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NEW QUESTION # 156
Project managers who lead by example and follow through on the commitments they make demonstrate the key interpersonal skill of:

• A. coaching
• B. leadership
• C. influencing
• D. motivation

Answer: C

Explanation:
Section: Volume B
Explanation/Reference:

NEW QUESTION # 157
A change log for communications can be used to communicate to the appropriate stakeholders that there are changes:

• A. And their impact to the project in terms of time, cost, and risk.
• B. In the scope verification processes.
• C. To the project management plan.
• D. To the risk register.

Answer: A

Explanation:
Explanation/Reference:
Explanation:
4.5.3.2 Change Log
A change log is used to document changes that occur during a project. These changes and their impact to the project in terms of time, cost, and risk, are communicated to the appropriate stakeholders. Rejected change requests are also captured in the change log.
13.3.1.3 Change Log
Described in Section 4.5.3.2. A change log is used to document changes that occur during a project.
These changes-and their impact on the project in terms of time, cost, and risk-are communicated to the appropriate stakeholders.

NEW QUESTION # 158
The following is a network diagram for a project.

The free float for Activity E is how many days?

• A. 0
• B. 1
• C. 2
• D. 3

Answer: B

NEW QUESTION # 159
Why is required in a project?

• A. Because a one-size-fits-all approach avoids complications and saves time.
• B. Project managers should apply every process in the PMBOK Guide to the project, so failoring is not requires.
• C. Because tailoring allows us to identify the techniques, procedures, and system practices used by those in the project.
• D. Because every project is unique and not every tool, technique, input, or output identified in the PMBOK Guide is required.

Answer: D

NEW QUESTION # 160
In which type of organizational structure are staff members grouped by specialty?

• A. Matrix
• B. Projectized
• C. Functional
• D. Balanced

Answer: C

NEW QUESTION # 161
The project has a current cost performance index of 0.80. Assuming this performance wi continue, the new estimate at completion is $1000. What was the original budget at completion for the project?

• A. $1250
• B. $1800
• C. $800
• D. $1000

Answer: C

NEW QUESTION # 162
At the end of the project, what will be the value of SV?

• A. Positive
• B. Zero
• C. Negative
• D. Greater than one

Answer: B

Explanation:
Section: Volume E

NEW QUESTION # 163
PMBOI Guide is a standard that describes:

• A. program management and project management processes.
• B. product-oriented and project management processes.
• C. product-oriented processes.
• D. project management processes.

Answer: D

NEW QUESTION # 164
Which of the following tools and techniques is used in the Verify Scope process?

• A. Expert judgment
• B. Inspection
• C. Variance analysis
• D. Decomposition

Answer: B

Explanation:
Section: Volume D

NEW QUESTION # 165
Which type of diagram includes groups of information and shows relationships between factors, causes, and objectives?

• A. Matrix
• B. Scatter
• C. Fishbone
• D. Affinity

Answer: A

Explanation:
Section: Volume E
Explanation:
Matrix diagrams. A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. The matrix diagram seeks to show the strength of relationships between factors, causes, and objectives that exist between the rows and columns that form the matrix.

NEW QUESTION # 166
A tool and technique used in the Develop Project Charter process is:

• A. analytical techniques
• B. expert judgment
• C. meetings
• D. change control tools

Answer: B

Explanation:
Section: Volume B
Explanation:
4.1.2.1 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization,

Consultants,

Stakeholders, including customers or sponsors,

Professional and technical associations,

Industry groups,

Subject matter experts (SME), and

Project management office (PMO).

4.1.3.1 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer's needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:
Project purpose or justification,

Measurable project objectives and related success criteria,

High-level requirements,

Assumptions and constraints,

High-level project description and boundaries,

High-level risks,

Summary milestone schedule,

Summary budget,

Stakeholder list,

Project approval requirements (i.e., what constitutes project success, who decides the project is successful,

and who signs off on the project),
Assigned project manager, responsibility, and authority level, and

Name and authority of the sponsor or other person(s) authorizing the project charter.

Process: 4.1. Develop Project Charter
Definition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Key Benefit: The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.
Inputs
1. Project statement of work
2. Business case
3. Agreements
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
1. Project charter

NEW QUESTION # 167
Which Perform Quality Assurance tool or technique is used to identify a problem, discover the underlying causes that lead to it, and develop preventative actions?

• A. Inspection
• B. Root cause analysis
• C. Design of experiments
• D. Quality audits

Answer: B

Explanation:
Explanation/Reference:
Explanation:
Root cause analysis. Root-cause analysis is a specific technique used to identify a problem, discover the underlying causes that lead to it, and develop preventive action.
Process: 8.2 Perform Quality Assurance
Definition: The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
Key Benefit: The key benefit of this process is that it facilitates the improvement of quality processes.
Inputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality control measurements
5. Project documents
Tools & Techniques
1. Quality management and control tools
2. Quality audits
3. Process analysis
Outputs
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Organizational process assets updates

NEW QUESTION # 168
Which document describes the necessary information to determine if a project is worth the required investment?

• A. Cost baseline
• B. Business case
• C. Memorandum of understanding
• D. Service level agreement

Answer: B

Explanation:
Section: Volume A
Explanation/Reference:
Explanation:
4.1.1.2 Business Case
The business case or similar document describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost-benefit analysis are contained in the business case to justify and establish boundaries for the project, and such analysis is usually completed by a business analyst using various stakeholder inputs. The sponsor should agree to the scope and limitations of the business case. The business case is created as a result of one or more of the following:
Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to

gasoline shortages),
Organizational need (e.g., due to high overhead costs a company may combine staff functions and

streamline processes to reduce costs.),
Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new

industrial park),
Technological advance (e.g., an airline authorizing a new project to develop electronic tickets instead of

paper tickets based on technological advances),
Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic

materials),
Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact), or

Social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide

potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera).
Each of the examples in this list may contain elements of risk that should be addressed. In the case of multiphase projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits. In the early stages of the project life cycle, periodic review of the business case by the sponsoring organization also helps to confirm that the project is still aligned with the business case. The project manager is responsible for ensuring that the project effectively and efficiently meets the goals of the organization and those requirements of a broad set of stakeholders, as defined in the business case.

NEW QUESTION # 169
The following is a network diagram for a project.

The free float for Activity E is how many days?

• A. 0
• B. 1
• C. 2
• D. 3

Answer: B

NEW QUESTION # 170
Stakeholder identification and engagement should begin during what phase of the project?

• A. After the project management plan is completed
• B. As soon as the project charter has been approved
• C. After the stakeholder engagement plan is completed
• D. After the communications management plan is completed

Answer: B

NEW QUESTION # 171
The process of identifying the stakeholders' information needs is completed during:

• A. Manage Stakeholder Expectations.
• B. Identify Stakeholders.
• C. Stakeholder Analysis.
• D. Plan Communications.

Answer: D

Explanation:
Section: Volume D
Explanation:
Process: 10.1 Plan Communications Management
Definition: The process of developing an appropriate approach and plan for project communications based on stakeholder's information needs and requirements, and available organizational assets.
Key Benefit: The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with stakeholders.
Inputs
1. Project management plan
2. Stakeholder register
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Communication requirements analysis
2. Communication technology
3. Communication models
4. Communication methods
5. Meetings
Outputs
1. Communications management plan
2. Project documents updates

NEW QUESTION # 172
Processes in the Initiating Process Group may be completed at the organizational level and be outside of the project's:

• A. Level of control.
• B. Communication channels.
• C. Scope.
• D. Strategic alignment.

Answer: A

NEW QUESTION # 173
Which is an input to the Scope Verification Process?

• A. Requested changes
• B. Performance report
• C. Work breakdown structure
• D. Project scope statement

Answer: D

NEW QUESTION # 174
What process determines which risks might affect the project?

• A. Quantitative risk analysis
• B. Plan Risk Management
• C. Identify Risks
• D. Qualitative risk analysis

Answer: C

Explanation:
Explanation/Reference:
Explanation:
Process: 11.2 Identify Risks
Definition: The process of determining which risks may affect the project and documenting their characteristics.
Key Benefit: The key benefit of this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.
Inputs
1. Risk management plan
2. Cost management plan
3. Schedule management plan
4. Quality management plan
5. Human resource management plan
6. Scope baseline
7. Activity cost estimates
8. Activity duration estimates
9. Stakeholder register
10.Project documents
11.Procurement documents
12.Enterprise environmental factors
13.Organizational process assets
Tools & Techniques
1. Documentation reviews
2. Information gathering techniques
3. Checklist analysis
4. Assumptions analysis
5. Diagramming techniques
6. SWOT analysis
7. Expert judgment
Outputs
1. Risk register
11.2.3.1 Risk Register
The primary output from Identify Risks is the initial entry into the risk register. The risk register is a document in which the results of risk analysis and risk response planning are recorded. It contains the outcomes of the other risk management processes as they are conducted, resulting in an increase in the level and type of information contained in the risk register over time. The preparation of the risk register begins in the Identify Risks process with the following information, and then becomes available to other project management and risk management processes:
List of identified risks. The identified risks are described in as much detail as is reasonable. A structure

for describing risks using risk statements may be applied, for example, EVENT may occur causing IMPACT, or If CAUSE exists, EVENT may occur leading to EFFECT. In addition to the list of identified risks, the root causes of those risks may become more evident. These are the fundamental conditions or events that may give rise to one or more identified risks. They should be recorded and used to support future risk identification for this and other projects.
List of potential responses. Potential responses to a risk may sometimes be identified during the

Identify Risks process. These responses, if identified in this process, should be used as inputs to the Plan Risk Responses process.

NEW QUESTION # 175
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