Everand Logo

Welcome to Everand!

  • Discover millions of ebooks, audiobooks, and so much more with a free trial

    Only $9.99/month after trial. Cancel anytime.

    Q & As for the PMBOK® Guide Sixth Edition
    Q & As for the PMBOK® Guide Sixth Edition
    Q & As for the PMBOK® Guide Sixth Edition
    Ebook344 pages3 hours

    Q & As for the PMBOK® Guide Sixth Edition

    By Project Management Institute Project Management Institute

    4.5/5

    ()

    Read preview

    • Project Management

    • Knowledge Areas

    • Risk Management

    • Quality Management

    • Resource Management

    • Stakeholder Management

    • Cost Management

    • Organizational Process Assets

    • Schedule Management

    • Project Risk Management

    About this ebook

    In this newest edition, PMI presents straightforward questions and answers to the most common questions about project management, the project management framework, and the knowledge areas contained within the PMBOK Guide - Fifth Edition. This handy reference will help project managers and students enhance their knowledge in specific areas and test themselves on issues that are essential to successful project management.
    LanguageEnglish
    PublisherProject Management Institute
    Release dateOct 19, 2017
    ISBN9781628254624
    Q & As for the PMBOK® Guide Sixth Edition

    Read more from Project Management Institute Project Management Institute

    Related to Q & As for the PMBOK® Guide Sixth Edition

    Related ebooks

    Management For You

    View More
    View More

    Related podcast episodes

    Related articles

    • Article

      21 Essential Tips For Managing Your Own Project

      Jan 30, 2020

      An obvious but overlooked point — when building you should try to use the best resources to realise your scheme. That includes choosing where to make your own contribution. If you are not the best person to manage other people, perhaps consider using

      6 min read

    • Article

      NAVIGATING THE Rough Terrain

      Oct 11, 2023

      NAVIGATING THE Rough Terrain
      4 min read

    • Article

      How To Build a House

      Jul 6, 2023

      How To Build a House
      5 min read

    • Article

      Buildability

      Nov 7, 2018

      Buildability
      3 min read

    • Article

      The Art Of Reducing Development Costs

      Feb 2, 2024

      For a property developer, cutting down costs is critical to keep the project feasible and maintain a healthy profit margin. Cutting costs, however, should not equate to cutting corners that can result in critical errors that can delay or halt the pro

      2 min read

    • Article

      Arrested Development

      Jul 2, 2018

      Architectural firms are great at creating knowledge and value through design. But when it comes to R and D, architects are good at doing the R but not so good at the D. Arguably, the disintermediation of architects in procurement processes, the rise

      4 min read

    • Article

      Refreshed Practice Notes By The DIA For All Designers

      Feb 17, 2023

      Over the years, the Design Institute of Australia’s (DIA) Practice Notes have been a helpful resource allowing designers to gain access to vital professional design information. As part of the recent refresh of all DIA resources planned around the la

      3 min read

    • Article

      2 Time Management: The Impact On Wellbeing

      Aug 28, 2022

      Guest editors: While only a relatively small number of survey respondents said that the actual nature of architectural work had affected their wellbeing, far more identified problems with how and when the work must be completed. Some noted a signific

      3 min read

    • Article

      Refreshed Practice Notes By The DIA For All Designers

      Feb 17, 2023

      Over the years, the Design Institute of Australia’s (DIA) Practice Notes have been a helpful resource allowing designers to gain access to vital professional design information. As part of the recent refresh of all DIA resources planned around the la

      3 min read

    • Article

      Change Sustainability Your ROI Health Check

      Mar 28, 2019

      Change sustainability programs are as unique as each of the workplace projects themselves. They can be developed either to dovetail into the end of a change program where businessas-usual kicks in, or they can be integrated into a prototype rotation

      5 min read

    • Article

      FINANCE Calculating Fees – Part Two Working Out The Appropriate Fees To Charge Clients

      May 24, 2022

      When it comes to making decisions on which projects to accept, working out the appropriate fee isn’t the only consideration. There are a few other factors that will help determine whether a practice should accept a commission or not. Architects are t

      5 min read

    • Article

      Stand By Me

      Jun 24, 2019

      When it comes to good business practice in the architectural profession you can’t beat the value derived from peer to peer exchange. Perhaps the best piece of advice I can give to young and emerging architects, and it’s something I have suggested to

      2 min read

    • Article

      Question 2: Is a Dam That Is in a Green Building Certification System Working Properly?

      Nov 1, 2021

      According to ‘The 2020 Global Status Report for Buildings and Construction’ by the Global Alliance for Buildings and Construction (GlobalABC), building-related emissions account for 38% of the total carbon emissions, of which 28% are emitted during t

      6 min read

    • Article

      Making A Corrosion Strategy

      Feb 25, 2018

      The degradation of private and public assets and infrastructure continues to have a major economic impact on industry and the wider community. In Australia, the yearly cost of asset maintenance is estimated to be approximately $32 billion, with $8 bi

      4 min read

    • Article

      Tech Tools Of The Trade

      Jan 29, 2024

      Tech Tools Of The Trade
      6 min read

    • Article

      Managing Trades And The Site

      Dec 23, 2020

      Managing Trades And The Site
      4 min read

    • Article

      The Way of The Unicorn: From Start-Up to Scale-Up

      May 1, 2022

      THERE CAN BE NO DOUBT WE LIVE IN INTERESTING TIMES. For those who aren’t familiar with the term, ‘unicorns’ are privately held start-up companies with a value of over $1 billion. And despite the global pandemic, last year we saw more companies reach

      6 min read

    Related categories

    Reviews for Q & As for the PMBOK® Guide Sixth Edition

    4.5/5

    18 ratings3 reviews

    What our readers think

    Readers find this title to be a good book for preparing for the PMP exam. It is updated to the latest version of PMBok Guide 6th Ed and is highly recommended. The book is very comprehensive, although there are a few minor glitches in the answer options and question numbering at the end in the answer sheet.

    What did you think?

    Tap to rate

    Review must be at least 10 words

    • 3/5
      good book to prepare for pmp exam and for practice
    • 5/5
      Very comprehensive. However there are a few minor glitches in answer options & question numbering at the end in the answer sheet.

      1 person found this helpful

    • 5/5
      This is updated to the latest version of PMBok Guide 6th Ed and very good prep book for PMP and highly recommended.

      1 person found this helpful

    Book preview

    Q & As for the PMBOK® Guide Sixth Edition - Project Management Institute Project Management Institute

    Q & As

    FOR THE

    PMBOK®

    GUIDE

    SIXTH EDITION

    Contributors:

    Ray Alton, PMP

    Frank T. Anbari, PhD, PMP

    Nicholas Holdcraft, PMI-ACP, PMP, PgMP, PfMP

    Jack Hseih, PMI-PBA, PMP, PgMP, PfMP

    Anthony Johnson, PMP, PgMP, PfMP

    Te Wu, PMP, PgMP, PfMP

    Russel Souza, MBA, PMP

    Library of Congress Cataloging-in-Publication Data has been applied for.

    Q & As for the PMBOK® Guide Sixth Edition

    ISBN: 978-1-62825-461-7

    ©2017 Project Management Institute, Inc. All rights reserved.

    Our copyright content is protected by U.S. intellectual property law that is recognized by most countries. To republish or reproduce our content, you must obtain our permission. Please go to http://www.PMI.org/ permissions for details.

    PMI, the PMI logo, PMBOK, OPM3, PMP, CAPM, PgMP, PfMP, PMI-RMP, PMI-SP, PMI-ACP, PMI-PBA, PROJECT MANAGEMENT JOURNAL, PM NETWORK, PMI TODAY, PULSE OF THE PROFESSION and the slogan MAKING PROJECT MANAGEMENT INDISPENSABLE FOR BUSINESS RESULTS. are all marks of Project Management Institute, Inc. For a comprehensive list of PMI trademarks, contact the PMI Legal Department. All other trademarks, service marks, trade names, trade dress, product names and logos appearing herein are the property of their respective owners. Any rights not expressly granted herein are reserved.

    To inquire about discounts for resale or educational purposes, please contact the PMI Book Service Center.

    PMI Book Service Center

    P.O. Box 932683, Atlanta, GA 31193-2683 USA

    Phone: + 1 866 276 4764 (within the U.S. or Canada) or

    + 1 770 280 4129 (globally)

    Fax: + 1 770 280 4113

    Email: [email protected]

    Printed in the United States of America. No part of this work may be reproduced or transmitted in any form or by any means, electronic, manual, photocopying, recording, or by any information storage and retrieval system, without prior written permission of the publisher.

    The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (Z39.48—1984).

    10 9 8 7 6 5 4 3 2 1

    Table of Contents

    PREFACE

    QUESTIONS

    Section 1: Introduction

    Section 2: The Environment in Which Projects Operate

    Section 3: The Role of the Project Manager

    Section 4: Project Integration Management

    Section 5: Project Scope Management

    Section 6: Project Schedule Management

    Section 7: Project Cost Management

    Section 8: Project Quality Management

    Section 9: Project Resource Management

    Section 10: Project Communications Management

    Section 11: Project Risk Management

    Section 12: Project Procurement Management

    Section 13: Project Stakeholder Management

    Appendix X3

    Agile, Iterative, Adaptive, and Hybrid Project Environments

    Appendix X4

    Summary of Key Concepts for Knowledge Areas

    Appendix X5

    Summary of Tailoring Considerations for Knowledge Areas

    Glossary

    ANSWERS

    Section 1: Introduction

    Section 2: The Environment in Which Projects Operate

    Section 3: The Role of the Project Manager

    Section 4: Project Integration Management

    Section 5: Project Scope Management

    Section 6: Project Schedule Management

    Section 7: Project Cost Management

    Section 8: Project Quality Management

    Section 9: Project Resource Management

    Section 10: Project Communications Management

    Section 11: Project Risk Management

    Section 12: Project Procurement Management

    Section 13: Project Stakeholder Management

    Appendix X3

    Agile, Iterative, Adaptive, and Hybrid Project Environments

    Appendix X4

    Summary of Key Concepts for Knowledge Areas

    Appendix X5

    Summary of Tailoring Considerations for Knowledge Areas

    Glossary

    Preface

    In the rapidly growing, fast-changing, and highly competitive world of project management, more and more professionals are recognizing the importance of developing a deeper understanding of the generally accepted knowledge and practice of the project management profession. Q & As for the PMBOK® Guide Sixth Edition facilitates this goal by offering multiple-choice questions and answers that cover key themes and concepts of project management. This helpful book addresses the project management Knowledge Areas and processes of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, the Project Management Institute's (PMI) global standard and body of knowledge. Answers are provided in the back of the book and include references and excerpted text from the PMBOK® Guide – Sixth Edition to enhance the reader's breadth and depth of knowledge. The handy, pocket-size Q & As for the PMBOK® Guide Sixth Edition makes it convenient to refer to the information in The Guide anytime, anywhere.

    Q & As

    FOR THE

    PMBOK® GUIDE

    SIXTH EDITION

    Questions

    Introduction

    (Section 1 of the PMBOK® Guide)

    1.A project is:

    A.A set of sequential activities performed in a process or system.

    B.A revenue-generating activity that needs to be accomplished while achieving customer satisfaction.

    C.An ongoing endeavor undertaken to meet customer or market requirements.

    D.A temporary endeavor undertaken to create a unique product, service, or result.

    2.Project management is:

    A.The integration of the critical path method and the Earned Value Management system.

    B.The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

    C.The application of knowledge, skills, wisdom, science, and art to organizational activities to achieve operational excellence.

    D.A subset of most engineering and other technical disciplines.

    3.Portfolio management refers to:

    A.Managing various contents of the project file.

    B.Managing the levels of financial authority to facilitate project decision making.

    C.The centralized management of one or more portfolios to achieve strategic objectives.

    D.Applying resource-leveling heuristics across all the organization's projects to achieve the organization's strategic objectives.

    4.All of the following are questions that the key stakeholders and project managers should answer to develop the project success measures EXCEPT:

    A.What does success look like for the project?

    B.How will success be measured?

    C.What are the communication requirements?

    D.What factors may impact success?

    5.A program is a:

    A.Group of related tasks lasting one year or less.

    B.Group of related projects, subsidiary programs, and program activities managed in a coordinated manner.

    C.Large projects with significant cost and resource requirements.

    DSequence of activities constituting a major project.

    6.All of the following are true about projects and operations EXCEPT:

    A.Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle, whereas projects are temporary endeavors.

    B.Projects require project management activities and skill sets, whereas operations require business process management, operations management activities, and skill sets.

    C.Projects can intersect with operations at various points during the product life cycle. At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work.

    D.Because of their temporary nature, projects cannot help achieve an organization's long-term goals. Therefore, strategic activities in the organization can be generally addressed within the organization's normal operations.

    7.Your job responsibility is to align components (projects, programs, or related operations) to the organizational strategy, organized into portfolios or subsidiary portfolios to optimize project or program objectives, dependencies, costs, timelines, benefits, resources, and risks. This is known as:

    A.Components management.

    B.Process management.

    C.Program management.

    D.Portfolio management.

    8.The PMBOK® Guide is the standard for:

    A.Managing all projects all of the time.

    B.Managing all projects most of the time.

    C.Managing most projects most of the time.

    D.Managing some projects some of the time.

    9.The collection of generally sequential and sometimes overlapping project phases, whose name and number are determined by the management and control needs of the organization or organizations involved in the project, is known as the:

    A.Project waterfall.

    B.Project life cycle.

    C.Project life stages.

    D.Project Management Process Groups.

    10.All of the following are true about project phases and the project life cycle EXCEPT:

    A.Stakeholder influences, risk, and uncertainty are greatest at the start of the project. These factors decrease over the life of the project.

    B.The ability to influence the final characteristics of the project's product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses toward completion.

    C.The cost of changes and correcting errors typically increases substantially as the project approaches completion.

    D.Cost and staffing levels are generally steady throughout the project life cycle.

    11.All of the following statements about the project life cycle and the product life cycle are true EXCEPT:

    A.In the project predictive life cycle, the project scope and the time and cost required to deliver that scope are determined as early in the project life cycle as practically possible.

    B.In the project iterative and incremental life cycles, project phases intentionally repeat one or more project activities as the project team's understanding of the product increases.

    C.The product life cycle is the series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.

    D.The product life cycle is contained within the predictive project life cycle.

    12.You are managing a project in which you intend to respond to high levels of change and ongoing stakeholder involvement. The most suitable project life cycle for your project is the:

    A.Predictive life cycle.

    B.Adaptive life cycle.

    C.Waterfall life cycle.

    D.Configuration management life cycle.

    13.The five Project Management Process Groups are:

    A.Planning, Checking, Directing, Monitoring, and Recording.

    B.Initiating, Planning, Executing, Monitoring and Controlling, and Closing.

    C.Planning, Executing, Directing, Closing, and Commissioning.

    D.Initiating, Executing, Monitoring, Evaluating, and Closing.

    14.Project Management Processes:

    A.May be overlapping activities that occur throughout the project.

    B.May be overlapping activities that generally occur at the same level of intensity within each phase of the project.

    C.Are generally discrete, one-time events.

    D.Are discrete, repetitive events that occur generally at the same level of intensity throughout each phase of the project.

    15.The linkages between project management processes are best described by the following:

    A.The work breakdown structure links processes.

    B.Processes are linked by their planned objectives—the summary objective of one often becomes the detailed action plan for another within the project, subproject, or project phase.

    C.Processes are linked by the outputs that are produced—the output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase.

    D.There are no significant links between discrete processes.

    16.For a project to be successful, the project should generally achieve all of the following EXCEPT:

    A.Achieving stakeholder satisfaction.

    B.Striving to obtain acceptable customer/end-user adoption.

    C.Appling knowledge, skills, and processes within the Project Management Process Groups uniformly to meet the project objectives.

    D.Fulfilling other agreed-upon success measures or criteria.

    17.The project business case is all of the following EXCEPT:

    A.Documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.

    B.A document that lists the objectives and reasons for project initiation.

    C.A document that serves as an important input to the project initiation and is seldom used after the project is approved.

    D.An important document that may result in a go/no-go decision for the project.

    18.The key elements of the benefits management plan are all of the following EXCEPT:

    A.Work Breakdown Structure.

    B.Benefits owner.

    C.Assumptions.

    D.Strategic alignment.

    19.A significant amount of data is collected and analyzed throughout the project. All of the following are examples of project data and information EXCEPT:

    A.Work performance data.

    B.Work performance analysis.

    C.Work performance information.

    D.Work performance reports.

    20.Project tailoring is an important consideration for most projects. Which of the following is the least likely project consideration?

    A.Project manager's skills and competency.

    B.Each project is unique.

    C.Addressing competing constraints.

    D.Level of project governance varies.

    The Environment in Which Projects Operate

    (Section 2 of the PMBOK® Guide)

    21.Enterprise environmental factors refer to both internal and external environmental factors that surround or influence a project's success. All of the following are true about these factors EXCEPT:

    A.Enterprise environmental factors include organizational culture, structure, and processes.

    B.Enterprise environmental factors include government or industry standards, such as regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards.

    C.Enterprise environmental factors include information technology software (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).

    D.Enterprise environmental factors exclude personnel administration functions (e.g., staffing and retention guidelines, employee performance reviews and training records, and time tracking) because these are considered to be functions of the human resources department.

    22.The types of project management office (PMO) structures in organizations include all of the following EXCEPT:

    A.Supportive PMOs that provide a consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects.

    B.Controlling PMOs that provide support and require compliance through various means.

    C.Harmonizing PMOs that strive to reduce conflict and improve harmony among project team members.

    D.Directive PMOs that take control of the projects by directly managing the projects.

    23.A primary function of a project management office (PMO) is to support project managers in a variety of ways, which may include all of the following EXCEPT:

    A.Intervening in project execution directly and without involving the project manager.

    B.Managing shared resources across all projects administered by the PMO.

    C.Identifying and developing project management methodology, best practices, and standards.

    D.Coaching, mentoring, training, and oversight.

    24.All of the following are potential information in organizational knowledge repositories EXCEPT:

    A.Metrics used to collect and make available measurement data on processes and products.

    B.Configuration management.

    C.Tacit knowledge of previous projects such as project performance data and lessons learned.

    D.Issue and defect management data.

    25.All of the following are external environmental factors EXCEPT:

    A.Legal restrictions.

    B.Organizational values and principles.

    C.Competitive movements.

    D.Economic conditions.

    26.Organizational process assets (OPAs) influence the management of projects. Which one of the following best describes the important categories of OPAs?

    A.Organizational knowledge bases and processes.

    B.Processes, policies, procedures, tools, and techniques.

    C.Organizational knowledge bases, processes, policies, and procedures.

    D.Organizational knowledge bases, tools, and techniques.

    27.The organization's processes and procedures for conducting project work during project initiation and planning include all of the following EXCEPT:

    A.Preapproved supplier list.

    B.Traceability matrices.

    C.Tailoring guidelines for project management processes and procedures.

    D.Product and project life cycles, and methods and procedures.

    28.The organization's processes and procedures for conducting project work during Executing, Monitoring, and Controlling include all of the following EXCEPT:

    A.Change control procedure.

    B.Issue and defect management procedures.

    C.Resource availability control and assignment management.

    D.Project closing guidelines.

    29.Projects operate within the constraints imposed by the organization through their structure and governance framework. The system factors include all of the following EXCEPT:

    A.Management elements.

    B.Governance framework.

    C.Organizational structure types.

    D.Project management processes.

    30.The interaction of the various system components creates the organizational culture and capabilities that are important for projects. Which role is typically responsible for establishing the system?

    A.Organization's management.

    B.Project sponsor.

    C.Project manager.

    D.Project team.

    31.Governance is the framework within which authority is exercised in organizations. This framework includes all of the following components EXCEPT:

    A.Rules.

    B.Policies.

    C.Techniques.

    D.Relationships.

    32.Which of the following best describe management elements?

    A.Management elements are the components that comprise the key functions or principles of general management in the organization.

    B.Management elements are the project management principles that guide how projects are executed in the organization.

    C.Management elements are established by PMOs to guide project implementation.

    D.Management elements are influenced by the governance framework, established for effective implementation of projects.

    The Role of the Project Manager

    (Section 3 of the PMBOK® Guide)

    33.All of the following are generally true about leadership in a project environment EXCEPT:

    A.It involves focusing the efforts of a group of people toward a common goal and enabling them to work as a team.

    BIt is the ability to get things done through others.

    C.Respect and trust, rather than fear and submission, are the key elements of effective leadership.

    D.Although important throughout all project phases, effective leadership is critical during the Closing phase of a project when the emphasis is on stakeholder acceptance of the project.

    34.Project managers spend the majority of their time communicating with team members and other project stakeholders. To communicate effectively, the project manager should generally perform all of the following EXCEPT:

    A.Calculating the potential number of communication channels accurately.

    B.Developing finely tuned skills using multiple methods of communication.

    C.Incorporating feedback channels.

    D.Seeking to understand project stakeholders’ communication needs.

    35.All of the following

    Enjoying the preview?
    Page 1 of 1