PMP Test C01_01 01. The project selection activity must be well thought out in order for the project to be successful and the stakeholders to be satisfied with the outcome. Which one of the following steps is not part of the project selection activity? A. List assumptions. B. Develop resource wage structures. C. Gather data and information for each opportunity. D. Develop a set of criteria against which the opportunity will be evaluated. 02. Many organizations have different definitions for Project Management because the profession encompasses so many industries. Consequently, the Project Management Institute (PMI) describes Project Management as: A. The processes and tools in order to complete a project. B. The use of knowledge, tools, and techniques to meet project requirements. C. Industry specific because the definition changes based upon whatever industry the company is involved with. D. Initiation, planning, execution, control, and closeout of a project. 03. A project manager for a not-for-profit organization is completing a new retail outlet project but is able to get the planned amount of time from key resources to complete some of the critical path tasks. The key resources are focused on completing project tasks, with their respective functional manager knowledge. This scenario is an example of what type of organization? A. Balanced matrix. B. Tight matrix C. Strong matrix. D. Projectized. 04. Ambiguous jurisdiction is more common in a functional or weak matrix organization than a strong matrix or projectized organization. Why? A. Projectized organizations tend to be large in size. B. Conflict between a functional manager and a project manager is more common in a functional or weak matrix. C. Legal issues are more frequent in a functional or weak matrix organization. D. Projectized and strong matrix organizations are the best companies for a project manager to work for due to less ambiguity in scope development. 05. The level of authority and autonomy that a project manager possesses is vital to his success and ability to influence the project, time, and personnel scheduling. In what type of organization does the project manager maintain a moderate to high level of authority? A. Functional matrix. B. Balanced matrix. C. Strong matrix. D. Projectized matrix. Página: 1
06 According to PMI, application areas are categories of projects that have common elements that exist in general management projects, but are not needed or present in all projects. Consequently, application areas are usually defined in terms of. A. Industrial sectors. B. Financial impact upon the organization. C. Deliverables and time frames, technical elements. D. Visibility within the company functional departments. 07 Every year, auto manufacturers introduce new model cars and retire models that do not sell or have become obsolete. Frequently, project managers work with engineers and designers to develop new styles and features that will sell in the marketplace. The cycle for an automobile that extends from the concept to the introduction and finally, to the phase out is called A. A project life cycle. B. A product life cycle. C. Product development. D. R and D (Research and Development). 08. The differences between managing people and leading people can be linked to a project manager's personality and ability to interact with individuals and groups. Why does a project manager need to have both leadership and management skills in order to be the most effective? A. Project managers spend up to 90% of their time communicating with their team and stakeholders. B. Managers focus on resource scheduling and leaders focus on motivation. C. Leaders are more effective than managers. D. Managers focus on processes and leaders are more people oriented. 09. The project manager is assigned in the: A. Project Charter. B. Project Plan. C. SOW. D. Management Plan. 10. Without a the project cannot go forward. A. Leader. B. Project Charter. C. Project Administrator. D. WBS. 11. The document that shows the work needed to complete the project in detail is the: A. Master plan. B. Schedule. Página: 2
C. WBS. D. Network diagram. 12. Four project managers are having lunch together and discussing their projects. Most of the time, they are just complaining about how hard projects are to manage in their company. Some complain about the stakeholders and the number of changes they cause. Others talk about how hard it is to get people to cooperate and perform. One project manager wants to focus on the advantages of the matrix type organization for their projects. Which of the following would he mention? A. Improved project manager control over resources assignment. B. More than one boss for members project teams. C. Communications are easier. D. Reporting is easier. 13. Two project managers have just realized that they are in a weak matrix organization and that their power as project managers is quite limited. One figure out that he is really a project manager and the other realizes he is really a project coordinator. How is a project manager different from a project coordinator? A. The project coordinator cannot make any decision. B. The project manager can more decision capacity. C. The project manager reports to a higher-level manager. D. The project coordinator has more authority. 14. In a projectized organization the project team: A. Reports to many bosses. B. Has no loyalty to the project. C. Reports to the functional manager. D. Will not always have a "home" or unit. 15. A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing operational related work and the project manager has little authority to properly assign resources. What form of organization must the project manager be working in? A. Functional. B. Matrix. C. Projectized. D. Coordinator. 16. A project manager has very little project experience, but he has been assigned as the project manager of a new project. Because he will be working in a matrix organization, he can expect communications to be: A. Simple. B. Open and accurate. C. Complex. Página: 3
D. Hard to automate. 17. A project team member is talking to another team member and complaining that so many people are asking him to do things. If he works in a functional organization, who has the most power to give direction to the team member? A. The project manager. B. The functional manager. C. The team leader. D. The project coordinator. 18. Who has the most power in a projectized organization? A. The project manager. B. The functional manager. C. The team leader. D. They all share power. 19. All of the following are characteristics of a project except: A. Temporary. B. Definite beginning and end. C. Interrelated activities. D. Repeats itself every month. 20. All of the following are parts of the project's stakeholder management effort except? A. Giving stakeholder s extras. B. Identifying stakeholders. C. Determining stakeholders' needs. D. Managing stakeholders' expectations. 21. The difference between a project life cycle and a product life cycle is: A. A project life cycle depends to the stage of the overall product life cycle that is associated. B. The product is the result of the project. C. There is no difference between project and product life cycles. D. Project life cycles are typically longer than product life cycles. 22. The ability of the stakeholders to influence the final characteristics of the project s product and cost: A. Can be difficult to measure. B. Always decrease over the course of the project. C. Is lower at the start and gets progressively higher as the project continues. D. Is dependent on the amount of contingency planned. 23. Phase exits, stage gates or kill points are all terms for: Página: 4
A. Phase and reviews B. Project closure criteria C. Kickoff for next phase D. None of the above 24. Your boss asks you to create a detailed project budget; in order to do this you use: A. Skills from facilities management. B. Skills from project management planning. C. Skills from general management. D. Skills commonly used in both general and project management. 25. Corporate politics may be defined as: A. The totality of socially transmitted behavior patterns, arts, beliefs, institutions and all other products of human work and thought. B. Collective action recommendations from a group of people who may have quite different interests. C. Small changes that can translate, usually with a time lag, into upheavals in the project. D. The ability to influence behavior, to change the course of events, to overcome resistance and to get people to do things that they would not otherwise do. Página: 5
PMP Test C01_01 Solution QUESTION AREA ANSWER 01 Introduction B 02 Introduction B 03 Introduction C 04 Introduction B 05 Introduction C 06 Introduction A 07 Introduction B 08 Introduction D 09 Introduction A 10 Introduction B 11 Introduction C 12 Introduction A 13 Introduction B 14 Introduction D 15 Introduction A 16 Introduction C 17 Introduction B 18 Introduction A 19 Introduction D 20 Introduction A 21 Introduction A 22 Introduction A 23 Introduction A 24 Introduction D 25 Introduction B Página: 6