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G e t p r e p a r e d f o r t h e P M P ® E x a m
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Resource buffer
Free buffer
Feeding buffer
Project buffer
1. The first project is a process optimization which would result in a cost reduction of $120,000 per year.
This benefit would be achieved immediately after the end of the project.
2. The second project would be the development of a new product which could produce the following net
profits after the end of the project:
1. year: $ 15,000
2. year: $ 125,000
3. year: $ 220,000
Assumed is a discount rate of 5% per year. Looking at the present values of the benefits of these
projects in the first 3 years, what is true?
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The measurements made at the end of the process yielded the following results:
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High-level risks
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Scope Statement
Requested Change
Documentation reviews
Diagramming techniques
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Make sure that all exit criteria of the consecutive phase have been met to ensure the flow of
communications in a team situation which is more complex by a factor of 2.
Make sure that all entry criteria of the previous phase have been met by planning and
performing a phase gate meeting to assess technical aptness.
Make sure that all exit criteria of the previous phase have been met by planning and
performing a phase gate meeting to assess technical performance.
Restructure your team and delegate tasks in order to ensure the flow of communications in a
team with the number of communication channels increased by a factor of 4.5.
He starts with 100 raw items which are made as metal castings. Out of this batch, 15 are found
leaking from micro-porosities in a subsequent pressure test. 6 of these housings can be recovered
by a special sealing process for raw castings.
The 91 housings are then being machined. After this process step 10 machined castings are found
leaking. 3 of these items can also be saved using another sealing process for machined castings.
The remaining 84 housings are getting mounted to the power plant pipe work. During a pressure
test after this process step it is found that 12 valves are leaking. Out of these a number of 6 valves
can be saved by replacing the sealing rings used.
Finally the project manager has 78 valves which he can use. What is true?
RTY = 0.84
RTY = 0.78
RTY = 0.91
RTY = 0.65
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The project has been cancelled while it was executed. At that time the project was behind
schedule and on budget.
The project's deliverables have all been finished. The project came in behind schedule but on
budget.
The project's deliverables have all been finished. The project came in ahead of schedule but on
budget.
The project's deliverables have all been finished. The project came in on schedule but over
budget.
It should describe how requirements activities will be planned, tracked, and reported.
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a chance to which no Expected Monetary Value can be assigned so that a likely pay-off can not
be shown.
a decision to which no Expected Monetary Value can be assigned so that a likely pay-off can
not be shown.
a chance to which an Expected Monetary Value may be assigned to calculate the most likely
pay-off.
a decision to which an Expected Monetary Value may be assigned to calculate the most likely
pay-off.
Quality audit
Deliverable inspection
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Which of the following techniques can ensure best that there is no dominating opinion during an
expert review?
Peer review
SWOT analysis
Delphi technique
Which is the PTA (= Point of total assumption, Break point) of the project?
$1,300,000
$1,500,000
$80,000
$1,125,000
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He discovers that two members assigned to the project have charged time without performing any
work for the project customer. Upon further investigation, he determines that this occurred because
there have been no other project assignments open for these employees. The customer is unaware
of these facts.
Try to find some productive work for these staff members in the project and leave them on the
team.
The best thing is to do nothing. The customer will not realize the problem anyway.
Try to find a responsible person for the over-assignment who can be made accountable.
Take the two people off the team immediately and arrange for the refund of the excess
charges to the customer.
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A statement of work describing the needs of the project in sufficient detail to enable vendors to
make suitable proposals
A statement of work specifying attributes and metrics of the requested deliverables in detail to
allow vendors submission of bids
The approved project scope statement, the WBS which should be broken down to Work
Package level and the WBS dictionary
The risk management plan and the reports from those risk management reviews which have
been made so far
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Communication planning
Network diagramming
You agree that the requested actions make really sense to the project, but believe that they
constitute a major change increasing the project scope. What should you do next?
Accept the request of the customer. Diligently document the additional costs and working hours
spent by yourself and the team on the implementation of the change and invoice these to the
customer at appropriate rates.
Perform Earned Value Analysis to assess the current status of the project and get all the
numbers you need to communicate the case to the Change Control Board which then will have
to make the best decision regarding the customer request.
Check the contract, the project charter, the scope statement and other documents related to
the project and the contract. Implement ADR (Alternative Dispute Resolution) procedures if the
conflict cannot be resolved otherwise.
Talk to the project sales department and find a joint solution with them how to best reject the
request considering the commercial and strategic value of the customer to the organization
you are working for.
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The company made a decision to book more staff and equipment from their subcontractors in order
to adhere to the agreed timeline. The customer agreed to this decision.
The contractor‘s indirect costs will increase and the customer‘s payment for them will increase,
too.
The contractor‘s indirect costs will increase but the customer‘s payment for them will not
increase.
The contractor‘s indirect costs will not increase but the customer‘s payment for them will.
Neither the contractor's indirect costs nor the customer‘s payment for them will increase.
Normal process variation is attributable to random causes and sometimes also called "white
noise".
Special causes are easier to predict and handle than random causes (also called common
causes).
Special causes are unusual events which are difficult to foresee and often produce outliers.
A process can be optimized to limit the bandwidth of variations due to random causes.
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Projects should never be executed without a valid, updated and working project management
plan.
The consistency of the project management plan is secondary because it is only the results that
matter.
A great deal of effort is required to develop and update a project plan, but the benefits include
less pressure on all stakeholders and a resulting product that will satisfy the requirements.
Poor planning and insufficient updating of project management plans are common reasons for
cost and time overruns.
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Assuming ±3 Sigma precision level for each estimate, what is the standard deviation of the allover
path?
You can not derive the path standard deviation from the information given.
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A measuring instrument solely used to describe process capability. The process is found
capable if the ±3 Sigma range is exceeded by not more than 0.3% of a tested sample lot.
The limits of the six Sigma area on either side of a control chart to plot measured values; data
found outside the area are out of specification and can lead to rejection of an entire batch.
The area consisting of typically three standard deviations on either side of a mean value of a
control chart to plot measured values found in statistical quality control
The area consisting of typically three standard deviations on either side of a mean value of a
control chart to plot measured values found in quality assurance
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36 days
37 days
39 days
42 days
Brainstorming
Decomposition
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b, c
c, d
Attribute sampling is the process of assessing whether results conform to specifications or not.
Prevention means keeping errors out of the process by applying actions before the process
starts changing its input.
Variables sampling means that the result is classified into one of the 3 categories:
"acceptable" - "acceptable after rework" - "rejected".
Inspection is often mainly done to keep errors out of the hands of the customer instead of as a
means of process control.
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Assumptions might prove to be wrong. Knowing which assumptions were incorrect allows
baseline adjustments in case of project crisis.
Assumption analysis is a valuable tool and technique to explore the validity of assumptions
during risk identification.
Assumptions limit the project management team's options for decision making because they
can not be controlled by the team.
In case of schedule or budget overruns, the documentation of assumptions supports a clear
assignment of responsibility.
Prevention costs
Maintenance cost
Appraisal costs
Failure costs
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As you are not responsible for lifecycle costing, you don't have to worry about operation
profits. Focus on project costs from initiation through handover.
Ensure maximum profits by buying the best and cheapest items, components and modules -
potentially from a big number of different suppliers - and integrating them.
Create a realistic plan broken down to a sufficient level of detail. Perform all risk management
processes. Ensure real-time communications with all stakeholders.
Try to get a second project manager assigned to share decision making and accountability to
shareholders with the person.
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Use all communication methods available that are suitable for the team and follow up in
writing when communicating verbally. Remember that cultural and individual diversity may
help project teams solving unforeseen problems during the course of the project.
When you are about to form a team for your project, keep in mind that some cultures are
developed, others are more primitive. Some have values, some not. You should consequently
avoid choosing members from countries with cultures that are not similar to your own.
Cultural dilemmas can prevent any project from being successful. They should therefore be
smoothed or suppressed so as to make sure that they cannot disrupt project work. Your effort
should concentrate on communication that can help reach that goal.
As norms regarding communication habits differ significantly across various cultures,
communicating between people from different countries should only be done using language.
The nonverbal dimension simply bears too many risks.
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In order to avoid such a situation, Rejected change requests should be consistently communicated to
stakeholders through which process?
Report performance
Verify scope
A warning sign that a previously identified risk might be occurring or has occurred
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You and your project team received a note this morning informing you that the software delivery will
be delayed by 2 weeks.
You should conduct a meeting with the contractor to resolve the delivery issues before making
the payment.
You should make the payment and reschedule the project plan.
Concurrent engineering
Resource over-allocation
Resource pooling
Program management
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Remove physical constraints and replace hard logic with soft logic.
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...cover the customer's costs caused by late completion or failure to meet specifications by the
contractor.
...make a bid or proposal binding for the offerer while the customer has time to select among
various bidders.
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You perform Earned Value Analysis and find the following results:
BAC is 500,000.
What is right?
EAC = 550,000
EAC = 525,000
EAC = 500,000
EAC = 425,000
Analogous estimating
Bottom-up estimating
Top-down estimating
Parametric estimating
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They are tangible and allow for early feedback on requirements by stakeholders.
Prototypes are mostly developed toward the end of a design or build phase.
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It is the contractor's risk in this type of contract that their profit may vanish if costs have been
underestimated.
This form of contract should only be chosen when all the requirements for the building of the
product are well-known by all parties involved.
In a fixed-price contract, change requests can cause issues regarding additional time and extra
costs for the changes to be applied.
It is likely that your organization may have to assume any unexpected additional costs for the
software development.
Quality auditing
Inspection
Quality testing
Reject screening
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It allows one to easily identify the breakdown level of the item in the resource structure.
It describes the coding structure used by the performing organization to report financial
information in its general ledger.
It is the collection of unique identifiers generally assigned to WBS items.
It defines ethical behavior in the project and the responsibilities to the customer and the
profession.
This morning you received a message that the resource pool members will be unable to perform as
planned for the next months because the overall work load has grown too high and while delays are
adding up, the morale of the staff is going down.
Ensure that quantitative information for all projects is being made available in a uniform and
reliable fashion and verify that the project management methodology is adhered to. Then
consolidate the information to get an understanding of the problems related with the use of
shared resources.
Implement an enterprise project management software solution which is able to level the
human resources across the various projects and which has the capability to model resource
assignment on a percentage level thus optimizing resource utilization for the overall
organization.
Do nothing related to the described problem unless you are explicitly requested by the
organizations upper management. Supporting decision making on the level on which project
portfolio management is done, is not the project management office's business.
Evaluate project management software which supports planning and scheduling across
enterprise-wide project portfolios. Avoid managing the availability of shared enterprise
resources for the projects run by an organization because this is not the business of a project
management office.
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Objectives specified in far more detail than necessary for a execution of a successful project.
Easily achievable objectives which help you reducing the pressure on yourself and the team.
Objectives that should be achieved in order to attain formal recognition by both the customer
and the project sponsor.
Objectives that are described using specific, measurable, assignable, realistic and time-related
specifications.
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After budget approval, an additional and unexpected cost item has been identified, which made the
project more expensive some weeks ago. The item has meanwhile been paid by the project team,
and it is expected that for the remaining duration of the project, costs will be as budgeted.
In this case, which is the best formula to calculate EaC (Estimate at Completion)?
EaC = BaC - CV
EaC = AC + BtC / CV
The project will probably be completed with total costs remaining under budget until the end.
A significant cost increase during the further course of the project will probably bring the costs
back to baseline level.
Original cost forecasting and budgeting for the project must have been poor to allow this
variance.
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Project managers should visit their customers far more often than what is usual in order to
avoid misunderstandings and bad emotions.
International projects may have an increased need for traveling which can lead to additional
costs and troubles with time zones.
Committee decisions can have the paradox outcome, that a jointly made or approved decision
is not desired by any individual group member.
A project is a temporary endeavor undertaken to create a unique product, service or result.
Repeating it would be similar to making the same journey twice.
The Project life cycle includes the time when the project is performed and the expected product
lifespan after that.
In project management, the sequence of project phases and phase gates is often referred to as
Project life cycle.
The Project life cycle is regarded as a sequence of project activities while phases are defined to
control overlapping activities.
The Project life cycle describes how iterations of project management processes are used when
a project schedule is developed.
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A metaphoric description of the short term uncertainties that are present in every project.
The graph that describes the typical growth of earned value during the course of the project.
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Ensuring that proposed and approved changes to configuration items are fully documented.
Managing and controlling the frequently requested changes to a project by applying agreed
rules.
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It defines the cumulated net income from an investment at a given point in time or during a
defined period.
It includes investment, direct and indirect costs and may include allowances for capital cost,
depreciation, risk of loss, and/or inflation.
It is most commonly stated as a percentage of the investment or as a dimensionless index
figure.
It is the time when cumulated net income is equal to the investment.
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Project A:
PV: $1,800,000
EV: $2,300,000
AC: $2,100,000
Project B:
PV: $2,000,000
EV: $1,500,000
AC: $1,600,000
The sponsor considers to shift some resources from Project A to Project B to speed up the second
project which is currently behind schedule.
Changing team assignments during late course of a project typically increases cost efficiency.
Changing team assignments during late course of a project typically increases time efficiency.
According to the Law of diminishing returns, the consolidated Cost variance of the two projects
will decrease.
According to the Law of diminishing returns, the consolidated Cost variance of the two projects
will increase.
Low grade is always a problem; low quality may be overcome by a good rework and repair
process.
Grade is a category or rank given to entities having different functional requirements but the
same need for quality.
Both quality and grade can often be improved through intelligent measuring, testing and
examining.
Low quality is always a problem as it bears on the ability of an item to meet requirements; low
grade may sometimes be acceptable.
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Subprojects
Programs
WBS items
The time period needed to pay back the investment from a project when future income is
discounted.
The inherent discount rate or investment yield rate produced by the project over a pre-defined
period of time.
The rate of negative risk that can be accepted for a project without turning the Expected net
present value negative.
The expected benefit from a project’s deliverable calculated as a percentage of the original
investment over a specified time period.
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Which potential inconsistency in the diagram should you solve right now?
Activity E is open ended ( a "dangle") in relation to the finish milestone path convergence.
Activity F is open ended in relation to the path divergence after the start milestone.
You cannot calculate a critical path when lags and/or leads are calculated in percent.
Notes:
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and 75%. I recommend to target 75% results or better in this and all other difficult prep tests you are taking, 82% in simple tests.
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preparation questions selection and decision
tree technique?
Christelle P. from Canada mailed Oct 11 2003: Then click this link for Decision
Tree Software, which is free for
"I passed the test! Thanks for the 75 prep questions. The only way to people studying for the PMP
succeed is to write tons of practice exams!" certification exam.
So true! In 2002, I was the first provider of a major collection of free NEW group on
LinkedIn!
PMP exam prep questions. Today, you can find thousands of questions You are on the way to
on the web. become a PMP? Join the first
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Test time: 06:33:37 - Total test time: 90 Min. Testing time is over http://www.oliverlehmann.com/pmp-self-test/75-free-questions.htm
Below are links to more providers with more than 2,000 free prep LinkedIn group just for people like
you.
items (questions and answering options):
# of
free Level of
Provider URL Comment
test difficulty*
items
Satya Das www.techfaq360.com 200 Free digest offering for an exam
simulator. See also comments from
students
Ajith Namboothiri www.ajithn.com 208 Requires registration. Number of
questions may grow, as visitors are
invited to add further questions.
Many questions of CAPM exam
style.
CertChamp www.certchamp.com 200 Some questions have been
reported to have errors.
CertGear www.certgear.com 6 Free trial of CertGear's exam
simulator.
Certification.about.com certification.about.com 20 Questions based on Whizlabs'
Exam Simulator software trial.
EdWel Programs www.edwel.com 200 Requires registration
Head First Labs www.headfirstlabs.com 200 Online practice exam from the
authors of Head First PMP book. A
PDF file with 2MB for download.
MeasureUp www.measureup.com 7 Simulates a test environment
online similar to the original
environment.
My PMP www.mypmp.ie 90 Simulates a test environment H
online similar to the original
environment.
Oliver F. Lehmann, PMP www.oliverlehmann.com 175 PDF file (app. 1MB) for download. H
Just like the real thing: Questions
are written against the PMP
Examination Specification and
reference to a current project
management source.
www.oliverlehmann-training.de 175 German language aid for the 175 H
questions.
www.oliverlehmann.com 75 The 75 questions above, with a H
timer in the title bar.
itunes.apple.com/de/app/xzams- 30 30 free questions for Apple H
pmp-sample/id399303897?mt=8 iPhone. 400+ questions in the
commercial offer ($10)
www.oliverlehmann.com 164 CAPM Prep Questions. Not quite
the PMP exam style, but
nevertheless helpful for your
preparation.
PMConnection www.pmconnection.com 10
PMExam.com www.pmexam.com ? Order their free Daily Digest as an H
e-mail service. A great resource
with intelligent questions.
PMPQuest.com www.pmpquest.com 12
PMP Question Bank pmpbank.googlepages.com 200 Good, difficult questions. H
PM Study www.pmstudy.com 50 200 free questions after optional
registration.
PMTI www.4pmti.com 15 Registration required.
Pmzilla www.pmzilla.com 155 Registration required.
PreparePM www.preparepm.com 165 High quality questions, which H
simulate the real test very well.
ProXalt www.proxalt.com 20 Registration required.
Tutorials Point www.tutorialspoint.com 200
Voight Project Solutions www.voightps.com 500 My friend and colleague Dr. Roger H
Voight has a large body of free
questions. Many of them are also
helpful for CAPM candidates.
Test Prep Review www.testprepreview.com 15
Threon www.threon.com 13 H
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* Level of difficulty marked with H: If you achieve 75% in these tests, you should be well prepared for the real
exam. Raise the number to 82% for the other tests.
Please send an e-mail to Oliver F. Lehmann, PMP if you are another provider, if a description is not correct any
more, if you have any comments on the quality and relevance of test questions, or if one of the links appears to be
broken.
A Note to My Visitors
Thanks a lot J to all who informed me that the owners of the websites
have copied my free sample questions and re-published them with their copyright assigned L.
The second of these two even sells my work for a fee - and the work of other good colleagues too.
That people are using my work may be honorable. But: I prefer to be asked before my material is
used by others—I would probably have allowed it, as I have done so often.
I also value rightful copyright information and a reference to the author. This is how I am quoting
others or use their materials in my websites and seminar literature wherever possible.
We Germans have a term for that: Gute Kinderstube – good manners from good education by good
parents.
The 250 sample questions in this website (and the many more used in my seminars)
- match the updated exam (per July 2009),
Advertisment
"PMI", "PMP", PgMP", "CAPM", "PMBOK" are marks of the Project Management Institute (PMI) which are registered in the United States of
America and in other nations
PMI has not participated in the creation of this self assessment test and has not reviewed it for correctness.
This test is for self assessment only and no guaranty is given for passing the PMP®.
Some of the names of companies and their products listed and linked to on this page are marks which are registered in various
countries.
© 2004-2007, all rights reserved. The owner of this website is not responsible for contents of external pages to which he placed
hyperlinks. Contact: oliver@oliverlehmann.com
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