Alvin The PM - Exam Workbook

in Project Management
By Alvin the PM
Creator of AlvinthePM.com
© 2021 Alvin the PM

ALL RIGHTS RESERVED
CAPM®, PMP®, PMI®, & PMBOK® are registered trademarks of the Project Management Institute, Inc.
100+ PRACTICE QUESTIONS WORKBOOK
Thank You
Thanks for downloading this FREE Practice Workbook to help you PASS your CAPM® and
PMP® Exam! Know someone who would might this useful? They can grab their own copy right
here: http://www.alvinthepm.com/ebook
If you found this Practice Guide very helpful, you’ll find a ton more Weekly Practice Questions
and my FREE Exam Prep Study Notes, Strategies, and Hacks to pass your CAPM® and PMP®
Exam by visiting my website (www.AlvinthePM.com) and my Youtube Channel, Alvin the
PM.
 The Best Resources to Pass Your Exam: Click here
 FREE CAPM® Exam Study Notes: Click here
 FREE PMP® Exam Study Notes: Click here
 Subscribe to the Youtube Channel, Alvin the PM: Click here
And last, but not least, my Ultimate Exam Simulator Package: Grab Your Copy Here
I’d love to hear from you! If you found this super helpful and if this has helped you out with your
Exam Preparation in Project Management, please let me know and drop me a comment
here.
>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

Copyright © 2021 All rights reserved. | www.AlvinthePM.com | Page 2 of 66
Copyright
Copyright © 2021 Alvin the PM
All rights reserved.
Unauthorized copying, modification, or distribution of this publication (in its entirety or in part
in any form), or by any means (such as digital, photocopying, recording) is strictly prohibited,
without the author’s prior written and approved consent.
CAPM®, PMP®, PMI®, and PMBOK® are registered trademarks of the Project Management
Institute, Inc. All references to CAPM®, PMP®, PMI® and PMBOK® are acknowledged
throughout this document. All registered trademarks that appear in this publication are the
property of their respective owners.
The author has been careful to not violate or infringe any copyright laws, and copyrights &
attributions of all organizations have been acknowledged.
Disclaimer
By using this Workbook, you are agreeing to the Disclaimer presented below and on the website,
found here. All material has been created with the careful consideration of, and ensuring
compliance with PMI’s Code of Ethics and Professional Conduct. Remember, only the Project
Management Institute, Inc has the authority to post and distribute CAPM® Exam & PMP® Exam
Questions from actual exams.
All content within this document is for informational & educational purposes only, and all
practice questions in this workbook were carefully developed by the author to ensure the most
accurate information regarding project management.
To the author’s knowledge, these practice questions have not been duplicated from other project
management sources, online websites, or textbooks. Additionally, this is NOT a test bank of
CAPM® Exam or PMP® Exam Questions. These practice questions DO NOT REPRESENT the
actual Exam Questions which you would see on the actual CAPM® Exam or PMP® Exam, and
are to be used ONLY as a REFERENCE for your own study journey.
All information in this workbook does not guarantee an explicit or implicit likelihood of success
or guarantee towards passing the PMP® or CAPM® Exam. All information should be used as a
study tool and reference only while studying for the PMP® and CAPM® exam. Therefore, if you
wish to apply any of the ideas, concepts, or guidelines here, you take full responsibility for your
actions. By reading this publication, you agree that the author will not be held liable or
responsible for your actions related to the information presented in this guide; and, the author
will not be held liable and/or responsible for any damages or loss (directly or indirectly) as a
result of your use of this workbook
Additionally, the author is not a PMI REP (Registered Education Provider).
Lastly, you should consult with your official project management textbook or latest standard
from the Project Management Institute, Inc for the most up-to-date, accurate, and correct
information.

Table of Contents Clickable Links

Introduction ............................................................................................................................................ 5
Practice Questions ................................................................................................................................ 7
Section 1: Role of a Project Manager ......................................................................................... 7
Section 2: Integration Management .......................................................................................... 8
Section 3: Scope Management ................................................................................................... 10
Section 4: Schedule Management............................................................................................. 12
Section 5: Cost Management ...................................................................................................... 14
Section 6: Quality Management ................................................................................................ 16
Section 7: Resource Management ............................................................................................ 17
Section 8: Communications Management ............................................................................ 19
Section 9: Risk Management ...................................................................................................... 21
Section 10: Procurement Management .................................................................................. 23
Section 11: Stakeholder Management ..................................................................................... 25
Section 12: Agile Methodology ................................................................................................... 27
Answers to Practice Questions ...................................................................................................... 28
About the Author ................................................................................................................................. 64
Final Words From Alvin ................................................................................................................... 64
So, What Next? And, Where Do I Go From Here? ................................................................. 66

Introduction
This workbook is for anyone looking to pass their own CAPM® Exam,
PMP® Exam, and become Certified in Project Management.
Passing the CAPM® Exam has changed my life. Not only do I feel more technically
confident in my ability to communicate, manage projects, and lead teams, but I’m one step closer
to the career I’ve always dreamed about.
You may have found this workbook from my website, my Youtube videos or perhaps, a friend
shared this with you. And guess what? I’m really excited you’re here and I’m thrilled to help you
with your Project Management journey.
You might be a fresh college graduate or entry to mid-level working professional

looking to break into project management. You might also be looking to take the next step in
your career and qualify for the higher salary that Certified Project Managers are known to
have.
I created this workbook because when I was studying for my own CAPM® Exam in 2020, I
wished I had a practice workbook like this, to test my own knowledge in Project Management
and to make sure I would be ready on the day of my exam.
In this workbook, we’re covering several of the critical areas to master in order to succeed and
pass your CAPM® Exam and PMP® Exam. I’ve divided the areas as follows:
Role of a Project Manager Cost Risk
Integration Quality Procurement
Scope Resource Stakeholder
Schedule Communication Agile Approach
Disclaimer: Please note: This workbook is not all-encompassing and does not cover all areas which is
meant to be on your Exam. For full coverage of project management areas on your Exam, please refer
to the latest PMBOK® Guide, your Exam Prep Book, and PMI’s website material.
If I can help at least one person pass the CAPM® or PMP® Exam and
take the next step to his or her “dream job” and higher salary, then the
time spent creating this workbook is completely worth it.
– Alvin the PM
To everyone supporting Alvin the PM, whether you are a new or returning subscriber and
follower, thank you so much for all of your kind support. I can only wish that this free workbook
gives you the hard-earned success that passing my own CAPM® Exam has given me.
Wishing you all of the best! Let’s become Certified Project Managers together!
Cheers, Alvin
P.S. If you have any questions, are looking for advice, or if you’ve gained a lot of
value out of this workbook, I’d love to hear from you. Let me know how this has
helped you out by dropping me a comment here.

If you’re serious about PASSING your CAPM® Exam,

don’t forget to grab your copy of my Ultimate Mock
Exam Simulator Package!
 Practice TWO CAPM® full-length Mock Exams, featuring 150 questions (per mock
exam) in the same format & frequency of PMI’s CAPM® Exam Outline
 Accelerate your Learning Curve with ALL of my Cheat Sheets, Playbook, & Workbook
 Master ITTOs the Smart Way with my premiere ITTO Chart & Quickstart Guide
 Master Earned Value Analysis and ALL Agile Concepts
 Build your own Nine-Week Personal Study Plan & Roadmap to Success
To gain FULL ACCESS, please go to: CLICK HERE TO

https://www.AlvinthePM.com/Exam GRAB YOUR COPY!

Practice Questions
Section 1: Role of a Project Manager
1) You are a project manager leading your team to show prototypes to your customers
within the next three weeks. Due to the aggressive timeline, you have communicated that
if the prototypes are not ready for evaluation for review by the next two weeks, the Team
will have to work overtime on the weekend to meet the deadline. What type of power are
you using in this example?
a. Positional
b. Situational
c. Expert
d. Punitive
2) The Engineering Manager has had to take an emergency leave of absence due to family
and health reasons. In the interim, the Principal Engineer in the group has been asked to
fulfill some of the Engineering Manager’s roles and responsibilities for oversight of the
team. What type of power is the Principal Engineer using?
a. Charismatic
b. Relational
c. Positional
d. Situational
3) As a project manager, you are always filled with energy and you continuously encourage
and inspire your team to accomplish the project work by sharing with them the impact
and the long-term vision for the entire organization. What type of Leadership Style are
you using?
a. Laissez-faire
b. Transactional
c. Charismatic
d. Transformational
4) Which of the following is NOT a key characteristic of a Leader?
a. Influences others by using positional power
b. Focuses on the impact and long-term vision
c. Cultivates relationships with others
d. Collaborates with team members
5) Which of the following are key traits found within Management, and not Leadership?
Select all that apply.
a. Management focuses on the long-term goals, while Leadership focuses on the
near-term goals
b. Leaders influence others using positional power, while Management directs
others using relational power
c. Management asks how and when, whereas Leadership asks what and why
something needs to occur

d. Management is concerned with focusing on day-to-day operational issues, while

Leadership is concerned with the vision of the project, and motivating & inspiring
the team
6) What type of Leadership Style are you using if you focus on meeting the needs of others
and being committed to helping the team collaborate, grow, and learn?
a. Laissez-faire
b. Transactional
c. Servant leader
d. Interactional
7) A Project Manager has been within the organization for more than 5 years and is
respected by all of his peers due to the credibility he’s gained over the years. In this
example, what type of Power is the Project Manager using?
a. Positional
b. Informational
c. Referent
d. Expert
8) A newly hired Project Manager fully believes in her team and believes in taking a hands-
off approach with leading everyone towards accomplishing the goals of the project. What
type of a Leadership style is she following?
a. Charismatic
b. Servant Leader
c. Transactional
d. Laissez-faire
9) A Project Manager on the Team is known by others for his extensive subject matter
expertise and technical knowledge of programming micro-controllers and electronic
wiring. It has served the Team well throughout the stages of Prototyping and Research &
Development. In this example, what type of power is being used?
a. Positional
b. Charismatic
c. Referent
d. Expert
10) Which of the following best describes utilizing strategic & business management skills?
a. Managing all elements of a project, such as the schedule and cost
b. Determining the strategy for delivering value to the organization
c. Guiding and motivating a Team throughout the project
d. Utilizing Agile or a Waterfall approach to manage the project
Section 2: Integration Management

1) Change Requests are required anytime there are potential updates to the project baseline,
schedule, scope, and resource requirements. Proceeding with a Change Request requires
approval from whom? Select all which apply.
a) Project Sponsor
b) Project Manager
c) Customer
d) Change Control Board
2) As of today’s date, your Team has processed 5 Change Requests so far and has completed
20% of the project work. Approximately $20,000 has been spent on equipment, and the
project’s expenses are still within budget. These types of raw information and measurements
are best known as…
a) Work Performance Report
b) Work Performance Information
c) Work Performance Data
d) Communication Artifacts
3) True or False. The Benefits Management Plan is used as input to Develop the Project
Charter.
4) During which Process Group do you utilize Configuration Control?

a) Monitor and Control Project Work
b) Direct and Manage Project Work
c) Control Scope
d) Perform Integrated Change Control
5) Which of the following Process Groups results in the creation of Change Requests, which
become an input to Perform Integrated Change Control? More than one answer choice may
be correct.
a) Implement Risk Response
b) Manage Quality
c) Direct and Manage Project Work
d) Manage Communications
6) Your Team of Associate Engineers are shadowing and networking with the more experienced
Senior Engineers on other projects for on-the-job training on using specific test equipment.
In this example, what Tool & Technique best describes what is being used to manage the
project knowledge?
a) Knowledge Management
b) Information Management
c) Active Listening
d) Expert Judgment
7) Fill in the Blank: _________ is a component of the Project Management Plan which
describes how project items are updated, helps monitor the different revisions of technical
specifications, and tracks version control of these items.
8) Which of the following are outputs of Develop Project Charter?

a) Project Management Plan, Project Charter
b) Business Case, Project Charter
c) Project Charter, Deliverables
d) Project Charter, Assumption Log

9) Your Team is in the middle of the development of a medical device software application.
Your Software Engineering Team Lead has requested that a more simplified UI/UX
Interface be developed to meet the aggressive timeline. As the Project Manager, what is the
immediate next step you should follow?
a) Update your Change Log
b) Implement the request
c) Formalize this request and obtain approval from the Change Request Board
d) Update your Work Performance Report
10) Classify each of the below as either an Organizational Process Asset (OPA) or Enterprise
Environmental Factor
a) Stakeholder Risk Thresholds – OPA or EEF?
b) Issue Management Procedures – OPA or EEF?
c) Geographic location of your company’s facilities – OPA or EEF?
d) Employee Training Records – OPA or EEF?
Section 3: Scope Management

1) Your company is developing a new cell-phone which features a 6” display, a 12 MegaPixel
dual camera system, with 100 GB of internal storage. These characteristics are best
described as…
a) Project Scope
b) Product Scope
c) Project Deliverables
d) Customer Requirements
2) True or False. The WBS is included as part of the Scope Statement.
3) Match each of the processes listed in the Table below with the correct answer choice below
which best describes its purpose.
PROCESS
1. Control Quality
2. Validate Scope
3. Manage Quality
4. Define Scope
a) Are the project team members using the correct process & procedures?
b) Developing a robust description of the project and the final requirements?
c) Has the customer accepted the final project deliverable?
d) Do the deliverables meet the quality standards?
4) You and your Team are researching and identifying the User Requirements for a new
software project. Several requirements including performing a series of validations, such as
performance testing, compatibility testing, and functionality testing. Fulfilling these
validation requirements are best classified as satisfying what type of requirement?
a) Project Requirements
b) Functional Requirements
c) Nonfunctional Requirements
d) Quality Requirements

5) Fill-in-the-Blank. The _______ (a type of document) links the product requirements to

the project deliverables, and helps provide a way to ensure requirements are being tracked in
a systematic way and satisfying the user needs.
6) You are leading a team of Engineers to develop a medical device which helps measure a
patient’s glucose blood levels. To confirm that the device’s external housing meets the user’s
aesthetic and visual requirements, your Team develops 3-D printed samples to evaluate the
feel, fit, and cosmetic appearance. This is an example of using what type of tool & technique?
a) Focus Groups
b) Prototype
c) Expert Judgment
d) Interviews
7) It’s the 5th week of your project and your Team is meeting with the customers to obtain their
feedback on the newly iterated design. The Team would like to make sure that the product
features are being prioritized based upon their needs and obtaining feedback to groom the
product backlog. In this example, what type of project management approach is being used?
a) Predictive
b) Hybrid
c) Agile
d) Waterfall
8) You and your Team have defined the strategy for how you will manage and control your
project’s scope. In which process are you currently working in?
a) Collect Requirements
b) Define Scope
c) Validate Scope
d) Plan Scope Management
9) All of the following are outputs of Validate Scope except…

a) Accepted Deliverables
b) Change Requests
d) Updates to the Requirements Traceability Matrix
10) The lowest level of a Work Breakdown Structure is known as the ___________.
a) Planning Account
b) Control Account
c) Project Deliverable
d) Work Package

Section 4: Schedule Management

1) Which activity in the Network Diagram below has a Float of 0? More than one answer
may be correct.
a. Activity D
b. Activity H
c. Activity F
d. Activity J
2) Before your team can proceed with User Validations of your product, the Validation
Strategy & Testing Protocol needs to be created, completed, and approved. This is an
example of what type of logical relationship.
a. Start-to-start
b. Finish-to-start
c. Finish-to-finish
d. Start-to-finish
3) Once all Process Validations are completed at the Vendor, then all Manufacturing
Transfer activities can be marked as completed. This is an example of what type of logical
relationship?
a. Start-to-start
b. Finish-to-start
c. Finish-to-finish
d. Start-to-finish
4) Which of the following is a Schedule Compression Technique which shortens the

project’s schedule by adding additional resources.
a. Fast Tracking
b. Crashing
c. Resource Leveling
d. Resource Smoothing
5) As the Project Manager, you need to identify how long it will take for your Design
Engineering Team to finalize the drawings of the mechanical prototype designs. From
working with the Engineers, it is most likely to take 15 days. If there are no other
scheduling conflicts, this can take 10 days, best-case. On the other hand, the worst-case
estimate is 20 days. Using the Three-Point Estimate Technique, how long will it take to
create the finalized drawings?
a. 17.5 days
b. 15 days
c. 20 days
d. 12.5 days
6) Use the Beta Distribution Technique to calculate an estimate for how long it will take for
the following task to occur. Best case, the QA Engineering Team will complete
automation testing of the Software within 8 days. This effort, however, is most likely to
take 15 days. Given the QA Engineering Team’s workload and potential resource
constraints, the worst-case duration may take 25 days. Using the Beta Distribution
Technique, the estimate for this task’s duration is…
a. 15.5 days
b. 8 days
c. 20.5 days
d. 12 days
7) Which sequence in the Network Diagram below is the Critical Path? Note that in the
diagram below, the Durations are listed above each ‘Activity’. For example, Activity A has
a Duration of 3 days.
a. A, B, C, G
b. A, B, F, G
c. D, E, F, G
d. A, B, E, F
8) Your Team is behind schedule by 4 weeks with conducting all Test Engineering activities.
Senior Management has requested that you identify ways to bring the project back on
track. If Management and other departments are willing to provide you with the
financial and physical resources you need, what is the best option you should take next?
a. Fast track the project
b. Crash the project
c. Perform Resource Levelling
d. Identify areas for Resource Smoothing
9) You have recently been notified that there isn’t enough Engineering staff available to
support your project’s research and development work. Unfortunately, Executive
Management has requested that the final product be ready to launch within the year. To
ensure that the planned resources are available without delaying the project timeline,
what is the best option you should follow next?
a. Use Resource Leveling to adjust dates based upon your Engineering constraints
b. Use Resource Smoothing, while making sure that resource limits are not
exceeded
c. Crash the project to meet the aggressive timeline

d. Conduct a What-If Scenario Analysis
10) What activity has a duration of 0 days in your project schedule?

a. Activities on the critical path
b. Activities on the near-critical path
c. Activities without a predecessor
d. Milestones
Section 5: Cost Management

1) As a project manager for a civil engineering firm, you’ve been assigned a project to build
a new stadium for the city. You would like to estimate the budget needed to complete all
interior and exterior work, based upon the fact that your current Vendor charges an
average construction cost of $100 per square foot in the past, what type of estimation
technique are you using?
a. Analogous Estimating
b. Parametric Estimating
c. Bottom-up Estimating
d. Three-Point Estimating
2) For the work accomplished thus far on your project, it’s been calculated that the Earned
Value is $600, with a Cost Performance Index of 0.8. What best describes the current
status of the project?
a. Underbudget
b. On Track
c. Overbudget
d. Behind Schedule
3) Given that the Actual Cost for the work completed thus far is $750, the Earned Value is
$900, and the Planned Value is $600, what is the Cost Variance for the project, and what
best describes the project’s condition?
a. -$150, Overbudget
b. $150, Underbudget
c. $300, Underbudget
d. -$300, Overbudget
4) For your current project, the Planned Value has been calculated to be $8,000, an Actual
Cost of work completed thus far of $10,000, and an Earned Value of $6,000. What is the
Schedule Variance for your project? And, is the project ahead of schedule or behind
schedule?
a. $2,000: Ahead of Schedule
b. $4,000: Ahead of schedule
c. -$4,000: Behind Schedule
d. -$2,000: Behind Schedule
5) Your Leadership Team has allocated $100,000 for the total project budget. Based upon
the work completed thus far, the Actual Cost incurred has summed up to $80,000, with

a forecasted Estimate At Completion of $110,000. Based on this information, how much

over or under budget will the project be at the end?
a. -$10,000: Overbudget
b. $10,000: Underbudget
c. $30,000: Overbudget
d. -$30,000: Underbudget
6) For the remaining work in the project, it can be assumed that the project’s Cost
Performance Index can be assumed to be a constant value of 0.833. In addition, the
allocated total project budget was $250,000. The Actual Cost of work completed thus far
has been determined to be $150,000 with an Earned Value of $125,000 and a Planned
Value of $160,000. With this information, the Estimate At Completion is calculated to
be…
a. $250,000
b. $275,000
c. $240,000
d. $285,000
7) Use the following information to calculate the Cost Variance for your project:
Planned Value = $800, Actual Cost = $680, Earned Value = $700.
a. $20
b. -$100
c. $100
d. $120
8) Which of the following is NOT an input for estimating the costs of resources needed to
complete your project’s work?
a. Resource Requirements
b. Scope Baseline
c. Cost Management Plan
d. Assumption Log
9) Which of the following is NOT characterized by the Cost Baseline? Select all that apply.
a. The Cost Baseline can best be defined as the project’s budget
b. The Cost Baseline is equal to the summation of the management reserves and
Cost Estimates from the Work Packages
c. The Cost Baseline combined with the Management Reserves results in the
Project’s Overall Budget
d. The Cost Baseline can only be modified through approved Change Requests.
10) Which of the following best describes the approved budget allocated for completing your
project’s work?
a. Earned Value
b. Actual Cost
c. Planned Value
d. Estimate At Completion

Section 6: Quality Management

1) Which of the following is true regarding the difference between Validate Scope and
Control Quality? Select ALL answer choices which are true.
a. The key output of Control Quality is accepted deliverables by the customer to
show that all user needs have been met.
b. Validate Scope focuses on making sure that the project deliverables are accepted,
whereas Control Quality focuses on making sure that the deliverables are correct.
c. Validate Scope focuses on making sure that the deliverables are correct. In
contrast, Control Quality ensures that the project deliverables are accepted.
d. Control Quality is typically performed prior to beginning Validate Scope
2) During which Process Group does the Project Manager focus on making sure the correct
processes are being used effectively, and involves creating Test and Evaluation
Documents?
a. Validate Scope
b. Control Quality
c. Manage Quality
d. Direct & Manage Project Work
3) Your Product Manager would like to continue optimizing your Team’s prototype design
based upon customer’s feedback and evaluation. What specific Tool or Technique would
best help you optimize the product design for better performance and customer
satisfaction?
a. Conducting an Audit of the project activities
b. Performing Testing & Product Evaluations
c. Performing Inspection of the product
d. Conducting Design For X
4) Your Team is at the last stages of developing the final product before it can be presented
to your customers. What key deliverable do you need before you can proceed with
obtaining formal acceptance of your product by the customer?
a. Quality Control measurements
b. Work Performance Information
c. Test and Evaluation Documents
d. Verified Deliverables
5) Inspection is used as a key Tool & Technique of which of the following Process Group(s)?
More than one answer choice may be correct.
a. Manage Quality
b. Control Quality
c. Direct & Manage Project Work
d. Validate Scope
6) Your Management Team has agreed to invest the required financial and physical
resources to build a high-quality product, including operator training, the development

& documentation of robust processes, and procurement of the most latest equipment.
What type of costs is being invested in, with regards to the Cost of Quality?
a. Internal Failure Costs
b. External Failure Costs
c. Prevention Costs
d. Appraisal Costs
7) Your organization’s quality mission statement is to meet or exceed customer

satisfactions and requirements, with the ultimate goal of minimizing as much external
failure costs. Which of the following are examples of External Failure Costs? Select all
that apply.
a. Testing
b. Rework
c. Work associated with Warranties
d. Decreased business
8) Categorize each of the following based upon whether they are a Cost of Conformance or
Cost of Nonconformance:
a. Scrap?
b. Training?
c. Destructive Testing?
d. Liabilities?
9) Which of the following is an Input to Manage Quality? Select all that apply.
a. Quality Reports
b. Quality Metrics
c. Quality Control Measurements
d. Checklists
10) All of the following are the key objectives of an audit, except…
a. Evaluate whether project activities are in compliance with the organization’s
established procedures and processes
b. Determine any gaps and identifying best practices
c. Review and analyze quality metrics
d. Obtain the customer’s acceptance of the product
Section 7: Resource Management

1) During which Team Development Stage of the Tuckman ladder should a project manager
focus on engaging the team members, addressing concerns, and resolving conflicts to
help create a productive environment?
a. Storming
b. Performing
c. Norming
d. Forming
2) You and your Team are a couple months into the project, and everyone is focused on
accomplishing the goals of the project and committing to the success of the project. All

issues and roadblocks are being resolved in a timely manner, and everyone is highly
engaged. What stage of the Tuckman Ladder is your Team navigating through?
a. Adjourning
b. Storming
c. Performing
d. Norming
3) As the Project Manager of a new robotics project, you are leading your Team to
manufacture several prototypes to obtain customer feedback. Unfortunately, the
Production Manager has shared with you that the Production Technicians will not be
available to support this Prototype Build due to working on higher priority projects for
the CEO of the company. This will inevitably result in a delay to the project timeline.
What should you do next to keep the project moving forward?
a. Request for additional project funding
b. Update the project schedule and extend the timeline
c. Evaluate the impact of lack of resources and submit a Change Request
d. Update the Project Team Assignments
4) You are leading a new project to expand a restaurant chain in a different location. Your
Executive Chef has notified you that business is ramping up, and he believes that the
current kitchen equipment will not be enough to meet the demand of customers once the
newly constructed restaurant launches within the next few months. Unfortunately, the
scope of your project plan only included procuring smaller equipment. What should you
do next to ensure the success of the project?
a. Immediately purchase additional equipment
b. Update the Cost Baseline with the additional funding required
c. Make changes to the project schedule based upon delivery of the equipment
d. Document this assumption in the Assumption Log, and submit a formal Change
Request to procure additional equipment
5) You have been assigned to be the Project Manager for constructing a new railroad system
across the city, as the previous Project Manager has left the architectural firm. To
familiarize yourself with who is responsible for completing which task, which tool should
you use?
a. Team Charter
b. Work Breakdown Structure
c. Resource Breakdown Structure
d. Responsibility Assignment Matrix
6) Your Team has done a great job with meeting all project deadlines thus far, and has
recently celebrated a milestone of completing all prototype designs. To continue the
momentum and to foster an environment of collaboration, you’d like to host a team
building event. During which Process Group is Team Building used?
a. Direct and Manage Project Work
b. Manage Stakeholder Engagement
c. Monitor Stakeholder Engagement
d. Develop Team

7) Which of the following are true statements regarding team building? More than one
answer choice may be correct.
a. Team building is only performed during the initiation of a project.
b. Team building is best used for teams which are co-located and not working
remotely.
c. The goal of team building is to help build trust among your team, improve team
morale and productivity, and boost the team’s performance.
d. Team building is crucial to the success of a project, especially during its infancy
stages.
8) Which of the following tools and techniques is NOT used as part of Managing a Team?
a. Conflict management
b. Team building
c. Leadership
d. Influencing
9) Which Process is concerned with influencing the behavior of the team and resolving &
dealing with issues to drive the project towards success?
a. Control Resources
b. Direct and Manage Project Work
c. Manage Team
d. Develop Team
10) After your team’s project meeting, you notice two of your Engineers arguing with each
other on deciding which Test Equipment to purchase. As the Project Manager, you
facilitate dialogue between the Engineers to reach consensus, cooperation, and to
ultimately reach a win-win situation. Which conflict management technique did you use
in this scenario?
a. Withdraw/Avoid
b. Collaborate/Problem Solve
c. Smooth/Accommodate
d. Force/Direct
Section 8: Communications Management

1) On your project, several stakeholders from Supply Chain and Test Engineering have
expressed that they are not getting the information they need in order to create Purchase
Orders and procure test equipment. As a Project Manager, what should you do next to
ensure all stakeholders obtain the relevant information?
a. Update the Stakeholder Register with new stakeholder requirements
b. Evaluate and include new risks into your project’s Risk Register
c. Evaluate your Communications Management Plan to ensure that the stakeholder
communication requirements are still being met
d. Begin distributing all project information using the Project Management
Information System
2) You are managing a project to develop a new medical device for treating patients with
heart conditions. At the end of this month, you must present your project’s latest issues
and financial constraints to Senior Management. During this review, what is the best
communication method to use?
a. Informal Verbal
b. Informal Written
c. Formal Verbal
d. Formal Written
3) You have been assigned to take over a project from another Project Manager, as she has
left your organization. To effectively take over this project, you would like to understand
each stakeholder’s communication needs and expectations. Which document should you
refer to?
a. Stakeholder Register
b. Stakeholder Engagement Plan
c. Scope Management Plan
d. Communications Management Plan
4) You are in progress of developing the Communications Management Plan for your
project. Which of the following elements should you include in this document? More
than one answer may be correct.
a. Communication requirements for each stakeholder
b. Classification of each Stakeholder
c. Assigned responsibilities for communicating project information
d. Escalation process
5) The following are all examples of Organizational Process Assets (OPAs) used for
Managing Communications except which answer choice?
a. Organization’s procedures to manage issues and risks
b. Organization’s communication requirements
c. Guidelines for storing information
d. Personnel administration policies
6) Classify each answer choice below as either an Enterprise Environmental Factor or

Organizational Process Asset
a. Risk thresholds for each stakeholder
b. Physical location of your company’s buildings
c. Organization’s communication requirements
d. Lessons learned repository
7) You are in the process of distributing information regarding your latest software
development updates to all your team members. However, your team consists of more
than 20 individuals who need to understand the significance and impact of these
updates. As the project manager, what is the best way to distribute this information?
a. Publish this information using the company’s blog
b. Use Video and Web Conferencing to formally deliver this information
c. Conduct one-on-one discussions with each team member
d. Communicate this information using the organization’s instant messaging tool

8) Over the last six weeks, your Principal Engineer has used the last 6 weeks to perform
reliability & safety tests to evaluate the team’s design. The Engineer recently published
the finalized Test Report to the company’s internal project portal website. What type of
communication was used here?
a. Interactive communication
b. Push communication
c. Pull communication
d. Team briefing
9) You have recently worked with your Project Sponsor to finally kick-off a new project to
build a landscaping tower in New York City. This project will involve more than 6
departments and over 100 stakeholders. Before you begin executing the project’s work,
what is the best tool you should use to determine each stakeholder’s requirements for
distributing project information?
a. Mind Mapping
b. Stakeholder Engagement Assessment Matrix
c. Meetings
d. Communication Requirements Analysis
10) You are communicating critical information regarding your Vendor to your Procurement
Manager. In a basic communication model, who is responsible for making sure that all
information is communicated correctly?
a. Sender
b. Receiver
c. Both the Sender and Receiver
d. Translator
Section 9: Risk Management

1) You are leading a team to develop a new 3-D Printed material, which will be used as part
of an implantable heart monitor device. However, due to the complexities involved with
ensuring compliance with the latest FDA Rules & Regulations, you have convinced Sr.
Leadership to hire an external agency to navigate these regulations and obtain FDA
Clearance. In this example, the risk response being pursued is best described as….
a. Avoiding the Risk
b. Exploiting the Risk
c. Accepting the Risk
d. Transferring the Risk
2) During your Risk Identification session, you and your Team identify a risk that the
delivery of the components of your electronic motherboard may be delayed by 6 weeks
based upon the Vendor’s historical delivery times. Your Team has brainstormed a Risk
Response Strategy of weekly Vendor Calls and an onsite visit while parts are being made
to address concerns about late deliveries. What type of Risk Response Strategy is being
implemented here?
a. Accept
b. Avoid
c. Exploit
d. Mitigate
3) Your Team has identified the risk that operators may be injured while using the new
testing equipment. To eliminate this risk, safety guard rails have been implemented to
prevent electrical contact with the operator. Unfortunately, your project is now exposed
to a new risk – because safety guards are in place, parts can no longer be inspected on
the surface of this testing equipment and a new work bench must be procured for
performing in-process inspection. What best describes this newly emerged risk?
a. Unknown Risk
b. Known Risk
c. Residual Risk
d. Secondary Risk
4) Your organization has built a long-lasting and reputable relationship with a Vendor for
the past ten years. Unfortunately, the Vendor has exhibited several issues with
significant quality defects and on-time delivery issues. Your Team has implemented a
Risk Response to utilize a different Vendor for your new project. In this example, what
type of Risk Response Strategy was used?
a. Avoid
b. Escalate
c. Accept
d. Mitigate
5) You are working on a project to develop a new 3-D Printed technology, and the Director
of Research and Development would like to evaluate functional working prototypes with
customers within the next 6 months. Because none of your team members have
experience with using this type of material & equipment, you have implemented a Risk
Response Strategy to have the entire Engineering Team attend a Training Conference.
What type of Response Strategy did you use?
a. Avoid
b. Escalate
c. Accept
d. Mitigate
6) Fill in the Blank. _______ is the remaining risk after a Risk Response has been
taken. __________ is a risk that occurs as the result of implementing a Risk Response.
a. Residual Risk, Secondary Risk
b. Secondary Risk, Residual Risk
c. Risk Appetite, Risk Threshold
d. Negative Risk, Residual Risk
7) Your team is developing prototypes for a new hand-held electronic mobile device. Your
Electrical Engineer shared with you that the electronic testing scheduled for next week
may not go smoothly due to previous equipment test failures. As a Project Manager, what
action should you perform next?
a. Update your risk report
b. Perform a Monte Carlo Analysis to evaluate the impact
c. Brainstorm risk response strategies with your Team
d. Analyze the risk’s probability and impact
8) You are leading your organization’s latest project to build a new bridge connecting the
local freeways. You would like to conduct a Risk Workshop with your Team to
brainstorm the risk response strategies for mitigating risks which would negatively
impact your project’s construction schedule. What activity must you perform
immediately prior to this step, so that you can plan Risk Response Strategies?
a. Develop Project Schedule
b. Develop the Risk Management Plan
c. Identify Risks
d. Perform a Qualitative Risk Analysis
9) What Tool(s) and Technique(s) is used for developing the Risk Management Plan? Select
all that apply.
a. Stakeholder Analysis
b. Meetings
c. Risk Data Quality Assessment
d. Interviews
10) During which process group do you use a Risk Probability and Impact Assessment to
evaluate the possibility that a risk may occur?
b. Perform Quantitative Risk Analysis
c. Identify Risks
d. Perform Qualitative Risk Analysis
Section 10: Procurement Management

1) Your organization, Let’s Go! Inc, is building the next Watersports Amusement Theme
Park in California. During your project’s Execution phase, your Supply Chain Team
Member has signed an agreement with a Vendor to begin construction of the exterior
layout within the next month. The agreement specifies that the Vendor will complete all
work for a specific budgetary value, which will not change. This type of contract is best
described as….
a. Time and Material Contract
b. Cost-reimbursable Contract
c. Fixed Price Contract
d. Cost Plus Fixed-Fee Contract
2) As a Vendor, you are negotiating a contract to begin a new landscaping project with an
architectural firm and you’d like to minimize as much risk as possible to your
organization. From the Vendor’s perspective, what type of contract presents the least
amount of risk?
a. Fixed Price Contract
b. Time and Materials Contract
c. Cost-Reimbursable Contract
d. Fixed Price with Economic Price Adjustments Contract

3) Your Team would like to place a Purchase Order with a selected Vendor to begin
manufacturing sheet metal components for the company’s new hardware electronic
system. What activity must happen first before a Purchase Order can be placed? More
a. Performing a make versus buy analysis
b. Development of the Procurement Statement of Work
c. Selection of the final Vendor and signing the contract
d. Update to the Project Management Plan
4) Before your Team can finalize the selection of a Vendor and sign a contract, what
document should have already been created by your Team to define the project’s scope
within the contract? Select the best answer which fits this scenario.
a. Stakeholder Engagement Plan
b. Procurement Statement of Work
c. Request for Proposal
d. Request for Quotation
5) All of the following are examples of Procurement Documentation except for…

a. Procurement Statement of Work
b. Request for Information
c. Source Selection Criteria
d. Make versus Buy Analysis
6) What type of contract poses the highest risk to a Seller?

a. Fixed Price
b. Time & Materials
c. Cost Plus Fixed Fee
d. Cost Plus Incentive Fee
7) What type of contract represents the highest risk to the Buyer?

a. Fixed Price
b. Time & Materials
c. Cost-Reimbursable
d. Fixed Price Incentive Fee
8) Which of the following tool(s) and technique(s) are used during Plan Procurement
Management? Select all that apply.
a. Make vs Buy Analysis
b. Market Research
c. Expert Judgment
d. Negotiation
9) You and your Team are planning your strategy for outlining your project procurement
decisions and identifying prospective vendors to use on your project. What project
documents would you typically create during this process? Select all that are correct.
a. Procurement Strategy
c. Independent Cost Estimates
d. Agreements
10) You and your Team have recently met with your Vendor to confirm that the produced
deliverables meet all technical and quality requirements, and are signing off a formal
notice of the contract’s completion. In which process group are you currently leading
your Team?
a. Validate Scope
b. Close Project
c. Conduct Procurement
d. Control Procurement
Section 11: Stakeholder Management

1) You are a couple months into your project, when you’ve been notified that one of your
Engineers has left the organization. Luckily, the Engineering Manager you’ve been
working with has already assigned a designee to support your project. What documents
should you evaluate and make updates to? More than one answer choice may be correct.
b. Communications Management Plan
c. Schedule Baseline
d. Stakeholder Register
2) Your Project Sponsor has just initiated a project and is in progress with the creation of
the Project Charter. You need to start identifying which stakeholders to involve in your
project before you can hold your project kickoff. What tools and techniques would you
use to identify all appropriate stakeholders? Select ALL correct answer choices.
a. Expert Judgment
b. Stakeholder Analysis
c. Stakeholder Engagement Assessment Matrix
d. Questionnaires and Surveys
3) During which Process Group do you use your established Ground Rules to effectively
communicate and work with your Stakeholders?
a. Identify Stakeholders
c. Monitor Communications
d. Monitor Stakeholder Engagement
4) One of the projects you’re leading involves working very closely with Senior Managers to
deploy a new program for a global IT initiative. In this scenario, in what direction are you
influencing?
a. Outward
b. Sideward
c. Downward
d. Upward

5) You are leading a team of Engineering Technicians and Specialists to develop a sample
prototype to conduct an Engineering Study. In this example, in what direction are you
influencing?
a. Downward
b. Sideward
c. Outward
d. Upward
6) As part of the PMO, you’ve launched an initiative to develop a Template to help

streamline your Research & Development Processes. This project would require
primarily collaborating with other Project Managers. In what direction are you
influencing others for completing your project work?
a. Outward
b. Downward
c. Sideward
d. Upward
7) The Manufacturing Engineer on your project is very interested in your new project’s
success as it will help expand the manufacturing capabilities of your machine shop.
However, he does not have a high level of authority as he recently joined the
organization. What is the best approach you should use to manage this stakeholder?
a. Manage closely
b. Ignore them
c. Monitor the Stakeholder
d. Keep Informed
8) You’ve been asked to work with the Director of Operations as he’ll be a key Stakeholder
for rolling out a new Six Sigma Project. For this project, the Director is extremely
motivated to make this project a success as this will save the organization >$100,000 per
year. In this scenario, what is the best approach to manage this stakeholder?
a. Manage closely
b. Ignore them
d. Keep Informed
9) Which of the following is NOT included within the Stakeholder Register?

a. The requirements and expectations of stakeholders
b. The level of influence of a stakeholder
c. A stakeholder’s level of authority and interest
d. A stakeholder’s current engagement level
10) Which of the following best describes the key difference between the Stakeholder
Engagement Plan and the Communications Management Plan?
a. The Stakeholder Engagement Plan focuses on how to communicate and
distribute information to your team members. The Communications
Management Plan focuses on the strategy for involving your project’s
stakeholders based upon their needs.

b. The Stakeholder Engagement Plan outlines the communication needs and

requirements of your stakeholders in order to distribute project information. The
Communications Management Plan outlines the strategy to involve your key
stakeholders for making decisions on your project.
c. The Stakeholder Engagement Plan includes guidelines for escalating to senior
management, while the Communications Management Plan outlines your
stakeholder’s communication requirements and the strategy & reason for
distributing all project information.
d. The Stakeholder Engagement Plan identifies the strategy to effectively involve
your stakeholders throughout your project. The Communications Management
Plan focuses on the strategy for distributing information to your project’s
stakeholders.
Section 12: Agile Methodology

1. Your Team is following an Agile developmental approach to create a new software
application. For this project, your project deliverables will be created in what type of
fashion?
a. Iterative Approach
b. Predictive Approach
c. Linear Approach
d. Rolling Wave Approach
2. Which of the following are true statements? Select all that apply.
a. Following a Predictive approach is also known as using a Waterfall Approach.
b. A Hybrid Methodology uses a mix of predictive and agile approaches.
c. When using an Adaptive Life Cycle, product features are delivered in increments
to the customer
d. When following a Waterfall Life Cycle, the project team determines and
prioritizes the product requirements through user stories.
3. Fill-in-the-blank the two answer choices with either Predictive or Adaptive.

a. For projects following a(n) _____ Life Cycle, you and your Team develop your
project deliverables over a series of iterations. In contrast, for projects following
a(n) ______ life cycle, you and your Team completely define the project scope &
deliverables at the beginning of the project.
4. In an Agile based project, which of the following is not a true statement?

a. In an Agile environment, the Project Manager typically follows a Servant
Leadership approach
b. Agile Teams are composed of a large group of team members, of more than 10
individuals
c. Agile Teams self-organize and establish their own goals
d. Ideally, Agile Teams are comprised of cross-functional team members, a Product
Owner, and a Team Facilitator

5. In this type of approach, you and your Team use short 4-week iterations to create a
deliverable product for your customer. This iteration will then repeat to refine and
further add prioritized features to the product. This approach is best called…
a. Hybrid
b. Adaptive
c. Agile
d. Change-driven
6. In an adaptive environment, which of the following is NOT a true statement?

a. The project manager should help create a collaborative environment
b. It is recommended for the team members to have a narrow skillset
c. It is recommended for the team member to have a broad skillset
d. Customers are continuously engaged to provide feedback on project deliverables
Answers to Practice Questions

Role of a Project Manager
1) You are a project manager leading your team to show prototypes to your customers
within the next three weeks. Due to the aggressive timeline, you have communicated that
if the prototypes are not ready for evaluation for review by the next two weeks, the Team
will have to work overtime on the weekend to meet the deadline. What type of power are
you using in this example?
a. Positional
b. Situational
c. Expert
d. Punitive
AREA: Role of a Project Manager
ANSWER: D
In this scenario, you are stating that a negative event will happen if the team members do not
meet the aggressive timelines. The only type of power which involves negative consequences is
Punitive Power. Reference pg 63, PMBOK 6th Edition.
2) The Engineering Manager has had to take an emergency leave of absence due to family
and health reasons. In the interim, the Principal Engineer in the group has been asked to
fulfill some of the Engineering Manager’s roles and responsibilities for oversight of the
team. What type of power is the Principal Engineer using?
a. Charismatic
b. Relational
c. Positional
d. Situational
ANSWER: D.
The Principal Engineer is now stepping up to fulfill some responsibilities of the Engineering
Manager due to the unique situation the team is in. Therefore, the Engineer has gained
Situational Power. Reference Pg 63, PMBOK 6th Edition
3) As a project manager, you are always filled with energy and you continuously encourage
and inspire your team to accomplish the project work by sharing with them the impact
and the long-term vision for the entire organization. What type of Leadership Style are
you using?
a. Laissez-faire
b. Transactional
c. Charismatic
d. Transformational
ANSWER: C.
Someone who has high-energy, is enthusiastic and continues to inspire his or her team is
using a Charismatic Leadership approach. Reference Pg 63, PMBOK 6th Edition
4) Which of the following is NOT a key characteristic of a Leader?

a. Influences others by using positional power
b. Focuses on the impact and long-term vision
c. Cultivates relationships with others
d. Collaborates with team members
ANSWER: A.
A Leader influences others using relational power by focusing on the relationships with other
team members. Positional Power is used by a Manager. Reference Pg 64, PMBOK 6th Edition
5) Which of the following are key traits found within Management, and not Leadership?
Select all that apply.
a. Management focuses on the long-term goals, while Leadership focuses on the
near-term goals
b. Leaders influence others using positional power, while Management directs
others using relational power
c. Management asks how and when, whereas Leadership asks what and why
something needs to occur
d. Management is concerned with focusing on day-to-day operational issues, while
Leadership is concerned with the vision of the project, and motivating & inspiring
the team
ANSWER: C and D
Out of all the answer choices, only C and D are characteristics of Management: focusing on
near-term goals, day-to-day issues and understanding the “HOW’ and ‘WHEN” something
needs to occur. Leaders, on the other hand, focus on understanding the ‘WHAT’ and WHY’
something needs to occur, as well as the overall vision and impact to the organization.
Remember… Leaders influence using relational power, while Managers use
positional power!
Reference pg 64 PMBOK 6th Edition.
6) What type of Leadership Style are you using if you focus on meeting the needs of others
and being committed to helping the team collaborate, grow, and learn?
a. Laissez-faire
b. Transactional
c. Servant leader

d. Interactional
Answer: C; Reference pg 65 PMBOK 6th Edition
A Servant Leader focuses on meeting the needs of his/her Team and establishing, developing,
& growing the Team.
7) A Project Manager has been within the organization for more than 5 years and is
respected by all of his peers due to the credibility he’s gained over the years. In this
example, what type of Power is the Project Manager using?
a. Positional
b. Informational
c. Referent
d. Expert
All of the Team Members admire and look up to the Project Manager not based upon his
position but based upon his credibility and respect from others. Therefore, the correct answer
is Referent Power.
8) A newly hired Project Manager fully believes in her team and believes in taking a hands-
off approach with leading everyone towards accomplishing the goals of the project. What
type of a Leadership style is she following?
a. Charismatic
b. Servant Leader
c. Transactional
d. Laissez-faire
Answer: D; Reference pg 65 PMBOK 6th Edition
A Leader who follows a laissez-faire approach takes a hands-off approach and trusts in
his/her team to take the correct actions for moving forward.
9) A Project Manager on the Team is known by others for his extensive subject matter
expertise and technical knowledge of programming micro-controllers and electronic
wiring. It has served the Team well throughout the stages of Prototyping and Research &
Development. In this example, what type of power is being used?
a. Positional
b. Charismatic
c. Referent
d. Expert
The Project Manager is known as an expert based upon his knowledge in micro-controller
programming and electronics background. Therefore, expert power best suits this scenario.
10) Which of the following best describes utilizing strategic & business management skills?
a. Managing all elements of a project, such as the schedule and cost
b. Determining the strategy for delivering value to the organization
c. Guiding and motivating a Team throughout the project

d. Utilizing Agile or a Waterfall approach to manage the project
Answer: B; Reference pg 58 PMBOK 6th Edition
Understanding the organization’s mission and how a project helps accomplish these goals is a
component of the Strategic & Business Management skillset. Managing elements of a project
and the type of project management approach (i.e. predictive, hybrid, or agile) is a type of
Technical Project Management Skill. Leadership Skills, on the other hand, involves guiding
and motivating your Team.
Integration Management
1) Change Requests are required anytime there are potential updates to the project baseline,
schedule, scope, and resource requirements. Proceeding with a Change Request requires
approval from whom? Select all which apply.
a) Project Sponsor
b) Project Manager
c) Customer
d) Change Control Board
AREA: Integration Management
Answer: A, C, and D are correct.; Reference pg 117 PMBOK 6th Edition
Only the Project Manager is the one who is NOT required to approve a Change Request.
2) As of today’s date, your Team has processed 5 Change Requests so far and has completed
20% of the project work. Approximately $20,000 has been spent on equipment, and the
project’s expenses are still within budget. These types of raw information and measurements
are best known as…
a) Work Performance Report
b) Work Performance Information
d) Communication Artifacts
Work Performance Data consists of the ‘raw’ or in-process data and information collected
during your project. Examples of this includes project status metrics, start and finish dates of
activities, number of project issues, cost spent, etc.
3) True or False. The Benefits Management Plan is used as input to Develop the Project
Charter.
Answer: False; Reference pg 75 PMBOK 6th Edition
False. The Business Case (not the Benefits Management Plan) is used as an input to Develop
the Project Charter.
4) During which Process Group do you utilize Configuration Control?

a) Monitor and Control Project Work

b) Direct and Manage Project Work
c) Control Scope
d) Perform Integrated Change Control
Configuration Control is used as a Change Control Tool to facilitate configuration
management. Hence, it would be used during Perform Integrated Change Control.
5) Which of the following Process Groups results in the creation of Change Requests, which
become an input to Perform Integrated Change Control? More than one answer choice may
be correct.
a) Implement Risk Response
b) Manage Quality
c) Direct and Manage Project Work
d) Manage Communications
Answer: A, B, and C; Reference pg 114 PMBOK 6th Edition
Out of the answer choices listed, only answer choice D “Manage Communications” does NOT
produce a Change Request.
6) Your Team of Associate Engineers are shadowing and networking with the more experienced
Senior Engineers on other projects for on-the-job training on using specific test equipment.
In this example, what Tool & Technique best describes what is being used to manage the
project knowledge?
a) Knowledge Management
b) Information Management
c) Active Listening
d) Expert Judgment
Answer: A; Reference pg 102-103 PMBOK 6th Edition
This question is focused on differentiating between knowledge management and information
management. Tools used for Knowledge Management primarily deal with helping create
new knowledge and integrating the knowledge from other people, such as networking,
hands-on training, or live one-on-one sessions and meetings. Information Management,
in comparison, connects and provides people the access they need to already established
information using lessons learned, library services, or a web portal.
7) Fill in the Blank: _________ is a component of the Project Management Plan which
describes how project items are updated, helps monitor the different revisions of technical
specifications, and tracks version control of these items.
Answer: Configuration Management Plan; pg 88 PMBOK 6th Edition
Make sure you understand the difference between the Change Management Plan and the

Configuration Management Plan. The Configuration Management Plan is focused on the

specification updates for project items, and what the latest release/version is for those items.
8) Which of the following are outputs of Develop Project Charter?

a) Project Management Plan, Project Charter
b) Business Case, Project Charter
c) Project Charter, Deliverables
d) Project Charter, Assumption Log
Answer: D, pg 75 PMBOK 6th Edition
The Key Outputs of Develop Project Charter is the Project Charter and Assumption Log.
9) Your Team is in the middle of the development of a medical device software application.
Your Software Engineering Team Lead has requested that a more simplified UI/UX
Interface be developed to meet the aggressive timeline. As the Project Manager, what is the
immediate next step you should follow?
a) Update your Change Log
b) Implement the request
c) Formalize this request and obtain approval from the Change Request Board
d) Update your Work Performance Report
Answer: C, pg 113 PMBOK 6th Edition
All requests from team members which impact your project deliverables and project
documents should be formalized into a Change Request and reviewed by the Change Control
Board.
10) Classify each of the below as either an Organizational Process Asset (OPA) or Enterprise
Environmental Factor
a) Stakeholder Risk Thresholds – OPA or EEF?
b) Issue Management Procedures – OPA or EEF?
c) Geographic location of your company’s facilities – OPA or EEF?
d) Employee Training Records – OPA or EEF?
Answer:
a) Stakeholder Risk Thresholds (EEF) – Pg 93, PMBOK 6th Edition
b) Issue Management Procedures (OPA) – Pg 94, PMBOK 6th Edition
c) Geographic location of your company’s facilities (EEF) – Pg 101, PMBOK 6th Edition
d) Employee Training Records (OPA) - Pg 102, PMBOK 6th Edition (This falls under the
category of Personnel Administration.)
Scope Management
1) Your company is developing a new cell-phone which features a 6” display, a 12 MegaPixel
dual camera system, with 100 GB of internal storage. These characteristics are best
described as…
a) Project Scope
b) Product Scope
c) Project Deliverables
d) Customer Requirements
AREA: Scope Management
Answer: B, pg 131 PMBOK 6th Edition
Can you differentiate the differences between Project Scope and Product Scope? Product
Scope are all the characteristics which are features used to identify the product. Project Scope
consists of all the performed work and activities used to create the product.
2) True or False. The WBS is included as part of the Scope Statement.
Answer: False. The WBS is NOT a part of the Scope Statement, and is instead part of the
Scope Baseline. Pg 161, PMBOK 6th Edition
3) Match the Processes listed in the Table below with the correct answer choice which best
describes its purpose.
PROCESS
1. Control Quality
2. Validate Scope
3. Manage Quality
4. Define Scope
a) Are the project team members using the correct process & procedures?
b) Developing a robust description of the project and the final requirements?
c) Has the customer accepted the final project deliverable?
d) Do the deliverables meet the quality standards?
Answer:
PROCESS CORRECT DESCRIPTION
1. Control Quality d) Do the deliverables meet the quality standards?
2. Validate Scope c) Has the customer accepted the final project deliverable?
3. Manage Quality a) Are the project team members using the correct process &
procedures?
4. Define Scope b) Developing a robust description of the project and the final
requirements
4) You and your Team are researching and identifying the User Requirements for a new
software project. Several requirements including performing a series of validations, such as
performance testing, compatibility testing, and functionality testing. Fulfilling these
validation requirements are best classified as satisfying what type of requirement?
a) Project Requirements
b) Functional Requirements
c) Nonfunctional Requirements
d) Quality Requirements
These requirements are best classified as meeting the project’s Quality Requirements, as these

are involved with testing, certifications and validations, and showing that the testing
acceptance criteria has been satisfied.
5) Fill-in-the-Blank. The _______ (a type of document) links the product requirements to the
project deliverables, and helps provide a way to ensure requirements are being tracked in a
systematic way and satisfying the user needs.
Answer: Requirements Traceability Matrix. Pg 148 PMBOK 6th Edition
6) You are leading a team of Engineers to develop a medical device which helps measure a
patient’s glucose blood levels. To confirm that the device’s external housing meets the user’s
aesthetic and visual requirements, your Team develops 3-D printed samples to evaluate the
feel, fit, and cosmetic appearance. This is an example of using what type of tool & technique?
a) Focus Groups
b) Prototype
c) Expert Judgment
d) Interviews
In this example, 3-D printed prototypes are being created to assess its functionality and
visual aesthetics before proceeding with the final design. The prototypes will be useful for
securing early customer feedback before investing significant resources into the final design.
7) It’s the 5th week of your project and your Team is meeting with the customers to obtain their
feedback on the newly iterated design. The Team would like to make sure that the product
features are being prioritized based upon their needs and obtaining feedback to groom the
product backlog. In this example, what type of project management approach is being used?
a) Predictive
b) Hybrid
c) Agile
d) Waterfall
AREA: Agile & Scope Management
In an Agile environment, the team works in a series of iterations/cycles called “sprints” to
develop a fully functional product, which is based upon prioritized features in the product
backlog.
8) You and your Team have defined the strategy for how you will manage and control your
project’s scope. In which process are you currently working in?
a) Collect Requirements
b) Define Scope
c) Validate Scope
d) Plan Scope Management
It’s during the Plan Scope Management Process that you define your “plan” and high-level
strategy for managing your project’s scope. Make sure you don’t confuse this with the purpose
of ‘Define Scope’ and ‘Validate Scope’!
9) All of the following are outputs of Validate Scope except…

a) Accepted Deliverables
b) Change Requests
d) Updates to the Requirements Traceability Matrix
The Key Outputs of ‘Validate Scope’ are all answer choices except C, Work Performance Data.
Remember: Work Performance Data is an Input to Validate Scope.
10) The lowest level of a Work Breakdown Structure is known as the ___________.
a) Planning Account
b) Control Account
c) Project Deliverable
d) Work Package
e) Answer: D. Work Package, pg 158
The lowest level of the WBS is the Work Package. The Planning Account and Control Account
are at higher ladders within the WBS ladder.
Schedule Management
1) Which activity in the Network Diagram below has a Float of 0? More than one answer
may be correct.
a. Activity D
b. Activity H
c. Activity F
d. Activity J
AREA: Schedule Management
Answer: A
To figure out which activity has zero float, you need to identify which path is the Critical
Path. All paths for this Network Diagram is as follows:

Path 1: A > B > C > D > E = 3+5+8+2+3 = 21 days

Path 2: H > J > D > E = 10 + 3 + 2 + 3 = 18 days
Path 3: A > B > F > G > E = 3+5+4+1+3 = 16 days
Which path is the critical path? In this case, it’s Path 1 since it has the longest duration.
Therefore, Activities A, B, C, D, and E would have zero float.
The correct answer is therefore, A.
2) Before your team can proceed with User Validations of your product, the Validation
Strategy & Testing Protocol needs to be created, completed, and approved. This is an
example of what type of logical relationship.
a. Start-to-start
b. Finish-to-start
c. Finish-to-finish
d. Start-to-finish
This is an example of a Finish-to-Start relationship since the Protocol needs to be Finished
before the User Validations can Start.
3) Once all Process Validations are completed at the Vendor, then all Manufacturing
Transfer activities can be marked as completed. This is an example of what type of logical
relationship?
a. Start-to-start
b. Finish-to-start
c. Finish-to-finish
d. Start-to-finish
This is an example of a Finish-to-Finish relationship, since one task must finish before the
other can finish.
4) Which of the following is a Schedule Compression Technique which shortens the

project’s schedule by adding additional resources.
a. Fast Tracking
b. Crashing
c. Resource Leveling
d. Resource Smoothing
This question tests your knowledge on the difference between Fast Tracking and Crashing.
Crashing is the correct answer because it’s a technique which adds additional resources with
the goal of expediting work on the critical path. Fast Tracking, on the other hand, allows
you to perform activities in parallel to help accelerate the timeline.

5) As the Project Manager, you need to identify how long it will take for your Design
Engineering Team to finalize the drawings of the mechanical prototype designs. From
working with the Engineers, it is most likely to take 15 days. If there are no other
scheduling conflicts, this can take 10 days, best-case. On the other hand, the worst-case
estimate is 20 days. Using the Three-Point Estimate Technique, how long will it take to
create the finalized drawings?
a. 17.5 days
b. 15 days
c. 20 days
d. 12.5 days
Using the Three-Point Estimation Technique, here is the correct calculation:
Schedule Estimate = (Optimistic + Most Likely + Pessimistic) / 3 = (10 + 15 + 20) /
3 = 15 days
Tip: Make sure you know this Three-Point Estimation Formula, since this is an easy
question you don’t want to miss on your Exam!!
6) Use the Beta Distribution Technique to calculate an estimate for how long it will take for
the following task to occur. Best case, the QA Engineering Team will complete
automation testing of the Software within 8 days. This effort, however, is most likely to
take 15 days. Given the QA Engineering Team’s workload and potential resource
constraints, the worst-case duration may take 25 days. Using the Beta Distribution
Technique, the estimate for this task’s duration is…
a. 15.5 days
b. 8 days
c. 20.5 days
d. 12 days
Answer: A, pg 245 PMBOK 6th Edition
Using the Beta Distribution Formula, here is the correct calculation:
Schedule Estimate = (Optimistic + 4*Most Likely + Pessimistic) / 6 = (8 + 4*15 +
25) / 6 = 15.5 days
7) Which sequence in the Network Diagram below is the Critical Path? Note that in the
diagram below, the Durations are listed above each ‘Activity’. For example, Activity A has
a Duration of 3 days.
a. A, B, C, G
b. A, B, F, G
c. D, E, F, G
d. A, B, E, F
Answer: C
To quickly answer this question, identify how long each path is for the answer choices listed.
The only paths through the Network Diagram are as follows:
Path 1: Start > D > E > F > G = 5 + 5 + 16 + 6 = 32 days
Path 2: Start > A > B > C > G = 3 + 2 + 8 + 6 = 19 days
Path 3: Start > A > B > F > G = 3 + 2 + 16 + 6 = 27 days
The Critical Path is the path which takes the longest:

>>Therefore, the correct answer is Answer Choice C, Path 1: D > E > F > G with a total
duration of 32 days.
8) Your Team is behind schedule by 4 weeks with conducting all Test Engineering activities.
Senior Management has requested that you identify ways to bring the project back on
track. If Management and other departments are willing to provide you with the
financial and physical resources you need, what is the best option you should take next?
a. Fast track the project
b. Crash the project
c. Perform Resource Levelling
d. Identify areas for Resource Smoothing
Crashing is the best technique to pursue since you can use additional resources and utilize
additional funds to pay for expedited delivery of equipment and other activities on the
schedule’s critical path.
9) You have recently been notified that there isn’t enough Engineering staff available to
support your project’s research and development work. Unfortunately, Executive
Management has requested that the final product be ready to launch within the year. To
ensure that the planned resources are available without delaying the project timeline,
what is the best option you should follow next?
a. Use Resource Leveling to adjust dates based upon your Engineering constraints
b. Use Resource Smoothing, while making sure that resource limits are not
exceeded
c. Crash the project to meet the aggressive timeline
d. Conduct a What-If Scenario Analysis
Make sure you understand the subtle difference between Resource Leveling and Resource
Smoothing…
(1) Resource Smoothing: Modifies the activities so that resource limits are not exceeded.
(2) Resource Leveling: Modifies start and finish dates to balance the available resources
and supplies, which may change the critical path and thereby cause an extension to the
project timeline.
Only Resource Smoothing does NOT change your project’s planned completion date.

10) What activity has a duration of 0 days in your project schedule?

a. Activities on the critical path
b. Activities on the near-critical path
c. Activities without a predecessor
d. Milestones
Only Milestones have a duration of 0 Days. Activities on the Critical Path have a Float of 0!
Tip: If you don’t pay attention to the wording of this question, you may have incorrectly
chosen A, when the correct answer is actually D. On the day of your Exam, make sure you PAY
ATTENTION to the wording!!
Cost Management
1) As a project manager for a civil engineering firm, you’ve been assigned a project to build
a new stadium for the city. You would like to estimate the budget needed to complete all
interior and exterior work, based upon the fact that your current Vendor charges an
average construction cost of $100 per square foot in the past, what type of estimation
technique are you using?
a. Analogous Estimating
b. Parametric Estimating
c. Bottom-up Estimating
d. Three-Point Estimating
AREA: Cost Management
In this example, you are basing your estimates using a parametric value/unit rate, which has
been the average price charged by your Vendor. Therefore, the best estimation technique
which describes this is Parametric Estimating.
2) For the work accomplished thus far on your project, it’s been calculated that the Earned
Value is $600, with a Cost Performance Index of 0.8. What best describes the current
status of the project?
a. Underbudget
b. On Track
c. Overbudget
d. Behind Schedule
The Cost Performance Index describes how well you are “sticking” to your project’s approved
budget – are you over or under budget?
In other words, are you spending MORE than you’ve earned (over budget)? Or, are you
spending LESS than you’ve earned (under budget)? In this example, because the Cost
Performance Index is less than 1, the project is running Over Budget – You are earning 0.80
dollars for every dollar spent.

3) Given that the Actual Cost for the work completed thus far is $750, the Earned Value is
$900, and the Planned Value is $600, what is the Cost Variance for the project, and what
best describes the project’s condition?
a. -$150, Overbudget
b. $150, Underbudget
c. $300, Underbudget
d. -$300, Overbudget
The Formula for Cost Variance is: CV = Earned Value – Actual Cost.
>>Therefore, CV = $900 - $750 = $150.
Anytime the Cost Variance is positive, we are under budget. If the Cost Variance is negative
(think of a ‘negative’ value being a bad thing), then we are over budget (i.e. it’s bad to
be over budget / over spending). Because the calculated Cost Variance is a positive value, the
project is under budget.
4) For your current project, the Planned Value has been calculated to be $8,000, an Actual
Cost of work completed thus far of $10,000, and an Earned Value of $6,000. What is the
Schedule Variance for your project? And, is the project ahead of schedule or behind
schedule?
a. $2,000: Ahead of Schedule
b. $4,000: Ahead of schedule
c. -$4,000: Behind Schedule
d. -$2,000: Behind Schedule
The Formula for Schedule Variance is: SV = Earned Value – Planned Variance.
>>Therefore, SV = $6,000 - $8,000 = -$2,000
Anytime the Schedule Variance is positive, we are ahead of schedule. If the Schedule Variance
is negative, we are behind schedule. Because the calculated Schedule Variance is a negative
value, the project’s condition is behind schedule.
5) Your Leadership Team has allocated $100,000 for the total project budget. Based upon
the work completed thus far, the Actual Cost incurred has summed up to $80,000, with
a forecasted Estimate At Completion of $110,000. Based on this information, how much
over or under budget will the project be at the end?
a. -$10,000: Overbudget
b. $10,000: Underbudget
c. $30,000: Overbudget
d. -$30,000: Underbudget
The key phrase being used in this question is: “how much over or under budget the project
will be”. In Earned Value Project Management Terms, this is referring to the “Variance At
Completion”, or VAC. The formula for VAC is as follows: VAC = Budget At Completion –
Estimate At Completion
VAC = BAC – EAC = $100,000 - $110,000 = -$10,000.

>> Therefore, the project will be over budget by $10,000
6) For the remaining work in the project, it can be assumed that the project’s Cost
Performance Index can be assumed to be a constant value of 0.833. In addition, the
allocated total project budget was $250,000. The Actual Cost of work completed thus far
has been determined to be $150,000 with an Earned Value of $125,000 and a Planned
Value of $160,000. With this information, the Estimate At Completion is calculated to
be…
a. $250,000
b. $275,000
c. $30,0120
d. $285,000
Since CPI is stated to be constant and is not expected to change, the correct formula to use for
EAC is as follows:
>> EAC = BAC / CPI
Therefore, plugging in the values into the equation:
>> EAC = $250,000 / 0.833 = $30,0120
7) Use the following information to calculate the Cost Variance for your project:
Planned Value = $800, Actual Cost = $680, Earned Value = $700.
a. $20
b. -$100
c. $100
d. $120
Calculation is as follows: CV = EV – AC = $700 - $680 = $20
8) Which of the following is NOT an input for estimating the costs of resources needed to
complete your project’s work?
a. Resource Requirements
b. Scope Baseline
c. Cost Management Plan
d. Assumption Log
Think of this as.. What inputs are required to calculate Cost Estimates? In other words, what

are the Inputs of the Process Group, ‘Estimate Costs’. Only answer choice D (assumption log)
is NOT an input to Estimate Costs.
9) Which of the following is NOT characterized by the Cost Baseline? Select all that apply.
a. The Cost Baseline can best be defined as the project’s budget
b. The Cost Baseline is equal to the summation of the management reserves and
Cost Estimates from the Work Packages
c. The Cost Baseline combined with the Management Reserves results in the
Project’s Overall Budget
d. The Cost Baseline can only be modified through approved Change Requests.
Answer: A and B, pg 254 PMBOK 6th Edition
Answer choices A and B are not accurate. The Cost Baseline, when combined with
Management Reserves, forms the Project Budget. Additionally, the Cost Baseline equals
the summation of the Contingency Reserves and Work Package Cost Estimates.
10) Which of the following best describes the approved budget allocated for completing your
project’s work?
a. Earned Value
b. Actual Cost
c. Planned Value
d. Estimate At Completion
Planned Value is the approved budget that has been ‘planned’ or allocated to completing
your project’s work.
Quality Management
1) Which of the following is true regarding the difference between Validate Scope and
Control Quality? Select ALL answer choices which are true.
a. The key output of Control Quality is accepted deliverables by the customer to
show that all user needs have been met.
b. Validate Scope focuses on making sure that the project deliverables are accepted,
whereas Control Quality focuses on making sure that the deliverables are correct.
c. Validate Scope focuses on making sure that the deliverables are correct. In
contrast, Control Quality ensures that the project deliverables are accepted.
d. Control Quality is typically performed prior to beginning Validate Scope
AREA: Quality Management
Answer: B and D, pg 164 PMBOK 6th Edition
Validate Scope is concerned with the acceptance of deliverables, and Control Quality is
concerned with making sure that your deliverables are correct. In addition, Control Quality
typically occurs before Validate Scope begins.

2) During which Process Group does the Project Manager focus on making sure the correct
processes are being used effectively, and involves creating Test and Evaluation
Documents?
a. Validate Scope
b. Control Quality
c. Manage Quality
d. Direct & Manage Project Work
Manage Quality focuses on the processes being followed to ensure that standards are being
met, to build a product which meets the customer’s needs.
3) Your Product Manager would like to continue optimizing your Team’s prototype design
based upon customer’s feedback and evaluation. What specific Tool or Technique would
best help you optimize the product design for better performance and customer
satisfaction?
a. Conducting an Audit of the project activities
b. Performing Testing & Product Evaluations
c. Performing Inspection of the product
d. Conducting Design For X
DFX, also known as Designing for X, helps optimize a design for different aspects, including
manufacturing, reliability, quality, inspection, testing, etc.
4) Your Team is at the last stages of developing the final product before it can be presented
to your customers. What key deliverable do you need before you can proceed with
obtaining formal acceptance of your product by the customer?
a. Quality Control measurements
b. Work Performance Information
c. Test and Evaluation Documents
d. Verified Deliverables
Verified Deliverables are an output of ‘Control Quality’ and become inputs to ‘Validate Scope’
for obtaining the customer’s final acceptance of the product.
5) Inspection is used as a key Tool & Technique of which of the following Process Group(s)?
More than one answer choice may be correct.
a. Manage Quality
b. Control Quality
c. Direct & Manage Project Work
d. Validate Scope

Answer: B and D, pg 163 and 303 PMBOK 6th Edition

Inspection is a Key Tool for Control Quality and Validate Scope.
6) Your Management Team has agreed to invest the required financial and physical
resources to build a high-quality product, including operator training, the development
& documentation of robust processes, and procurement of the most latest equipment.
What type of costs is being invested in, with regards to the Cost of Quality?
a. Internal Failure Costs
b. External Failure Costs
c. Prevention Costs
d. Appraisal Costs
The investments being made here are to avoid failures, and fall under the category of
Prevention Costs for building a high-quality product.
7) Your organization’s quality mission statement is to meet or exceed customer

satisfactions and requirements, with the ultimate goal of minimizing as much external
failure costs. Which of the following are examples of External Failure Costs? Select all
that apply.
a. Testing
b. Rework
c. Work associated with Warranties
d. Decreased business
Answer: C and D, pg 283 PMBOK 6th Edition
External Failure Costs are associated with any type of defects, nonconformances, and failures
discovered by the customer. Examples of External Failure Cost includes Work associated with
Warranties and Decreased Business.
8) Categorize each of the following based upon whether they are a Cost of Conformance or
Cost of Nonconformance:
a. Scrap?
b. Training?
c. Destructive Testing?
d. Liabilities?
ANSWER: Pg 283, PMBOK 6th Edition
Example Category
Scrap Cost of Nonconformance
Training Cost of Conformance
Destructive Testing Cost of Conformance
Liabilities Cost of Nonconformance

Remember: Cost of Conformance is associated with funds used to prevent failures from
occurring. Cost of Nonconformance is associated with funds used due to failures which
have occurred.
9) Which of the following is an Input to Manage Quality? Select all that apply.
a. Quality Reports
b. Quality Metrics
c. Quality Control Measurements
d. Checklists
Answer: B and C, pg 288 PMBOK 6th Edition
Inputs to “Manage Quality” include Quality Management Plan, Lessons Learned Register, QC
Measurements, Quality Metrics, and Risk Report.
>>Therefore, the correct answer is B and C. Quality Report is an OUTPUT of Manage
Quality, and Checklists is a Tool used during ‘Manage Quality’.
10) All of the following are the key objectives of an audit, except…
a. Evaluate whether project activities are in compliance with the organization’s
established procedures and processes
b. Determine any gaps and identifying best practices
c. Review and analyze quality metrics
d. Obtain the customer’s acceptance of the product
An audit’s key purpose is to help identify any gaps in a process and determine what are the
best practices being followed in a project or within an organization. Answer Choices C and D
do not align with this objective, and are therefore the correct answers to this question.
Resource Management
1) During which Team Development Stage of the Tuckman ladder should a project manager
focus on engaging the team members, addressing concerns, and resolving conflicts to
help create a productive environment?
a. Storming
b. Performing
c. Norming
d. Forming
AREA: Resource Management
In this question, the key word here is ‘Tuckman Ladder’. Use the Process of Elimination to
figure out which answer choice best corresponds to the Tuckman Ladder Stage of “creating a
productive environment” for the Team and “resolving conflicts.” The answer choice which
best aligns with this is answer choice A. Storming.

2) You and your Team are a couple months into the project, and everyone is focused on
accomplishing the goals of the project and committing to the success of the project. All
issues and roadblocks are being resolved in a timely manner, and everyone is highly
engaged. What stage of the Tuckman Ladder is your Team navigating through?
a. Adjourning
b. Storming
c. Performing
d. Norming
In this question, The Team is operating like a ‘well oiled machine’ Everyone is helping each
other and building confidence with each other, and acting like a high “performing” team.
Therefore, the answer is C. ‘Performing”.
3) As the Project Manager of a new robotics project, you are leading your Team to
manufacture several prototypes to obtain customer feedback. Unfortunately, the
Production Manager has shared with you that the Production Technicians will not be
available to support this Prototype Build due to working on higher priority projects for
the CEO of the company. This will inevitably result in a delay to the project timeline.
What should you do next to keep the project moving forward?
a. Request for additional project funding
b. Update the project schedule and extend the timeline
c. Evaluate the impact of lack of resources and submit a Change Request
d. Update the Project Team Assignments
It’s known that the Production Technicians must work on a higher priority projects for the
CEO of the company. Since this is the case, the best path to proceed with the project is to:
1) Evaluate the impact of resource unavailability on the project (scope, schedule, cost, quality,
etc)
2) Submit a change request for making any updates to the project’s baselines
Remember that any changes to the Project Schedule require the formal approval of a Change
Request through the Change Control Board. A schedule should NOT be updated without a
formal Change Request Approval.
4) You are leading a new project to expand a restaurant chain in a different location. Your
Executive Chef has notified you that business is ramping up, and he believes that the
current kitchen equipment will not be enough to meet the demand of customers once the
newly constructed restaurant launches within the next few months. Unfortunately, the
scope of your project plan only included procuring smaller equipment. What should you
do next to ensure the success of the project?
a. Immediately purchase additional equipment
b. Update the Cost Baseline with the additional funding required
c. Make changes to the project schedule based upon delivery of the equipment
d. Document this assumption in the Assumption Log, and submit a formal Change
Request to procure additional equipment


Before you can procure additional equipment which will require additional funding outside of
your originally approved Project Budget, a formal Change Request must be submitted,
reviewed, and approved by the Change Control Board.
5) You have been assigned to be the Project Manager for constructing a new railroad system
across the city, as the previous Project Manager has left the architectural firm. To
familiarize yourself with who is responsible for completing which task, which tool should
you use?
a. Team Charter
b. Work Breakdown Structure
c. Resource Breakdown Structure
d. Responsibility Assignment Matrix
The only answer choice which outlines who is responsible for completing the tasks required in
the project is the RAM, or Responsibility Assignment Matrix.
6) Your Team has done a great job with meeting all project deadlines thus far, and has
recently celebrated a milestone of completing all prototype designs. To continue the
momentum and to foster an environment of collaboration, you’d like to host a team
building event. During which Process Group is Team Building used?
c. Monitor Stakeholder Engagement
d. Develop Team
Only during Developing the Team do you use Team Building events to “develop” and improve
the interactions between team members and improve the team’s environment.
7) Which of the following are true statements regarding team building? More than one
answer choice may be correct.
a. Team building is only performed during the initiation of a project.
b. Team building is best used for teams which are co-located and not working
remotely.
c. The goal of team building is to help build trust among your team, improve team
morale and productivity, and boost the team’s performance.
d. Team building is crucial to the success of a project, especially during its infancy
stages.
Only answers C and D are correct. The other answer choices A and B are not correct based
upon the following reasons:

1) Team Building should be performed continuously, not solely during the infancy stages
of a project.
2) Team building can be used for teams which are BOTH co-located and working
remotely. It especially is very helpful to improve team morale and increase trust and
collaboration with those working in different locations.
8) Which of the following tools and techniques is NOT used as part of Managing a Team?
a. Conflict management
b. Team building
c. Leadership
d. Influencing
Only answer choice B (Team Building) is not used as part of Managing a Team. Remember,
Team Building is used as part of Developing a Team. It’s a subtle difference, but be careful
that you remember the difference between “Develop Team” and “Manage Team”.
9) Which Process is concerned with influencing the behavior of the team and resolving &
dealing with issues to drive the project towards success?
a. Control Resources
b. Direct and Manage Project Work
c. Manage Team
d. Develop Team
Each process listed in the answer choices are different from each other as follows:
1) “Control Resources” is used to make sure that physical resources are available to support
the project’s work.
2) The Process “Manage Team” is focused on evaluating your team’s performance and
resolving any issues that arise so that the project continues moving towards success.
3) “Develop Team” is targeted towards improving the team’s core skillset, the team
environment, and their interactions with each other.
4) On the other hand, “Direct and Manage Project Work” is focused on executing all activities
as outlined in the approved project management plan.
>> Therefore, the best answer is “Manage Team”
10) After your team’s project meeting, you notice two of your Engineers arguing with each
other on deciding which Test Equipment to purchase. As the Project Manager, you
facilitate dialogue between the Engineers to reach consensus, cooperation, and to
ultimately reach a win-win situation. Which conflict management technique did you use
in this scenario?
a. Withdraw/Avoid
b. Collaborate/Problem Solve
c. Smooth/Accommodate
d. Force/Direct


Because you are reaching a win-win situation and driving cooperation between the Engineers,
you are using the conflict resolution technique of ‘Collaborate/Problem Solve.’
Communications Management
1) On your project, several stakeholders from Supply Chain and Test Engineering have
expressed that they are not getting the information they need in order to create Purchase
Orders and procure test equipment. As a Project Manager, what should you do next to
ensure all stakeholders obtain the relevant information?
a. Update the Stakeholder Register with new stakeholder requirements
b. Evaluate and include new risks into your project’s Risk Register
c. Evaluate your Communications Management Plan to ensure that the stakeholder
communication requirements are still being met
d. Begin distributing all project information using the Project Management
Information System
AREA: Communications Management
If Team members are not getting the information they need, this means that their
communication needs are not being met. You would want to evaluate the Communication
Strategy you’ve established in your Communications Management Plan and better understand
what their communication requirements are, and how you can accommodate this throughout
the execution of your project.
2) You are managing a project to develop a new medical device for treating patients with
heart conditions. At the end of this month, you must present your project’s latest issues
and financial constraints to Senior Management. During this review, what is the best
communication method to use?
a. Informal Verbal
b. Informal Written
c. Formal Verbal
d. Formal Written
Informal verbal communication would be used in day-to-day conversations or informal
meetings. This, on the other hand, is a formal project review in which you’ll be presenting
your project’s roadblocks to gain buy-in and alignment from Senior Management to continue
with the project. Therefore, formal verbal communication would be used in this example.
3) You have been assigned to take over a project from another Project Manager, as she has
left your organization. To effectively take over this project, you would like to understand
each stakeholder’s communication needs and expectations. Which document should you
refer to?
a. Stakeholder Register
b. Stakeholder Engagement Plan
c. Scope Management Plan

d. Communications Management Plan
The Communications Management Plan would be the best document to refer to, as it
describes the strategy for how you will communicate to your stakeholders, and therefore,
includes the communication requirements for the stakeholders.
4) You are in progress of developing the Communications Management Plan for your
project. Which of the following elements should you include in this document? More
a. Communication requirements for each stakeholder
b. Classification of each Stakeholder
c. Assigned responsibilities for communicating project information
d. Escalation process
Answer: A, C, and D, pg 377 PMBOK 6th Edition
The Communications Management Plan includes all of the answer choices except answer
B. The classification of each stakeholder is a component of your Stakeholder Register.
Examples of stakeholder classification includes whether they are internal/external and their
power/interest levels.
5) The following are all examples of Organizational Process Assets (OPAs) used for
Managing Communications except which answer choice?
a. Organization’s procedures to manage issues and risks
b. Organization’s communication requirements
c. Guidelines for storing information
d. Personnel administration policies
The only answer choice which is not an OPA is personnel administration policies.
6) Classify each answer choice below as either an Enterprise Environmental Factor or

Organizational Process Asset
a. Risk thresholds for each stakeholder
b. Physical location of your company’s buildings
c. Organization’s communication requirements
d. Lessons learned repository
Answer: Pg 383 PMBOK 6th Edition
a. Risk thresholds for each stakeholder - EEF
b. Physical location of your company’s buildings - EEF
c. Organization’s communication requirements - OPA
d. Lessons learned repository - OPA

7) You are in the process of distributing information regarding your latest software
development updates to all your team members. However, your team consists of more
than 20 individuals who need to understand the significance and impact of these
updates. As the project manager, what is the best way to distribute this information?
a. Publish this information using the company’s blog
b. Use Video and Web Conferencing to formally deliver this information
c. Conduct one-on-one discussions with each team member
d. Communicate this information using the organization’s instant messaging tool
The best answer choice in this scenario is B. Video and Web Conferencing can be used to
formally deliver a project presentation containing all of the relevant software updates which
impact each team member. Because this will allow you to obtain real-time feedback and hold
a discussion with all team members at once, the best answer choice is B.
8) Over the last six weeks, your Principal Engineer has used the last 6 weeks to perform
reliability & safety tests to evaluate the team’s design. The Engineer recently published
the finalized Test Report to the company’s internal project portal website. What type of
communication was used here?
a. Interactive communication
b. Push communication
c. Pull communication
d. Team briefing
Publishing information so it’s available for access to a large audience is an example of using
Pull Communication.
9) You have recently worked with your Project Sponsor to finally kick-off a new project to
build a landscaping tower in New York City. This project will involve more than 6
departments and over 100 stakeholders. Before you begin executing the project’s work,
what is the best tool you should use to determine each stakeholder’s requirements for
distributing project information?
a. Mind Mapping
b. Stakeholder Engagement Assessment Matrix
c. Meetings
d. Communication Requirements Analysis
Answer: D, pg 369 and pg 521-522 PMBOK 6th Edition
Communication Requirements Analysis is the only tool which is used to evaluate and identify
what the information needs are for your stakeholders. The only other answer choice which
may have stumped you is the Stakeholder Engagement Assessment Matrix.
Just remember.. the Stakeholder Engagement Assessment Matrix is used to identify the
different engagement levels for each team member (Unaware, Resistant, Neutral, Supportive,
and Leading), and does NOT indicate what their information needs are.
10) You are communicating critical information regarding your Vendor to your Procurement
Manager. In a basic communication model, who is responsible for making sure that all
information is communicated correctly?
a. Sender
b. Receiver
c. Both the Sender and Receiver
d. Translator
In a basic communication model, the Receiver is responsible for ensuring that the message is
fully received and understood correctly. It is the responsibility of the sender, on the other
hand, for ensuring that the message being transmitted is complete and clear. Therefore, the
answer is A.
Risk Management
1) You are leading a team to develop a new 3-D Printed material, which will be used as part
of an implantable heart monitor device. However, due to the complexities involved with
ensuring compliance with the latest FDA Rules & Regulations, you have convinced Sr.
Leadership to hire an external agency to navigate these regulations and obtain FDA
Clearance. In this example, the risk response being pursued is best described as….
a. Avoiding the Risk
b. Exploiting the Risk
c. Accepting the Risk
d. Transferring the Risk
AREA: Risk Management
The only answer choice which best describes having a third party manage the risks is D,
Transferring the risk.
2) During your Risk Identification session, you and your Team identify a risk that the
delivery of the components of your electronic motherboard may be delayed by 6 weeks
based upon the Vendor’s historical delivery times. Your Team has brainstormed a Risk
Response Strategy of weekly Vendor Calls and an onsite visit while parts are being made
to address concerns about late deliveries. What type of Risk Response Strategy is being
implemented here?
a. Accept
b. Avoid
c. Exploit
d. Mitigate

In this scenario, the Team is proactively implementing measures to minimize and decrease
the likelihood that a delay will occur. The risk of a delay is not being completely eliminated
and removed, however, and is instead being decreased through increased communications
with the Vendor and holding them accountable for their actions. Therefore, the answer is D,
mitigate.
3) Your Team has identified the risk that operators may be injured while using the new
testing equipment. To eliminate this risk, safety guard rails have been implemented to
prevent electrical contact with the operator. Unfortunately, your project is now exposed
to a new risk – because safety guards are in place, parts can no longer be inspected on
the surface of this testing equipment and a new work bench must be procured for
performing in-process inspection. What best describes this newly emerged risk?
a. Unknown Risk
b. Known Risk
c. Residual Risk
d. Secondary Risk
A secondary risk occurs due to implementing a Risk Response.
4) Your organization has built a long-lasting and reputable relationship with a Vendor for
the past ten years. Unfortunately, the Vendor has exhibited several issues with
significant quality defects and on-time delivery issues. Your Team has implemented a
Risk Response to utilize a different Vendor for your new project. In this example, what
type of Risk Response Strategy was used?
a. Avoid
b. Escalate
c. Accept
d. Mitigate
The threat is being eliminated and avoided by using a different Vendor.
5) You are working on a project to develop a new 3-D Printed technology, and the Director
of Research and Development would like to evaluate functional working prototypes with
customers within the next 6 months. Because none of your team members have
experience with using this type of material & equipment, you have implemented a Risk
Response Strategy to have the entire Engineering Team attend a Training Conference.
What type of Response Strategy did you use?
a. Avoid
b. Escalate
c. Accept
d. Mitigate
In this scenario, you are mitigating the risk of delays and issues with developing a new
technology by providing your Team with hands-on training. Therefore, the best answer which
describes this Risk Response Strategy is D, Mitigate.
6) Select the answer choice which best fits within the following two fill-in-the-blank
choices. _______ is the remaining risk after a Risk Response has been taken, whereas a
__________ is a risk that occurs as the result of implementing a Risk Response.
a. Residual Risk, Secondary Risk
b. Secondary Risk, Residual Risk
c. Risk Appetite, Risk Threshold
d. Negative Risk, Residual Risk
Residual Risks are risks which remain after implementing your risk responses. A secondary
risk is created due to implementing a risk response
7) Your team is developing prototypes for a new hand-held electronic mobile device. Your
Electrical Engineer shared with you that the electronic testing scheduled for next week
may not go smoothly due to previous equipment test failures. As a Project Manager, what
action should you perform next?
a. Update your risk report
b. Perform a Monte Carlo Analysis to evaluate the impact
c. Brainstorm risk response strategies with your Team
d. Analyze the risk’s probability and impact
In this scenario, your Electrical Engineer has identified a new risk. Since you haven’t yet
determined whether the risk has a high likelihood of occurring and what the impact would be,
you would not perform a Quantitative Risk Analysis (Monte Carlo Analysis) or update your
Risk Report. Instead, your first step would be to evaluate and analyze the risk’s probability of
occurrence and its estimated impact.
8) You are leading your organization’s latest project to build a new bridge connecting the
local freeways. You would like to conduct a Risk Workshop with your Team to
brainstorm the risk response strategies for mitigating risks which would negatively
impact your project’s construction schedule. What activity must you perform
immediately prior to this step, so that you can plan Risk Response Strategies?
a. Develop Project Schedule
b. Develop the Risk Management Plan
c. Identify Risks
d. Perform a Qualitative Risk Analysis

Before you can develop your risk response strategies, you need to have a prioritized list of
risks based upon their probability of occurrence and impact. This is obtained from a
Qualitative Risk Analysis.
9) What Tool(s) and Technique(s) is used for developing the Risk Management Plan? Select
all that apply.
a. Stakeholder Analysis
b. Meetings
c. Risk Data Quality Assessment
d. Interviews
Answer: A and B, pg 401 PMBOK 6th Edition
The Tools used to develop the Risk Management Plan are Expert Judgment, Stakeholder
Analysis, and Meetings. Risk Data Quality Assessment and Interviews are Tools used when
performing Qualitative Risk Analysis. Therefore, only answer choices A and B are correct.
10) During which process group do you use a Risk Probability and Impact Assessment to
evaluate the possibility that a risk may occur?
b. Perform Quantitative Risk Analysis
c. Identify Risks
d. Perform Qualitative Risk Analysis
This question requires understanding the different tools used throughout Risk Management.
A Risk Probability and Impact Assessment is used during “Perform Qualitative Risk Analysis”.
Procurement Management
1) Your organization, Let’s Go! Inc, is building the next Watersports Amusement Theme
Park in California. During your project’s Execution phase, your Supply Chain Team
Member has signed an agreement with a Vendor to begin construction of the exterior
layout within the next month. The agreement specifies that the Vendor will complete all
work for a specific budgetary value, which will not change. This type of contract is best
described as….
a. Time and Material Contract
b. Cost-reimbursable Contract
c. Fixed Price Contract
d. Cost Plus Fixed-Fee Contract
AREA: Procurement Management
Because a fixed total price is being defined in the contract and no changes are expected to
occur to the project’s scope, the best answer to this question is C, Fixed Price Contract.

2) As a Vendor, you are negotiating a contract to begin a new landscaping project with an
architectural firm and you’d like to minimize as much risk as possible to your
organization. From the Vendor’s perspective, what type of contract presents the least
amount of risk?
a. Fixed Price Contract
b. Time and Materials Contract
c. Cost-Reimbursable Contract
d. Fixed Price with Economic Price Adjustments Contract
From the Vendor’s side, the Cost-Reimbursable Contract presents the least risk since the
Vendor will be provided a compensation in addition to payments for fulfilling all project costs.
3) Your Team would like to place a Purchase Order with a selected Vendor to begin
manufacturing sheet metal components for the company’s new hardware electronic
system. What activity must happen first before a Purchase Order can be placed? More
a. Performing a make versus buy analysis
b. Development of the Procurement Statement of Work
c. Selection of the final Vendor and signing the contract
d. Update to the Project Management Plan
Answer: A, B, and C, pg 466 PMBOK 6th Edition
Before a Purchase Order can be placed your Team needs to understand what components will
be manufactured in-house or purchased, and who the final Vendor will be for executing the
Statement of Work. Therefore, the correct answer is A, B, and C.
4) Before your Team can finalize the selection of a Vendor and sign a contract, what
document should have already been created by your Team to define the project’s scope
within the contract? Select the best answer which fits this scenario.
c. Request for Proposal
d. Request for Quotation
The Statement of Work (SOW) needs to be created so that you and your Team can set
expectations and define the boundaries of work that your Vendor needs to accomplish for
your project. Without a clear SOW planned out in sufficient detail, the Vendor will not be able
to communicate if they can meet the organization’s expectations and deliver the appropriate
service & project deliverable.
5) All of the following are examples of Procurement Documentation except for…

a. Procurement Statement of Work
b. Request for Information

c. Source Selection Criteria

d. Make versus Buy Analysis
Only the Make versus Buy Analysis is NOT an example of a procurement documentation.
6) What type of contract poses the highest risk to a Seller?

a. Fixed Price
b. Time & Materials
c. Cost Plus Fixed Fee
d. Cost Plus Incentive Fee
The Fixed Price Contract poses the highest risk to a seller. The reason is based on the
following - Sellers are legally obligated to complete the entire contract under a Fixed
Price, without additional compensation. If additional work is required beyond the
compensation provided by the Fixed Price, then the Seller must use their own funds to
complete the project work.
7) What type of contract represents the highest risk to the Buyer?

a. Fixed Price
b. Time & Materials
c. Cost-Reimbursable
d. Fixed Price Incentive Fee
The Cost Reimbursable Contract poses the highest risk to the Buyer since the Buyer not
only pays for the incurred actual costs for completing the project work, but also an additional
fee representing the seller’s profit.
8) Which of the following tool(s) and technique(s) are used during Plan Procurement
Management? Select all that apply.
a. Make vs Buy Analysis
b. Market Research
c. Expert Judgment
d. Negotiation
Answer: A, B, C, pg 466 PMBOK 6th Edition
Only Negotiation is NOT used during Plan Procurement Management.
9) You and your Team are planning your strategy for outlining your project procurement
decisions and identifying prospective vendors to use on your project. What project
documents would you typically create during this process? Select all that are correct.
a. Procurement Strategy


c. Independent Cost Estimates
d. Agreements
Answer: A, B, C, pg 466 PMBOK 6th Edition
In other words, this question is asking you, “What are the key Outputs of Plan Procurement
Management?” Therefore, the only document which is NOT an output of Plan Procurement
Management is Agreements.
10) You and your Team have recently met with your Vendor to confirm that the produced
deliverables meet all technical and quality requirements, and are signing off a formal
notice of the contract’s completion. In which process group are you currently leading
your Team?
a. Validate Scope
b. Close Project
c. Conduct Procurement
d. Control Procurement
The correct answer is Control Procurements, since the key output is Closed Procurements,
in which the Buyer provides the Seller with a formal notice of the contract’s completion.
Tip: Make sure you understand the difference between all four of the Processes listed in the
answer choices:
1) Validate Scope provides formal acceptance of project deliverables by the Customer.
2) Close Project ensures all project work can be marked completed and that all goals of
the project have been met.
3) Conduct Procurement results in a final selected Seller to begin executing your
project’s work.
Stakeholder Management
1) You are a couple months into your project, when you’ve been notified that one of your
Engineers has left the organization. Luckily, the Engineering Manager you’ve been
working with has already assigned a designee to support your project. What documents
should you evaluate and make updates to? More than one answer choice may be correct.
b. Communications Management Plan
c. Schedule Baseline
d. Stakeholder Register
AREA: Stakeholder Management
Answer: A, B, D, pg 507 PMBOK 6th Edition
Ask yourself which process group am I currently in? In this case, you are within the Identify
Stakeholder Process. The key outputs of Identify Stakeholders is the Stakeholder
Register and updates to the following Project Management Plan elements: Communications
Management Plan, Stakeholder Engagement Plan, Risk Management Plan, as well as
Requirements Management Plan. Therefore, the correct answer is A, B, and D.

2) Your Project Sponsor has just initiated a project and is in progress with the creation of
the Project Charter. You need to start identifying which stakeholders to involve in your
project before you can hold your project kickoff. What tools and techniques would you
use to identify all appropriate stakeholders? Select ALL correct answer choices.
a. Expert Judgment
b. Stakeholder Analysis
c. Stakeholder Engagement Assessment Matrix
d. Questionnaires and Surveys
Answer: A, B, D, pg 507 PMBOK 6th Edition
In this question, which process group are you in? You’re in the Identify Stakeholders stage.
The only answer choice which is not a tool used in Identify Stakeholders is the Stakeholder
Engagement Assessment Matrix, which is used during the Plan Stakeholder Engagement
process.
3) During which Process Group do you use your established Ground Rules to effectively
communicate and work with your Stakeholders?
a. Identify Stakeholders
c. Monitor Communications
d. Monitor Stakeholder Engagement
Ground Rules is a tool used in the Manage Stakeholder Engagement process
4) One of the projects you’re leading involves working very closely with Senior Managers to
deploy a new program for a global IT initiative. In this scenario, in what direction are you
influencing?
a. Outward
b. Sideward
c. Downward
d. Upward
In this example, because you’re working with Senior Management, you are influencing
upward within the organization.
5) You are leading a team of Engineering Technicians and Specialists to develop a sample
prototype to conduct an Engineering Study. In this example, in what direction are you
influencing?
a. Downward
b. Sideward
c. Outward

d. Upward
In this example, you are working with Technicians and specialists; hence, you are influencing
downward within your organization.
6) As part of the PMO, you’ve launched an initiative to develop a Template to help

streamline your Research & Development Processes. This project would require
primarily collaborating with other Project Managers. In what direction are you
influencing others for completing your project work?
a. Outward
b. Downward
c. Sideward
d. Upward
In this example, you’re collaborating with those who are your peers – other project managers.
Therefore, you’re influencing sideward.
7) The Manufacturing Engineer on your project is very interested in your new project’s
success as it will help expand the manufacturing capabilities of your machine shop.
However, he does not have a high level of authority as he recently joined the
organization. What is the best approach you should use to manage this stakeholder?
a. Manage closely
b. Ignore them
d. Keep Informed
Answer: D
If you’re working with someone who has a low level of influence/authority, but a high level of
interest, the best approach to use would be to Keep them Informed.
8) You’ve been asked to work with the Director of Operations as he’ll be a key Stakeholder
for rolling out a new Six Sigma Project. For this project, the Director is extremely
motivated to make this project a success as this will save the organization >$100,000 per
year. In this scenario, what is the best approach to manage this stakeholder?
a. Manage closely
b. Ignore them
d. Keep Informed
Answer: A
The assumption here is that the Director has a high level of authority based upon his title.
Since he has a high level of authority and a high level of interest, the best approach to use
would be to Manage closely.
9) Which of the following is NOT included within the Stakeholder Register?

a. The requirements and expectations of stakeholders
b. The level of influence of a stakeholder
c. A stakeholder’s level of authority and interest
d. A stakeholder’s current engagement level
A stakeholder’s engagement level is documented using a Stakeholder Engagement Assessment
Matrix
10) Which of the following best describes the key difference between the Stakeholder
Engagement Plan and the Communications Management Plan?
a. The Stakeholder Engagement Plan focuses on how to communicate and
distribute information to your team members. The Communications
Management Plan focuses on the strategy for involving your project’s
stakeholders based upon their needs.
b. The Stakeholder Engagement Plan outlines the communication needs and
requirements of your stakeholders in order to distribute project information. The
Communications Management Plan outlines the strategy to involve your key
stakeholders for making decisions on your project.
c. The Stakeholder Engagement Plan includes guidelines for escalating to senior
management, while the Communications Management Plan outlines your
stakeholder’s communication requirements and the strategy & reason for
distributing all project information.
d. The Stakeholder Engagement Plan identifies the strategy to effectively involve
your stakeholders throughout your project. The Communications Management
Plan focuses on the strategy for distributing information to your project’s
stakeholders.
Answer: D, pg 522 and 377 PMBOK 6th Edition
This question might be tricky since the Stakeholder Engagement Plan and Communications
Management Plan sound very similar to each other, Just remember the following:
1) Communications Management Plan is concerned with how information is
distributed to your team
2) The Stakeholder Engagement Plan is concerned with how your stakeholders
are being involved throughout the project.
Agile Methodology
1. Your Team is following an Agile developmental approach to create a new software
application. For this project, your project deliverables will be created in what type of
fashion?
a. Iterative Approach
b. Predictive Approach
c. Linear Approach
d. Rolling Wave Approach
AREA: Agile
Answer: A
Products are created in an incremental and iterative approach when using an Agile
methodology. Remember, an Agile lifecycle is iterative in nature.
2. Which of the following are true statements? Select all that apply.
a. Following a Predictive approach is also known as using a Waterfall Approach.
b. A Hybrid Methodology uses a mix of predictive and agile approaches.
c. When using an Adaptive Life Cycle, product features are delivered in increments
to the customer
d. When following a Waterfall Life Cycle, the project team determines and
prioritizes the product requirements through user stories.
AREA: Agile
Answer: A, B, and C are all true statements.
3. Fill-in-the-blank the two answer choices with either Predictive or Adaptive.

a. For projects following a(n) _____ Life Cycle, you and your Team develop your
project deliverables over a series of iterations. In contrast, for projects following
a(n) ______ life cycle, you and your Team completely define the project scope &
deliverables at the beginning of the project.
AREA: Agile
Answer: Adaptive, Predictive, - Pg 131 PMBOK 6th Edition
4. In an Agile based project, which of the following is not a true statement?

a. In an Agile environment, the Project Manager typically follows a Servant
Leadership approach
b. Agile Teams are composed of a large group of team members, of more than 10
individuals
c. Agile Teams self-organize and establish their own goals
d. Ideally, Agile Teams are comprised of cross-functional team members, a Product
Owner, and a Team Facilitator
AREA: Agile
Answer: B, Agile Practice Guide pg 39
All of the answer choices except B are true statements. Agile Teams typically consist of a small
group of team members (less than 9 individuals
5. In this type of approach, you and your Team use short 4-week iterations to create a
deliverable product for your customer. This iteration will then repeat to refine and
further add prioritized features to the product. This approach is best called…
a. Hybrid
b. Adaptive
c. Agile
d. Change-driven
AREA: Agile
Short 4-week iterations also known as sprints, are typically used in the Agile approach.
6. In an adaptive environment, which of the following is NOT a true statement?

a. The project manager should help create a collaborative environment
b. It is recommended for the team members to have a narrow skillset
c. It is recommended for the team member to have a broad skillset
d. Customers are continuously engaged to provide feedback on project deliverables
AREA: Agile
Team members in an adaptive environment are recommended to have a broad specialization.
About the Author

My name is Alvin and I’m an Engineer turned Project Manager,
who passed the CAPM® Exam in October 2020, Above Target in
all domains, and I plan to take the new PMP Exam in 2021.
I graduated with my Engineering degree from the University of

California, San Diego, and over the years from working as an
Engineer and Project Manager, I’ve become passionate about
helping, mentoring & teaching others.
I’m here to help you advance your career in Project Management, and to take the next step
towards passing the CAPM® and PMP® Exam. On my website (www.AlvinthePM.com) and on
my Youtube Channel (Alvin the PM), I’m sharing everything I’m learning in Project
Management, and I’m including all of my Exam Study Notes, Weekly Practice Quizzes, Exam
Prep Material, and Hacks & Strategies to pass both the CAPM® and PMP® Exams.
Come join me on this journey and let’s become Certified Project Managers together!
To learn more about Alvin, check out: www.alvinthepm.com/about
Final Words From Alvin

Congratulations on making it all the way through!
#1 - Take One Step At A Time
No matter where you are with your Exam Prep Journey, take one step at a time and learn each
Knowledge Area at a time. By taking a systematic and focused approach, you’ll be able to master
each concept and be that much closer to earning your CAPM® or PMP® Certification. Just by
studying a minimum of 30 minutes a day, whether you’re studying vocabulary or practicing test
questions, this daily habit will help you out so much in the long road.
#2 - Focus On Your Weak Areas

If you have trouble getting more than 70% correct on each Knowledge Area, focus your efforts on
these weak areas. Understand why you’re getting these questions wrong, and which concepts you
seem to have the biggest challenge solving.
#3 - Additional Exam Prep Resources
Check out the links below for my FREE CAPM® and PMP® Exam Study Notes, Tips & Strategies,
as well as Weekly Practice Questions. Feel free to share these links with a friend and to
bookmark these for your own reference.
 The Best Resources to Pass Your Exam: Click here
 FREE CAPM® Exam Study Notes: Click here
 FREE PMP® Exam Study Notes: Click here
 Weekly Practice Questions: Click here
 For FREE video tutorials: Subscribe to Alvin the PM Youtube Channel
#4 – Share This With A Friend!
I know how hard it can be to pass the exam especially when juggling so many priorities and
dedicating 1-2 hours every single night for studying. And, that’s why I want to help you and so
many others also achieve the same success I’ve had with passing my own CAPM® Exam.
I would like to ask for your help to spread the word out about Alvin the PM, so we can help
others also become Certified in Project Management.
So, if you found this Workbook helpful, please recommend and refer my website
(www.AlvinthePM.com) and my Youtube Channel (Alvin the PM) to your friends and colleagues
whom you know are preparing for the CAPM® or PMP® Certification.
I truly appreciate you for being a member of the Alvin the PM Community, and that is why I
count on you for your support to help spread the word.
#5 - How Has This Workbook Helped You?
If you have a quick second, I would love to hear your feedback on how this Workbook has helped
you out and what you think about it. Or, if you have any improvements or suggestions you
recommend.
If this has helped you pass your Exam and become Certified in Project Management, let me
know! I’d love to hear from you and I will respond to your e-mail.
>>Please feel free to e-mail and contact me here.

So, What Next? And, Where Do I Go From Here?

If you’re ready to take the next step to PASS your CAPM® Exam, I invite you to
gain Exclusive Access to my Ultimate Mock Exam Simulator Package!
 Practice TWO CAPM® full-length Mock Exams, featuring 150 questions (per mock
exam) in the same format & frequency of PMI’s CAPM® Exam Outline
 Diagnose your Strengths & Weaknesses & pinpoint the areas you need to master
 Accelerate your Learning Curve with ALL of my Cheat Sheets, Playbook, & Workbook
 Master ITTOs the Smart Way with my premiere ITTO Chart & Quickstart Guide
 Master Earned Value Analysis the Easy Way using my visually decoded Cheat
Sheets & 45-Question Comprehensive Practice Workbook
 Uncover all Agile Concepts & 49 Project Management Processes
 Build your own Nine-Week Personal Study Plan & Roadmap to Success
>> To gain FULL ACCESS, please go to: CLICK HERE TO

https://www.AlvinthePM.com/Exam GRAB YOUR
COPY!

Alvin The PM - Exam Workbook

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Alvin The PM - Exam Workbook

Uploaded by

Copyright:

Available Formats

in Project Management

© 2021 Alvin the PM

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

Table of Contents Clickable Links

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

You might be a fresh college graduate or entry to mid-level working professional

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

If you’re serious about PASSING your CAPM® Exam,

 Master Earned Value Analysis and ALL Agile Concepts

To gain FULL ACCESS, please go to: CLICK HERE TO

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

d. Management is concerned with focusing on day-to-day operational issues, while

Section 2: Integration Management

4) During which Process Group do you utilize Configuration Control?

8) Which of the following are outputs of Develop Project Charter?

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

Section 3: Scope Management

2) True or False. The WBS is included as part of the Scope Statement.

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

5) Fill-in-the-Blank. The _______ (a type of document) links the product requirements to

9) All of the following are outputs of Validate Scope except…

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

Section 4: Schedule Management

4) Which of the following is a Schedule Compression Technique which shortens the

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

d. Conduct a What-If Scenario Analysis

10) What activity has a duration of 0 days in your project schedule?

Section 5: Cost Management

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

a forecasted Estimate At Completion of $110,000. Based on this information, how much

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

Section 6: Quality Management

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

7) Your organization’s quality mission statement is to meet or exceed customer

Section 7: Resource Management

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

Section 8: Communications Management

6) Classify each answer choice below as either an Enterprise Environmental Factor or

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

Section 9: Risk Management

d. Analyze the risk’s probability and impact

Section 10: Procurement Management

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

5) All of the following are examples of Procurement Documentation except for…

6) What type of contract poses the highest risk to a Seller?

7) What type of contract represents the highest risk to the Buyer?

Section 11: Stakeholder Management

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

6) As part of the PMO, you’ve launched an initiative to develop a Template to help

9) Which of the following is NOT included within the Stakeholder Register?

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

b. The Stakeholder Engagement Plan outlines the communication needs and

Section 12: Agile Methodology

3. Fill-in-the-blank the two answer choices with either Predictive or Adaptive.

4. In an Agile based project, which of the following is not a true statement?

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here

6. In an adaptive environment, which of the following is NOT a true statement?

Answers to Practice Questions

4) Which of the following is NOT a key characteristic of a Leader?

>> Grab Your Copy of My ULTIMATE Exam Simulator by Clicking Here