PMI-SP Online Practice Questions and Answers

Correct Answer: D

The results of earned value management are not an input to the control schedule process. The fourth input is organizational process assets. The inputs of schedule control process are as follows: Project Management Plan Project Schedule Work Performance Integration Organizational Process Assets Answer option C is incorrect. The project management plan is an input to the control schedule process. Answer option A is incorrect. The project schedule is an input to the control schedule process. Answer option B is incorrect. The work performance information is an input to the control schedule process.

Correct Answer: B

The milestone list is the best answer. A milestone list provides a sequence of indicators about project progress to date and achievements or goals, which are to be achieved. The milestone list is used in project management as an indication of

progress through the achievement of a major project accomplishment. It is a project document that is not part of the project management plan. The list contains all the project milestones along with information indicating whether they are

mandatory to achieve or not. Answer option A is incorrect. The scope baseline is a collection of the project scope, the WBS, and the WBS dictionary.

Answer option D is incorrect. The project schedule management plan is not the best answer, as the milestone list is the most direct result.

Answer option C is incorrect. The project charter is not the best answer for identifying the milestones.

Correct Answer: C

A stakeholder analysis matrix is a simple table that identifies stakeholders, their attitude towards the project, their perceived threats and concerns, and strategies the project manager can use to gain stakeholder support and remove obstacles. Answer option A is incorrect. Stakeholder identification tools are not a precise answer for this question. Answer option D is incorrect. The communications management plan is a broad plan and may reference the stakeholder analysis matrix, but it is not the best answer for this question. Answer option B is incorrect. In some cases the project manager could rely on expert judgment, but in all projects the project manager can use a stakeholder analysis matrix.

Correct Answer: D

Work performance measurements are created from the work performance information. WPMs are an output of Control schedule, Control cost, and Control scope processes, which are monitoring and controlling processes. WPMs consist of planned versus actual performance indicators with respect to scope, schedule, and cost. They are documented and communicated to the stakeholders and are used to make project activity metrics, such as the following: Planned vs. Actual Technical performance and Scope performance Planned vs. Actual Schedule performance Planned vs. Actual Cost performance Answer option A is incorrect. Work performance information is an input to the control schedule process and includes information on project progress and activity start and finish information. Answer option C is incorrect. The project management plan is an input to the control schedule process. Answer option B is incorrect. The project schedule is an input to the control schedule process.

Correct Answer: D

Cost performance index (CPI) is used to calculate performance efficiencies. It is used in trend analysis to predict future performance. CPI is the ratio of earned value to actual cost. The CPI is calculated based on the following formula: CPI =

Earned Value (EV) / Actual Cost (AC) If the CPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The CPI value of 1 indicates that the project is right on

target. In this instance, the actual costs are $125,000 more than what the work is worth, which means you'll need to find the earned value, $795,024 and add $125,000 to find the actual costs of the project, which are $920,024. Answer option

A is incorrect. This is a trick as 86 is not the same value as .86. On your PMP exam pay attention to these little details.

Answer option C is incorrect. .90 is slightly more than the Schedule Performance Index of this project. Answer option B is incorrect. This value represents the actual cost of the project.

Correct Answer: C

Rolling wave planning is a technique to plan and do the most imminent project work before moving onto the details that are far off in the project schedule and project plan. Rolling wave planning is a technique for performing progressive

elaboration planning where the work to be accomplished in the near future is planned in detail at a low level of the work breakdown structure. The work to be performed within another one or two reporting periods in the near future is planned

in detail as work is being completed during the current period.

Answer options B and A are incorrect. These are not valid project management terms. Answer option D is incorrect. Decomposition is the process of breaking down work packages into the activity list.

Correct Answer: D

Cost performance index (CPI) is used to calculate performance efficiencies. It is used in trend analysis to predict future performance. CPI is the ratio of earned value to actual cost. The CPI is calculated based on the following formula: CPI = Earned Value (EV) / Actual Cost (AC) If the CPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The CPI value of 1 indicates that the project is right on target. In this instance, it's EV = 0.40 * 750,000 = 300,000 CPI = EV/AC = 300,000/325,000 = 0.92

Correct Answer: ABC

Project monitoring should be worked out to verify all the working actions, including investments. Project monitoring helps the project staff to know how things are going, as well as giving early warnings of possible troubles and difficulties. The

methods used in monitoring a project are as follows:

1.Reports: Reports will help to identify the progress and problems easily and early. Reports must be completed in a standardized form at regular, predetermined intervals by all the team members. Reports should be short and brief.

2.Diaries: It is a helpful way of recording information. 3.Finances: An understanding of the basic concepts of project fianance are important in making a project. Careful budgeting and planning will provide a great help in finance. 4.Meeting:

There should be periodic meeting of team members to resolve the issues. This will help to monitor the problems easily and efficiently.

Answer option D is incorrect. This is the information that is used for monitoring to be useful. It is not a monitoring method.

Correct Answer: C

In severe cases, new schedule duration estimates with new forecasted start and finish dates are needed. In these instances, it is an example of using the control schedule process. Control schedule process is a method of monitoring the status of the project to update project progress and deal with the changes to the schedule baseline. It is concerned with: Determining the current status of the project Influencing the factors that create schedule changes Determining that the project schedule has changed Managing the actual changes as they occur Control schedule is a component of the Perform Integration Change Control process. Answer option D is incorrect. The activity resources would only address the addition or replacement of resources needed to complete the project work. Answer option B is incorrect. This is a tempting choice, but new schedules are a part of the control schedule process. Answer option A is incorrect. Develop schedule is not the best choice for this question.

Correct Answer: ABC

The characteristics of conflict and the conflict management process recognized by the project managers while handling conflict in a team environment are as follows: Conflict is natural and forces a search for alternatives. Openness resolves conflict. Conflict resolution should focus on issues, not personalities. Conflict is a team issue. Conflict resolution should focus on the present, not the past.