PCI Global Inc. PMP® Practice Exam

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1/10

The Director of Marketing of your company is sponsoring a project that matches your experience and background, especially in the technical area of the product. You have been identified as the Project Manager and you must commit the required resources to their assignments as rapidly as possible. Many of the Functional Managers that you approach for assistance are not impressed by the "Project Charter" and are slow to respond with people to do the work. You find out that some of these managers feel that the project you are assigned to has little chance for success and may be a waste of their resources. Your next approach should include

	A.	A strongly worded memo warning that failure to cooperate could lead the company into financial trouble with this project
	B.	Another round of meetings that stresses the requirements contained in the Project Charter, including approximate timeframes and deliverables
	C.	A presentation to the Functional Managers and their resources demonstrating the technical feasibility of the project and their preliminary assignments, including expected timeframes and deliverables
	D.	Enlisting the direct support of the Director of Marketing

9/10

Prior to project plan approval the customer requests a review of the project work breakdown structure (WBS) in order to determine if additional activities have been added to the project that are not necessary to complete the scope of work. The customer's review results in a request that the labor associated with "meetings" not be included in the final cost since meetings are not considered by them as part of product delivery. Although you may not agree that meetings are "out of scope" you have at least demonstrated which of the following?

	A.	The customer is not always right
	B.	The WBS is a project tool and should not be shared with project stakeholders
	C.	Planning processes often iterate several times due to negative attitudes
	D.	Communication with the project stakeholders is crucial in order to develop a common understanding of project scope

Gathering scores.....

Activity	Duration	Precedence
A	10	—
B	8	A
C	3	A
D	5	C
E	6	C
F	2	B,D,E

	A.	Planned Value (PV) for that activity
	B.	Sunk Value (SV) for that activity
	C.	Completed Value (CV) for that activity
	D.	Actual Cost (AC) for that activity

	A.	Team performance
	B.	Cost performance
	C.	Quality performance
	D.	Task performance

	A.	Scope Acceptance
	B.	Scope Control
	C.	Scope Closeout
	D.	Scope Verification

	A.	He is responsible to conduct his work in an ethical manner and you will be responsible for reporting his violations
	B.	Earned value accounting violations are commensurate with cost accounting violations and the customer should not be degraded or referred to as idiots
	C.	Fines and penalties
	D.	Penalties and possible disciplinary action

	A.	You are 50% complete
	B.	You are 6 months behind schedule
	C.	The estimated duration at completion will be 36 months, assuming perfect schedule performance for all remaining work
	D.	60% of work that was planned to date was actually accomplished

	A.	A "Bathtub Curve"
	B.	A Pareto Diagram
	C.	A Gantt Chart
	D.	A Control Chart

	A.	A Project Plan
	B.	A Purchase Order Request
	C.	An input to the Project Charter
	D.	A Scope Statement

	A.	A-B-F
	B.	A-C-D-F
	C.	A-C-E-F
	D.	A-B-C-D-E-F