PMP CERTIFICATION

EXAM PREPARATION
150-Q&AS FROM PMBOK 7TH ED. FOR PMP
EXAM

NILOTPAL RAY, PMP®

 HOW TO USE THIS E-BOOK
This e-book of 150 - Q&As is designed to help you explore and
understand the key topics from the PMBOK 7th Edition. The
PMBOK 7th Edition was a major upgrade from its predecessor,
the PMBOK 6th Edition, and was released by PMI in August
2021. The PMBOK 7th Edition is currently getting integrated as
key study material for the PMP and CAPM Exams over 2022 &
2023.

The questions in this e-book are comprehensively written to

cover the most crucial and critical concepts of the PMBOK- 7th
Edition which are most likely to be tested in the exams.

The format of these questions is knowledge-based rather than

scenario based. This is primarily to help you build a solid
foundation of the theory elements & topics of PMBOK 7th
Edition before you start solving PMP-style questions.

Use this e-book during the initial stages of your PMP

preparation to enhance and solidify your learning on the
subject. It's no good trying to improve your scores by writing
more & more mocks or trying to write an exam without a solid
theoretical base.

I have also provided web-based links to high-quality reading

articles and blogs for each answer & explanation. Make sure you
study those as well as you make your way through this entire e-
book.

I wish you all the best for your PMP Certification Exam.

Nilotpal Ray, PMP

www.pmpwithray.com
 PDU STRUCTURE
Completing the 150 Q&As from this e-book will provide you
with 6 PDUs out of the 35 PDUs from this online course on
Udemy.

You need to spend at least 3 hours to solve the 150 Qs from

this workbook and then spend at least 3 hours analyzing your
responses and going through the relevant blog articles
linked in the explanations section. However, you need not
complete this whole exercise in a single day. Give yourself a
week or so to complete this entire workbook by clocking the
required # of hours.

I recommend you to work through these Q&As in a 'practice-

mode' which means, you need not time your attempt like in a
test. Provide sufficient time to yourself at this stage to build
a solid foundation. Speed will automatically come once you
have developed a strong base.

Please remember that the real learning comes from the

analysis of solved Q&As so don't cut short on this process
during the initial days of your PMP Exam Preparation.

All the best,

Nilotpal Ray, PMP

www.pmpwithray.com
QUESTIONS
 Q1
Which name is given to the hierarchical decomposition
of the total scope of work to be carried out by the
project team to accomplish the project objectives and
create the required deliverables?

A. Work decomposition
B. Work breakdown structure
C. Hierarchical breakdown structure
D. Total work breakdown

Q2
The process of evaluating scenarios with the objective of
predicting their effects on project objectives is called?

A. What if scenario analysis

B. Scenario evaluation
C. Scenario evaluation prediction
D. What if prediction
 Q3
________________________ Chart tracks the rate at
which deliverables are produced, validated and
accepted within a predefined interval.

A. Bar
B. Histogram
C. Velocity
D. Pie

Q4
A measure that appears to show some result but does not
provide useful information to support project decision-
making is called?

A. Variance analysis
B. Useless measure
C. Inconsequential metric
D. Vanity metric
 Q5
The method for determining the cause and degree of
difference between the baseline and actual project
performance is called?

A. Difference analysis
B. Standard deviation
C. Variance analysis
D. Point of departure analysis

Q6
Which name refers to the project delivery support
structure that focuses on coaching teams, building skills
and capabilities throughout the organization, and
mentoring sponsors and project owners to be more
effective in those roles?

A. Coaching office
B. Value Delivery Office
C. Value Delivery system
D. Capability enhancement office
 Q7
______________ is a short fixed period of time in
which work is to be completed.

A. Short time
B. Time period
C. Maximum time
D. Timebox

Q8
Which name refers to the chart that shows the accepted
deliverables over time?

A. Throughput chart
B. Velocity chart
C. Bar chart
D. X bar chart
 Q9
________________ is a predetermined value of a
measurable project variable that represents a limit that
requires action to be taken if it is reached.

A. Upper limit
B. Midpoint
C. Threshold
D. Climax

Q10
___________________________ is a document that
describes deliverables that will be tested, tests that will
be conducted, and the processes that will be used in
testing.

A. Deliverable test
B. Testing processes
C. Test Plan
D. Project test
 Q11
__________________________ is a document that
records the team values, agreements and operating
guidelines as well as establishes clear expectations
regarding acceptable behaviour by project team
members.

A. Team Charter
B. Team Guidelines
C. Team constitution
D. Team rules

Q12
Which name refers to the visual representation of the
progress of the planned work that allows everyone to
see the status of the tasks?

A. Visual board
B. Task Board
C. Team board
D. Task status
 Q13
A method in which multiple team members focus
collectively on resolving a specific problem or task is
called?

A. Collective responsibility
B. Teamwork
C. Swarm
D. Collaboration

Q14
An advisory body of senior stakeholders who provide
direction and support for the project team and makes
decisions outside the project’s team authority is called?

A. Committee of eminent people

B. Stakeholders advisory team
C. Leadership team
D. Steering committee
 Q15
A narrative description of products, services, or results
to be delivered by the project is called?

A. Statement of work
B. Statement of progress
C. Status report
D. Deliverables

Q16
A component of the project management plan that
identifies the strategies and actions required to
promote productive involvement of stakeholders in
project’s decision-making and execution is called?

A. Stakeholder engagement assessment matrix

B. Stakeholder engagement plan
C. Stakeholder performance domain
D. Stakeholder inclusion
 Q17
__________________________ is a person or group
who provides resources and support for the project,
program or portfolio and is accountable for enabling
success.

A. Stakeholder
B. Resource mobilizer
C. Sponsor
D. Project supporter

Q18
The analysis method to determine which individual project
risks or other sources of uncertainty have the most
potential impacts on project outcomes by correlating
variations in project outcomes with variations in elements
of a quantitative risk analysis model is called?

A. Simulation analysis
B. Correlation
C. Quantitative risk analysis
D. Sensitivity analysis
 Q19
A graph that displays cumulative costs over a specified
period of time is called?

A. S –curve
B. X – Bar
C. Pie chart
D. Histogram

Q20
The uncontrolled expansion to product or project scope
without adjustments to time, costs, and resources is
called?

A. Run away expansion

B. Scope Creep
C. Unadjusted timing
D. Scope Expansion
 Q21
A measure of schedule efficiency expressed as a ratio
of earned value to planned value is called?

A. Schedule performance index

B. Schedule efficiency index
C. Performance ratio
D. Earned value performance

Q22
__________________________ is type of project
schedule that focuses on iterative work and frequent
updates to the project plan. It’s a project planning
technique for projects that don’t offer all the data needed
to create a plan or schedule upfront?

A. Scenario planning
B. Rolling wave planning
C. Long term planning
D. Schedule planning
 Q23
The process of discovering the root causes of problems
in order to identify appropriate solutions is called?

A. Problem identification
B. Solution analysis
C. Root cause analysis
D. Problem cause analysis

Q24
The planning tool that project managers use to visualize
project goals, activities, and assignments on a timeline
— typically with fixed start and end dates is called?

A. Visualize tool
B. Project schedule
C. Project path
D. Road map
 Q25
_________________ is a strategic risk response
wherein a project team takes active steps to reduce the
probability or impact of a negative risk to a project

A. Risk mitigation
B. Risk reduction
C. Risk control
D. Risk retention

Q26
______________ is a risk management and control
strategy that is required to recognize the continuing and
increasing levels of risk by the higher level of
authorization.

A. Risk appetite
B. Risk escalation
C. Risk avoidance
D. Risk transfer
 Q27
Which of the following approach entails a situation
whereby the organization knows about the existence of
risks but accept the identified risk and does not take
any other action in order to reduce the risk because it
can accept its impact and the possible consequences?

A. Risk acceptance
B. Risk avoidance
C. Risk-taking
D. Risk transfer
Q28
____________________ is a table that relates the
program/ project organization structure to the work
breakdown structure to ensure that each element of the
program/ project's scope of work is assigned to a
responsible organization or individual.

A. Responsibility schedule
B. Responsibility assignment matrix
C. Work allocation matrix
D. Work and responsibility allocation schedule
 Q29
A description or declaration of what an
organization/project team wants to obtain or
accomplish upon the completion of a project is called?

A. Project target
B. Project objective
C. Project vision statement
D. Project declaration

Q30
This project management tool visualizes the sequential
and logical relationship between tasks in a project setting.
Which one is it?

A. Project scope
B. Project path
C. Project network
D. Project schedule network diagram
 Q31
The assessment of the status of a project, at a
particular point in time, is called?

A. Project status review

B. Project appraisal
C. Project assessment
D. Project update

Q32
______________ is an early sample, model, or release of
a product built to test a concept or process.

A. Testing
B. Prototype
C. Sample
D. Initializing project
 Q33
Which one of the following is not a constituent of the
Project Management Process Group

A. Initiating
B. Planning
C. Executing
D. Motivation

Q34
_____________________ includes the steps required for
project managers to successfully manage a project from
start to finish.

A. Project lead
B. Project guidelines
C. Project life cycle
D. Project review
 Q35
The calendar that identifies working days and shifts
that are available for scheduled activities is called?

A. Project schedule
B. Program calendar
C. Resource calendar
D. Project calendar

Q36
The grid for mapping the probability of occurrence of each
risk and its impact on project objectives if that risk occurs
is called?

A. Probability and impact matrix

B. Occurrence matrix
C. Impact and occurrence matrix
D. Probability matrix
 Q37
The method used to prioritize portfolio, program or
projects components as well as requirements, risks,
features or other product information is called?

A. Program Schedule
B. Prioritization Schema
C. Portfolio Prioritization
D. Prioritization Matrix

Q38
The scatter diagram that plots efforts against value so as to
classify items by priority is called?

A. Prioritization scheme
B. Priority schedule
C. Prioritization matrix
D. Priority scatter diagram
 Q39
The development approach in which the project scope,
time, and cost are determined in the early phases of
the life cycle is called?

A. Early approach
B. Baseline approach
C. Onset approach
D. Predictive approach

Q40
The review at the end of a phase in which a decision is
made to continue to the next phase, to continue with
modification, or to end a project or a program is called?

A. Phase Gate
B. Phase decision
C. Decisive Phase
D. Formative evaluation
 Q41
___________________________ is a component of
the project plan and it sets out the scope, budget and
schedule of a project or portions of a project.

A. Performance measurement baseline

B. Scope baseline
C. Schedule baseline
D. Parametric estimation

Q42
An estimating method in which an algorithm is used to
calculate cost or duration based on historical data and
project parameters is called?

A. Parametric estimating
B. Algorithm estimate
C. Cost estimating
D. Historical data estimating
 Q43
The hierarchical representation of the project
organization, which illustrates the relationship
between project activities and the organizational units
that will perform those activities is called?

A. Organizational structure
B. Organizational breakdown structure
C. Project structure
D. Organizational process assets

Q44
A sequence of activities connected by logical relationships
in a project schedule network diagram is called?

A. Project path
B. Program flow
C. Network path
D. Project schedule
 Q45
The method used to estimate cost or duration by
applying an average or a weighted average of
optimistic, pessimistic, and most likely estimates when
there is uncertainty with the individual activity
estimates is called?

A. Multipoint estimating
B. Parametric estimating
C. Pessimistic approach
D. Multi attributes estimation

Q46
The visualization chart for tracking moods or reactions to
identify areas for improvement is called?

A. Visualization chart
B. Mood chart
C. Reactions chart
D. Improvement charts
 Q47
___________________ is a model used to predict the
probability of different outcomes when the
intervention of random variables is present

A. Probabilistic model
B. Predicting model
C. Monte Carlo simulation
D. Multi-point estimating

Q48
_____________ is a significant point or event in a project,
program or portfolio

A. Break-even point
B. DuPont
C. Metric
D. Milestone
 Q49
The schedule that presents milestones with planned
dates is called?

A. Milestone schedule
B. Project schedule
C. Program schedule
D. Milestone table

Q50
________________________ is a relationship that is
contractually required or inherent in the nature of the
work.

A. Methodology
B. Metric
C. Mandatory dependency
D. Inherent relationship
 Q51
___________________ is an amount of the contract
budget set aside by the project manager at the
beginning of a project to account for risks

A. Management reserve
B. Surplus
C. Provision for cost
D. Contingency reserve

Q52
______________ involves whether to manufacture a
product in-house or to purchase it from a third party.

A. Make or buy analysis

B. Outsourcing
C. Third-party involvement
D. Internal analysis
 Q53
_______________ is a cradle-to-grave or cradle-to-
cradle analysis technique to assess environmental
impacts associated with all the stages of a product's
life.

A. Life cycle
B. Project life cycle
C. Life cycle assessment
D. Impact analysis

Q54
_______________ is a checklist of all the criteria required
to be met so that an agile deliverable can be considered
ready for customer use after a sprint is over.

A. Definition of done
B. Project delivery
C. Handover sheet
D. Development approach
 Q55
____________________ is a document in which
project team records their valuable project experience.

A. Lessons learned register

B. Project schedule
C. Project evaluation
D. Experience register

Q56
_______________ is a formal brief that describes your
project in its entirety — including what the objectives are,
how it will be carried out, who the stakeholders are, high-
level risks among others

A. Project brief
B. Project charter
C. Project summary
D. Project management plan
 Q57
The time between a customer request and the actual
delivery is called?

A. Waiting time
B. Work time
C. Completion time
D. Lead time

Q58
The diagram that shows the trend over time of the average
lead time of the items completed in work is called?

A. Trend chart
B. Lead time chart
C. Project lead
D. Work break down structure
 Q59
____________________ is the concept of deferring a
decision to allow the team to consider multiple options
until the cost of further delay would exceed the
benefit.

A. Cost-benefit analysis
B. Multi-decision strategy
C. Last responsible moment
D. Deferred decision

Q60
The amount of time whereby a successor project activity
will be delayed with respect to a predecessor activity is
called?

A. Lead time
B. Lag
C. Delay
D. Predecessor Lax
 Q61
The visualization tool that shows work in progress to
help identify bottlenecks and over commitments,
thereby allowing the team to optimize the workflow is
called?

A. Iteration plan
B. Kanban Board
C. Work in progress sheet
D. Log

Q62
The time-boxed cycle of development of a product or
deliverable in which all of the work that is needed to
deliver value is discussed is called?

A. Value analysis
B. Value management
C. Iteration
D. Lag
 Q63
The project document where information about issues
is recorded and monitored is called?

A. Issue register
B. Project calendar
C. Issue book
D. Issue Log

Q64
The relationship between two or more projects activities is
called?

A. Internal dependency
B. Internal similarity
C. Mutually inclusiveness
D. External dependency
 Q65
_______________________ is generally when a
project is formally approved and assigned a project
manager.

A. Planning process group

B. Development process group
C. Execution process group
D. Initiating process group

Q66
The visible physical display that provides information to
the rest of the organization, enabling timely knowledge
sharing is called?

A. Information radiator
B. Information point
C. Information zone
D. Influence diagram
 Q67
The graphical representation of situations showing
causal influences, time ordering of events, and other
relationships among variables and other outcomes is
called?

A. Critical path
B. Influence diagram
C. Situational analysis
D. Causal – effect analysis
Q68
A chart that begins with high-level information that is
progressively decomposed into lower levels of details is
called?

A. Centralized chart
B. Bar chart
C. Hierarchy chart
D. Organizational chart
 Q69
______________ is a stacked bar chart that contains
project tasks on a vertical axis and timelines that
represent task duration on a horizontal axis.

A. Bar chart
B. Pie chart
C. Histogram
D. Gantt chart

Q70
___________________ is a technique where activities that
would have been performed sequentially using the
original schedule are performed in parallel.

A. Crashing
B. Fast tracking
C. Quickening
D. Simultaneous implementation
 Q71
The relationship between project activities and non-
project activities is called?

A. Internal dependency
B. Symbiotic relationship
C. External dependency
D. External relationship

Q72
The type of activity where the length of time required to
complete the activity remains constant regardless of the
number of people or resources assigned to the activity is
called?

A. Fixed duration
B. Fixed period
C. Fixed cost
D. Rigid projects
 Q73
The expected cost to finish all the remaining project
work at any given point in time is known as?

A. Estimate at completion
B. Estimate to complete
C. Calculated total estimate
D. Final cost

Q74
A quantitative assessment of the likely amount or outcome
of a variable, such as projects costs, resources, efforts,
and durations is called?

A. Effort
B. Value
C. Estimate
D. Assessment
 Q75
A large, related body of work intended to hierarchically
organize a set of requirements and deliver specific
business outcomes is called?

A. Epic
B. Body of knowledge
C. Core Objectives
D. Organization structure

Q76
________________________ include all policies,
practices, procedures, and legislation that exist both
inside and outside of the organization that will impact the
way you manage a project.

A. External factors
B. Internal factors
C. Enterprise environmental factors
D. Remote factors
 Q77
The analysis method that uses a set of measures
associated with scope, schedule, and cost to determine
the cost and schedule performance of a project is
called?

A. Cost-benefit analysis
B. Project analysis
C. Project appraisal
D. Earned value analysis

Q78
________________ is the total time that it takes to
complete a project measured in workdays, hours or weeks

A. Duration
B. Time Length
C. Period
D. Span
 Q79
Which of the following is an example of a collection of
practices for creating a smooth flow of deliverables by
improving collaboration between development and
operations staff?

A. Organizational culture
B Organization structure
C. DevOps
D. Philosophical attributes

Q80
The approach used to develop the best suited product,
service, or result, such as predictive, iterative, agile, or a
hybrid model is called.

A. Product approach
B. Service approach
C. Development approach
D. Multi-attribute approach
 Q81
The tangible or intangible good or service produced as
a result of a project that is intended to be delivered to
customers are termed as?

A. Deliverables
B. Results
C. Outcomes
D. Final product

Q82
The agreed-upon set of items that must be completed
before a project or user story can be considered complete
are termed as?

A. Crucial items
B. Definition of done
C. Vital components
D. Key items
 Q83
__________________ allow project leaders to easily
compare different courses of action against each other
and evaluate the risks, probabilities of success, and
potential benefits associated with each.

A. Risk analysis
B. Environmental analysis
C. SWOT analysis
D. Decision tree analysis

Q84
A set of charts and graphs showing progress or
performance against important measures of the project is
known as?

A. Dashboard
B. Graph sets
C. Histograms
D. Pie charts
 Q85
A diagram that shows the average cycle time of the
work items completed over time is called?

A. Critical time chart

B. Cycle time chart
C. Network diagram
D. Cyclical chart

Q86
A chart indicating features completed over time, features
in other states of development, and those in the backlog is
called?

A. Cycle time chart

B. Organizational chart
C. Cumulative Flow Diagram
D. Network diagram
 Q87
The method used to estimate the minimum project
duration and determine the amount of schedule
flexibility on the logical network paths within the
schedule model is called?

A. Critical path method

B. Minimum duration
C. Longest time possible
D. Network chart
Q88
The sequence of activities that represents the longest path
through a project, which determines the shortest possible
duration is known as?

A. Cycle time
B. Lag
C. Lead time
D. Critical path
 Q89
A measure of the cost efficiency of budgeted resources
expressed as the ratio of earned value to actual cost is
known as?

A. Cost variance
B. Cost efficiency
C. Cost performance index
D. Cost- reimbursable contract

Q90
All costs incurred over the life of a product by investment
in preventing non-conformance to requirements, appraisal
of the product or service for conformance to requirements,
and failure to meet requirements are known as?

A. Cost of non-conformance
B. Cost of quality
C. Cost of compliance
D. Cost of appraisal
 Q91
________________is a component of a project or
program management plan that describes how costs
will be planned, structured, and controlled.

A. Budget
B. Cost rationalization plan
C. Cost management plan
D. Cost structuring

Q92
The financial analysis method used to determine the
benefits provided by a project against its cost is referred
to as?

A. Simulation analysis
B. Critical path method
C. Risk assessment
D. Cost-benefit analysis
 Q93
________________ is the budget that has been
approved for the project, broken down into a list of
salaries, materials, equipment, and more. It's the sum
of the cost estimates for all the tasks on your project
schedule.

A. Cost baseline
B. Total cost
C. Cost estimate
D. Itemised budget

Q94
______________ are used to determine whether or not
a process is stable or has predictable performance.
They identify upper and lower control limits to
determine the acceptable range of test results.

A. Pareto charts
B. X – Bar Chart
C. Control chart
D. Pie chart
 Q95
Time or money allocated in the schedule or cost
baseline for known risks with active response strategies
is termed as?

A. Miscellaneous
B. Contingency reserve
C. Provision for risks
D. Bad debts

Q96
____________ is an fall-back option in the event or an
occurrence that could affect the execution of the
project, which may be accounted for with a reserve.

A. Conformance
B. Contingency
C. Constraint
D. Hardship
 Q97
________________ is a characteristic of a project or a
program or its environment that is difficult to manage
due to human behaviour, system behaviour, and
ambiguity.

A. Complexity
B. Difficulty
C. Bottlenecks
D. Challenges

Q98
A component of a project, program, or portfolio
management plan that describes how, when and by whom
information about the project will be administered and
disseminated is known as?

A. Dissemination plan
B. Communication hierarchy
C. Communication administration
D. Communications management plan
 Q99
The process (es) performed to formally complete or
close a project, phase or contract is known as?

A. Closing Process group

B. Termination group
C. Summative group
D. Concluding processes

Q100
A comprehensive list of changes submitted during the
project and their current status is known as?

A. Change list
B. Change Log
C. Amendments
D. Changes made
 Q101
A formally chartered group responsible for reviewing,
evaluating, approving, delaying, or rejecting changes to
the project, and for recording and communicating such
decisions is known as?

A. Review board
B. Amendment committee
C. Change Control Board
D. Decisive team

Q102
__________________ is a rhythm of activities conducted
throughout an agile project.

A. Project pattern
B. Cadence
C. Workflow
D. Work distribution
 Q103
A graphical representation of the work remaining in a
timebox or the work completed toward the release of a
product or project deliverable is known as?

A. Pareto chart
B. Burn chart
C. Flow chart
D. Scatter diagram

Q104
____________________ is the approved version of a
work product, schedule, or cost estimate used as a
basis for comparison to actual results.

A. Approved work
B. Point of reference
C. Baseline
D. Benchmark
 Q105
_____________ is an ordered list of work to be done
before the start of an iteration cycle in an agile project

A. In-tray
B. Pending job
C. To do list
D. Backlog

Q106
A project document used to record all assumptions and
constraints throughout the project is known as?

A. Assumption log
B. Backlog
C. Constraint log
D. Assumption list
 Q107
An _______________ is a template, document, model
or project deliverable produced as part of the project
execution

A. Output
B. Results
C. Artifact
D. Product

Q108
A method for estimating the duration or cost of an activity
or a project using historical data from a similar activity or
project is known as?

A. Historical estimation
B. Benchmarking
C. Past data
D. Analogous estimation
 Q109
The process of classifying items into similar categories
or collections on the basis of their likeness is known
as?

A. Similarity grouping
B. Affinity grouping
C. Categorization
D. Grouping

Q110
A diagram that shows a large number of ideas classified
into groups for review and analysis is known as?

A. Affinity diagram
B. Multi ideas diagram
C. Network diagram
D. Cause-effect diagram
 Q111
A set of conditions that are required to be met before
deliverables are accepted are known as?

A. Requirements
B. Acceptance criteria
C. Bare minimum
D. Basic requirements

Q112
Within the quality management system ____________ is
an assessment of correctness of collected data vs. target?

A. Quality
B. Accuracy
C. Reliability
D. Precision
 Q113
_____________________ is a document that includes
all the scheduled activities that are part of a project

A. Activity log
B. Activity database
C. Activity list
D. Activity book

Q114
The realized cost incurred for the work performed on an
activity during a specific time period is known as?

A. Total cost
B. Variable cost
C. Earned value
D. Actual cost
 Q115
_______________ in project management is a
systematic and structured approach in which you
gradually improve your decisions and processes, based
on the outcomes of the decisions made in the earlier
stages of the project.

A. Adaptive approach
B. Focused approach
C. Flexible approach
D. Consultative approach

Q116
______________________ Methodology is a way to
manage a project by breaking it up into several cycles.
It involves constant collaboration with stakeholders
and continuous improvement at every stage

A. The consultative
B. The project breakdown
C. The Agile
D. The continuous improvement
 Q117
Progressive elaboration of the content in the backlog
and (re) prioritization of it to identify the work that can
be accomplished in an upcoming iteration is known as?

A. Backlog refinement
B. Backlog update
C. Backlog elaboration
D. Backlog adjustment

Q118
Supporting documentation outlining the details used in
establishing project estimates such as assumptions,
constraints, level of details, ranges, and confidence
levels is known as?

A. Supporting documents
B. Foundational information
C. Basis of estimates
D. Original sources
 Q119
A ________________ captures the total projected
costs needed to complete a project over a defined
period of time.

A. Project team
B. Project manager
C. Project budget
D. Project work breakdown structure

Q120
A value proposition for a project to be chartered that
may include financial and non-financial benefits,
economic feasibility etc. is known as?

A. Business proposal
B. Business case
C. Business appraisal
D. Business value
 Q121
A set of procedures that describes how modifications to
the project deliverables and documentation are
managed and controlled is known as?

A. Change log
B. Change request
C. Change agent
D. Change control system

Q122
_____________________ is a contract that allows the
seller to be reimbursed for the costs of performing the
work and earn an additional amount for excellent
performance.

A. Cost plus fixed free contract

B. Cost plus incentive fee contract
C. Cost reimbursable contract
D. Cost plus award free contract
 Q123
A relationship that is based on best practices or project
preferences which serves as a recommendation and not
as mandate is known as?

A. Resourceful relationship
B. Discretionary dependency
C. Mutually inclusive relationship
D. Independent relationship

Q124
The measure of work performed, expressed in terms of
the budget authorized for that work is known as?

A. Earned value
B. Cost benchmarking
C. Effort
D. Work-budget ratio
 Q125
The knowledge that can be codified using symbols such
as words, numbers, and pictures is known as?

A. Tacit knowledge
B. Explicit knowledge
C. Implicit knowledge
D. Factual knowledge

Q126
A set of related requirements or functionalities that
provides value to a project are called?

A. Features
B. Performance
C. Aesthetics
D. Perceived quality
 Q127
The measure of how efficiently work moves through a
given process or framework is known as?

A. Movement
B. Workflow
C. Forecast
D. Function point

Q128
__________________________ is a type of contract
wherein the buyer pays the reseller a fixed price that
has already been decided on basis of commodity prices
(steel, oil etc.) and is stipulated in the contract.

A. Fixed price contract

B. Fixed price with economic contract
C. Fixed contract
D. Fixed price with economic price adjustment contract
 Q129
A combination of two or more agile and non-agile
elements having a non-agile end result is known as?

A. Combination
B. Hybrid approach
C. Multi-attribute approach
D. Binary approach

Q130
The skills required by a project manager which enable
him/her the ability to establish and maintain
relationships with other people is known as?

A. Technical skills
B. Writing skills
C. Interpersonal skills
D. Oratory skills
 Q131
A detailed plan for the current iteration for an agile
based project is known as?

A. Project plan
B. Organization plan
C. Iteration plan
D. Current iteration

Q132
A gathering of team members and other key
stakeholders at the outset of a project to formally set
expectations, gain a common understanding, and
commence work is known as?

A. Initial meeting
B. Opening meeting
C. Stakeholders meeting
D. Kick-off meeting
 Q133
A one-page template designed to communicate a
business plan with key stakeholders in an efficient and
effective manner is known as?

A. Lean startup canvas

B. Lean maintenance
C. Business plan communicator
D. Stakeholders report

Q134
Which name refers to the high-level overview of the
goals, deliverables, and processes for the project?

A. Project update
B. Project narration
C. Project communication
D. Project brief
 Q135
The term that describes the knowledge and best
practices within the profession of project management
is known as?

A. PMO
B. PMBOK-6
C. PMBOK
D. PMBOK-7

Q136
The degree to which a set of inherent project
characteristics fulfills requirements is termed as?

A. goodness
B. performance
C. quality
D. features
 Q137
A hierarchical representation of potential sources of
risks is known as?

A. Risk structure
B. Risk breakdown structure
C. Risk levels
D. Risk concentration

Q138
__________________ is a risk response strategy
whereby the project team shifts the impact of a threat
to a third party, together with ownership of the
response.

A. Risk avoidance
B. Risk retention
C. Risk control
D. Risk transfer
 Q139
A risk response strategy whereby the project team acts
to eliminate the threat or protect the project from its
impact is known as?

A. Risk retention
B. Risk transfer
C. Risk avoidance
D. Risk minimization

Q140
______________________ is a precise statement of
the needs to be satisfied and the essential
characteristics that are required to meet those.

A. Need assessment
B. Need register
C. Essential characteristics
D. Specifications
 Q141
An estimating method in which subject matter experts
go through multiple rounds of producing estimates
individually, with a team discussion after each round
until consensus is reached is called?

A. What if scenario analysis

B. Wideband Delphi
C. Cost-benefit analysis
D. Simulation analysis

Q142
Activities that consume resources and time without adding
value to the project are termed as?

A. Waste
B. Dormant
C. Irrelevant
D. Negligible
 Q143
The measure of the productivity rate of the project
team with respect to the produced, validated and
accepted deliverables is known as?

A. Velocity
B. Productivity rate
C. Validation rate
D. Success rate

Q144
________________ is a mathematical technique that
uses historical results to predict future outcome

A. Historical analysis
B. Predicting
C. Foretelling
D. Trend analysis
 Q145
Which one of the following is not part of the Triple
bottom line approach?

A. People or social development

B. Planet or environmental development
C. Profit or economical development
D. Product development

Q146
___________________ help project managers in
reviewing the status collected from the team members.
They help the project managers in assessing what has
been accomplished to date and compare them with the
planned activities

A. Review meeting
B. Team meeting
C. Status meeting
D. Completion meeting
 Q147
The tool that documents desired and monitors actual
engagement levels of stakeholders to help identify
potential gaps in the involvement of stakeholders is
known as?

A. Stakeholder analysis
B. Stakeholder Engagement Assessment Matrix
C. Stakeholder register
D. Stakeholder participation

Q148
A graph that shows the relationship between two variables
and tries to ascertain coorelation between the two is
known as?

A. Network diagram
B. Scatter diagram
C. Histogram
D. Bar graph
 Q149
Project factors affecting the project outcome or
deliverables that are considered to be true, real, or
certain without empirical proof or demonstration are
termed as:

A. Assumptions
B. Reality
C. Factual
D. Imagined factors

Q150
________________ meeting is an opportunity for the project
team to discuss a project’s progress at a high level. These
meetings last for a few minutes and allow each contributor to
report on their accomplishments since the last meeting & also
ask for help-needed to tackle impediments.

A. Weekly meeting
B. Monthly meeting
C. Daily standup meeting
D. Quick meeting
ANSWERS
 A1
Option B: A work breakdown structure (WBS) is a visual,
hierarchical, and deliverable-oriented deconstruction of
a project. It is a helpful diagram for project managers
because it allows them to break down their project scope
and visualize all the tasks required to complete their
projects

Suggested additional reading on WBS

https://bit.ly/3x9Em3E
https://bit.ly/3jqbsny

A2
Option A: What-if scenario analysis is used to explore and
compare various plan and schedule alternatives based on
changing conditions. It can be applied in the primary
project phases to try out scenarios and optimize your plan.
During execution, it is an important tool used to predict
the consequence of any event (late delivery, etc.)

Suggested additional reading on what-if scenario analysis

https://bit.ly/3unH57A
https://bit.ly/37vVsOi
 A3
Option C: The velocity chart displays the average amount
of work a scrum team completes during a sprint. Teams
can use velocity to predict how quickly they can work
through the backlog because the report tracks the
forecasted and completed work over several sprints. The
more sprints, the more accurate the forecast

Suggested additional reading on Velocity chart

https://bit.ly/35UcSUm
https://bit.ly/3jqbufa

A4
Option D: Vanity metrics are statistics that look spectacular
on the surface but don't necessarily translate to any
meaningful business results. Examples include the number
of social media followers or the number of views on a
promotional video

Suggested additional reading on vanity metric

https://bit.ly/3xbxSkM
https://tabsoft.co/3O1L2GT
 A5
Option C: Variance analysis can be summarized as an
analysis of the difference between planned and actual
numbers. The sum of all variances gives a picture of the
overall over-performance or under-performance for a
particular reporting period

Suggested additional reading on variance analysis

https://bit.ly/3KtKWWk
https://bit.ly/37yQVe8

A6
Option B: VDO provides a clear vision of how to make
value tangible inside your organization—and more
importantly, how to do so with the teams and capabilities
that already exist

Suggested additional reading on VDO

https://amzn.to/3jrVn0F
https://pwc.to/3rcoZDO
 A7
Option D: Timeboxing simply means that you open your
calendar and enter a block of time that you’ll spend on a
certain task in the future.

Suggested additional reading on timeboxing

https://bit.ly/3rdQEEm
https://bit.ly/38wZBC5

A8
Option A: Throughput Run Chart displays the throughput of
your team for a specific time frame. The horizontal axis
represents a timeline, while the vertical axis shows your
throughput. Each bar consists of colored sections
representing the type of completed work

Suggested additional reading on Throughput Chart

https://bit.ly/3DXdl4P
https://bit.ly/3KsnaKy
 A9
Option C: Thresholds may be used to define the limit of
an acceptable cost or expenditure in project
management. It may be used to indicate the maximum
amount of time in which an action or process may take
place. It may refer to the minimum level of quality
allowed for any product or work completed
Suggested additional reading on a threshold in project
management

https://bit.ly/3NYwmZ9
https://bit.ly/3KoPPA7

A10
Option C: A Test Plan refers to a detailed document that
catalogs the test strategy, objectives, schedule,
estimations, deadlines, and the resources required for
completing that particular project

Suggested additional reading on test plan

https://bit.ly/3JqblmT
https://bit.ly/3jnLP6U
 A11
Option A: A team charter is a document that defines your
goals, assets, and obstacles. Essentially, it's like a
product roadmap, except it's for a single team. It focuses
only on their deliverables and how to best map them out
over time. A team charter clearly defines the roles and
responsibilities of everyone involved

Suggested additional reading on team charter

https://bit.ly/3rciWiq
https://bit.ly/3DU4Lnt

A12
Option B: Task boards are a tool for project management –
Any business or person, whether they have a few tasks or
many, will benefit from a task board. A task board stores
information on various tasks in one place so it is easier to
manage

Suggested additional reading on Taskboard

https://bit.ly/3xfoUTG
https://bit.ly/3vEpaJw
 A13
Option C: The Agile swarming technique directs team
members with available time and appropriate skills to
work in concert -- i.e., swarm -- and complete an in-
progress story. The goal is to deliver high-value features
quickly by focusing the entire team on the product
backlog items that make up that feature

Suggested additional reading on Swarm methodology

https://bit.ly/3xfzrxW
https://bit.ly/3rfiPTj

A14
Option D: Members include experts, authority figures, and
senior stakeholders in a project or organization. As a
result, they have a significant stake in how each project is
managed. Thus, key concerns for steering committees are
the direction, scope, budget, timeliness, and methods
used

Suggested additional reading on the project steering

committee
https://bit.ly/3JsPdYO
https://bit.ly/37vUbaa
 A15
Option A: the statement of work is a detailed overview of
the project scope. It’s also a way to share the project
requirements, acceptance criteria, and payment terms
with those who are working on the project

Suggested additional reading on Statement of Work

https://bit.ly/37vPsVE
https://bit.ly/3O0PDcA

A16
Option B: The stakeholder engagement plan allows the
project manager to devise a systematic approach to ensure
expectations, decisions, risk/issues and project progress
information is delivered to the right person at the right
time with the most efficient and effective level of
information.

Suggested additional reading on stakeholder engagement

plan
https://bit.ly/37yYpxq
https://bit.ly/3rcISdE
 A17
Option C: The project sponsor, or executive sponsor, is a
person or a group of people at the senior management
level. They are responsible for the success of a project
and provide necessary guidance and resources to the
project team and manager.

Suggested additional reading on project sponsors

https://bit.ly/37vWTfE
https://bit.ly/3LP3DUP

A18
Option D: Project sensitivity is a holistic evaluation of how
likely it is that a project will succeed through data-driven
forecasting. It also identifies risks, quantifies their impact,
and separates high-risk tasks from low ones.

Suggested additional reading on Sensitivity analysis

https://bit.ly/3DSC22l
https://bit.ly/3ukA5bH
 A19
Option A: In project management, an s-curve is a
mathematical graph that depicts relevant cumulative
data for a project—such as cost or man-hours—plotted
against time. The reason it’s called an s-curve is that the
shape of the graph typically forms a loose, shallow “S.”
(The shape, however, depends on the type of project, so
other formations are possible.)

Suggested additional reading on S-Curve

https://bit.ly/3xmxOP0
https://bit.ly/3unD2YY

A20
Option B: Scope creep (sometimes known as “requirement
creep” or even “feature creep”) refers to how a project’s
requirements tend to increase over a project lifecycle,
e.g., what once started as a single deliverable becomes
five; or a product that began with three essential features,
now must have ten; or midway through a project, the
customer's needs change, prompting a reassessment of
the project requirements.

Suggested additional reading on Scope Creep

https://bit.ly/3JqPOKK
https://bit.ly/3v4gKea
 A21
Option A: The schedule performance index (SPI) is a
measure of how close the project is to being completed
compared to the schedule. As a ratio, it is calculated by
dividing the budgeted cost of work performed or earned
value, by the planned value.

Suggested additional reading on Schedule Performance

Index (SPI)
https://bit.ly/3xfAaj0
https://bit.ly/3uqGsKQ

A22
Option B: Rolling Wave Planning is the process of project
planning in waves as the project proceeds and later details
become clearer. Work to be done in the near term is
based on high-level assumptions; also, high-level
milestones are set. As the project progresses, the risks,
assumptions, and milestones originally identified become
more defined and reliable

Suggested additional reading on rolling wave planning

https://bit.ly/37ySsko
https://bit.ly/3LIorxg
 A23
Option C: Root Cause Analysis (RCA) is a popular and
often-used technique that helps people answer the
question of why the problem occurred in the first place.
It seeks to identify the origin of a problem using a
specific set of steps, with associated tools, to find the
primary cause of the problem

Suggested additional reading on Root Cause Analysis

https://tabsoft.co/360uY7m
https://bit.ly/3LVUrhz

A24
Option D: A project roadmap is a graphical, high-level
overview of the project's goals and deliverables presented
on a timeline. Unlike the project plan, where details are
fleshed out, the roadmap should be simple and free of
minutiae. This makes the project roadmap a useful tool for
managing stakeholder expectations, as well as for
communicating plans and coordinating resources with
other teams.

Suggested additional reading on the project road map

https://bit.ly/376CrlJ
https://bit.ly/3uo4ENJ
 A25
Option A: A risk mitigation plan is designed to eliminate
or minimize the impact of the risk events—occurrences
that have a negative impact on the project
Suggested additional reading on Project risk mitigation

https://bit.ly/3KsVNjh
https://bit.ly/3JqcRFe

A26
Option B: Recently an additional risk response strategy has
been defined, which we can use if we identify a risk that
does not affect our objectives, but that could affect some
other part of the organization. In these cases, it is
important that the risk is passed on to the right owner to
ensure that it is recognized, understood, and managed
appropriately. The risk response strategy that achieves this
aim is Escalate.

Suggested additional reading on Risk escalation

https://bit.ly/3r9Dvfh
https://bit.ly/3DTAO70
 A27
Option A: Some risks may be accepted. In some cases, it
is cheaper to leave an asset unprotected due to a
specific risk, rather than make the effort and spend the
money required to protect it. This cannot be an ignorant
decision; all options must be considered before
accepting the risk.

Suggested additional reading on risk acceptance

https://bit.ly/3DYdF33
https://bit.ly/3LQpwD9
A28
Option B: A Responsibility Assignment Matrix (RAM)
describes the participation of various organizations,
people, and their roles in completing tasks or deliverables
for a project. It’s used by the Program Manager (PM) in
clarifying roles and responsibilities in a cross-functional
team, projects, and processes.

Suggested additional reading on Responsibility Assignment

Matrix (RAM)
https://bit.ly/3jlYLdy
https://bit.ly/3NYxiN9
 A29
Option C: The vision is a grand, encompassing idea with
emotional weight; a vision statement is its linguistic
representation—a concise declaration of the big picture,
a sort of project scripture. It sets the direction and helps
people see and understand.

Suggested additional reading on project vision statement

https://bit.ly/3jligD7
https://bit.ly/3LLYQU2

A30
Option D: Project schedule network diagrams show the
order in which activities should be scheduled to address
logical relationships between these activities.

Suggested additional reading on project schedule network

diagram
https://bit.ly/3v4S2dv
https://bit.ly/38I1zQp
 A31
Option A: Project status review is a process of examining
and auditing planned tasks, activities, procedures,
events, and other work components of a project to
identify whether the project’s requirements can be fully
addressed by the planned amount of work and to
determine what additional resources are necessary to
match the work with the requirements.

Suggested additional reading on project review

https://bit.ly/3JofCaj
https://bit.ly/3JuvqYV

A32
Option B: Prototypes are project management tools that
are used in getting early feedback that is related to the
project requirements. This is done by providing a working
model of the product even before building it.

Suggested additional reading on prototype

https://bit.ly/3DVSmiM
https://bit.ly/3v8Kqqe
 A33
Option D: The project life cycle includes the steps
required for project managers to successfully manage a
project from start to finish. There are 5 phases to the
project life cycle (also called the 5 process groups)—
initiating, planning, executing, monitoring/controlling,
and closing. Each of these project phases represents a
group of interrelated processes that must take place.

Suggested additional reading on project management

process group
https://bit.ly/3rgBU7B
https://bit.ly/3rcmeSO

A34
Option C: A Project Management life cycle is a five-step
framework planned to assist project managers in
completing projects successfully.

Suggested additional reading on project life cycle

https://bit.ly/3joPHEV
https://bit.ly/3v4adQC
 A35
Option D: A project calendar or a project planning
calendar is a tool to help you organize a project’s
timeline. It lets you plan project milestones and ensure
you deliver things on time. On the other hand a resource
calendar tracks availability of project 'resources'.

Suggested additional reading for project calendar

https://bit.ly/3Ksx0Mv
https://bit.ly/3jjbcXJ

A36
Option A: Probability and Impact Matrix is a grid for
mapping the probability of occurrence of each risk and its
impact on project objectives if that risk occurs

Suggested additional reading on probability and impact

matrix
https://bit.ly/3KxCR3e
https://bit.ly/3jk3egP
 A37
Option B: A Prioritization schema defines an initial
priority for new work items in a category, plus the
timestamp (work item age) at which subsequent
reprioritizations take place and what the new priority
value at each reprioritization will be. Prioritizing projects
, programs or portfolios with prioritization schema
framework includes multi-criteria weighted analysis and
MoSCoW analysis.

Suggested additional reading on Prioritization Schema

https://bit.ly/3rcLJ6m
https://bit.ly/37Jr8QF

A38
Option C: A prioritization matrix is a tool used for
determining the most important issues or solutions. This
tool can be used for any prioritization activity. In a Six
Sigma project, it can be used for filtering or prioritizing
either causes or solutions.

Suggested additional reading on prioritization matrix

https://bit.ly/3KGgj0h
https://bit.ly/3ra5ziY
 A39
Option D: The predictive methodology focuses on
planning and analysing the projected future in-depth for
anticipated risks. Also known as the Waterfall method,
this methodology relies on an early phase analysis and a
detailed breakup of features and tasks for the entire
development process

Suggested additional reading on Predictive Approach

https://bit.ly/3jj6p8z
https://bit.ly/3vbZ2We

A40
Option A: A phase-gate process is a project management
technique in which an initiative or project is divided into
distinct stages or phases, separated by decision points. At
each gate, continuation is decided by a manager, steering
committee, or governance board.

Suggested additional reading on Phase Gate

https://bit.ly/3DVT7Za
https://bit.ly/3Jp1r4I
 A41
Option A: The Performance Measurement Baseline (PMB)
is an important tool in earned value management used
by Program Managers and Systems Engineers in the
Technical Assessment Process to appraise a program’s
technical progress.

Suggested additional reading on performance

measurement baseline
https://bit.ly/3rfm6C5
https://bit.ly/3v3uLbS

A42
Option A: Parametric estimating is a statistical and
accuracy-based technique for calculating the time, cost,
and resources needed for project success. Combining
historical and statistical data, parametric estimating uses
the relationship between variables to deliver accurate
estimations.

Suggested additional reading on parametric estimating

https://bit.ly/3xfHevZ
https://bit.ly/3unNxLQ
 A43
Option B: Organizational breakdown structure is a
hierarchical representation of the project organization,
which illustrates the relationship between project
activities and the organizational units that will perform
those activities

Suggested additional reading on Organizational

Breakdown Structure (OBS)
https://bit.ly/3jk3Kvh
https://bit.ly/3KsIuPQ

A44
Option C: The Network path is a sequence of activities
connected by logical relationships in a project schedule
network diagram

Suggested additional reading on network path

https://bit.ly/3rcsUk0
https://bit.ly/38I2xMx
 A45
Option A: Multi-point estimating is a method used to
estimate cost or duration by applying an average or a
weighted average of optimistic, pessimistic, and most
likely estimates when there is uncertainty with the
individual activity estimates

Suggested additional reading on Multipoint estimating

https://bit.ly/3v8EnDo
https://bit.ly/3v254IU

A46
Option B: Mood chart is a tool that is used to keep a
record of a person's mood at regular intervals

Suggested additional reading on Mood Chart

https://bit.ly/3rcMgoS
https://bit.ly/3EampDH
 A47
Option C: Monte Carlo methods, or Monte Carlo
experiments, are a broad class of computational
algorithms that rely on repeated random sampling to
obtain numerical results. The underlying concept is to
use randomness to solve problems that might be
deterministic in principle

Suggested additional reading on Monte Carlo simulation

https://bit.ly/3voSzHB
https://ibm.co/3jlLlyd

A48
Option D: A milestone is a specific point within a project’s
life cycle used to measure the progress toward the
ultimate goal. Milestones in project management are used
as signal posts for a project's start or end date, external
reviews or input, budget checks, submission of a major
deliverable, etc.

Suggested additional reading on project milestone

https://bit.ly/3Jp1ZYk
https://bit.ly/3LQsE1R
 A49
Option A: A milestone schedule, or milestone chart, is
simply a timeline that uses milestones to divide a project
schedule into major phases. Due to its simplicity, it’s
used when project managers or sponsors need to share
an overview of the project schedule with stakeholders or
team members without going over every detail.

Suggested additional reading on a Milestone schedule

https://bit.ly/3re1FFG
https://bit.ly/38sv8oG

A50
Option C: Mandatory dependency refers to a relationship
that is inherent in the nature of work. This means that the
tasks are contractually required therefore no other tasks
should be implemented until the needs of the mandatory
tasks are satisfied

Suggested additional reading on mandatory dependency

https://bit.ly/3E3FRSs
https://bit.ly/3LIs4TU
 A51
Option D: The contingency reserve is the amount of the
project budget reserved for unforeseen work that is
within the scope of the project. The project manager
adds the contingency reserve to the cost baseline
resulting in the total project budget. Management
reserve is NOT a part of cost baseline.

Suggested additional reading on contingency reserve

https://bit.ly/3EJnq5D
https://bit.ly/38kWM7h

A52
Option A: The make or buy decision involves whether to
manufacture a product in-house or to purchase it from a
third party. The outcome of this analysis should be a
decision that maximizes the long-term financial outcome
for a company

Suggested additional reading on Make or buy analysis

https://bit.ly/3Jjf4Cw
https://bit.ly/3LSpLNY
 A53
Option C: Life cycle assessment or LCA (also known as
life cycle analysis) is a methodology for assessing
environmental impacts associated with all the stages of
the life cycle of a commercial product, process, or
service. For instance, in the case of a manufactured
product, environmental impacts are assessed from raw
material extraction and processing (cradle), through the
product's manufacture, distribution, and use, to the
recycling or final disposal of the materials composing it
(grave)

Suggested additional reading on life cycle assessment

https://bit.ly/3NUHiHg
https://bit.ly/3JqW0T0
 A54
Option A: In agile life cycle, establishing Definition of
Done before start of a sprint is of paramount importance
since this defines all the criteria required to be met for a
deliverable so that the customer accepts it to be
completed.

Suggested additional reading on Definition of Done

https://bit.ly/3xQBvNj
https://bit.ly/3EHpnzL

A55
Option A: Lessons learned register is a project artifact. It is
generally classified among log and register artifacts. It is
likely to be used as a part of the project work performance
domain. However, its usage is unlimited in project
management in the tailored processes of planning
performance domain, or measurement performance
domain. If it is necessary it will be helpful in almost all
performance domains.

Suggested additional reading on lessons learned register

https://bit.ly/3JplRKQ
https://bit.ly/3NXSmn3
 A56
Option B: A project charter is a formal, typically short
document that describes your project in its entirety —
including what the objectives are, how it will be carried
out, and who the stakeholders are. It is a crucial
ingredient in planning the project because it is used
throughout the project lifecycle.

Suggested additional reading about Project Charter:

https://bit.ly/3v4bSWm
https://bit.ly/3KrL1tO

A57
Option D: In project management lead time is the time it
takes to complete a task or a set of interdependent tasks.
The lead of the entire project would be the overall
duration of the critical path for the project. Lead time is
also the saved time by starting an activity before its
predecessor is completed.

Suggested additional reading on lead time

https://bit.ly/37w4kmY
https://bit.ly/3LVYpqt
 A58
Option B: The Lead Time Chart shows the amount of time
that passed between when a Story is created and when
it's completed.

Suggested additional reading on lead time chart

https://bit.ly/376ipI6
https://bit.ly/3DXkBxB

A59
Option C: Last Responsible Moment is a strategy of not
making a premature decision but instead delaying
commitment and keeping important and irreversible
decisions open until the cost of not making a decision
becomes greater than the cost of making a decision is
called?

Suggested additional reading on Last Responsible Moment

https://bit.ly/3JjgcGg
https://bit.ly/3uovuW5
 A60
Option B: Lag time is a delay between tasks that have a
dependency. For example, if you need a two-day delay
between the finish of one task and the start of another,
you can establish a finish-to-start dependency and
specify two days of lag time. You enter lag time as a
positive value in the network diagram (Eg. FS + 6 days)

Suggested additional reading on Project lag time

https://bit.ly/3jjeiea
https://bit.ly/3rfyT7H

A61
Option B: A kanban board is an agile project management
tool designed to help visualize work, limit work-in-
progress, and maximize efficiency (or flow). It can help
both Agile and DevOps teams establish order in their daily
work.

Suggested additional reading on Kanban Board

https://bit.ly/3xdwnT0
https://bit.ly/3jqjoFm
 A62
Option C: The iterative process is the practice of
building, refining, and improving a project, product, or
initiative. Teams that use the iterative development
process create, test, and revise until they're satisfied
with the end result.

Suggested additional reading on Iteration

https://bit.ly/38swj7A
https://bit.ly/3vHpXJB

A63
Option D: An issue log in project management is critical for
keeping track of problems that might affect the deadline,
budget, or even team morale for a project. Additionally,
creating a register using a project management issue log
template will allow a project manager to visualize the
problems at a glance to ensure the quick resolution of the
listed issues

Suggested additional reading on Issue log

https://bit.ly/35UkC8S
https://bit.ly/3jjdPc3
 A64
Option A: Internal Dependencies are defined between
two project activities. Generally, the Project Team has
complete control over the project activities. As an
example, consider 2 activities A and B. If B has an
Internal Dependency on A then it would signify that both
A and B are project activities.

Suggested additional reading on Internal Dependency

https://bit.ly/3js3FWl
https://bit.ly/3uqhACA

A65
Option D: The initiating process group is generally when a
project is formally approved and assigned a project
manager. The group includes two primary processes:
developing the project charter and identifying the project
stakeholders.

Suggested additional reading on Initiating process group

https://bit.ly/3v4clb4
https://bit.ly/3KriHHY
 A66
Option A: An information radiator, also known as a Big
Visible Chart (BVC), is a large graphical representation of
project information kept plainly in sight within an agile
development team’s shared workspace.

Suggested additional reading on information radiator.

https://bit.ly/3v1S9ql
https://bit.ly/38DtgcZ

A67
Option B: The influence diagram refers to a particular tool
used by the project team that is comprised of a chart,
diagram, or other exclusive graphical representation of a
number of situations that depict and display all particular
influences on the project and or the particular project
management activity

Suggested additional reading on the influence diagram

https://bit.ly/37x04nb
https://bit.ly/3LPKFgF
 A68
Option C: A hierarchy chart (hierarchy diagram) is a tool
that can be used to portray the elements of a system,
organization, or concept from its highest position to the
lowest

Suggested additional reading on Hierarchy chart

https://bit.ly/3KsAEWH
https://bit.ly/3rcFfEN

A69
Option D: A Gantt chart, commonly used in project
management, is one of the most popular and useful ways
of showing activities (tasks or events) displayed against
time. On the left of the chart is a list of the activities and
along the top is a suitable time scale. Each activity is
represented by a bar; the position and length of the bar
reflect the start date, duration, and end date of the
activity. This allows you to see it at a glance.

Suggested additional reading on Gantt chart

https://bit.ly/3Kp6N1a
https://bit.ly/3DW2Dvo
 A70
Option B: Fast-tracking is a technique where activities
that would have been performed sequentially using the
original schedule are performed in parallel. In other
words, fast-tracking a project means the activities are
worked on simultaneously instead of waiting for each
piece to be completed separately. But fast-tracking can
only be applied if the activities in question can actually
be overlapped.
Suggested additional reading on project fast-tracking
https://bit.ly/38I4fNX
https://bit.ly/37yEG0T

A71
Option C: External dependency is the relationship
between project activities and non-project activities

Suggested additional reading on external dependency

https://bit.ly/3NXFaym
https://bit.ly/3jjfpdZ
 A72
Option A: Fixed Duration is the duration of a task that's
deemed to be constant (fixed). Any changes to the
assigned units or work does not affect the duration of
the task.

Suggested additional reading on fixed duration activities

https://bit.ly/3xjwDQu
https://bit.ly/3Krjo42

A73
Option B: Estimate To Complete (ETC) is an estimation of
funds required to complete the remaining work in a
project. It is an important Earned Value Management
(EVM) metric, which is used for forecasting the money
needed for the remaining project work.

Suggested additional reading on ETC

https://bit.ly/3unR7Wi
https://bit.ly/3LSoeYl
 A74
Option C: Cost estimation in project management is the
process of forecasting the financial and other resources
needed to complete a project within a defined scope.
Cost estimation accounts for each element required for
the project—from materials to labor—and calculates a
total amount that determines a project’s budget.

Suggested additional reading on estimate in project

management
https://bit.ly/3jjBXLJ
https://bit.ly/38DOKGG

A75
Option A: An epic is a large body of work that can be
broken down into a number of smaller stories, or
sometimes called “Issues” in Jira. Epics often encompass
multiple teams, on multiple projects, and can even be
tracked on multiple boards.

Suggested additional reading on Epic in project

management
https://bit.ly/3NRoTuS
https://bit.ly/3KpRXHZ
 A76
Option C: Enterprise Environmental Factors (EEF) are any
or all environmental factors either internal or external to
the Project that can influence the success of a project

Suggested additional reading on Enterprise

Environmental factors
https://bit.ly/376FnPl
https://bit.ly/3ra94pC

A77
Option D: Earned Value Analysis (EVA) is a method that
allows the project manager to measure the amount of
work actually performed on a project beyond the basic
review of cost and schedule reports. EVA provides a
method that permits the project to be measured by the
progress achieved.

Suggested additional reading on Earned Value Analysis

https://bit.ly/3jjE3ez
https://bit.ly/37x3aHP
 A78
Option A: Duration is the total time that it takes to
complete a project measured in workdays, hours, or
weeks. The duration depends on the availability and
capacity of resources. An effort is the number of people-
hours needed to complete a task, i.e. it's the actual time
that is spent on working on the project.

Suggested additional reading on project duration

https://bit.ly/37r48Wd
https://bit.ly/3KuscGu

A79
Option C: A compound of development (Dev) and
operations (Ops), DevOps is the union of people,
processes, and technology to continually provide value to
customers by creating a smooth flow of deliverables.

Suggested additional reading on DevOps

https://go.aws/3xmF4KK
https://bit.ly/3xvwkT1
 A80
Option C: The method used to create and evolve the
product, service, or result during the project life cycle,
such as predictive, iterative, incremental, agile, or a
hybrid method to maximize customer value is called the
development approach.

Suggested additional reading on the development

approach
https://bit.ly/3LQwfwT
https://bit.ly/3vCqi08

A81
Option A: Project deliverables refer to all of the outputs—
tangible or intangible—that are submitted within the
scope of a project. While the term may initially bring to
mind the final outputs that get submitted at the end of a
project, it actually refers to any project-related output
submitted during any of the project phases.

Suggested additional reading on Project deliverables

https://bit.ly/379m6N3
https://bit.ly/3xcCCqn
 A82
Option B: The Definition of Done is an agreed-upon set
of items that must be completed before a project or user
story can be considered complete. It is applied
consistently and serves as an official gate separating
things from being “in progress” to “done.”

Suggested additional reading on the definition of done

(DoD)
https://bit.ly/3LX0zpT
https://bit.ly/3xjyt3Q

A83
Option D: A decision tree is a diagram that determines the
potential results of a series of choices and clearly lays
them out. By using a decision tree, project managers can
easily compare different courses of action. For each
course, decision tree analysis evaluates the chance of
success as well as the risks and predicts the benefits.

Suggested additional reading on Decision Tree Analysis

https://bit.ly/3v9mLGx
https://bit.ly/38jhUKZ
 A84
Option A: A project management dashboard is a data
dashboard that displays key performance indicators
pertaining to specific projects. A project management
dashboard can display metrics for a project's overall
performance and progress, or highlight particular
problems that require further attention

Suggested additional reading on Dashboard

https://bit.ly/3v7cqLa
https://bit.ly/3xfw4Y4

A85
Option B: Cycle Time Chart is a diagram that shows the
average cycle time of the work items completed over time
Suggested additional reading on the cycle time chart

https://bit.ly/35UpFWQ
https://bit.ly/3DZvGy3
 A86
Option C: The cumulative flow diagram (also known as
CFD) is one of the most advanced Kanban and Agile
analytics charts. It provides a concise visualization of the
three most important metrics of your flow: Cycle time,
Throughput, Work in progress

Suggested additional reading on Cumulative Flow

Diagram
https://bit.ly/373EuH6
https://bit.ly/3NTNv6t

A87
Option A: The critical path method (CPM) is a technique
where you identify tasks that are necessary for project
completion and determine scheduling flexibilities. A
critical path in project management is the longest
sequence of activities that must be finished on time in
order for the entire project to be complete

Suggested additional reading on Critical Path Method

https://bit.ly/38sMstK
https://bit.ly/38wVwxH
 A88
Option D: In project management, the critical path is the
longest sequence of tasks that must be completed to
complete a project. The tasks on the critical path are
called critical activities because if they're delayed, the
whole project completion will be delayed.

Suggested additional reading on Critical Path

https://bit.ly/35Uq3EM
https://bit.ly/3x9Mgdk

A89
Option C: The Cost Performance Index (CPI) is a method
for calculating the cost efficiency and financial
effectiveness of a specific project through the following
formula: CPI = earned value (EV) / actual cost (AC). A CPI
ratio with a value higher than 1 indicates that a project is
performing well budget-wise.

Suggested additional reading on the Cost Performance

Index
https://bit.ly/3DWL7ab
https://bit.ly/3OalSGr
 A90
Option B: Cost of quality (COQ) is defined as a
methodology that allows an organization to determine
the extent to which its resources are used for activities
that prevent poor quality, that appraise the quality of
the organization's products or services, and that result
from internal and external failures.

Suggested additional reading on Cost of Quality

https://bit.ly/3NYwFTF
https://bit.ly/3v3yYMI

A91
Option C: A cost management plan is a document that
helps you map and control a budget. It enables project
managers to estimate their costs, allocate resources to the
right areas, and control overall spending. Cost
management plans keep all project costs in one place,
including direct and indirect costs.

Suggested additional reading on Cost Management Plan

https://bit.ly/3v1Ut0x
https://bit.ly/3JnMno8
 A92
Option D: A cost-benefit analysis is a systematic process
that businesses use to analyze which decisions to make
and which to forgo. The cost-benefit analyst sums the
potential rewards expected from a situation or action
and then subtracts the total costs associated with taking
that action.

Suggested additional reading on Cost-Benefit Analysis

(CBA)
https://bit.ly/3O5mKvC
https://hbs.me/3vb9BJ2

A93
Option A: The project cost baseline is the aggregate level
cost estimates for each WBS element + contingency
reserve. 'Total cost' of the project includes management
reserve as well, but that's not part of the cost baseline.

Suggested additional reading on Cost Baseline

https://bit.ly/3v3yS7O
https://bit.ly/3KtsInV
 A94
Option C: The control chart tool is part of the quality
control management and it is a graphic display of the
data against established control limits to reflect both the
maximum and minimum values. It has a centerline that
helps determine the trend of the plotted values toward
the control limits (UCL/LCL).

Suggested additional reading on Control Charts

https://bit.ly/3reFoaD
https://bit.ly/3jhC8XT

A95
Option B: A contingency reserve is retained earnings that
have been set aside to guard against possible future
losses. A contingency reserve is needed in situations
where a business occasionally suffers significant losses
and needs reserves to offset those losses. This is part of
the project cost baseline.

Suggested additional reading on Contingency Reserve

https://bit.ly/37zaDpO
https://bit.ly/3NZ130d
 A96
Option B: A contingency plan in project management is a
defined, actionable plan that is to be enacted if an
identified risk becomes a reality. It is essentially a “Plan
B”, to be put in place when things go differently than
expected.

Suggested additional reading on Contingency in project

management
https://bit.ly/3unpfBD
https://bit.ly/3DXhVQH

A97
Option A: Complexity affects the modelling, evaluation,
and control of projects and the objectives of time, cost,
quality, and safety. Complexity can also affect the
selection of an appropriate project organization form and
the project management arrangement including the
expertise and experience requirements of project
managers.

Suggested additional reading on Project complexity

https://bit.ly/3DTs4Oh
https://bit.ly/3KpuHd6
 A98
Option D: A project management communication plan
identifies how important information will be
communicated to stakeholders throughout the project. It
also determines who will be receiving the
communication, how those people will receive it when
they’ll receive it, how often they should expect to receive
that information.

Suggested additional reading on Communications

Management Plan
https://bit.ly/3v4o6yi
https://bit.ly/3jnMLbI
A99
Option A: The Project Closing Process Group consists of
those processes performed to conclude all activities across
all Project Management Process Groups to formally
complete the project, phase, or contractual obligations.

Suggested additional reading on Closing Process Group in

project management
https://bit.ly/3JlCxD3
https://bit.ly/3DXi8Dt
 A100
Option B: The change log is a type of documentation that
contains the list of changes that are made during the
entire project management design. It tracks the progress
of each change based on its review, approval (or
rejection), implementation as well as closure.

Suggested additional reading on Change Log in Project

Management
https://bit.ly/3NYutfe
https://bit.ly/3DXjDkR

A101
Option C: The phrase change review board (also known by
the acronym CCB) refers to any group of individuals within
a project team or project group who are responsible for
making the ultimate decision as to when and if any
particular changes are to be made in regards to work
products or schedule events

Suggested additional reading on Change Control Board in

Project Management
https://bit.ly/3Kq0Fpn
https://bit.ly/3KsPDj8
 A102
Option B: Cadence describes a sequence or rhythm of
events or tasks in a project and creates a pattern for the
team to follow to understand what they are doing and
when they will be done with it.

Suggested additional reading on Cadence

https://bit.ly/3NS4JB7
https://bit.ly/3NYuwYs

A103
Option B: A burn chart (burn up or burn down chart) is a
graphical representation of work left to do versus time.
The outstanding work (or backlog) is often on the vertical
axis, with time along the horizontal.

Suggested additional reading on Burn Chart in project

management
https://bit.ly/3v9nmYN
https://bit.ly/3LUcKDw
 A104
Option C: A baseline in project management is a clearly
defined starting point for your project plan. It is a fixed
reference point to measure and compare your project's
progress against. This allows you to assess the
performance of your project over time.

Suggested additional reading on Project Baseline

https://bit.ly/37u59gc
https://bit.ly/3v8Jwdq

A105
Option D: A sprint/iteration backlog is a prioritized and
structured list of deliverables that are a part of the scope
of a project. It is often a complete list that breaks down
work that needs to be completed.

Suggested additional reading on the backlog in project

management
https://bit.ly/37w94Jo
https://bit.ly/37C7Rk0
 A106
Option A: During the project lifecycle, an Assumptions
Log is required to understand what assumptions have
been made in the planning and management of the
project. An assumption is a key piece of information
upon which project plans and decisions are made. This
information has not or cannot be verified and therefore
is classified as an assumption and is recorded on the
Assumption Log for review throughout the project.

Suggested additional reading on Assumption Log

https://bit.ly/3jjj5wj
https://bit.ly/3rcUzBa
A107
Option C: Project artifacts are any document, model, or
design related to the management of your project. As
projects progress, your team will create many artifacts
during the life of the project. These artifacts are “living
documents,” which means they evolve to reflect changes in
the project.

Suggested additional reading on project Artifact

https://bit.ly/374tfOX
https://bit.ly/3KxBxxa
 A108
Option D: The analogous estimating technique uses
information from similar projects to establish a cost
estimate based on the data available. Analogous
estimating needs to include expert judgment in order to
establish the reusability of the data. Analogous
estimating is used where there is limited information
about the project

Suggested additional reading on Analogous Estimation

https://bit.ly/3rA4WPZ
https://bit.ly/3NTO9AV

A109
Option B: Affinity grouping can be used as a collaborative
prioritization activity. It works by having your group of
participants brainstorm ideas and opportunities on Post-It
Notes. The team then works to put the sticky notes into
groups of similar items. Once the groups are created, the
team votes on the groups to rank them.

Suggested additional reading on Affinity Grouping

https://bit.ly/3KsOl7Q
https://bit.ly/3jmaMja
 A110
Option A: An affinity diagram is the organization of ideas
into a natural or common relationship. For example,
bananas, apples, and oranges would be grouped as
fruits, while green beans, broccoli, and carrots would be
grouped as vegetables. Affinity diagrams aid teams in
tapping into their creativity and gut instincts.

Suggested additional reading on Affinity Diagram

https://bit.ly/36ZdpoJ
https://bit.ly/3v1V1DD

A111
Option B: Acceptance criteria represent a specific and
defined list of conditions that need to be met before a
project can be considered completed and the project
deliverables are accepted by the client.

Suggested additional reading on Acceptance Criteria

https://bit.ly/35Ya9cG
https://bit.ly/3jmzyQi
 A112
Option B: Accuracy describes the closeness of values to a
true value – in other words, how correct they are
compared to your target or goal. When you measure your
results and find them very close to your target value,
they are accurate. Precision on the other hand describes
the measure of dispersion (std. dev.) of your collected
dataset. You can be highly precise but grossly inaccurate.
Suggested additional reading on Accuracy in project
management:
https://bit.ly/3v5ztpx
https://bit.ly/373FrPG
A113
Option C: An activity list is a document that includes all the
scheduled activities that are part of a project. Each activity
includes one or more tasks that, once completed, allows
everyone working on the project to move on to the next
stage. Each activity has a clearly defined start date and
deadline

Suggested additional reading on Activity List in Project

Management
https://indeedhi.re/3rfEDOO
https://bit.ly/3DW8hh4
 A114
Option D: Actual Cost is the realized cost incurred for the
work performed on an activity during a specific time
period. In other words, the cost you incur while
accomplishing the work for which EV is measured.

Suggested additional reading on Actual Cost in Project

Management
https://bit.ly/3jluGuJ
https://bit.ly/3uqSKTu

A115
Option A: Adaptive project management is a structured and
systematic process that allows you to gradually improve
your decisions and practices, by learning from outcomes of
the decisions that you took at previous stages in the
project. As the name suggests, the project management
process changes and adapts to the needs of the
organization, ultimately boosting business value.

Suggested additional reading on Adaptive approach in

Project Management
https://bit.ly/3xfE1MD
https://bit.ly/3JnF4wr
 A116
Option C: Agile project management is an iterative
approach to software development projects and ensures
feedback can be acted on quickly and that responsive
changes can be made at each stage of a sprint or product
cycle. This allows project teams to adopt agile project
management methodologies to work quickly and
collaboratively within the timeframe and budget of a
project.
Suggested additional reading on agile methodology
https://bit.ly/3xjzFUS
https://bit.ly/3KuuMfE

A117
Option A: Backlog refinement (formerly known as backlog
grooming) is when the product owner and some, or all, of
the rest of the team review items on the backlog to ensure
the backlog contains the appropriate items, that they are
prioritized, and that the items at the top of the backlog are
ready for delivery.

Suggested additional reading on Backlog refinement

https://bit.ly/37wQZLt
https://bit.ly/3LUNRbc
 A118
Option C: The basis of estimates is the supporting
documentation that explains how the cost estimates
were developed. It also includes information like
assumptions, constraints, range or accuracy (rough order
of magnitude), and confidence level.

Suggested additional reading on basis of estimates

https://bit.ly/3umJobg
https://bit.ly/3xdA0bA

A119
Option C: A project budget is the total projected costs
needed to complete a project over a defined period. It's
used to estimate what the costs of the project will be for
every phase of the project. The project budget will include
such things as labor costs, material procurement costs,
and operating costs

Suggested additional reading on Project budget

https://bit.ly/3rbOncA
https://bit.ly/3JlKQ1H
 A120
Option B: A business case provides justification for
undertaking a project, program, or portfolio. It evaluates
the benefit, cost, economic feasibility and risk of
alternative options and provides a rationale for the
preferred solution.

Suggested additional reading on Business case

https://bit.ly/3NVLV3V
https://bit.ly/3JrqvIe

A121
Option D: Project management change control is the
system a team uses to make major changes to a previously
approved project. This can include budget additions and
subtractions, deadlines or goalposts, and even new hiring
as project needs evolve over time.

Suggested additional reading on the Change control

system
https://bit.ly/3xjDEkj
https://bit.ly/3rfJvU6
 A122
Option D: The cost-plus award fee (CPAF) is a contract
that allows the seller to be reimbursed for the costs of
performing the work and earn an additional amount for
excellent performance. The amount of this fee is
determined by an evaluation according to criteria stated
in the contract, and it is generally non-negotiable.

Suggested additional reading on Cost Plus Award Free

contract
https://bit.ly/38x1ZIZ
https://bit.ly/3KpjpW4

A123
Option B: A discretionary dependency is one that isn't
based on a "have to", but on a "recommendation". These
decisions are usually based upon best practices, business
knowledge, etc. The concept of LEAD in network path
diagrams could only be applied for activities linked with
discretionary dependency

Suggested additional reading on discretionary dependency

https://bit.ly/3raf2a0
https://bit.ly/3rfJzmO
 A124
Option A: Earned value (EV) is a way to measure and
monitor the level of work completed on a project against
the plan. Simply put, it's a quick way to tell if you're
behind schedule or over budget on your project. You can
calculate the EV of a project by multiplying the
percentage complete by the total project budget.

Suggested additional reading on Earned Value

https://bit.ly/3xgXjl6
https://bit.ly/3LTcCVa

A125
Option B: Explicit knowledge (also expressive knowledge)
is the knowledge that can be readily articulated, codified,
stored, and accessed. It can be easily transmitted to
others. Most forms of explicit knowledge can be stored in
certain media.

Suggested additional reading on explicit knowledge

https://bit.ly/3Kq4vPB
https://indeedhi.re/3v4VgOj
 A126
Option A: Features are a set of related requirements or
functionalities that provides value to a project

Suggested additional reading on project features:

https://bit.ly/371tkTw
https://bit.ly/3r8Oshp

A127
Option B: A project management workflow is a carefully
planned sequence of the tasks and activities you need to
do to complete a specific project. Having a clear order of
tasks in a project management workflow helps projects get
done more efficiently and effectively. They save time,
improve results, and increase collaboration.

Suggested additional reading on workflow

https://bit.ly/35WcPr7
https://bit.ly/3NYE31y
 A128
Option D: The fixed price with an economic price
adjustment contract (FPEPA) is a type of contract wherein
the buyer pays the reseller a fixed price that has already
been decided on and is stipulated in the contract. This
particular contract allows pre-defined adjustment to the
price or rate of the contract and are esp. used for
commodity type materials such as oil & steel.

Suggested additional reading on fixed price with economic

price adjustment contract
https://bit.ly/3v5EqyD
https://bit.ly/36Yykbz

A129
Option B: Hybrid approach is a combination of two or
more agile and non-agile elements having a non-agile end
result

Suggested additional reading on Hybrid approach

https://bit.ly/37yRDYz
https://bit.ly/3uoKfYZ
 A130
Option C: Interpersonal skills, in project management,
are defined as not only the ability to establish a
relationship with others but also to maintain it. Efficient
project managers are faced with the challenge of
ensuring that all the schedules are followed and
maintaining good communication with their project
team.

Suggested additional reading on interpersonal skills

https://bit.ly/35YiZXU
https://bit.ly/38sRWok

A131
Option C: The iteration plan represents the lowest and
most detailed layer of planning. An individual iteration
plan will be created for each iteration in the project. The
main purpose of the iteration plan is to lay out how the
team will achieve the stated objectives for the given
iteration.

Suggested additional reading on Iteration plan

https://bit.ly/3xgdJtY
https://bit.ly/3umowRp
 A132
Option D: A project kick-off meeting is the first meeting
with the project team and the client of the project where
applicable. This meeting is the time to establish common
goals and the purpose of the project.

Suggested additional reading on project kick-off meeting

https://bit.ly/3uqPuYd
https://bit.ly/3ur0YuQ

A133
Option A: Lean start-up canvas is a one-page template
designed to communicate a business plan with key
stakeholders in an efficient and effective manner

Suggested additional reading on Lean startup canvas

https://bit.ly/37wj4Ck
https://bit.ly/3jjtIiy
 A134
Option D: A project brief communicates the reason and
approach for a project and the processes that will be
used to manage it. It’s not as detailed as a project plan,
though it’s up there in importance.

Suggested additional reading on the project brief

https://bit.ly/3DVxnwm
https://bit.ly/3r9CGTS

A135
Option C: The Project Management Body of Knowledge is a
set of standard terminology and guidelines for project
management. The body of knowledge evolves over time
and is presented in A Guide to the Project Management
Body of Knowledge, a book whose seventh edition was
released in 2021

Suggested additional reading on Project Management Body

of Knowledge (PMBOK)
https://bit.ly/3JowjlZ
https://bit.ly/3umKROM
 A136
Option C: According to the Project Management Body of
Knowledge, Project Quality includes the processes and
activities that determine quality policies, objectives, and
responsibilities so that the project will satisfy the needs
for which it was undertaken.

Suggested additional reading on project quality

https://bit.ly/3unNEHm
https://bit.ly/3KkvEmR

A137
Option B: A risk breakdown structure, or RBS for short, is a
hierarchical chart that breaks down project risks starting
with higher-level categories and continuing down into sub-
levels of risk.

Suggested additional reading on Risk breakdown structure

https://bit.ly/3umS4ym
https://bit.ly/3LREhpn
 A138
Option D: Risk transfer is a risk reduction method that
shifts the risk from the project to another party. The
purchase of insurance on certain items is a risk-transfer
method. The risk is transferred from the project to the
insurance company.

Suggested additional reading on risk transfer

https://bit.ly/373Oj85
https://bit.ly/3jlDi4x

A139
Option C: Risk avoidance is the act of taking some sort of
action or putting plans in place that will greatly reduce the
likelihood of the risk event even happening, not just reducing
its impact. Planning to accept a risk and working on reducing
it's impact is called risk minimization/mitigation.

Suggested additional reading on risk avoidance

https://bit.ly/3JqyCVq
https://bit.ly/3rfwiKR
 A140
Option D: A project specification is a document, used for
successful project management, which defines the
management plan of a project as a whole. It lists the
needs, objectives, constraints, expected features,
deadlines, and budget as accurately as possible

Suggested additional reading on project specifications

https://bit.ly/3JrrZSO
https://bit.ly/3xbYrWT

A141
Option B: The Wideband Delphi estimation method is a
consensus-based technique for estimating effort.

Suggested additional reading on Wideband Delphi

https://bit.ly/3LUT82u
https://bit.ly/3JpsY6d
 A142
Option A: waste activities consume resources and or time
without adding value. The concept of 8 kinds of waste
was developed by Taichi Ohno as part of Lean Work
Process Management. This had been an integral part of
TPS philosophy since then.

Suggested additional reading on waste activities

https://bit.ly/3rafN2Q
https://bit.ly/3ur1uZO

A143
Option A: Within Agile Project Management, Velocity
specifically defines what a team should be able to achieve
during a sprint. This is decided by reflecting on the past
three sprint cycles, in order to determine the predicted
velocity going forward in future sprints.

Suggested additional reading on Velocity in Project

Management
https://bit.ly/3v8bLc7
https://bit.ly/3rd1YQY
 A144
Option D: In project management, trend analysis is a
mathematical technique that uses historical results to
predict future outcomes. This is achieved by tracking
variances in cost and schedule performance. In this
context, it is a project management quality control tool.

Suggested additional reading on trend analysis

https://bit.ly/3umtjCn
https://bit.ly/3uoPcRz

A145
Option D: The phrase "the triple bottom line" was first
coined in 1994 by John Elkington. He highlighted that
companies should be preparing three different bottom
lines. One is the profit and loss account. The second is the
bottom line of a company's "people account". The third is
the bottom line of the company's "planet" account.

Suggested additional reading on the triple bottom line

https://bit.ly/3DUI9TL
https://bit.ly/379vhwZ
 A146
Option C: Status meeting help the project managers in
assessing what has been accomplished to date and
compare them with the planned activities. They allow
project managers in the assessment of current problem
areas and project risk areas; as well as communicating
critical project information with quick feedback.

Suggested additional reading on status meeting

https://bit.ly/3Km5Vue
https://bit.ly/376QxUf

A147
Option B: A stakeholder’s engagement assessment matrix
is a model which a project manager uses to judge
stakeholders’ current level of engagement with a project It
is a critical planning & monitoring tool while managing
stakeholder during a project.

Suggested additional reading on Stakeholder Engagement

Assessment Matrix
https://bit.ly/3NYGsZV
https://bit.ly/3xh10as
 A148
Option B: A scatter diagram is one of seven core tools in
project management. It is used to plan and monitor
operations to improve quality-related issues in an
organization. Scatter diagrams are graphical statistical
tools. They are simple to use and help in improving
business processes

Suggested additional reading on scatter diagram

https://bit.ly/35UEhpa
https://bit.ly/3JwMjTa

A149
Option A: According to the Project Management Institute,
an assumption is any project factor that is considered to
be true, real, or certain without empirical proof or
demonstration. Realistically speaking, it’s impossible to
plan a project without making a few assumptions. The key
is knowing how to spot those assumptions and putting
safeguards in place so that if any assumption is proven
false, the impact on project delivery will be minimal.

Suggested additional reading on project assumptions

https://bit.ly/37xiC6N
https://bit.ly/3NYG7q7
 A150
Option C: A daily stand-up meeting is an opportunity for
the project team to discuss a project’s progress at a high
level. These meetings last 15 minutes and allow each
contributor to report on their accomplishments since the
last stand-up meeting.
True to its name, all participants in stand-ups usually
remain standing to keep the meetings short and on-
topic. However, digital stand-ups are also possible.
Making sure there’s a repeatable agenda is the best way
to keep either format of a daily stand-up meeting
running smoothly.

Suggested additional reading on daily standup meetings

https://bit.ly/3jsnmgJ
https://bit.ly/3DUIqWN