Self-Assessment Questions for Module 01-04
01 Introduction, 02 Environment, 03 Role of the PM,
04 Project Integration Management
Question 1*: A project manager is working in an organization where project managers
have significant authority, and work is defined by a functional manager in the
organization. All project managers report to a central manager. What type of organization
structure is this?
A.) Functional
B.) Weak matrix
C.) Balanced matrix
D.) Strong matrix
Question 2*: According to the ​PMBOK® Guide​, a project management office (PMO) may
manage:
A.) An organization's projects
B.) An organization's projects and facilitates the sharing of resources, methodologies, tools, and
techniques
C.) Standardization of project-related governance processes and facilitates the sharing of
resources, methodologies, tools, and techniques
D.) An organization's projects, programs, portfolios, and operations
Question 3: According to the ​PMBOK® Guide​, who is generally responsible for approving
or rejecting complex change requests carried out in major projects at large organizations?
A.) Project customer
B.) Project sponsor
C.) Project manager
D.) Change control board
Question 4*: A scheduling software tool is considered which of the following?
A.) An organizational process asset
B.) An enterprise environmental factor
C.) A configuration management system
D.) A project constraint
Question 5*: An airport employee is a process improvement manager responsible for the
overall improvement of the airport’s operations. This employee is currently supervising a
number of process improvement projects at the airport relating to passenger experience,
immigration, baggage handling, and cargo processes. For every improvement project,
there is a project manager reporting directly to this person. Which of the following best
describes this role?
A.) Project coordinator
B.) Project manager
C.) Program manager
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D.) Portfolio manager
Question 6: Which of the following is not a part of a project's administrative closure?
A.) Verification of the exit criteria
B.) Auditing project success or failure
C.) Alternative dispute resolution (ADR)
D.) Updating organizational process assets
Question 7: Which of the following statements is true regarding the Direct and Manage
Project Work process?
A.) It is a discrete process that is only performed as part of monitoring & controlling the project.
B.) It is a continuous process that is only performed in parallel with project executing and closing
processes.
C.) It is a continuous process that is performed throughout the project.
D.) It is a continuous process that is only performed parallel to the project executing processes.
Question 8*: Generally speaking, during which phase of a project is the funding
requirements for the project at its peak?
A.) Initiating
B.) Planning
C.) Executing
D.) Closing
Question 9*: Which of the following is least likely to be a PMO function within an
organization?
A.) Hiring the project teams
B.) Coaching and mentoring the project teams
C.) Developing project management methodology
D.) Monitoring compliance with project management standards
Question 10*: A construction company is engaged in multiple small- to medium-sized
construction projects all across the state. Every project is being managed by a project
manager, and every project manager has a dedicated project team reporting to him. The
CEO of the company realizes that there is the potential to minimize costs by making sure
that projects are being managed more efficiently. The CEO recently created a PMO and
made it responsible for project tracking, status reviewing, and progress regulation in order
to meet performance objectives. In this scenario, which management is the PMO
department responsible for?
A.) Direct and Manage Project Work
B.) Monitor and Control Project Work
C.) Develop Project Management Plan
D.) Close Project or Phase
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Question 11: According to the ​PMBOK® Guide​, which of the following activities is not
carried out during the Close Project or Phase process?
A.) Archiving project information
B.) Final product or result transition
C.) Gathering lessons learned
D.) Inspection of deliverables by the project team
Question 12: Which of the following is not a component of the project management plan?
A.) Project life cycle
B.) Cost baseline
C.) Issue and defect management procedures
D.) Change management plan
Question 13: The process of using knowledge to create new knowledge to achieve project
objectives and contribute to organizational learning is called:
A.) Expert judgment
B.) Organization process assets
C.) Enterprise environmental factors
D.) Manage Project Knowledge
Question 14: Knowledge that is personal and difficult to express is called:
A.) Skill
B.) Tacit knowledge
C.) Ability
D.) Explicit knowledge
Question 15*: A newer project is being planned. The project sponsor has decided to
terminate the project due to the unavailability of funds. What should the project manager
do?
A.) The project manager should reject this decision because the project management plan has
not yet been approved
B.) The project manager needs to negotiate with the project sponsor
C.) The project manager should terminate the project in its current state
D.) The project manager should proceed to the Closing Project or Phase process for the project
and follow the closing processes
Question 16: If a change control board (CCB) has been set up to review every change
request for a project, where should the roles and responsibilities of this board be
documented?
A.) Change management plan
B.) Change requests
C.) Scope management plan
D.) Project charter
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Question 17: Many project management processes rely on expert judgment for making the
right decisions at the right time. Certain critical processes, such as the Develop Project
Management Plan process, rely on expert judgment for a robust project management plan.
Which of the following cannot provide expert judgment?
A.) Lessons learned register
B.) Consultants
C.) Subject matter experts
D.) Customers
Question 18: A project team member is currently performing an inspection of
newly-produced project deliverables. The inspector determines that some of the
deliverables do not meet the required quality standards and asks the team to rework these
deliverables. The rework in this scenario is an example of which of the following?
A.) Risk mitigation
B.) Defect repair
C.) Corrective action
D.) Preventive action
Question 19*: A continuous improvement manager working for a pharmaceutical company
is currently in charge of the packaging process and is responsible for monitoring and
continuously improving the process. How is this effort classified?
A.) It is considered a continuous improvement project.
B.) It is considered a project since it has a beginning and an end.
C.) It is considered an operations' process because pharmaceutical companies always have
operations.
D.) It is considered an operations' process because the manager's job will be continuous and
on-going.
Question 20*: In order to maximize corporate profit, a senior finance officer at an oil
refinery is managing excess management reserves, which may include multiple external
investments at different banks, the stock exchange, trading, leasing, etc. Each of these
investments needs to be managed as a separate project because they all have different
maturity periods. The selection of the right investment project is not industry-specific but
rather focuses on environmental conditions and best return rates. Which of the following
best describes the financial officer's role?
A.) Project coordinator
B.) Project manager
C.) Program manager
D.) Portfolio manager
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Question 21*: An air cargo handling company is designing a new shipment tracking
process for the company. This process is required to electronically track every customer
shipment and provide updates. Once designed and approved, the person heading up the
work will need to transfer this process to the company's operations team for
implementation. What is the name of the process this person is doing?
A.) It is considered an operations process because it will be used continuously.
B.) It is considered an operations process because air cargo handling falls under operations.
C.) It is considered a project because the deliverable is unique, and the effort has a specific
beginning and end.
D.) It is considered a project since it contains a deliverable.
Question 22*: A newly PMP® certified project manager is assigned a complex software
development project and is excited about using the newly-acquired skills. However, on
this particular project, the project manager thinks that some of the ​PMBOK® Guide
processes don’t fit the project’s requirements. Is the project manager doing the right
thing?
A.) Yes, because the ​PMBOK® Guide​ ​ processes do not have to be applied uniformly to all
projects
B.) Yes, because project managers have the right to do whatever they want
C.) No, because this goes against the PMI© Code of Ethics and Professional Conduct
D.) No, because PMPs must always apply all ​PMBOK® Guide​ processes to their projects
Question 23: A project manager uses a project coordinator to oversee the project team as
they perform various project execution tasks. The project coordinator is responsible for
coordinating all the project execution tasks and processes, ensuring that the project work
is being carried out as planned and reporting this information to the project manager. On
the other hand, the project manager is performing change management, variance analysis,
and project control. For which of the following processes is the project coordinator
responsible?
A.) Distribute information
B.) Report performance
C.) Direct and Manage Project Work
D.) Monitor and Control Project Work
Question 24: The planning phase of any project is one of the most critical periods in a
project's life cycle. Every project’s success heavily depends upon whether the project was
planned properly. The 24 planning processes that are defined in the ​PMBOK® Guide​ are
not required to be sequentially followed; rather, multiple iterations of these processes are
performed during the planning phase. Which of the planning processes (or its last
iteration) is the last to be completed in the planning process?
A.) Develop Project Management Plan
B.) Plan Resource Management
C.) Plan Communications Management
D.) Plan Quality Management
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Question 25: A project manager and is performing the administrative closure of a project
and is gathering lessons learned and transferring them to the organizational process
assets. The project was very complex, and a couple of times, the project went over budget
as a result of some incorrect decisions he made. However, the project manager is able to
complete the project on time and within budget. The project manager is uncertain whether
to include incorrect decisions and their impact on the project as part of the organizational
process assets updates since they did not affect the overall project success. What is the
project manager's best course of action in this scenario?
A.) The project manager should document the events but deny any responsibility for causing
them.
B.) The project manager should document incorrect decisions, along with their impact.
C.) The project manager should not document these events at all.
D.) The project manager should seek the manager's opinion.
Question 26: Which of the following actions is not part of managing knowledge?
A.) Generating, reusing, and transferring knowledge
B.) Storing, codifying, and enhancing knowledge
C.) Learning, reusing, and hiding information
D.) Establishing a trusting organization.
Question 27: Which of the following are in the Closing Process Group?
A.) Close Project or Phase
B.) Contract Closure and Close Project or Phase
C.) Close Project Charter
D.) Close Project Management Plan
Question 28: A functional manager is asking for help in the professional development for
three direct reports who are currently working on a project. Where can a project manager
best help?
A.) Give input regarding salary decisions
B.) Give feedback on their performance and mentor on project management
C.) Suggest academic seminars
D.) Recommend career paths
Question 29*: A project manager should have multi-disciplinary skills in order to deliver
successful projects. However, some skills are more important than others. For successful
project management, which one of the following skills required of a project manager is of
least importance in comparison to the others?
A.) Technical project management skills
B.) Sound technical knowledge of the product being developed
C.) Strategic and business management skills
D.) Leadership skills
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Question 30: Which of the following Process Groups needs most of the project budget?
A.) Initiating
B.) Monitoring & Controlling
C.) Planning
D.) Executing
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Answer Sheet for Self-Assessment 01-04
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30
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Answers for Self-Assessment 01-04
1*
2*
3
4*
5*
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8*
9*
10*
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15*
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29*
30
D
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B
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C
C
A
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D
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A
A
B
D
D
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A
C
A
B
C
A
B
B
D
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Answers & Explanations for Self-Assessment 01-04
Question 1*: A project manager is working in an organization where project managers
have significant authority, and work is defined by a functional manager in the
organization. All project managers report to a central manager. What type of organization
structure is this?
A.) Functional
B.) Weak matrix
C.) Balanced matrix
D.) Strong matrix
Correct answer is ​D
Explanation: In a strong matrix project, managers have moderate to high authority, and work
groups are arranged by job function. Of the choices, this is the best answer.
A.) Incorrect. In a functional structure, the project manager would have little authority.
B.) Incorrect. In a weak matrix structure, the project manager would not have much authority and
have another primary job function.
C.) Incorrect. In a balanced matrix structure, the project manager would have low to moderate
authority and have another primary job function.
D.) Correct. In a strong matrix structure, project managers have moderate to high authority, and
project management would be their primary job function.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 47
Question 2*: According to the ​PMBOK® Guide​, a project management office (PMO) may
manage:
A.) An organization's projects
B.) An organization's projects and facilitates the sharing of resources, methodologies, tools, and
techniques
C.) Standardization of project-related governance processes and facilitates the sharing of
resources, methodologies, tools, and techniques
D.) An organization's projects, programs, portfolios, and operations
Correct answer is ​C
Explanation: A PMO doesn't oversee corporate operations. It can manage projects, programs,
and portfolios. However, according to the ​PMBOK® Guide,​ a project management office
(PMO) is a management structure that standardizes the project-related governance
processes and facilitates the sharing of resources, methodologies, tools, and techniques.
A.) Incorrect. Some controlling PMO's do this, but they usually have a broader scope.
B.) Incorrect. Most PMOs provide standardization of project-related governance.
C.) Correct. This is the actual definition of a PMO in the ​PMBOK® Guide​; hence, it is the best
answer.
D.) Incorrect. Although PMOs can manage portfolios and portfolios can manage operations, the
function of a PMO is not to manage operations.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 48
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Question 3: According to the ​PMBOK® Guide​, who is generally responsible for approving
or rejecting complex change requests carried out in major projects at large organizations?
A.) Project customer
B.) Project sponsor
C.) Project manager
D.) Change control board
Correct answer is ​D
Explanation: A project manager may have the authority to approve or reject some change
requests on some projects. Usually, though, on large or complex projects, a change control
board is set up that is responsible for reviewing and approving or rejecting change
requests.
A.) Incorrect. The project customer may be consulted, but they do not approve change requests.
B.) Incorrect. The project sponsor may be consulted, but they do not approve change requests.
C.) Incorrect. The project manager may be consulted and even approve some small change
requests, but they do not approve large change requests.
D.) Correct. Change control boards are often used in larger companies or on complex projects.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 93
Question 4*: A scheduling software tool is considered which of the following?
A.) An organizational process asset
B.) An enterprise environmental factor
C.) A configuration management system
D.) A project constraint
Correct answer is ​B
Explanation: A scheduling tool, if owned by the enterprise, is used to develop, maintain, and track
project schedules. According to the ​PMBOK® Guide,​ this is an enterprise environmental
factor.
A.) Incorrect. These are plans, processes, policies, procedures, and knowledge bases; software
is neither.
B.) Correct. Scheduling software is an enterprise environmental factor internal to the organization
C.) Incorrect. Most scheduling software does not handle configuration management.
D.) Incorrect. Although some people may refer to specific software as a constraint, in almost all
cases, it is not.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 38
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Question 5*: An airport employee is a process improvement manager responsible for the
overall improvement of the airport’s operations. This employee is currently supervising a
number of process improvement projects at the airport relating to passenger experience,
immigration, baggage handling, and cargo processes. For every improvement project,
there is a project manager reporting directly to this person. Which of the following best
describes this role?
A.) Project coordinator
B.) Project manager
C.) Program manager
D.) Portfolio manager
Correct answer is ​C
Explanation: All of the projects, which are being supervised by this person, are related because
they all fall under airport operations improvement. This person's role is that of a program
manager managing the process improvement program at the airport.
A.) Incorrect. This role is not defined in the ​PMBOK® Guide​.
B.) Incorrect. Project managers do generally manage other project managers.
C.) Correct. As all of the projects relate, they are considered part of a program. The person is a
program manager.
D.) Incorrect. Portfolio managers manage operations, programs, and projects that are not
necessarily related.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 11
Question 6: Which of the following is not a part of a project's administrative closure?
A.) Verification of the exit criteria
B.) Auditing project success or failure
C.) Alternative dispute resolution (ADR)
D.) Updating organizational process assets
Correct answer is ​C
Explanation: Alternative dispute resolution (ADR) is used when two parties of a contract cannot
settle a claim amongst themselves. This method is used during the Control Procurement
process and not during a project's administrative closure.
A.) Incorrect. Verification of the exit criteria is part of project closure.
B.) Incorrect. Auditing project success or failure is part of project closure.
C.) Correct. This is not an activity in the project's administrative closure. ADR is part of Control
Procurements.
D.) Incorrect. Updating organizational process assets is part of project closure.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 123 and 498
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Question 7: Which of the following statements is true regarding the Direct and Manage
Project Work process?
A.) It is a discrete process that is only performed as part of monitoring & controlling the project.
B.) It is a continuous process that is only performed in parallel with project executing and closing
processes.
C.) It is a continuous process that is performed throughout the project.
D.) It is a continuous process that is only performed parallel to the project executing processes.
Correct answer is ​C
Explanation: Direct and Manage Project Work is a continuous process. Although it is a process in
the Executing Process Group, it is performed parallel to every project process.
A.) Incorrect. Direct and Manage Project Work is performed throughout the project.
B.) Incorrect. Direct and Manage Project Work covers the entire project.
C.) Correct. Direct and Manage Project Work is performed in parallel with every project process.
D.) Incorrect. Direct and Manage Project Work covers the entire project.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 90
Question 8*: Generally speaking, during which phase of a project is the funding
requirements for the project at its peak?
A.) Initiating
B.) Planning
C.) Executing
D.) Closing
Correct answer is ​C
Explanation: Project operating costs are at their maximum during the execution phase of the
project, where the actual project work is carried out.
A.) Incorrect. The Initiating phase is one of the less expensive phases.
B.) Incorrect. The Planning phase is when expenses start to ramp up on the project.
C.) Correct. Cost and staffing are usually at their peak when the work is being carried out.
D.) Incorrect. Costs normally drop very rapidly in the Closing phase.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 23 and 595
Question 9*: Which of the following is least likely to be a PMO function within an
organization?
A.) Hiring the project teams
B.) Coaching and mentoring the project teams
C.) Developing project management methodology
D.) Monitoring compliance with project management standards
Correct answer is ​A
Explanation: Although the question is very subjective, and the roles and responsibilities of PMOs
vary from organization to organization, the 'least likely task' needs to be selected.
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Developing project management methodology, monitoring compliance with project
management standards, and coaching project teams are usually considered core
responsibilities of every PMO. However, a PMO may or may not have the responsibility of
hiring some project roles.
A.) Correct. This is not a common function of the PMO; hence, it is the correct answer.
B.) Incorrect. This is a common function of the PMO.
C.) Incorrect. This is a common function of the PMO.
D.) Incorrect. This is a common function of the PMO.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 48
Question 10*: A construction company is engaged in multiple small- to medium-sized
construction projects all across the state. Every project is being managed by a project
manager, and every project manager has a dedicated project team reporting to him. The
CEO of the company realizes that there is the potential to minimize costs by making sure
that projects are being managed more efficiently. The CEO recently created a PMO and
made it responsible for project tracking, status reviewing, and progress regulation in order
to meet performance objectives. In this scenario, which management is the PMO
department responsible for?
A.) Direct and Manage Project Work
B.) Monitor and Control Project Work
C.) Develop Project Management Plan
D.) Close Project or Phase
Correct answer is ​B
Explanation: In this scenario, the PMO is ensuring compliance and controlling the performance of
projects. This is considered a Monitoring & Controlling process, specifically the Monitor and
Control Project Work process.
A.) Incorrect. The PMO is not directly working; it is monitoring work.
B.) Correct. The PMO is monitoring and controlling work
C.) Incorrect. This is a planning process; the PMO is monitoring the project.
D.) Incorrect. The PMO is not conducting the closure process.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 105-107
Question 11: According to the ​PMBOK® Guide,​ which of the following activities is not
carried out during the Close Project or Phase process?
A.) Archiving project information
B.) Final product or result transition
C.) Gathering lessons learned
D.) Inspection of deliverables by the project team
Correct answer is ​D
Explanation: Inspection of deliverables by the project team is related to quality. This activity is
performed during the Control Quality process and not during the Close Project or Phase
process.
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A.) Incorrect. Archiving project information is an activity in the Close Project or Phase process.
B.) Incorrect. Final product or result transition is part of closing a project or phase.
C.) Incorrect. Gathering lessons learned is part of closing a project or phase.
D.) Correct. This is an activity not in the Close Project or Phase process; hence, it is the correct
answer. Inspection of deliverables by the project team is part of verification, which is part
of the Control Quality process,
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 121-123 and 303
Question 12: Which of the following is not a component of the project management plan?
A.) Project life cycle
B.) Cost baseline
C.) Issue and defect management procedures
D.) Change management plan
Correct answer is ​C
Explanation: Issue and defect management procedures are considered organizational process
assets. They are not a component of the project management plan.
A.) Incorrect. The project life cycle is part of the project management plan.
B.) Incorrect. The cost baseline is part of the project management plan.
C.) Correct. The issue and defect management procedures are organizational process assets
and not part of the project management plan.
D.) Incorrect. The change management plan is part of the project management plan.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 41 and 89
Question 13: The process of using knowledge to create new knowledge to achieve project
objectives and contribute to organizational learning is called:
A.) Expert judgment
B.) Organization process assets
C.) Enterprise environmental factors
D.) Manage Project Knowledge
Correct answer is ​D
Explanation: The process of using existing knowledge and creating new knowledge to achieve
the project’s objectives and contribute to organizational learning is called Manage Project
Knowledge.
A.) Incorrect. Experts help by bringing or creating new knowledge. This is only part of knowledge
management.
B.) Incorrect. Knowledge may become part of organizational process assets, but this is not the
process.
C.) Incorrect. Knowledge may be gained or influenced by enterprise environmental factors, but
this is not a process.
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D.) Correct. The process of using existing knowledge and creating new knowledge to achieve the
project’s objectives and contribute to organizational learning is called Management
Project Knowledge.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 98
Question 14: Knowledge that is personal and difficult to express is called:
A.) Skill
B.) Tacit knowledge
C.) Ability
D.) Explicit knowledge
Correct answer is ​B
Explanation: Tacit knowledge is personal and difficult to express, such as beliefs, insights,
experience, and "know-how", and, hence, can be difficult to express and is often personal.
Explicit knowledge is knowledge that can be readily codified using words, pictures, and
numbers. Ability is the competence to perform an observable behavior or a behavior that
results in an observable product. Skill is an observable competence to perform a learned
activity requiring a combination of physical activity and mental processes. Typing is a good
example.
A.) Incorrect. Skill is an observable competence to perform a learned activity requiring a
combination of physical activity and mental processes.
B.) Correct. Tacit knowledge is personal and difficult to express, such as beliefs, insights,
experience, and 'know-how'.
C.) Incorrect. Ability is the competence to perform an observable behavior or a behavior that
results in an observable product.
D.) Incorrect. Explicit knowledge is knowledge that can be readily codified using words, pictures,
and numbers.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 100
Question 15*: A newer project is being planned. The project sponsor has decided to
terminate the project due to the unavailability of funds. What should the project manager
do?
A.) The project manager should reject this decision because the project management plan has
not yet been approved
B.) The project manager needs to negotiate with the project sponsor
C.) The project manager should terminate the project in its current state
D.) The project manager should proceed to the Closing Project or Phase process for the project
and follow the closing processes
Correct answer is ​D
Explanation: Negotiating won't help in this situation and might be a career-limiting move. The best
action is to follow the executive decision and close the project. However, proper closing
processes need to be followed for a formal closure, even if a project is just in its early
stages.
A.) Incorrect. This is not the best option and could be damaging to your career.
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B.) Incorrect. Unless the sponsor is missing some critical piece of information, this will not change
the situation.
C.) Incorrect. The project manager should capture the work already done and document the
reason for the cancelation.
D.) Correct. The project manager should formally close the project and document the work
already complete along with the reason for the cancelation. If the funds become
available, this will save the work already completed.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 23 and 633
Question 16: If a change control board (CCB) has been set up to review every change
request for a project, where should the roles and responsibilities of this board be
documented?
A.) Change management plan
B.) Change requests
C.) Scope management plan
D.) Project charter
Correct answer is ​A
Explanation: Not every change request has an impact on project scope. By definition, the change
management plan establishes the change control board, documents the extent of its
authority, and describes how the change control system and the board are implemented.
A.) Correct. The change management plan establishes the change control board, documents the
extent of its authority, and describes how the change control system is implemented
B.) Incorrect. Change requests are the documents used to describe changes.
C.) Incorrect. Not all changes relate to scope, so the scope management plan is not the best
place to define the CCB.
D.) Incorrect. The project charter is at too high a level to define the roles and responsibilities of
the CCB.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 116
Question 17: Many project management processes rely on expert judgment for making the
right decisions at the right time. Certain critical processes, such as the Develop Project
Management Plan process, rely on expert judgment for a robust project management plan.
Which of the following cannot provide expert judgment?
A.) Lessons learned register
B.) Consultants
C.) Subject matter experts
D.) Customers
Correct answer is ​A
Explanation: Only an individual or group of individuals having the required knowledge and skills
under consideration can provide expert judgment. A lessons learned register can help
gather facts and increase awareness, but it cannot provide expert judgment.
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A.) Correct. Lessons learned register cannot provide expert judgment. Experts are individuals or
groups.
B.) Incorrect. Consultants can provide expert judgment.
C.) Incorrect. Subject matter experts can provide expert judgment.
D.) Incorrect. Customers can provide expert judgment.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 85
Question 18: A project team member is currently performing an inspection of
newly-produced project deliverables. The inspector determines that some of the
deliverables do not meet the required quality standards and asks the team to rework these
deliverables. The rework in this scenario is an example of which of the following?
A.) Risk mitigation
B.) Defect repair
C.) Corrective action
D.) Preventive action
Correct answer is ​B
Explanation: Since the quality issues with the deliverables have been identified, this cannot be
considered a risk. Risks are uncertain future events. This is also not a proactive measure
to prevent future issues, and therefore cannot be considered a preventive action either.
Corrective actions are the measures taken to bring future project performance back to the
acceptable standards, while a defect repair refers to reworking rejected deliverables.
A.) Incorrect. Too many defects and not achieving quality are both potential risks, but the activity
described here is simply fixing defects.
B.) Correct. This is a defect repair.
C.) Incorrect. The action here does not change a process, which would require a change request.
D.) Incorrect. The action here does not change a process, which would require a change request.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 96
Question 19*: A continuous improvement manager working for a pharmaceutical company
is currently in charge of the packaging process and is responsible for monitoring and
continuously improving the process. How is this effort classified?
A.) It is considered a continuous improvement project.
B.) It is considered a project since it has a beginning and an end.
C.) It is considered an operations' process because pharmaceutical companies always have
operations.
D.) It is considered an operations' process because the manager's job will be continuous and
on-going.
Correct answer is ​D
Explanation: The continuous improvement manager has been asked to continuously monitor the
process and improve it. This is an ongoing process; hence, the effort is operational in
nature. Pharmaceutical companies can have projects, e.g., new process design, feasibility
studies, and research projects, etc.
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A.) Incorrect. By the description given, there is no end to this effort; hence, it is not a project.
B.) Incorrect. By the description given, there is no end to this effort; hence, it is not a project.
C.) Incorrect. All companies have operations, but that does not mean all the work they do is
operational in nature.
D.) Correct. Operations are ongoing, as this effort seems to be described.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 4
Question 20*: In order to maximize corporate profit, a senior finance officer at an oil
refinery is managing excess management reserves, which may include multiple external
investments at different banks, the stock exchange, trading, leasing, etc. Each of these
investments needs to be managed as a separate project because they all have different
maturity periods. Selection of the right investment project is not industry-specific but
rather focuses on environmental conditions and best return rates. Which of the following
best describes the financial officer's role?
A.) Project coordinator
B.) Project manager
C.) Program manager
D.) Portfolio manager
Correct answer is ​D
Explanation: The finance officer is managing multiple projects that are not related to one another.
These projects are independent, and they do not have any effect on each other. This is an
example of a portfolio, and the finance officer's role is that of a portfolio manager.
A.) Incorrect. This is a term occasionally used for a part-time project manager.
B.) Incorrect. A project manager would be handling only one or two projects at a time.
C.) Incorrect. Program managers handle groups of related projects or programs.
D.) Correct. The projects are being managed to set corporate goals and objectives as part of the
organization's strategy.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 11-12
Question 21*: An air cargo handling company is designing a new shipment tracking
process for the company. This process is required to electronically track every customer
shipment and provide updates. Once designed and approved, the person heading up the
work will need to transfer this process to the company's operations team for
implementation. What is the name of the process this person is doing?
A.) It is considered an operations process because it will be used continuously.
B.) It is considered an operations process because air cargo handling falls under operations.
C.) It is considered a project because the deliverable is unique, and the effort has a specific
beginning and end.
D.) It is considered a project since it contains a deliverable.
Correct answer is ​C
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Explanation: The person has been given a task that will end once the process is transferred to
operations. Since this activity has a specific beginning and a specific end, it is considered a
project.
A.) Incorrect. This person's work is complete when it is transferred to operations.
B.) Incorrect. What the company does has little bearing on the name of the process.
C.) Correct. A project has a distinct beginning and end to create a unique product. That appears
to be being done in this example.
D.) Incorrect. It is a project, but the fact it has deliverables has no bearing. It must have a specific
beginning and a specific end to be a project.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 4
Question 22*: A newly PMP® certified project manager is assigned a complex software
development project and is excited about using the newly-acquired skills. However, on
this particular project, the project manager thinks that some of the ​PMBOK® Guide
processes don’t fit the project’s requirements. Is the project manager doing the right
thing?
A.) Yes, because the ​PMBOK® Guide​ processes do not have to be applied uniformly to all
projects
B.) Yes, because project managers have the right to do whatever they want
C.) No, because this goes against the PMI© Code of Ethics and Professional Conduct
D.) No, because PMPs must always apply all ​PM
​ BOK® Guide​ processes to their projects
Correct answer is ​A
Explanation: The ​PMBOK® Guide​ contains a set of best project management practices. Most of
this knowledge is applicable to most projects most of the time. However, these do not have
to be applied uniformly to all projects.
A.) Correct. The ​PMBOK® Guide​ is a guide of best practices. It is meant to propose a concept,
not a list of requirements.
B.) Incorrect. Project managers do have the right to do anything. They are project experts who
propose the best options.
C.) Incorrect. The PMI Code of Ethics and Professional Conduct does not pertain to what
processes to use.
D.) Incorrect. There is no requirement that PMPs follow the ​PMBOK® Guide​.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 2
Question 23: A project manager uses a project coordinator to oversee the project team as
they perform various project execution tasks. The project coordinator is responsible for
coordinating all the project execution tasks and processes, ensuring that the project work
is being carried out as planned and reporting this information to the project manager. On
the other hand, the project manager is performing change management, variance analysis,
and project control. For which of the following processes is the project coordinator
responsible?
A.) Distribute information
B.) Report performance
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C.) Direct and Manage Project Work
D.) Monitor and Control Project Work
Correct answer is ​C
Explanation: The project coordinator’s major role is coordination, which is an executing process.
He is responsible for the Direct and Manage Project Work process. The project
coordinator's responsibilities are closely linked to the Monitor and Control Project Work
process, but that process involves variance analysis, change management, and project
control, which are the project manager's responsibilities, not the project coordinator's.
A.) Incorrect. Distribute information is done from processes in the Monitoring and Controlling
Process Group.
B.) Incorrect. Reporting performance is an output of Monitor and Control Project Work.
C.) Correct. The Direct and Manage Project Work process oversees project execution.
D.) Incorrect. The Monitor and Control Project Work process is the process of tracking, reviewing,
and reporting overall progress to meet the performance objectives
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 90-92
Question 24: The planning phase of any project is one of the most critical periods in a
project's life cycle. Every project’s success heavily depends upon whether the project was
planned properly. The 24 planning processes that are defined in the ​PMBOK® Guide​ are
not required to be sequentially followed; rather, multiple iterations of these processes are
performed during the planning phase. Which of the planning processes (or its last
iteration) is the last to be completed in the planning process?
A.) Develop Project Management Plan
B.) Plan Resource Management
C.) Plan Communications Management
D.) Plan Quality Management
Correct answer is ​A
Explanation: Every project plan is a subsidiary of the project management plan. The project
management plan is finalized when all its subsidiary plans are developed and approved.
The Develop Project Management Plan process is the last planning process completed
during the project's planning phase.
A.) Correct. Since the project management plan is comprised of all the component plans, the
other plans need to be completed first.
B.) Incorrect. The Plan Resource Management process needs to be completed before the
Develop Project Management Plan is completed.
C.) Incorrect. The Plan Communications Management process needs to be completed before the
Develop Project Management Plan is completed.
D.) Incorrect. The Plan Quality Management process needs to be completed before the Develop
Project Management Plan is completed.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 82-83
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Question 25: A project manager and is performing the administrative closure of a project
and is gathering lessons learned and transferring them to the organizational process
assets. The project was very complex, and a couple of times, the project went over budget
as a result of some incorrect decisions he made. However, the project manager is able to
complete the project on time and within budget. The project manager is uncertain whether
to include incorrect decisions and their impact on the project as part of the organizational
process assets updates since they did not affect the overall project success. What is the
project manager's best course of action in this scenario?
A.) The project manager should document the events but deny any responsibility for causing
them.
B.) The project manager should document incorrect decisions, along with their impact.
C.) The project manager should not document these events at all.
D.) The project manager should seek the manager's opinion.
Correct answer is ​B
Explanation: The project manager must be honest. He should document his incorrect decisions,
along with their impact.
A.) Incorrect. This is not an ethical option.
B.) Correct. The fact that the decisions were made is important to future project managers to
avoid repeating them.
C.) Incorrect. The decisions and results are valuable to others; omitting them is unethical.
D.) Incorrect. There is no need to involve a manager. Storing the data is the project manager's
responsibility,
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 123 and PMI Code of Ethics and
Professional Conduct, Honesty
Question 26: Which of the following actions is not part of managing knowledge?
A.) Generating, reusing, and transferring knowledge
B.) Storing, codifying, and enhancing knowledge
C.) Learning, reusing, and hiding information
D.) Establishing a trusting organization.
Correct answer is ​C
Explanation: The knowledge cycle includes generate, reuse, codify, store, share, integrate, learn,
and enhance. Knowledge needs to be securely shared. For people to share data, there
must be trust. As a project manager, you need to create an environment of trust.
A.) Incorrect. These actions are all part of a knowledge management cycle.
B.) Incorrect. These actions are all part of a knowledge management cycle.
C.) Correct. Storing data securely is a part of knowledge management, but hiding information is
not; hence, this answer is correct.
D.) Incorrect. Knowledge needs to be securely shared. For people to share data, there must be
trust. As a project manager, you need to create an environment of trust.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 100
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Question 27: Which of the following are in the Closing Process Group?
A.) Close Project or Phase
B.) Contract Closure and Close Project or Phase
C.) Close Project Charter
D.) Close Project Management Plan
Correct answer is ​A
Explanation: The Closing Process Group has only one process—Close Project or Phase.
A.) Correct. Close Project or Phase is the only process in the Closing Process Group.
B.) Incorrect. Close Project or Phase is the only process in the Closing Process Group. You close
procurements as part of the Control Procurement and contracts as part of Closing Project
or Phase processes.
C.) Incorrect. This is not a process name.
D.) Incorrect. This is not a process name.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 25
Question 28: A functional manager is asking for help in the professional development for
three direct reports who are currently working on a project. Where can a project manager
best help?
A.) Give input regarding salary decisions
B.) Give feedback on their performance and mentor on project management
C.) Suggest academic seminars
D.) Recommend career paths
Correct answer is ​B
Explanation: This is one of those questions where you have to find “the best” answer. Functional
managers have the responsibility to deal with all four topics presented in these answers. A
project manager might certainly address these issues with a functional manager, but giving
feedback on people's performance as they work a project team is certainly the most
appropriate selection for a project manager.
A.) Incorrect. This is an option but does not address professional development.
B.) Correct. This helps educate team members better on project management and the project.
C.) Incorrect. This helps with the person's professional development but is not project
management specific.
D.) Incorrect. This helps with professional development but does not directly relate to your area of
expertise as a project manager.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 56
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Question 29*: A project manager should have multi-disciplinary skills in order to deliver
successful projects. However, some skills are more important than others. For successful
project management, which one of the following skills required of a project manager is of
least importance in comparison to the others?
A.) Technical project management skills
B.) Sound technical knowledge of the product being developed
C.) Strategic and business management skills
D.) Leadership skills
Correct answer is ​B
Explanation: PMI® has defined The PMI Talent Triangle® to denote the competencies that a
project manager must have. These are leadership knowledge, strategic and business
management knowledge, and technical project management knowledge skills.
Domain technical knowledge is not part of that structure; it can be gathered from the expert
judgment tools and techniques.
A.) Incorrect. This is one of the three key skill sets that a project manager needs.
B.) Correct. This is not a key skill for a project manager and deferred to the expert judgment of
others; hence, it is the correct answer.
C.) Incorrect. This is one of the three key skill sets that a project manager needs.
D.) Incorrect. This is one of the three key skill sets that a project manager needs.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 56-62
Question 30: Which of the following Process Groups needs most of the project budget?
A.) Initiating
B.) Monitoring & Controlling
C.) Planning
D.) Executing
Correct answer is ​D
Explanation: Most of the project budget is spent in the Executing Process Group. Cost levels are
low at the beginning of the project and peak as the work is carried out in the Executing
Process Group.
A.) Incorrect. Initiating is usually where only a small amount of budget is spent.
B.) Incorrect. Monitoring & Controlling spans a wide range of the project, but more money is spent
on Executing.
C.) Incorrect. Planning is where costs start to increase.
D.) Correct. Most of the project budget is spent in the Executing Process Group.
Reference: ​A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)​ – Sixth
Edition, Project Management Institute Inc., 2017, Page(s) 18, 23, and 595
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PMI-ACP, and PMI-PBA are registered marks of the Project Management Institute, Inc. PMI has not
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publication and makes no warranty, guarantee or representation, expressed or implied as to the accuracy or
content.
Every attempt has been made by OSP International LLC to ensure that the information presented in this
publication is accurate and can serve as preparation for the PMP certification exam. However, OSP
International LLC accepts no legal responsibility for the content herein. This document should be used only
as a reference and not as a replacement for officially published material. Using the information from this
document does not guarantee that the reader will pass the PMP certification exam. No such guarantees or
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