Question 21: Which of the following is not a process group?
Options:
a) Initiation
b) Planning
c) Execution
d) Closing
Correct Answer:
a) Initiation
Explanation:
The correct term for the process group is Initiating, not “Initiation.” This is a subtle but significant difference. In project management, there are five process groups as defined by the PMBOK Guide:
- Initiating: Defines the project at a high level and obtains authorization to start.
- Planning: Establishes the scope, objectives, and course of action.
- Executing: Directs resources to accomplish the project work.
- Monitoring and Controlling: Tracks, reviews, and regulates project progress.
- Closing: Finalizes all activities to formally close the project.
Since “Initiation” is not the correct term for the process group, it is not a valid process group.
Why the Other Options Are Correct Process Groups:
- Planning: Involves defining the project’s scope and roadmap.
- Execution: Focuses on delivering the project’s outputs.
- Closing: Ensures that all project work is completed and closed properly.
Final Answer:
The option that is not a process group is a) Initiation.
Question 22: What is the output of the Monitoring and Controlling process?
Options:
a) The project schedule
b) The project charter
c) The project management plan
d) The project work
Explanation:
The Monitoring and Controlling process group focuses on tracking, reviewing, and regulating project progress and performance. One of its key outputs is updates to the project management plan to ensure alignment with project objectives.
Key Outputs of the Monitoring and Controlling Process Group:
- Updates to the Project Management Plan:
- Adjustments to schedules, budgets, or other project baselines based on performance and feedback.
- Work Performance Reports:
- Data and insights from monitoring project activities.
- Change Requests:
- Corrective actions, preventive actions, or defect repairs.
- Validated Deliverables:
- Ensures deliverables meet quality and scope requirements.
Why the Other Options Are Incorrect:
- a) The project schedule:
- The schedule is a part of the project management plan, not a standalone output of monitoring and controlling.
- b) The project charter:
- The charter is created during the Initiating process group, not during Monitoring and Controlling.
- d) The project work:
- The project work is executed during the Executing process group, not an output of monitoring and controlling.
Final Answer:
The project management plan is the output of the Monitoring and Controlling process, making option c the correct choice.
Question 23: Which of the following is not an input to the Develop Project Management Plan process?
Options:
a) The project charter
b) The stakeholder register
c) The enterprise environmental factors
d) The organization’s processes and procedures
Explanation:
The Develop Project Management Plan process integrates and consolidates all subsidiary plans and baselines into a comprehensive project management plan. Inputs to this process include elements that provide foundational guidance and organizational context, such as:
- Project Charter:
- Provides the high-level vision, objectives, and authorization for the project.
- Enterprise Environmental Factors (EEFs):
- This includes organizational culture, systems, and industry standards influencing the plan.
- Organizational Process Assets (OPAs):
- Refers to templates, guidelines, and historical information for project planning.
The Stakeholder Register is created during the Identify Stakeholders process, and while it is a critical document for managing stakeholders, it is not an input specifically required for developing the project management plan.
Why the Other Options Are Inputs:
- a) The project charter:
- Provides the foundation for developing the project management plan.
- c) The enterprise environmental factors:
- Includes external and internal factors that influence how the plan is developed.
- d) The organization’s processes and procedures:
- These fall under organizational process assets and guide the development of the project management plan.
Final Answer:
The stakeholder register is not an input to the Develop Project Management Plan process, making option b the correct choice.
Question 24: Which of the following is not an input to the Controlling process?
Options:
a) The project management plan
b) The project schedule
c) The project work
d) The approved changes
Explanation:
The Controlling process in project management involves tracking, reviewing, and regulating project progress. Its inputs typically include plans, schedules, and approved changes that provide the framework for comparison and adjustment. Let’s evaluate the options:
Inputs to the Controlling Process:
- The project management plan:
- Acts as the baseline for measuring and monitoring project performance.
- The project schedule:
- Used to track progress against planned milestones and deadlines.
- The approved changes:
- Includes changes to baselines, ensuring that updated information is considered in the controlling process.
Why The Project Work is Not an Input:
The project work refers to the actual activities performed to produce deliverables. While it is monitored and evaluated during the controlling process, it is not an input. Instead, work performance data and reports generated from the project work are used as inputs.
Final Answer:
The project work is not an input to the Controlling process, making option c the correct choice.
Question 25: Which of the following is not an output of the Closing process?
Options:
a) The final product, service, or result of the project
b) A lessons learned knowledge base
c) Organizational closure documents
d) The project management plan
Correct Answer:
d) The project management plan
Explanation:
The Closing process in project management ensures that all project activities are completed, deliverables are handed over, and the project is formally closed. Key outputs of the Closing process include:
- The final product, service, or result:
- The deliverable that fulfills the project’s objectives.
- Lessons learned knowledge base:
- A document summarizing what went well, what did not, and recommendations for future projects.
- Organizational closure documents:
- Documents confirming the closure of the project or phase, including administrative closures.
Why The Project Management Plan is Not an Output:
The project management plan is an input to many processes, including closing. It is not recreated or outputted during the Closing process. Instead, updates or final versions are archived as part of project records.
Final Answer:
The project management plan is not an output of the Closing process, making option d the correct choice.
Question 26: A company considers Alpha and Beta projects. Alpha expects a $50 million net profit, and Beta expects a $45 million net profit. Both are lucrative and rewarding projects, but the company can only invest in one. If Alpha is chosen, calculate the opportunity cost.
Options:
a) $45 million
b) $95 million
c) $5 million
d) $50 million
Correct Answer:
a) $45 million
Explanation:
Opportunity cost is the value of the next best alternative forgone when a choice is made. In this case:
- If Alpha is chosen, the opportunity cost is the profit that would have been earned from the next best alternative, Beta.
- Beta’s profit is $45 million, which becomes the opportunity cost of choosing Alpha.
Why the Other Options Are Incorrect:
- b) $95 million:
- This is the combined profit of both projects, which is irrelevant as only one project can be chosen.
- c) $5 million:
- This is the difference between the profits of Alpha and Beta, not the opportunity cost.
- d) $50 million:
- This is Alpha’s profit and represents the benefit of choosing Alpha, not the cost of the foregone alternative.
Final Answer:
The opportunity cost of choosing Alpha is $45 million, making option A the correct choice.
Question 27: You are the manager of a project that involves constructing five bridges. The project comprises five sequential phases, with each phase completing one bridge. After the first phase of the project is complete, which process group of the second phase should follow?
Options:
a) Executing
b) Closing
c) Initiating
d) Planning
Correct Answer:
c) Initiating
Explanation:
In a multi-phase project, each phase is treated as a mini-project with its own lifecycle. After completing one phase (e.g., building the first bridge), the next phase (building the second bridge) begins with the Initiating Process Group. This involves:
- Defining the goals, objectives, and scope of the second phase.
- Obtaining authorization to start the phase.
- Developing or reviewing the project charter for the second phase.
Why the Other Options Are Incorrect:
- a) Executing:
- The Executing process group follows Planning. It cannot begin until the project objectives and plans for the second phase are established during the Initiating and Planning processes.
- b) Closing:
- Closing is the final process group of a phase or project and occurs after all deliverables are completed, not at the start of the next phase.
- d) Planning:
- Planning follows Initiating. The second phase cannot be planned until it has been formally initiated.
Final Answer:
After completing the first phase, the Initiating process group of the second phase should follow, making option c the correct choice.
Question 28:
A project aims to investigate the technical, economic, and social feasibility of constructing a hydroelectric dam. The project charter is approved by the project sponsor. What is the next step to be performed?
Options:
a) Identify Risks
b) Develop a Project Management Plan
c) Develop Project Charter
d) Identify Stakeholders
Correct Answer:
d) Identify Stakeholders
Explanation:
Once the project charter is developed and approved, the next logical step in the project management process is to Identify Stakeholders. This step is crucial for several reasons:
- Initiating Process Group:
- Both Develop Project Charter and Identify Stakeholders are part of the Initiating Process Group.
- Identify Stakeholders is performed immediately after the project charter is approved.
- Understanding Stakeholder Needs:
- Identifying stakeholders early helps the project manager understand who will be affected by or can influence the project.
- It allows for the collection of requirements and expectations, which are essential inputs for planning.
- Foundation for Planning:
- Information about stakeholders is critical for developing the Project Management Plan and other planning documents.
- Stakeholder engagement strategies are formulated based on this initial identification.
Why the Other Options Are Incorrect:
- a) Identify Risks:
- This process is part of the Planning Process Group and typically occurs after stakeholders have been identified and engaged.
- Stakeholder input is essential for effective risk identification.
- b) Develop Project Management Plan:
- Also part of the Planning Process Group.
- The Project Management Plan requires inputs from stakeholders; thus, stakeholders need to be identified first.
- c) Develop Project Charter:
- The question states that the project charter has already been approved.
- Developing the project charter is therefore already completed.
Final Answer:
After the project charter is approved, the next step to be performed is to Identify Stakeholders, making option d the correct choice.
Question 29: While managing a software upgrade project, you realize that your sponsor has high authority in decisions but low interest. What stakeholder management strategy should you employ to ensure the sponsor’s continued support?
Options:
a) Manage the sponsor closely
b) Keep the sponsor satisfied
c) Keep the sponsor informed
d) Monitor the sponsor’s actions
Correct Answer:
b) Keep the sponsor satisfied
Explanation:
In stakeholder management, stakeholders with high authority but low interest are classified as “Keep Satisfied” in the Power/Interest Grid. These stakeholders:
- Have significant influence over project decisions but are not actively involved in day-to-day operations.
- Need regular updates and assurance that the project is progressing as expected.
- Require strategic engagement to maintain their satisfaction and ensure their support when key decisions or escalations arise.
Why the Other Options Are Incorrect:
- a) Manage the sponsor closely:
- This strategy is suitable for stakeholders with high authority and high interest, as they are deeply involved and need close engagement.
- c) Keep the sponsor informed:
- This strategy applies to stakeholders with low authority and low interest. Keeping informed is not sufficient for someone with high authority.
- d) Monitor the sponsor’s actions:
- Monitoring is appropriate for stakeholders with low authority and low interest, not for a high-authority stakeholder like the sponsor.
Final Answer:
The appropriate strategy for a stakeholder with high authority and low interest is to keep the sponsor satisfied, making option b the correct choice.
Question 30: The project sponsor asks for a copy of the document that contains the description, owner, source, priority, and status of product requirements. Which project document is the sponsor referring to?
Options:
a) The scope management plan
b) The requirements management plan
c) The requirements traceability matrix
d) The work breakdown structure (WBS)
Correct Answer:
c) The requirements traceability matrix
Explanation:
The Requirements Traceability Matrix (RTM) is a document used to link product requirements to their origin and track their status throughout the project lifecycle. It includes details such as:
- Description: A clear explanation of the requirement.
- Owner: The person responsible for ensuring the requirement is met.
- Source: Where the requirement originates (e.g., stakeholder input, business need).
- Priority: The importance or rank of the requirement.
- Status: The current state of the requirement (e.g., completed, in progress).
The RTM ensures all requirements are accounted for and aligned with project deliverables, making it the correct document in this scenario.
Why the Other Options Are Incorrect:
- a) The scope management plan:
- This outlines how the scope will be defined, managed, and controlled but does not contain detailed requirement tracking.
- b) The requirements management plan:
- This document describes how requirements will be gathered, analyzed, and managed but does not track individual requirements’ status or priority.
- d) The work breakdown structure (WBS):
- The WBS breaks down project work into manageable components but does not track product requirements or their attributes.
Final Answer:
The document the sponsor is referring to is the Requirements Traceability Matrix (RTM), making option c the correct choice.