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Which of the following is the definition of "duration"?

A.) It is the elapsed time from start to end of a schedule activity.
B.) It is a setting in the PMIS.
C.) Duration is the total number of workdays required to complete a schedule activity.
D.) Duration is the SP while "effort" is how much actual work it takes for a resource to perform an activity.

================= Question 2 =================

All of the following are part of the 7 Basic tools of Quality, except:

A.) Control Charts
B.) Histograms
C.) Quality Audits
D.) Pareto Chart

================= Question 3 =================

You are the project manager for the Gold project. This is a highly risky and vital project for the company. Because of this you recommend to management to buy insurance for a particular risk that might occur. What are you recommending?

A.) Risk Transfer
B.) Risk Mitigation
C.) Risk Sharing
D.) Risk Reduction

================= Question 4 =================

Your sponsor calls you into his office and asks you to present a high-level schedule of the project at tomorrow's senior management meeting. He requests that you do not just present it as a simple list of milestones, but instead he would like to see an overview that also shows the dependencies between the milestones. What type of diagram will you be presenting the next day?

A.) A Constraint-Loaded Milestones Diagram (CLMD)
B.) A Milestones Breakdown Structure (MBS)
C.) A Project Schedule Network Diagram in PDM format using Milestones as nodes.
D.) A Milestone Attribute List

================= Question 5 =================

All of the following are projects, except...

A.) Planning a trip to visit Guatemala
B.) Installing a server on the company network
C.) Building your dream house
D.) Manufacturing bicycles

================= Question 6 =================

You are the project manager for the Silver project. You have been brought on to this project in the very early stages and you have been asked to write the charter for it. Over the past 10 days you have met with a number of stakeholders, received their input and you are now ready to have the charter signed. You have the charter in your hand and you are leaving your office. Who will you go see for the signature?

A.) Project Sponsor
B.) The Chief Executive Officer of your company
C.) All Project Stakeholders
D.) The Project Management Team

================= Question 7 =================

You are creating at a Project Schedule Network Diagram on which you can only use finish-to-start relationships. In which style are you drawing this network diagram?

A.) Arrow Diagramming Method
B.) Precedence Diagramming Method
C.) Arrow Dispersal Method
D.) AON

================= Question 8 =================

Your project has met with an unexpected problem. An important component of your final product has been lost in shipping. Your supplier has been informed and it will take them 10 days to produce and deliver this component again. However, you have an important trade show coming up in 3 days at which your product will have to be shown. You are now bringing your team together for a all-hands meeting. The goal is to make the product work without this component for the trade show.  What are you trying to create?

A.) An updated risk register
B.) A risk mitigation strategy
C.) A workaround
D.) A risk transference plan

================= Question 9 =================

You notice during the team meeting that there seems to be "something in the air" about a technical problem on the project. Two of your team members are making odd remarks at each other and their body language signals a problem to you. After the team meeting you invite both of them into your office to confront the problem. What is your approach.

A.) You listen to both of their stories and then tell them that it is only half as bad as they think. They should sleep on it and reconsider tomorrow.
B.) You tell them that their behaviour is outside of the acceptable norm. Then you listen to both of their arguments and you decide which of their arguments has more weight. You instruct them to follow this path.
C.) As you walk into your office you tell them that you forgot an important meeting with the CIO. You tell them that you will get back to them later.
D.) You give each an opportunity to talk about the issue. Then you all proceed to lay out the possibilities on flipcharts to define your path.

================= Question 10 =================

What is the difference between quality and grade?

A.) Quality is conformance to requirements while grade refers to different technical characteristics of the product or service.
B.) Grade is conformance to requirements while quality refers to different technical characteristics of the product or service.
C.) Quality and grade are the same.
D.) Grade refers to the technical descriptions of quality.

================= Question 11 =================

What does Theory X refer to?

A.) A grouping of human needs
B.) Management assumes employees are inherently lazy
C.) Management assumes employees may be ambitious
D.) Management assumes responsibility over the corporate direction.

================= Question 12 =================

You have just been assigned as the project manager of a new project. As you are getting ready to lay out your approach you decide to follow the plan-do-check-act cycle. What quality "guru" has defined this cycle?

A.) Juran
B.) Deming
C.) Kaizen
D.) Crosby

================= Question 13 =================

All of the following have "Organizational Process Assets" as an Input or Output, except...

A.) Develop Project Charter
B.) Develop Preliminary Project Scope Statement
C.) Develop Project Management Plan
D.) Direct and Manage Project Execution

================= Question 14 =================

Which of the following are the Triple Constraints?

A.) Product Scope, Time and Cost.
B.) Project Quality, Time and Cost.
C.) Project Quality, Schedule and Scope.
D.) Project Scope, Time and Cost.

================= Question 15 =================

In which way are the results of a sensitivity analysis normally displayed?

A.) Logic Diagram.
B.) Influence Diagram.
C.) Arrow Diagramming Method.
D.) Tornado Diagram.

================= Question 16 =================

A project has the following Earned Value information:

CV: $ -50,000
AC: $ 200,000
SPI: 0.98
BAC: $ 730,000

What is the project's Earned Value (EV)?

A.) $ 250,000.
B.) 1.12.
C.) $ 150,000.
D.) $ 680,000.

================= Question 17 =================

Which of the following is a hierarchical depiction of the work to be performed on the project:

A.) RBS
B.) OBS.
C.) Scope Diagram
D.) WBS

================= Question 18 =================

As a project customer, when is your influence over the project result at its greatest?

A.) During Quality Assurance
B.) During Scope Definition
C.) During Monitoring and Controlling
D.) At the end of the project

================= Question 19 =================

Which are the correct Project Management Performance Domains?

A.) Self Actualization, Esteem, Social, Safety, Physiological
B.) Integration, Scope, Time, Cost, Quality, Human Resources, Communications, Risk, Procurement
C.) Plan, Do, Check, Act
D.) Initiating, Planning, Executing, Monitoring & Controlling, Closing, Professional and Social Responsibility

================= Question 20 =================

Your project is behind schedule. To make up for lost time you decide to process several task in parallel, even though you would normally processes them one after the other. What is this called?

A.) Lagging
B.) Schedule Compression
C.) Crashing
D.) Schedule Performance Improvement

================= Question 21 =================

Your project has just finished. What type of work have you spent most of your time on?

A.) Planning
B.) Executing
C.) Communicating
D.) Monitoring

================= Question 22 =================

Errors on your project have been reduced to 3 per 1000. What sigma does this represent?

A.) 1 Sigma
B.) 2 Sigma
C.) 3 Sigma
D.) 6 Sigma

================= Question 23 =================

Your customer has asked you for an order of magnitude estimate. You estimate that the project will be around $1000. What is your response to the customer?

A.) $1000
B.) $900 - $1250
C.) $760 - $1600
D.) $1000 - $2000

================= Question 24 =================

Your project brings together team members from all over your company. Some are from accounting, some from operations and others again from sales and marketing. Although they report to you on questions regarding the project they will continue to perform their usual work for their "home" departments at 40% of the time. Never the less, it has been decided that for the time of the project all of these team members will move their desks to the third floor of the company's main building. What type of organizational structure do you have on your project. 

A.) Collocation
B.) Projectized
C.) Matrix
D.) Functional

================= Question 25 =================

What does Herzberg's theory discuss?

A.) Communication
B.) Hygiene factors
C.) Self Actualization
D.) Statistical Sampling

================= Question 26 =================

Your company owns an asset with an original value of $1,000. This asset will be depreciated using the double declining balance method over the period of 5 years. What is the dollar value of the annual depreciation in year 2?

A.) $300
B.) $145
C.) $240
D.) $86.50

================= Question 27 =================

Who signs the Project Charter?

A.) The Project Sponsor
B.) Management
C.) The Project Manager
D.) The Project Team

================= Question 28 =================

Your earned value data on the project looks as follows: EAC = 100,000. ETC = 40,000, SPI = 1.0, CV = -5,000. Which of the following is correct?

A.) The project is behind schedule and over budget
B.) The project ahead of schedule and under budget
C.) The project is on schedule and over budget
D.) The Project is on schedule and under budget

================= Question 29 =================

Your team is in the norming stage, when two team members are exchanged because of resource constraints. What happens?

A.) The team continues with the Norming stage
B.) The team will go straight to Performing
C.) The team goes back to Storming
D.) The team goes back to Forming

================= Question 30 =================

There are several problems that have occurred on your project last week. It seems to you, that they might all have the same underlying cause. What tool do you use to analyze and visualize this?

A.) Pareto Diagram
B.) Ishikawa Diagram
C.) Process Flow Diagram
D.) Affinity Diagram

RESPOSTAS

Answer 1: C.) is the correct definition of Duration according to the PMBOK Guide.

Answer 2: C.) is correct. Quality audit is a tool from Quality Assurance, while the 7 basic tools are part of Quality Control.

Answer 3: A.) is correct. By buying insurance you are reassigning the negative effect of this risk to a third party. Therefore you are transferring the risk.

Answer 4: C.) is correct. The best way to show dependencies between events (in our case between milestones) is to display them as a Network Diagram in the Precedence Diagramming Method. Each Milestone is displayed as a box and dependencies are shown as arrows.

Answer 5: D.) is correct. Manufacturing bicycles is a repetitive, operational process. The others are unique activities that have a beginning, end and a specific output.

Answer 6: B.) is correct. A project charter is normally signed by an authorized approver who is outside of the boundaries of the project. This ensures that authorization and funding is given from without and not from within the project. The Project Sponsor, Stakeholders and the Project Management Team are inside the boundaries of the project. While it may not be normal that the CEO signs a charter, in this question here, the CEO is the only person who is outside of the project boundaries and therefore the right person to sign it.

Answer 7: A.) is correct. The Arrow Diagramming Method (also known as arrow-on-node) is the only one of the diagramming methods that allows only the use of the finish-to-start dependencies.

Answer 8: C.) is correct. Your team is meeting to devise a way how they could make the product work even though components are missing. This is an unplanned response to a negative risk that has occurred, which is the definition of a workaround.

Answe 9r: D.) is correct. The best way to deal with a conflict is to confront it. Confronting means to resolve the problem.  Discussing the problem in a constructive way is the best approach. The other answers describe smoothing, withdrawal and forcing. Please note that the question says that you want to confront the problem. If the question had said that you want to smooth over the problem, then the "it's not so bad" answer would be correct.

Answer 10: A.) is correct. Quality is defined as how the characteristics of your product or service fulfill customer requirements. Grade refers to the technical rank or category - for instance, glass can be shatter proof or bullet proof.

Answer 11: B.) is correct. In Theory X, management assumes employees are inherently lazy and will avoid work if they can. Because of this, workers need to be closely supervised and comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control at each level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can.

Answer 12: B.) is correct. Deming made this approach popular. It is also known as the Shewhart-cycle.

Answer 13: D.) is correct. Questions like this one require you to remember the information about ITTOs from the PMBOK Guide.

Answer 14: D.) is correct. PMBOK Guide Page 8. Note that Answer A.) refers to the "PRODUCT Scope, Time and Cost.

Answer 15: D.) is correct. PMBOK Guide 3rd Edition Page 257 and 375. The tornado diagram is a typical display of the sensitivity analysis. In this question, I intentionally focused on something "obscure" in the PMBOK Guide to show you how important it is to read the Guide at least twice. Or to listen to the PM PrepCast.

Answer 16: C.) is correct.  You not only have to be able to use the standard 4 EV formulas, you also have to be able to "turn them around" and make them fit the question. The original formulas are:

CV = EV - AC
SV = EV - PV
CPI = EV / AC
SPI = EV / PV

However, the question is, how to calculate the EV and not CV, SV, CPI or SPI. So you must turn the formulas around:

EV = CV + AC
EV = SV + PV
EV = CPI * AC
EV = SPI * PV

Now you just plug in the numbers to get the answer.

Answer 17: D.) is correct.  Even though I did not use the exact definition from the PMBOK Guide, answer D is still the best one among the four.

Answer 18: B.) is correct.  The so-called influence curve shows that your influence over project results is greatest at the beginning of a project. For instance, it is simpler to add a third story to your new house on the drawing board than it is 3 weeks before construction is completed. In this question you not only need to understand this concept but you also have to realize that on the project timeline the process of Scope Definition is the earliest to be performed among the four answers.

Answer 19: D.) is correct.  The Performance Domains consist of the 5 Process Groups plus Professional and Social Responsibility.

Answer 20: B.) is correct.  To be precise: B isn't "correct", but B is the best answer that you can select. The term is called Fast Tracking and it is a schedule compression technique. Since Fast Tracking is not one of the available answers, Schedule Compression is the best one.

Answer 21: C.) is correct.  According to Harold Kerzner, a project manager spends 90% of his/her time communicating.

Answer 22: C.) is correct.  3 errors per 1000 means that you have 997 correct results. This is 99.7%, and 99.73% is the percentage attributed to 3 Sigma.

Answer 23: C.) is correct.  An order of magnitude estimate should be between -25% to +75% of the estimated cost. C is closest to this guideline.

Answer 24: C.) is correct. This is an example of a question that contains a lot of unnecessary and confusing information. All that you really need to know is that your project brings together people from around the company and that they report both to you and their functional manager. Therefore, this is a matrix organization. The fact that they will be working together on the 3rd floor is correctly identified as "Collocation", but this is not an organizational structure - it just explains that they work in the same area.

Answer 25: B.) is correct. Hygiene factors are part of Frederick Herzberg's theory on job motivation. Hygiene factors are job factors that can cause dissatisfaction if missing but do not necessarily motivate employees if increased. They have mostly to do with the job environment. These factors are important or notable only when they are lacking. Herzberg called them hygiene factors because they prevent dissatisfaction only when present instead of increasing satisfaction; just as hygiene prevents disease only when present rather than increasing well-being.

Answer 26: C.) is correct. The life-span of this asset is 5 years. Therefore, we would depreciate 20% yearly in a straight line. We are asked to use the double-declining balanced method, which means we have to depreciate twice that, which is 40%. So in the 1st year we depreciate 40% from $1,000. That is $400 and we now have a balance of 600. In the second year we will depreciate 40% of this $600 balance, which turns out to be $240.

Please don't confuse the life-span with "life-spam".

Answer 27: B.) is correct. The project  charter is signed (approved) by someone "external to the project boundaries". A., C. and D. are all stakeholders from inside the project boundaries, therefore the correct answer is B.)

Answer 28: C.) is correct. An SPI of 1.0 means that you are neither behind nor ahead of schedule. It means that you are exactly on track. The CV of -5,000 means that you are spending more money than planned. Therefore you are over budget.

Answer 29: D.) is correct. The development process on a team that exchanges or adds team members begins from the very start.

Answer 30: B.) is correct. The Ishikawa Diagram, also known as the cause-and-effect diagram is the tool of choice if you want to show causes and their root causes.

 Sucesso a todos na prova!