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NEW QUESTION 131
Which process involves identifying and documenting the logical relationships between project activities?
- A. Develop Schedule
- B. Applying leads and lags
- C. Create WBS
- D. Sequence Activities
Answer: D
Explanation:
Section: Volume D
Explanation:
Process: 6.3 Sequence Activities
Definition: The process of identifying and documenting relationships among the project activities.
Key Benefit: The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.
Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Milestone list
5. Project scope statement
6. Enterprise environmental factors
7. Organizational process assets
Tools & Techniques
1. Precedence diagramming method (PDM)
2. Dependency determination
3. Leads and lags
Outputs
1. Project schedule network diagrams
2. Project documents updates
NEW QUESTION 132
Units of measure, level of precision, level of accuracy, control thresholds, and rules of performance measurement are examples of items that are established in the:
- A. Work performance information.
- B. Work breakdown structure.
- C. Quality management plan.
- D. Cost management plan.
Answer: D
NEW QUESTION 133
Which tool or technique can a project manager use to select in advance a team member who will be crucial to the task?
- A. Virtual team
- B. Acquisition
- C. Pre-assignment
- D. Negotiation
Answer: C
Explanation:
Explanation/Reference:
Explanation:
9.2.2.1 Pre-assignment
When project team members are selected in advance, they are considered pre-assigned. This situation can occur if the project is the result of specific people being identified as part of a competitive proposal, if the project is dependent upon the expertise of particular persons, or if some staff assignments are defined within the project charter.
NEW QUESTION 134
In an adaptive project environment, which action helps the project manager ensure that the team is comfortable with changes?
- A. Having control over the planning and delivery of the products without delegating decisions
- B. Selecting different team members to take the project manager role during reviews with stakeholders
- C. Asking the control change board to approve changes before notifying the team
- D. Giving access to information to the team and frequent team checkpoints
Answer: D
NEW QUESTION 135
What major skill sets comprise the PMI Talent Triangle?
- A. Leadership, operational management, and technical project management
- B. Technical project management, leadership, and strategic and business management
- C. Organizational management, operational management, and technology management
- D. Technical project management, technology management, and strategic and business management
Answer: B
Explanation:
Section: Volume E
Explanation/Reference: https://www.pmi.org/learning/training-development/talent-triangle#:~:text=The%20ideal%20skill%
20set%20%E2%80%94%20the,%E2%80%94%20and%20now%2C%20digital%20skills.
NEW QUESTION 136
Change requests are an output from which Project Integration Management process?
- A. Develop Project Management Plan
- B. Close Project
- C. Develop Project Charter
- D. Direct and Manage Project Execution
Answer: D
NEW QUESTION 137
Regression analysis, failure mode and effect analysis (FMEA), fault tree analysis (FTA), and trend analysis are examples of which tool or technique?
- A. Analytical techniques
- B. Expert judgment
- C. Earned value management
- D. Forecasting methods
Answer: A
Explanation:
Explanation/Reference:
Explanation:
4.4.2.2 Analytical Techniques
Analytical techniques are applied in project management to forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables. Examples of analytical techniques used in projects are:
Regression analysis,
Grouping methods,
Causal analysis,
Root cause analysis,
Forecasting methods (e.g., time series, scenario building, simulation, etc.),
Failure mode and effect analysis (FMEA),
Fault tree analysis (FTA),
Reserve analysis,
Trend analysis,
Earned value management, and
Variance analysis.
NEW QUESTION 138
What conflict resolution technique involves delaying the issue or letting others resolve it?
- A. Smooth/accommodate
- B. Withdraw/avoid
- C. Collaborate/problem solve
- D. Force/direct
Answer: B
NEW QUESTION 139
What is the most accurate rough order of magnitude (ROM)?
- A. In the Closing phase, the estimate is in the range of +/- 15%.
- B. In the Initiation phase, the estimate is in the range of +/- 50%.
- C. In the Monitoring and Controlling phase, the estimate is in the range of +/- 15%.
- D. In the Planning phase, the estimate is in the range of +/- 50%.
Answer: B
Explanation:
Explanation/Reference:
Explanation:
A rough order of magnitude (ROM) estimate is the least accurate estimate. A Guide to the Project Management Body of Knowledge (The PMBOK® Guide), 5th Edition gives the guidelines that ROMs are -
50% to +50% accurate, the PMBOK Guide 5th Edition gives the guidelines that ROMs are -25% to +75% accurate, or potentially even larger. It should be noted that stated percentages are not the main takeaway are not likely specifically tested on; it is more the concept and idea that ROMs are a rough estimate, are used early in the project when info is limited, and are hence the least accurate.
NEW QUESTION 140
Which of the following best correspond to the organizational process assets (OPAs) that affect the project?
- A. Resource availability and employee capability
- B. Marketplace conditions and legal restrictions
- C. Information technology software and employee capability
- D. Policies and lessons learned from other projects
Answer: D
Explanation:
Section: Volume E
NEW QUESTION 141
Which document describes the necessary information to determine if a project is worth the required investment?
- A. Service level agreement
- B. Memorandum of understanding
- C. Cost baseline
- D. Business case
Answer: D
Explanation:
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 142
Reserve analysis is a tool and technique used in which process?
- A. Control Risks
- B. Plan Risk Responses
- C. Identify Risks
- D. Plan Risk Management
Answer: A
Explanation:
Section: Volume A
Explanation:
11.6.2.5 Reserve Analysis
Throughout execution of the project, some risks may occur with positive or negative impacts on budget or schedule contingency reserves. Reserve analysis compares the amount of the contingency reserves remaining to the amount of risk remaining at any time in the project in order to determine if the remaining reserve is adequate.
Process: 11.6 Control Risks
Definition: The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.
Key Benefit: The key benefit of this process is that it improves efficiency of the risk approach throughout the project life cycle to continuously optimize risk responses.
Inputs
1. Project management plan
2. Risk register
3. Work performance data
4. Work performance reports
Tools & Techniques
1. Risk reassessment
2. Risk audits
3. Variance and trend analysis
4. Technical performance measurement
5. Reserve analysis
6. Meetings
Outputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
6.5.2.6 Reserve Analysis
Duration estimates may include contingency reserves, sometimes referred to as time reserves or buffers, into the project schedule to account for schedule uncertainty. Contingency reserves are the estimated duration within the schedule baseline, which is allocated for identified risks that are accepted and for which contingent or mitigation responses are developed. Contingency reserves are associated with the "known-unknowns," which may be estimated to account for this unknown amount of rework.
As more precise information about the project becomes available, the contingency reserve may be used, reduced, or eliminated. Contingency should be clearly identified in schedule documentation.
[..]
Estimates may also be produced for the amount of management reserve of time for the project. Management reserves are a specified amount of the project duration withheld for management control purposes and are reserved for unforeseen work that is within scope of the project. Management reserves are intended to address the "unknown-unknowns" that can affect a project. Management reserve is not included in the schedule baseline, but it is part of the overall project duration requirements. Depending on contract terms, use of management reserves may require a change to the schedule baseline.
NEW QUESTION 143
At what stages of a project should the Identify Stakeholders process be performed?
- A. At the beginning of the project only
- B. Only when the project manager is concerned about stakeholder satisfaction
- C. When the project charter is produced, at the beginning of each phase, and when significant changes occur
- D. When beginning each phase of the project
Answer: A
NEW QUESTION 144
Which type of analysis systemically gathers and analyzes qualitative and quantitative information to determine which interests should be taken into account throughout the project?
- A. Product
- B. Stakeholder
- C. Research
- D. Cost-benefit
Answer: B
NEW QUESTION 145
Which of the following is an estimating technique that uses the values of parameters from previous similar projects for estimating the same parameter or measure for a current project?
- A. Parametric estimating
- B. Reserve analysis
- C. Analogous estimating
- D. Three-point estimating
Answer: C
Explanation:
Section: Volume E
Explanation:
7.2.2.2 Analogous Estimating
Analogous cost estimating uses the values such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous, similar project as the basis for estimating the same parameter or measurement for a current project. When estimating costs, this technique relies on the actual cost of previous, similar projects as the basis for estimating the cost of the current project. It is a gross value estimating approach, sometimes adjusted for known differences in project complexity.
Analogous cost estimating is frequently used to estimate a value when there is a limited amount of detailed information about the project, for example, in the early phases of a project. Analogous cost estimating uses historical information and expert judgment
NEW QUESTION 146
What tool should a project manager use to efficiently manage project resources?
- A. Resource breakdown structure
- B. List of project resources
- C. Resource requirements
- D. Resources detailed in the project scope
Answer: B
NEW QUESTION 147
Which of the following are outputs from the process of creating a work breakdown structure (WBS)?
- A. Scope baseline and work performance information
- B. Accepted deliverables and enterprise environmental factors
- C. Project scope statement and accepted deliverables
- D. Scope baseline and project documents update
Answer: D
Explanation:
Section: Volume E
Explanation/Reference: https://4squareviews.com/2018/04/13/6th-edition-pmbok-guide-process-5-4-create-wbs-outputs/
NEW QUESTION 148
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