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											Q1.The process of obtaining seller responses, selecting a seller, and awarding a contract is called:
 - A:   Close Procurements.
 - B:   Control Procurements.
 - C:   Plan Procurements.
 - D:   Conduct Procurements.

 solution: D

Explanation:
Process: 12.2 Conduct Procurements
Definition: The process of obtaining seller responses, selecting a seller, and awarding a contract.
Key Benefit: The key benefit of this process is that it provides alignment of internal and external stakeholder
expectations through established agreements.
Inputs 
1. Procurement management plan
2. Procurement documents
3. Source selection criteria
4. Seller proposals
5. Project documents
6. Make-or-buy decisions
7. Procurement statement of work
8. Organizational process assets
Tools & Techniques 
1. Bidder conference
2. Proposal evaluation techniques
3. Independent estimates
4. Expert judgment
5. Advertising
6. Analytical techniques
7. Procurement negotiations
Outputs
1. .Selected sellers
2. .Agreements
3. .Resource calendars
4. .Change requests
5. .Project management plan updates
6. .Project documents updates


Q2.Impacts to other organizational areas, levels of service, and acceptance criteria are typical components of
which document?
 - A:   Business case
 - B:   Work breakdown structure
 - C:   Requirements documentation
 - D:   Risk register

 solution: C

Explanation:
5.2.3.1 Requirements Documentation
Requirements documentation describes how individual requirements meet the business need for the project.
Requirements may start out at a high level and become progressively more detailed as more about the
requirements is known. Before being baselined, requirements need to be unambiguous (measurable and
testable), traceable, complete, consistent, and acceptable to key stakeholders. The format of a requirements
document may range from a simple document listing all the requirements categorized by stakeholder and
priority, to more elaborate forms containing an executive summary, detailed descriptions, and attachments.
Components of requirements documentation can include, but, are not limited to:
[PIC-1]
Business requirements, including:
○ Business and project objectives for traceability;
○ Business rules for the performing organization; and
○ Guiding principles of the organization
 "¢  Stakeholder requirements, including:
○ Impacts to other organizational areas;
○ Impacts to other entities inside or outside the performing organization; and
○ Stakeholder communication and reporting requirements.
"¢  Solution requirements, including:
○ Functional and nonfunctional requirements;
○ Technology and standard compliance requirements;
○ Support and training requirements;
○ Quality requirements; and
○ Reporting requirements, etc. (solution requirements can be documented textually, in models, or both).
[PIC-2]
Project requirements, such as:
○ Levels of service, performance, safety, compliance, etc.; and
○ Acceptance criteria.
[PIC-3]
Transition requirements.
[PIC-4]
Requirements assumptions, dependencies, and constraints.


Q3.Which Process Group includes the Manage Stakeholder Engagement process?
 - A:   Executing
 - B:   Planning
 - C:   Monitoring and Controlling
 - D:   Initiating

 solution: A

Explanation:
Executing Process Group
4.3 Direct and Manage Project Work
8.2 Perform  Quality Assurance
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10.2 Manage Communications
12.2 Conduct Procurements
13.3 Manage Stakeholder Engagement
13.3 Manage Stakeholder Engagement
Definition: The process of communicating and working with stakeholders to meet their needs/expectations,
address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout
the project life cycle.
Key Benefit: The key benefit of this process is that it allows the project manager to increase support and
minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
Inputs
1. Stakeholder management plan
2. Communications management plan
3. Change log
4. Organizational process assets
Tools & Techniques
1. Communication methods
2. Interpersonal skills
3. Management skills
Outputs
1. Issue log
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates


Q4.Funding limit reconciliation is a tool and technique of which Project Cost Management process?
 - A:   Estimate Costs
 - B:   Control Costs
 - C:   Plan Cost Management
 - D:   Determine Budget

 solution: D

Explanation:
7.3.2.5 Funding Limit Reconciliation
The expenditure of funds should be reconciled with any funding limits on the commitment of funds for the
project.
A variance between the funding limits and the planned expenditures will sometimes necessitate the
rescheduling of work to level out the rate of expenditures. This is accomplished by placing imposed date
constraints for work into the project schedule.
Process: 7.3 Determine Budget
Definition:  The process of aggregating the estimated costs of individual activities or work packages to
establish an authorized cost baseline.
Key Benefit: The key benefit of this process is that it determines the cost baseline against which project
performance can be monitored and controlled.
Inputs
1. Cost management plan
2. Scope baseline
3. Activity cost estimates
4. Basis of estimates
5. Project schedule
6. Resource calendars
7. Risk register
8. Agreements
9. Organizational process assets
Tools & Techniques
1. Cost aggregation
2. Reserve analysis
3. Expert judgment
4. Historical relationships
5. Funding limit reconciliation
Outputs
1. Cost baseline
2. Project funding requirements
3. Project documents updates


Q5.A project manager requesting industry groups and consultants to recommend project intervention is relying on:
 - A:   Communication models.
 - B:   Stakeholder participation.
 - C:   Expert judgment
 - D:   Enterprise environmental factors.

 solution: C

Explanation:
4.1.2.1 Expert Judgment
Definition: 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:
[PIC-5]
Other units within the organization,
[PIC-6]
Consultants,
[PIC-7]
Stakeholders, including customers or sponsors,
[PIC-8]
Professional and technical associations,
[PIC-9]
Industry groups,
[PIC-10]
Subject matter experts (SME), and
[PIC-11]
Project management office (PMO).


Q6.Tools and techniques used in Direct and Manage Project Work include:
 - A:   Process analysis and expert judgment
 - B:   Analytical techniques and a project management information system
 - C:   Performance reviews and meetings
 - D:   Expert judgment and meetings

 solution: D

Explanation:
4.3.2.3 Meetings
Meetings are used to discuss and address pertinent topics of the project when directing and managing project
work. Attendees at the meetings may include the project manager, the project team and appropriate
stakeholders involved or affected by the topics addressed. Each attendee should have a defined role to ensure
appropriate participation. Meetings tend to be one of three types:
[PIC-14]
Information exchange;
[PIC-15]
Brainstorming, option evaluation, or design; or
[PIC-16]
Decision making.
Meeting types should not be mixed as a best practice. Meetings should be prepared with a well-defined
agenda, purpose, objective, and time frame and should be appropriately documented with meeting minutes and
action
items. Meeting minutes should be stored as defined in the project management plan. Meetings are most
effective when all participants can be face-to-face in the same location. Virtual meetings can be held using
audio and/or video conferencing tools, but generally require additional preparation and organization to achieve
the same effectiveness of a face-to-face meeting.
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:
[PIC-17]
Other units within the organization,
[PIC-18]
Consultants,
[PIC-19]
Stakeholders, including customers or sponsors,
[PIC-20]
Professional and technical associations,
[PIC-21]
Industry groups,
[PIC-22]
Subject matter experts (SME), and
[PIC-23]
Project management office (PMO).
Process: 4.3. Direct and Manage Project Work
Definition: The process of leading and performing the work defined in the project management plan and
implementing approved changes to achieve the project's objectives.
Key Benefit: The key benefit of this process is that it provides overall management of the project work.
Inputs
1. Project management plan
2. Approved change requests
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Project management information system
3. Meetings
Outputs
1. Deliverables
2. Work performance data
3. Change requests
4. Project management plan updates
5. Project documents updates


Q7.In complex projects/ initiating processes should be completed:
 - A:   Within a work package.
 - B:   In each phase of the project.
 - C:   To estimate schedule constraints.
 - D:   To estimate resource allocations.

 solution: B



Q8.The degree, amount, or volume of risk that an organization or individual will withstand is called risk:
 - A:   appetite
 - B:   tolerance
 - C:   threshold
 - D:   management

 solution: B



Q9.The following is a network diagram for a project.

[PIC-12]

What is the critical path for the project?
 - A:   A-B-D-G
 - B:   A-B-E-G
 - C:   A-C-F-G
 - D:   A-C-E-G

 solution: C



Q10.The following is a network diagram for a project.


[PIC-13]

The total float for the project is how many days?
 - A:   3
 - B:   5
 - C:   7
 - D:   9

 solution: A