A. It ensures the deliverable is completed on time, ensures customer acceptance, and shows
the deliverable meets specifications.
B. It is an output of Control Quality, occurs before Define Scope, and ensures customer
acceptance.
C. It ensures customer acceptance, shows the deliverable meets specifications, and provides a
chance for differences of opinion to come to light.

1|Page
D. It provides assurances that the deliverable meets the specifications, is an input to the
project management plan, and is an output of Control Quality.

5. The cost performance index (CPI) on the project is 1.13, and the benefit-cost ratio
(BCR) is 1.2. The project scope description was created by the team and stakeholders.
Requirements have been changing throughout the project. No matter what the project
manager has tried to accomplish in managing the project, which of the following is he
most likely to face in the future?

A. Having to cut costs on the project and increase benefits

B. Not being able to measure completion of the product of the project
C. Making sure the customer approved the project scope
D.
Having to add resources to the project

6. During project planning, it becomes apparent that factions within the client's company
have significantly different views on how the project should be structured and how
the deliverables should be defined. Which of the following is the best thing to do?

A. Ask the client when they will be in agreement on the project requirements.
B. Work with leadership from each area to collaboratively engineer a mutually acceptable
solution.
C. Make sure the terms and conditions of the contract are clear.
D. List the consequences of changes in the requirements section of the contract.

7. The call center’s response time has increased in recent months, resulting in numerous
complaints from dissatisfied customers. Several employees have quit their jobs in the
call center, as they were tired of dealing with disgruntled callers. You have been
working with the business analyst and stakeholders on a project chartered to
understand the problem and to determine a solution. There are diverging opinions, but
through facilitation and analysis work you have a clear picture of what is desired, and
have balanced and prioritized stakeholders’ needs. Which of the following would be
the best place to record this information?

A. Project scope statement

B. Affinity diagram
C. Issue log
D. Requirements documentation

8. On an agile software development project, the project manager asks business

stakeholders to create user stories, which will be used in the development and testing
of the new application. The main purpose of writing a user story is:

A. To document features or functions required by stakeholders

B. To communicate progress
C. To perform what-if analysis
D. To create a record of issues encountered on the project

2|Page
 9. Alternatives analysis occurs in which parts of the scope management process?

A. Initiating and scope definition

B. Scope definition and scope control
C. Initiating and scope verification
D. Scope planning and scope definition

10. During acceptance testing on a customized scheduling software project, it is

determined that, in order to provide value to the customer, several additional features
and functions must be added. This change in scope will also impact the estimated time
and cost to complete the project. You conclude that to facilitate these additions, the
project baseline must be adjusted. Which of the following best describes when the
baseline can be changed?

A. When the project sponsor determines it is appropriate

B. Only under emergency conditions
C. With approved changes
D. The original baseline is always maintained throughout the project

11. During acceptance testing on a customized software project, it is determined that, in

order to provide value to the customer, several additional features and functions must
be added. This change in scope will be assessed in integrated change control to
determine possible impacts on other aspects of the project. As a result of this change
in scope, any of the following are likely to change except:

A. Project charter
B. Cost baseline
C. Requirements traceability matrix
D. Schedule baseline

12. You are working to identify all of the points where your project scope requirements
interact with existing system components so that you can develop requirements.
Which tool are you using?

A. Context diagram
B. Bar chart
C. Networking
D. WBS

13. The Collect Requirements process entails the elicitation and documentation of
requirements from all stakeholder groups. These requirements may be categorized
into subsets, including business requirements, quality requirements, stakeholder
requirements, and technical requirements. Business requirements include:

A. Training and rollout plans

3|Page
B. Why the project was undertaken
C. What stakeholders want to gain from the project
D. Project requirements

14. You are managing a project that is anticipated to have far-reaching impact throughout
the organization. It is considered critical that the team capture requirements of all
stakeholder groups before the executing processes are begun. You and the team have
used document analysis, interviews, surveys, questionnaires, and several facilitated
requirements sessions, resulting in an abundance of requirements from stakeholders.
Which of the following is the best way to prioritize these requirements for inclusion in
the project scope description?

A. Multicriteria decision analysis

B. Affinity diagramming
C. Voting
D. Mind mapping

15. It is critical to define requirements during planning on a project. The greater the
number of stakeholders, the more difficult it is likely to be to define all requirements,
and to then get agreement from all stakeholders on which requirements should go into
the project management plan. As a project manager, you can best resolve the
differences between the requirements of one stakeholder and those of another by
making which of these statements?

A. There are many points on which we agree. I am certain if we focus on them, we will find a
solution.
B. This discussion is getting too heated. Let's regroup to solve the problem tomorrow.
C. I have made the decision to resolve the problem this way.
D. Let's look at why there is a difference of opinion on the requirements.

16. A project has just started the second phase, in which work packages are being created.
A new team member has completed his work packages for this phase, and has asked
the project manager to validate the scope of his work packages. The team member is
anxious to have the customer see his work packages. The project manager, although
confident in this new team member, wants the team member to gain confidence after
the customer sees his work packages. When should the Validate Scope process be
done?

A. At the beginning of the project

B. At the end of the project
C. At the end of each phase of the project
D. During the planning processes

17. The graphic designer on the project recommends a blue background for the marketing
materials, while the customer strongly argues for red. The graphic designer explains
that, in color psychology, blue is more calming and is likely to generate a better

4|Page
 reaction from potential buyers. A decision must be made today. How should this
requirements conflict be resolved?

A. Get a consensus of outside experts.

B. Use red.
C. Compromise between the two options and use purple.
D. Use blue.

18. You have a signed project charter and a scope management plan, and are in the
process of creating a project scope statement. You have asked the team for input to
ensure the project scope statement is complete. However, the team is struggling with
defining the scope. Which of the following best describes the problem?

A. The project objectives were not identified before the project scope statement was begun.
B. The team is working on the project scope statement without the benefit of organizational
process assets.
C. The team is in the Define Scope process and needs the project scope statement as an input.
D. A WBS was not completed before the project scope statement was begun.

19. To manage a project effectively, work should be broken down into small pieces.
Which of the following does not describe how far to decompose the work?

A. Until it can be realistically estimated

B. Until it has a meaningful conclusion
C. Until it can be done by one person
D. Until it cannot be logically subdivided further

20. The project manager and team have finalized the WBS for their bridge construction
project. It took a lot of time and many meetings to break the scope of this large project
into manageable pieces. As they worked through this process, the team identified
additional requirements that were incorporated into the WBS document. All the
following are outputs of the Create WBS process except:

A. Updates to the requirements documentation

B. Scope baseline
C. WBS dictionary
D. Change requests

21. All of the following are parts of the scope baseline except the:

A. Scope management plan

B. Project scope statement
C. WBS dictionary
D. Work breakdown structure

5|Page
 22. A project manager is concerned about the amount of gold plating that has occurred on
past projects. All the following would not be of use in controlling gold plating except:

A. A risk management plan

B. A project charter
C. A work breakdown structure dictionary
D. A staffing management plan

23. The process of scope definition is key to a successful project. All the following come
after the Define Scope process except:

A. Plan Resource Management

B. Estimate Activity Durations
C. Collect Requirements
D. Estimate Costs

24. The scope management processes are generally completed in which order?

A. Validate Scope, Collect Requirements, Define Scope, Create WBS

B. Define Scope, Validate Scope, Collect Requirements, Create WBS
C. Collect Requirements, Define Scope, Create WBS, Validate Scope
D. Create WBS, Collect Requirements, Define Scope, and Validate Scope

25. The best way to gain an understanding of how a business process is performed, in
order to identify requirements, is to:

A. Read the job description/training manual description of how to perform the work.
B. Ask the manager of employees who perform the work.
C. Observe an employee performing the work.
D. Ask an employee who regularly performs the work.

26. All of the following statements about work breakdown structures are true except:

A. They prevent work from slipping through the cracks.

B. They provide a basis for estimating the project.
C. They are created by the project manager.
D. They help to organize the work.

27. Which of the following is done during the Create WBS process?

A. Decomposition
B. Alternatives analysis
C. Project selection
D. Product analysis

6|Page
 28. You need to document an approach to the definition of deliverables and the project for
an effort that has few stakeholders and a budget that will not exceed $US 10,000.00. It
will not be a difficult effort, given the currently identified project constraints. In
which processes will you document your approach?

A. Develop Project Management Plan

B. Plan Scope Management
C. Create WBS
D. Define Scope

29. You have just joined the project management office after five years of working on
projects. One of the things you want to introduce to your company is the value of
creating and utilizing work breakdown structures. Some of the project managers are
angry that you are asking them to do "extra work." Which of the following is the best
thing you could tell the project managers to convince them to use work breakdown
structures?

A. Work breakdown structures are of greater value on large projects.

B. Work breakdown structures are the only way to identify risks.
C. Work breakdown structures will prevent work from slipping through the cracks.
D. Work breakdown structures are best when the project involves contracts.

30. The team is working to decompose a complex project into more manageable pieces.
Once done, you and other stakeholders will have a clear picture of what exactly is in
the project. You will also be able to plan for estimating and managing project
constraints. What will be the result of this decomposition?

A. Requirements traceability matrix

B. Context diagram
C. Work breakdown structure
D. Affinity diagram

31.
During project executing, a team member comes to the project manager because he is
not sure what work he needs to accomplish on the project. Which of the following
documents contain detailed descriptions of work packages?

A. Scope management plan

B. WBS dictionary
C. Project scope statement
D. Activity list

32. You have been assigned to manage a controversial construction project to build an
apartment complex on previously undeveloped land. There are almost as many
stakeholders opposed to the project as there are in support of it. Which of the
following is not a correct statement about collecting stakeholder requirements?

7|Page
A. Meetings can be an effective method of resolving competing requirements.
B. Competing requirements are usually resolved in favor of the customer.
C. Negotiations may be required to resolve competing requirements.
D. Competing requirements are best identified and addressed during project executing.

33. Being prepared to do a complete job of developing and finalizing the scope baseline
requires that you have also done a thorough and timely job of identifying and
analyzing stakeholders, and of collecting requirements. The development of the scope
baseline can best be described as involving:

A. The project team

B. The functional managers
C. The project expediter
D. All the stakeholders

34. A manager has responsibility for a project that has the support of senior management.
From the beginning, you (the project manager) have disagreed with the manager as to
how the project should proceed and what the deliverables should be. You and she
have disagreed over many issues in the past. Your department has been tasked with
providing some key work packages for the project. What should you do?

A. Provide the manager with what she needs.

B. Sit down with the manager at the beginning of the project, attempt to describe why you
object to the project, and discover a way to solve the problem.
C. Ask to be removed from the project.
D. Inform your manager of your concerns to get her support.

35. The development phase of a new software product is near completion. A number of
quality issues have raised the cost of building the product, but the project manager
and team feel these costs will be inconsequential once the project gets to market. The
next phases are testing and implementation. The project is two weeks ahead of
schedule. Which of the following processes should the project manager be most
concerned with before moving into the next phase?

A. Control Costs
B. Control Quality
C. Manage Communications
D. Validate Scope

36. Which of the following best describes how a work breakdown structure can be used to
determine resources?

A. The small work packages the WBS provides make it easier to determine what expertise is
needed.
B. The WBS breaks the project into one-person activities.
C. It lists the names of the resources to be used.
D. It enables management to list the resource hierarchy.

8|Page
 37. The team has just been formed for a new data management project. Several of the
team members recently attended a training session in which they learned how to
create work breakdown structures and how valuable they are on a project. They are
excited to use the project information they currently have, and begin creating a WBS.
Other team members suggest that they are getting ahead of themselves, as they do not
yet have all the inputs they need to create the WBS. All the following are used to
create the WBS except:

A. Requirements documentation
B. Project scope statement
C. Organizational process assets
D. Quality measurements

38. The product manager for the product the project is developing notifies the project
manager that she has decided the product should be usable by an additional market.
The best thing for the project manager to do is to:

A. Immediately notify the project sponsor that there is a project scope change.
B. Inform the product manager that the potential impacts to the project will be reviewed.
C. Do nothing, as this is an example of progressive elaboration.
D. Notify the project change control board that the project scope will have to change.

39. The work breakdown structure is created by:

A. The sponsor
B. The project manager
C. Project management software
D. The team

40. A project manager is starting work on a complex project. There will be people from
two different countries involved. The project sponsor is from a third country, and the
work is being done on an expedited schedule in your country with 14 electrical
engineers, 4 architects and their staffs, 3 mechanical engineers, and 2 maintenance
experts. What should the project manager do to make sure all the work in this project
is identified?

A. Create a clear management plan, and put it in writing.

B. Create a WBS with input from all parties involved.
C. Create a scope control system.
D. Identify the laws of each country involved.

41. During which part of the project management process is the project scope statement
created?

A. Executing

9|Page
B. Planning
C. Monitoring and controlling
D. Initiating

42. A project manager is performing a review of a deliverable when she hears that the
team member who did the work is complaining to everyone that he is being picked on
by having his deliverable reviewed. You know this is not true. What lesson learned
could you take to future projects?

A. Set a review policy in the scope management plan.

B. Perform reviews less frequently.
C. Tell all the team members at the beginning of the project that their deliverables will be
reviewed by the project manager.
D. Use a walk-through instead of a review.

43. A new project manager is being mentored by a more experienced PMP-certified

project manager. The new project manager is having difficulty finding enough time to
manage the project because the project scope is being progressively elaborated. The
PMP-certified project manager advises that the basic tools for project management,
such as a work breakdown structure, can be used during project executing to assist the
project manager. For which of the following can a work breakdown structure be used?

A. Identifying the functional managers for each team member

B. Showing calendar dates for each work package
C. Communicating with the customer
D. Describing the business need for the project

44. Which of the following best describes the difference between the Control Scope
process and the Perform Integrated Change Control process?

A. Control Scope focuses on controlling the scope of the project, and Perform Integrated
Change Control focuses on determining the impact of a change of scope on time, cost,
quality, risk, resources, and customer satisfaction.
B. Control Scope focuses on making changes to the product scope, and Perform Integrated
Change Control focuses on making changes to integration.
C. Control Scope focuses on controlling the scope of the project, and Perform Integrated
Change Control focuses on making changes to integration.
D. Control Scope focuses on making changes to the product scope, and Perform Integrated
Change Control focuses on determining the impact of a change to scope, time, cost, quality,
risk, resources, and customer satisfaction.

45. The plan that addresses how to create the WBS and how to obtain acceptance for
deliverables is the:

A. Requirements management plan

B. Scope management plan
C. Quality management plan
D. Process management plan
10 | P a g e
 46. The project is mostly complete. The project has a schedule variance of 300 and a cost
variance of -900. All but one of the quality control inspections have been completed
and all have met the quality requirements. All items in the issue log have been
resolved. Many of the resources have been released. The sponsor is about to call a
meeting to obtain product validation when the customer notifies the project manager
that they want to make a major change to the scope. The project manager should:

A. Ask the customer for a description of the change.

B. Meet with the project team to determine if this change can be made.
C. Inform management.
D. Explain that the change cannot be made at this point in the process.

47. You have a very accurate WBS and WBS dictionary as parts of your scope baseline.
These have helped with the estimating process. You expect that the WBS dictionary
will help team members clearly understand each work package: what needs to be
completed, what must be included, and the boundaries of each interim deliverable at
the work package level. During a walkthrough of a work package, you discover a
team member is completing the work differently than stated in the WBS dictionary.
How should you deal with this?

A. Ask the team member if the changes are necessary.

B. Determine if the alternative way is acceptable to the functional manager.
C. Replace the team member.
D. Determine if the changes also change the scope of the work package.

48. Two people on the project team have come to you with the discovery that they have
been independently working on the same effort. You investigate further to find that
they are right; they have been duplicating work. This situation can be best
characterized as a lack of:

A. Effective status meetings

B. A good work breakdown structure
C. Sponsor direction
D. A matrix organization

49. During a project team meeting, a team member suggests an enhancement to the scope
that is beyond the scope of the project charter. The project manager points out that the
team needs to concentrate on completing all the work and only the work required.
This is an example of:

A. Quality analysis
B. Scope decomposition
C. Change management
D. Scope management

11 | P a g e
 50. The team has collected requirements from all identified stakeholders, and has a good
idea of the scope of their project. They move on to create the WBS, but realize that
they need a better way to organize their requirements for reference throughout the
project. Someone suggests that they create a requirements traceability matrix. Which
planning process includes determining what should be included in the matrix?

A. Define Scope
B. Develop Project Management Plan
C. Plan Scope Management
D. Collect Requirements

51. Which of the following are all approaches to voting?

A. Nominal group, autocratic, and majority

B. Unanimity, multiplicity, and autocratic
C. Majority, plurality, and unanimity
D. Majority, plurality, and facilitation

52. A project manager has discovered a team member has gold plated the work done in an
activity. In order to discover this, the project manager must have been performing:

A. Scope management
B. Cost management
C. Time management
D. Staffing management

53. After the kickoff meeting, two team members engage in a casual conversation about
the project objectives and deliverables. It is clear they heard different messages during
the meeting. One team member is so adamant that the other team member gives up
arguing the point. In talking to the project manager, the second team member
confirms that the first team member is mistaken. At this point, what is the best course
of action?

A. At the next project meeting, the team member should ask the mistaken team member to
describe his interpretation so the project manager can get everyone on the same page.
B. The project manager should send out an email to the team restating the project objectives
and deliverables.
C. At the next project meeting, the project manager should spend time reviewing the
documented project scope statement for the purpose of identifying this and other false
assumptions.
D. The second team member should send the other team member an email describing what he
discovered.

54. During project executing, a functional manager asks you to use a model C generator
instead of model B on your project. The functional manager says that model C will
solve the needs of the project and provide some benefits to the manufacturing
department. You look at the cost associated with model C and discover it is

12 | P a g e
 substantially higher than model B. If you are not sure you can justify the more
expensive model, what is the best thing to do?

A. Use model C and cut other activities to make up for the added cost.
B. Review the specifications of each to validate the manager's claims.
C. Analyze the differences in using each model and present them to the sponsor.
D. Do a life cycle analysis and present the results to your manager.

55. Over the last few weeks, the team has made three changes to the activities on the
project. Two of these instances involved adding short, but important, activities to
existing work packages. The other change involved removing a piece of work that
was deemed to be redundant of other planned activities. The project manager must be
most careful to:

A. Record all the changes.

B. Provide documentation on all the changes to the sponsor.
C. Make sure the changes are reflected in the project scope baseline.
D. Prevent more changes from occurring.

56. The work breakdown structure can be best thought of as an effective aid for ______
communications.

A. Customer
B. Team
C. Project manager
D. Stakeholder

57. How can a project manager track requirements through the project life cycle?

A. Stakeholder requirements documentation

B. Quality checklists
C. Requirements traceability matrix
D. Project scope statement

58. A project manager is in the process of validating the scope of a deliverable with the
customer. What is the most important thing the project manager should ensure?

A. Accuracy
B. Completeness
C. Acceptance
D. Timeliness

59. The product of the project has been completed and delivered to the customer by the
team. They are informed by the customer that several of the deliverables are not
acceptable, as they do not meet the requirements specified early in the project. The
project manager and team review the requirements documentation, and are in
agreement that the product deliverables meet the customer’s requirements as they
understand them. The project manager, who is new to the organization, seeks the
13 | P a g e
 advice of the project management office in determining what went wrong. After some
discussion, the PMO realizes that the Validate Scope process was not performed
appropriately by the project manager. Which of the following is a key output of the
Validate Scope process?

A. Requirements analysis
B. Confirmation of the project scope statement
C. A more complete scope management plan
D. Customer acceptance of project deliverables

60. A functional manager meets with the project manager's sponsor to discuss a change to
the acceptance criteria for a major deliverable. After the meeting, the sponsor calls the
project manager into his office and tells him to make the change. What is the best
thing to do?

A. Evaluate the impact of the change.

B. Understand the change.
C. Make the change as soon as possible.
D. Supply the sponsor with a change form.

61. A scope change is made on the project. You have determined the effect on the
schedule, performed integrated change control, and adjusted the project baselines and
the project management plan. What is the next thing to do?

A. Notify stakeholders affected by the change.

B. Submit the change to the change control board for approval.
C. Look for impacts to cost.
D. Change the work breakdown structure.

62. A scope change is made on the project. You have determined the effect on the
schedule, performed integrated change control, and adjusted the project baselines and
the project management plan. What is the next thing to do?

A. Notify stakeholders affected by the change.

B. Submit the change to the change control board for approval.
C. Look for impacts to cost.
D. Change the work breakdown structure.

63. You are preparing for the Validate Scope process on a project that has seen a number
of changes. The changes were serious enough that the scope baseline has been
adjusted twice. You will need to have all the required information before you can
successfully gain acceptance from the customer. All of the following are inputs to the
Validate Scope process except:

A. Inspections and milestone list

B. WBS dictionary and requirements documentation
C. Scope baseline and verified deliverables

14 | P a g e
D. Work breakdown structure and requirements traceability matrix

64. A new project manager is planning a complex hardware installation project. The team
consists of 13 people who are experts in their fields. The project manager does not
want to micromanage the project. How far should he decompose the work?

A. To about 80-hour work packages, because it will make the work less complex
B. To 1000-hour work packages, because he is dealing with experts
C. As large as possible, because he is dealing with experts
D. As small as possible, because the work is complex

65. While completing work, a project team member tells you that a work package has
been forgotten in the WBS. What is the best thing to do?

A. Wait for a change request to be processed.

B. Include it in the estimate, but not the activity list.
C. Include it only in the network diagram.
D. Include it in the WBS.

66. One of the stakeholders on the project contacts the project manager to discuss some
additional scope they would like to add to the project. The project manager asks for
details in writing and then works through the Control Scope process. What should the
project manager do next when the evaluation of the requested scope is complete?

A. Find out the root cause of why the scope was not discovered during project planning.
B. Ask the stakeholder if there are any more changes expected.
C. Make sure the impact of the change is understood by the stakeholder.
D. Complete integrated change control.

67. A new project manager has asked you for advice on creating a work breakdown
structure. After you explain the process to her, she asks you what software she should
use to create the WBS, and what she should do with it when it is completed. You
might respond that the picture is not the most valuable result of creating a WBS. The
most valuable result of a WBS is:

A. Team buy-in
B. A bar chart
C. A list of risks
D. Activities

68. Which of the following best describes product analysis?

A. Working with the customer to determine the product description

B. Gaining a better understanding of the product of the project in order to create the project
scope statement
C. Determining whether the quality standards on the project can be met

15 | P a g e
D. Mathematically analyzing the quality desired for the project

69. Project management activities:

A. Are part of product scope and not part of project scope

B. Are included in project scope at the project manager's discretion
C. Are distinct from both project and product scope
D. Include work to ensure that the product scope is achieved

70. Which of the following is correct?

A. Cost estimates are best created by the person doing the work and the detailed project cost
budget is created by management.
B. Verified deliverables are an output of Control Quality and deliverables are accepted by the
customer in Validate Scope.
C. Inspecting is part of project control, and order of magnitude estimates are in a range of
+10 to -25 percent.
D. Define Scope and make-or-buy decisions are parts of the Plan Procurement Management
process.

71. The team will be repurposing an expanse of city property into a public park facility.
Numerous listening sessions open to the public have been held, as well as meetings
with public officials. At this point, there is a high level of confidence that the
requirements have been defined and prioritized. The weather is perfect for beginning
work on the project, and the project team is eager to start. The project manager
reminds them that a work breakdown structure and the scope baseline are not
complete. He adds that the WBS will also be important to other project processes. A
work breakdown structure is an input to all of the following processes except:

A. Manage Quality Assurance

B. Identify Risks
C. Estimate Costs
D. Define Activities

72. A project manager believes that modifying the project scope may provide added value
for the customer. Several team members have approached her to point out what they
believe to be a needed addition to the scope of the project. They are not sure if the
scope they are asking to add was missed in the original scope definition, whether it
was an oversight on the part of the team, or if this scope addition simply represents
new, added value for the customer. What should the project manager do?

A. Contact the customer to determine if the change adds value.

B. Call a meeting of the change control board.
C. Change the scope baseline.
D. Change the project's objectives.

16 | P a g e
 73. A client has asked you to add to the scope of the course development project. In
addition to developing a nutrition course to be delivered live to patients hospitalized
after heart attacks, the sponsor has determined that it would be valuable to offer the
same information in an online format, altered slightly to direct the content toward
caregivers. The project is under budget and a little ahead of schedule. What should
you do?

A. Determine the effects of the change on the project.

B. Get approval from the configuration change board.
C. Approve the change.
D. Ask the sponsor for approval to make the change.

74. You are managing a project on which your team is physically located with client
personnel at a remote location. There is a high level of interaction between your team
and client personnel, and client satisfaction is considered very important. Since the
client is expressing a very high level of satisfaction with the project's progress, your
management has indicated no concerns about the project. However, you are behind
schedule and over budget. In addition, morale among team members is low, and
several team members have talked about quitting. Team members complain regularly
about priority adjustments and alteration of activities. The weekly reports you receive
about activities completed are often difficult to relate to the WBS and the project
management plan. What action should you take to most effectively address these
problems?

A. You should enforce scope control.

B. You should create a reward system to ensure that project team members complete
activities within the timeframes outlined in the project management plan.
C. You should identify ways to make team members' work more satisfying using the most
applicable motivational theory.
D. You should incur the extra expense to be on-site to more closely monitor the activities of
the project team.

75. Two months into a design project, the customer requested a modification to the
product. The change was made without notifying the project manager. During final
testing, results were different than what was planned for. This scenario is best thought
of as an example of which of the following?

A. Poor definition of the test plan

B. Poor scope control
C. Poor adherence to the communications management plan
D. Poor development of the quality management plan

76. A new project manager created a WBS with his team, at the request of management.
In his previous position, he did not use work breakdown structures, but rather worked
with lists and outlines. Creating a complete WBS was a time-intensive endeavor. Now
that he has the document, he seeks advice from a more experienced project manager
as to how he can get the most benefit out of that effort. The work breakdown structure
can be an effective aid for communication in which setting(s)?
17 | P a g e
A. Internal and external to the project
B. Internal within the organization
C. Internal within the project team
D. External with the customer

77. The original scope baseline for your project is largely intact, although a number of
small changes have led to the redefinition of a few of the product components. A team
member determines the scope for her activity is no longer valid. She comes to you for
advice on making a change. To which of the following documents should you refer to
make this change?

A. The project management information system

B. The cost management plan
C. The scope management plan
D. The work authorization system

78. You are managing a website development project, which will be used by an insurance
company's employees and its customers. The insurance company will use the site to
send invoices to customers, as well as to communicate the status of insurance claims,
and provide other information to customers. Customers will be able to purchase
insurance and pay their monthly premiums online. The site will also include links to
other websites of potential interest to the insurance company's customers. As part of
your planning effort, you decide to create a context diagram. Which of the following
is shown in a context diagram?

A. Interfaces and boundaries

B. Risks and benefits
C. Scope options and dependencies
D. Communication channels and roles

79. Product scope management involves the requirements that relate to the product of the
project. Project scope management involves:

A. The work that will be done on the project to deliver the product scope
B. The work the project manager will do to manage the project
C. The entire work of the project, including the product scope
D. All work included in the scope management plan

80. Your manager, the vice president of research at an electronic systems development
firm, defines success on the project as providing "state-of-the-art" development. The
vice president of marketing defines success as "world-class practices." The vice
president of engineering, who is the customer for this project, is primarily concerned
with new features. Which of the following best describes what you should do?

A. Concentrate on making the product of the project state-of-the-art.

18 | P a g e
B. Identify additional stakeholders that want new features to shift the balance in that
direction.
C. Make sure the requirements are defined in measurable terms.
D. Concentrate on new features.

81. The elicitation and documentation of requirements from all stakeholder groups results
in business requirements, quality requirements, stakeholder requirements, and
technical requirements. Technical requirements include:

A. Training and rollout plans

B. Project requirements
C. How the product will be built
D. What stakeholders want to gain

82. You are bringing the team together to create a WBS for a local park's sustainable
landscaping project. You want a good WBS because you will use it to help with
estimating and in planning around a number of constraints on your project. It will also
be used for executing, managing, and controlling the project. A WBS is best described
as a tool for tracking:

A. Resources
B. The schedule
C. Cost
D. Scope

83. Which of the following is correct in regard to the Control Scope process?

A. Effective scope definition can lead to a more complete project scope statement.
B. The Control Scope process must be integrated with other control processes.
C. The Control Scope process must be done before scope planning.
D. Controlling the schedule is the most effective way of controlling scope.

84. You are working on a project with over 450 stakeholders and a starting budget of over
US $200,000,000. You are arranging to lead a scope decomposition session that will
help you in your project planning. This involves subdividing the major project
deliverables into smaller pieces. Which of the following most closely describes the
benefits of scope decomposition?

A. Assist in stakeholder assignment to project activities with specified start and end dates.
B. Provide more activities to assign to resources, and allow for lower estimates.
C. Improve the accuracy of estimates, define a baseline for performance, and assist with
responsibility assignments.
D. Provide the project duration, provide project control, and assign control charts.

85. The project was tasked to develop a new software to be used by three sales channels
of an auto parts company. The project was consistently on time and within budget,

19 | P a g e
 and the stakeholders approved of prototypes of the software. However, when the
completed software was installed and beta tested, a problem was discovered.
Although the software performed as expected on in-store and call center–assisted
purchases, it was found to be incompatible with other software necessary to complete
online transactions. Therefore, the customer refused to accept the final deliverable,
and the team was left to find a new software package that would accommodate all of
the customer’s needs. Which of the following did the team not do?

A. Collect requirements from the right stakeholders.

B. Accurately define product scope.
C. Test interim deliverables.
D. Control stakeholder engagement.

86. You have been evaluating the interim deliverables of a software system development
project. Testing went well, and the system was accepted by the customer. The system
has subsequently been found to give unexpected results. Which of the following best
describes what the project manager should do first?

A. Review the customer's inspection process.

B. Change the activity sequencing.
C. Apologize to the customer.
D. Review the Validate Scope process.

87. A highway renewal project you are managing appears to have some missing scope.
Your understanding of the scope was that the highway was to be resurfaced. Now, one
of the construction foremen has come to ask why he finds no mention of repainting
the lines on the repaved road. He also wants to know if there are any guard rail
replacement work packages in the project. You have seen some of the resurfaced road
that is completed, with the new lines painted on them. Which of the following is most
likely to have caused the misinterpretation of the project scope statement?

A. Poor pattern, structure, and chronological order

B. Variations in size of work packages or detail of work
C. Imprecise language
D. Too much detail

88. You have been assigned to manage a portion of a program that is supposed to be
finished within a two-week period. You have met with the leadership of the
department to gather requirements, and you have a project charter, project scope
statement, and project management plan that have been approved by these
individuals. You are told to meet with the actual user of the product of the project to
demonstrate how the system will work. When you give the demonstration, it is clear
the user's requirements are very different from the ones you were initially given and
to which both you and the leaders of the department agreed. What is the best thing for
you to do now?

A. Attempt to meet as many of the user's requirements as possible within the project's
established budget and schedule.
20 | P a g e
B. Convene another meeting with the leadership of the department and the users to generate a
revised set of requirements.
C. Generate a change request for the user's requirements.
D. Complete the work as originally specified and formulate a new project to meet the user's
requirements.

89. You and your team spent many months eliciting and prioritizing the requirements of
hundreds of stakeholders on your international project. After finalizing the
requirements, you spent a long time developing a schedule and budget that were
acceptable to your management and to the customer. Finally, the performance
measurement baseline was established. But now, you learn that the customer wants to
expand the product scope. Which document must be created?

A. Performance measurements
B. Change request
C. Project scope statement
D. Activity attributes

90. Which of the following includes the processes required to ensure the project includes
all the work required to successfully complete the project—without additional
unnecessary work?

A. Multicriteria management
B. Requirements traceability management
C. WBS management
D. Scope management

91. You have been selected as the project manager of the research and development
project in a program that will make drones for medical supply drops in emergency
situations. Your organization has never done such a project before. You have spoken
to your management and a representative from the customer's company. You still
need to speak with the second customer representative who has also been assigned to
the project. Collectively, the two will be the voice of the customer. Who determines
the project scope requirements of a new project?

A. The stakeholders
B. The project manager
C. The customer
D. Senior management

92. A technique in which stakeholders use a decision matrix to assess requirements based
on factors such as expected risk levels, time, cost, and benefit estimates is:

A. Mind mapping
B. Affinity diagramming
C. Context diagramming
D. Multicriteria decision analysis

21 | P a g e
 93. Who of the following is likely to be involved earliest in defining the work of the
project?

A. Project manager
B. Business analyst
C. Technical expert
D. Resource manager

94. It is becoming evident that the stakeholders overestimated the quality level required
for several deliverables on your project. The parts produced to date do not meet the
specified standards, but you have found that they are adequate to fill the need for
which they were produced. When a project begins to deviate from the requirements, it
is best for the project manager to:

A. Change the requirements to meet the current results of the project.

B. Recommend ways to rectify the situation.
C. Redo the collect requirements process.
D. Use alternative methods to measure the achievement of requirements.

95. Transition requirements include:

A. Business and stakeholder requirements

B. What stakeholders want to gain from the project
C. User stories
D. Training and rollout plans

96. Product validation is different than scope validation in that product validation:

A. Obtains customer sign-off

B. Occurs during the executing process group
C. Makes sure all work is completed satisfactorily
D. Verifies that the correct products have been built

97. You have spent the last six weeks gathering requirements from a large number of
stakeholders on your new project. You have held four brainstorming sessions with
your internal team members, and have used mind maps to ensure all aspects of the
requirements have been considered. You have conducted three focus groups with
stakeholders representing three different perspectives on the requirements. Now, you
find yourself with pages and pages of requirements, too numerous to manage. You
realize you cannot address each requirement individually. A tool to collect
requirements in which stakeholders group requirements by similarities is:

A. Context diagramming
B. Mind mapping
C. Affinity diagramming

22 | P a g e
D. Multicriteria decision analysis

98. You are working to build a campground on several acres of undeveloped land. This
project will require an area for tents and an area for trailers and other campers. All
camping spots must have access to electricity. In addition, you must design and build
a parking area, some restrooms and shower facilities, as well as a covered gathering
area for parties, concerts, and receptions. The customer has also requested a restaurant
on the property that must be equipped to serve hot meals and snacks to the users of
the campground. You and your team have created a WBS that includes over one
hundred work packages to achieve all of these requirements. As an experienced
project manager, you realize that managing each of these work packages separately is
nearly impossible. Which of the following is a way to manage scope, cost, and
schedule at a level higher than a work package?

A. Critical chain
B. Control account
C. Deliverable level
D. Activity level

99. The scope baseline can best be said to include the:

A. Scope management plan and project scope statement

B. Scope management plan and WBS
C. WBS and project scope statement
D. WBS and project charter

100. You are a new project manager and have been assigned a next-generation small
submarine project. The sub will assist in oceanographic studies. Your organization
has created several variations of a similar sub, so you have many organizational
process assets to review. The organization has not used a work breakdown structure in
the past. You know the basic guidelines for creating a WBS and hope that using one
will decrease some of the problems that have occurred on similar projects. The main
problems on past projects were missed deliverables and scope creep (workers
completed work that was unnecessary). Your goal is to make certain that all
deliverables are represented on the WBS, and that if a deliverable is not included in
the WBS, it is not produced by the project. Which of the following is a basic rule or
guideline for creating a work breakdown structure?

A. It should list, in chronological order, every activity that needs to be done to complete the
project.
B. Each level of a work breakdown structure is a smaller segment of the level above.
C. It should be organized by functional areas.
D. The first row should describe the products of the project.

101. You are managing a six-month project and have held bi-weekly meetings with your
project stakeholders. After five-and-a-half months of work, the project is on schedule
and budget, but the stakeholders are not satisfied with the deliverables. This situation

23 | P a g e
 will delay the project completion by one month. The most important process that
could have prevented this situation is:

A. Monitor Risks
B. Define Scope
C. Control Schedule
D. Control Scope

102. Your customer requested the new railroad cars you are building for his company be
constructed from heavy grade aluminum. After reviewing the requirements, two of
your experts inform you the customer would be better off with steel cars. You meet
with the customer to discuss the issue, and he directs you to go ahead with the
aluminum cars. What should you do?

A. Provide aluminum cars that meet the customer's requirements.

B. Meet with the customer again to ensure that he understands the expert opinions regarding
using steel instead of aluminum.
C. Find a way to cut other costs, and upgrade the cars to steel.
D. Meet with your experts to develop another proposal for the customer.

103. A project manager discovers two team members discussed what was needed to
complete a work package on the project and made many changes to the project scope.
The work package is now completed, and the team members are planning to go on to
the next work package. In looking at what was done, the project manager determines
the work does not meet the requirements of the project. What is the best course of
action for the project manager?

A. Refuse the submittal of the work package.

B. Have the team begin the work package again and include the incident in their performance
reviews.
C. Add another work package, describing the correct scope, to the project.
D. Ask the team member's manager to assign different people to the work package.

104. Your company has been selected to produce a new product for an external customer.
At the same time, it has been determined that your company will be starting a new
division to diversify its internal product line, with the first product of the new line to
be introduced at a trade show in eight months. To avoid a schedule overlap between
the two ventures, senior management of your project has imposed a product delivery
date on the product for the external customer. To whom are you as the project
manager most accountable?

A. Customer
B. Senior management
C. Project sponsor
D. Project team

24 | P a g e
 105. After extended meetings with various stakeholder groups, you have ended up with
many conflicting requirements. You have used your interpersonal skills to facilitate
some resolution, but eventually determine that you will use voting to finalize the
prioritization of requirements. All of the following describe approaches to decision-
making using the voting technique except:

A. Unanimity
B. Consensus
C. Majority
D. Plurality

106. A project manager may use ______ to make sure the team members clearly know
what work is included in each of their work packages.

A. The project scope statement

B. The schedule
C. The product scope
D. The WBS dictionary

107. During a meeting with some of the project stakeholders, the project manager is
asked to add work to the project scope. The project manager had access to
correspondence about the project before the project charter was signed and
remembers that the project sponsor specifically denied funding for the scope
mentioned by these stakeholders. The best thing for the project manager to do is to:

A. Add the work if there is time available in the project schedule.

B. Evaluate the impact of adding the scope.
C. Let the sponsor know of the stakeholders' request.
D. Tell the stakeholders the scope cannot be added.

108. A high-level, informal, and short description of a feature that provides value to a
stakeholder is called a(n):

A. Expectation
B. Business case
C. Interface
D. User story

109. A project manager receives a deliverable from one of the team members to provide
to the customer. While looking at the deliverable, the project manager notes that the
document is smaller than what he expected and does not contain what he thought it
should. The project manager should first:

A. Audit the development process.

B. Discuss it with the team member.
C. Validate scope.
D. Contact the team member's manager to get that person additional training.

25 | P a g e
 110. Each of the components of a new product are planned to be developed in
consecutive phases. After work has begun, a team member suggests that, with minor
tweaking of the basic component, it would be possible to develop the other five
components simultaneously. This would result in significant time and cost savings,
and the team member believes the characteristics of the end product would not be
affected. What should the project manager do first?

A. Submit a change request to integrated change control.

B. Control scope.
C. Ask the customer’s opinion.
D. Make the change.

111. Validate Scope is closely related to:

A. Control Quality
B. Schedule Management
C. Manage Quality
D. Sequence Activities

112. A conflict between the requirements is best resolved in favor of the:

A. Customer
B. Project manager's supervisor
C. Stakeholder
D. Sponsor

113. Which of the following needs to be completed before resources can be finalized for
the project?

A. Validate Scope
B. Bar chart
C. Work breakdown structure
D. Estimates

114. A project manager and team worked together to develop a work breakdown
structure. However, it seems project team members are doing work that is not
included in the work breakdown structure. The purpose of a work breakdown
structure is to:

A. Guide the cost estimate for a project, not how the work is done.
B. Provide senior management with a high-level view of the project scope.
C. Include the work required to create the products of the project.
D. Include the total project scope, or all of the work that must be done to complete the
project.

26 | P a g e
 115. During the completion of project work, the sponsor asks the project manager to
report on how the project is going. In order to prepare the report, the project manager
asks each of the team members what percent complete their work is. There is one
team member who has been hard to manage from the beginning. In response to being
asked what percent complete he is, the team member asks, "Percent complete of
what?" Tired of such comments, the project manager reports to the team member's
manager that the team member is not cooperating. Which of the following is most
likely the real problem?

A. The project manager did not get buy-in from the manager for the resources on the project.
B. The project manager did not assign work packages.
C. The project manager did not create an adequate reward system for team members to
improve their cooperation.
D. The project manager should have had a meeting with the team member's manager the first
time the team member caused trouble.

116. If a project team is utilizing a product backlog for requirements, this indicates:

A. The team is using an adaptive life cycle approach.

B. The order in which the requirements will be completed has been determined.
C. The requirements have been finalized by the team.
D. The requirements have been repurposed from a previous, similar project.

117. A new warehouse distribution project will impact facilities in twelve countries.
Each facility has different requirements for internet access. You know that you need
to get specific requirements and prioritize them. Which of the following techniques is
the best way to do this?

A. Facilitation
B. Expert interviews
C. Earned value analysis
D. Pareto analysis

118. Which of the following is not addressed in the scope management plan?

A. How to plan how the project will accomplish the scope

B. How to obtain acceptance of the deliverables
C. How to create the WBS
D. How to determine the correctness of the deliverables

119. The first phase of a project is ending. What should be done before moving on to the
next phase?

A. Validate scope
B. Team meeting
C. Management meeting
D. Scope management

27 | P a g e
 120. Inspections are a tool of the Validate Scope process. All of the following are
examples of inspection except:

A. Walkthroughs
B. Sensitivity analysis
C. Audits
D. Product reviews

121. The program was planned years ago, before there was a massive introduction of
new technology. While planning the next project in this program, the project manager
has expanded the scope management plan because as a project becomes more
complex, the level of uncertainty in the scope:

A. Decreases then increases

B. Increases
C. Decreases
D. Remains the same

122. The project manager had to request a change in the approved project budget because
the WBS did not contain some work that needed to be done. Which of the following is
the best thing to do as a result of this situation?

A. Redo the change control system.

B. Redo the WBS and look for more missing scope.
C. Recalculate the project scope variance.
D. Ask for a time extension.

123. You are in the last phase of a project. Soon the product deliverables will be fully
integrated and delivered to the customer. To date, you have had no difficulty with
customer acceptance of deliverables, but now the customer is not happy with a
particular project deliverable. You know that small changes may be easily
accommodated, but large changes may affect your project's timeline as well as
affecting other constraints. What is your best course of action?

A. Determine why the customer is unhappy with the deliverable.

B. Tell the customer the deliverable meets the scope of work and get the customer's
agreement to proceed.
C. Meet with the team to determine changes needed.
D. Meet with the customer and offer a substitute project deliverable.

124. What is the difference between verified deliverables and accepted deliverables?

A. Verified deliverables are accepted by the customer and accepted deliverables are verified
by the quality team.

28 | P a g e
B. Verified deliverables are verified by the customer and accepted deliverables are accepted
by the project manager.
C. Verified deliverables are verified by the customer and accepted deliverables are accepted
by the customer.
D. Verified deliverables are verified by the quality team and accepted deliverables are
accepted by the customer.

125. A project has a number of deliverables that are complex and have to be assembled.
As the project manager, you know the work breakdown structure will help
stakeholders to see interim deliverables that will be integrated into the final project
deliverables. To help manage the individual elements, you have used a work
breakdown numbering system. This numbering system allows the project team to:

A. Provide project justification.

B. Use it in project management software.
C. Identify the level at which individual elements are found.
D. Systematically estimate costs of work breakdown structure components.

126. Your team is in the process of creating deliverables on a project chartered to

develop a multimedia marketing program for a new food product. Your control efforts
include comparing the time and cost expended in producing the interim deliverables
to the allocated cost and budget for each deliverable. In addition to these controlling
activities, you are working to control the project scope by measuring scope
performance and analyzing variances from the plan. All of the following are outputs
of the Control Scope process except:

A. Updates to the lessons learned register

B. Updates to the project baselines
C. Accepted deliverables
D. Change requests

127. Information such as requirement identification number, source of the requirement,

and other requirements attributes may be included in the:

A. Scope baseline
B. Work breakdown structure
C. Context diagram
D. Requirements traceability matrix

128. The team has completed the first set of web pages on the website development
project. The next step is to present those deliverables to the customer before
continuing with the development work. Which of the following is an important input
to the Validate Scope process?

A. Verified deliverables
B. Accepted deliverables
C. Change requests
D. Organizational process assets
29 | P a g e
30 | P a g e