done before the approval by the CCB. Options A and C occur after an approval. For more information, please see Chapter 9.
12. C. This situation describes varying work styles that are a common cause of conflict. Competing resource demands and constraints are also common causes of conflict. Conflicts are anything that restricts or dictates the actions of the project team. And issues like this should almost never have to be escalated to the project sponsor. For more information, please see Chapter 6.
13. B. The tools described in this question are used during the Monitoring and Controlling phase of the project to monitor project work and assure it meets expectations. It also helps in determining corrective actions needed to get the project back on track. For more information, please see Chapter 10.
14. C. Lessons learned describe what went well and what didn’t go well on the project. Lessons learned are included in the project close report, the postmortem report, and the post-project review. For more information, please see Chapter 10.
15. C. The project charter authorizes the project to begin. For more information, please see Chapter 3.
16. B. Milestones often signal that you’ve completed one of the key deliverables on the project. For more information, please see Chapter 5.
17. F. Task completion is a communication trigger. The remaining options are examples of factors that influence communications. For more information, please see Chapter 8.
18. B. The Scrum master is responsible for removing obstacles that are getting in the way of the team performing the work. They work with the product owner to help define backlog items, and they educate team members on the Agile process. For more information, please see Chapter 9.
19. C. The Agile project management methodology uses self-organized and self-directed teams. The other options don’t use these types of teams. For more information, please see Chapter 9.
20. B. A quality gate is added to the schedule as a checkpoint to determine whether the work meets quality standards. For more information, please see Chapter 5.
21. A. The schedule baseline is the final, approved version of the schedule and is signed by the stakeholders, sponsor, and functional managers. Having a schedule baseline will not prevent future schedule risk. For more information, please see Chapter 5.
22. A, D. The amount of time and money a change will require are outcomes of a change control process, not inputs to the process. For more information, please see Chapter 9.
23. C. The bottom-up cost-estimating method is the most precise because you begin your estimating at the activities in the work package and roll them up for a total estimate. For more information, please see Chapter 7.
24. B. Decomposition is the process of analyzing the requirements of the project in such a way that you reduce the requirements down to the steps and tasks needed to produce them. For more information, please see Chapter 4.
25. D. The project manager assembles the team members for the project. The project manager may get input from the sponsor, stakeholders, or customers, but it is the project manager who decides what the formation of the team should be. For more information, please see Chapter 1.
26. D. The three categories of contracts most often used to procure goods and services are time-and-materials, cost-reimbursable, and fixed-price. Requests for proposal are not contracts. For more information, please see Chapter 9.
27. B. The WBS is a deliverables-oriented hierarchy that defines all the project work and is completed after the scope management plan and scope statement are completed. For more information, please see Chapter 5.
28. A. The best way to provide this information is to create a dashboard that provides real-time, updated information in a succinct and easy-to-read format. For more information, please see Chapter 10.
29. A. This describes a constraint. Constraints dictate or restrict the actions of the project team. For more information, please see Chapter 4.
30. C. Determining an order-of-magnitude estimate is used for cost or duration estimating, not risk analysis. For more information, please see Chapter 7.
31. B, C, G. Initiating, Planning, Executing, Monitoring and Controlling, and Closing are the five project management phases or process groups. For more information, please see Chapter 3.
32. C. The project’s scope statement should be of most interest to the new project manager. The scope statement describes the product description, key deliverables, success and acceptance criteria, exclusions, assumptions, and constraints. For more information, please see Chapter 4.
33. D. A Pareto diagram rank-orders data by frequency over time. For more information, please see Chapter 10.
34. D. Key performance indicators (KPIs) are measurable elements of project success defined when you create the project management plan and measured and monitored throughout the Monitoring and Controlling process. For more information, please see Chapter 10.
35. A. The project kickoff meeting is held after the project charter is signed and at the beginning of the Executing process. It serves to introduce team members, review the goals and objectives of the project, review stakeholder expectations, and review roles and responsibilities for team members. For more information, please see Chapter 6.
36. A. The best way to avoid scope creep is to make sure the project’s requirements have been thoroughly defined and documented. For more information, please see Chapter 4.
37. A. Assumptions are those things we believe to be true for planning purposes. Options B and D describe risks, while option C describes a constraint. For more information, please see Chapter 3.
38. D. The task begins on January 20, which is day 1. The team does not work weekends, so the completion date, based on an eight-hour workday, is January 26. For more information, please see Chapter 5.
39. D. This question describes a business acquisition. Companies that are acquiring others have the power and influence to make decisions. A business merger is a mutually agreeable arrangement where power is shared among the entities. For more information, please see Chapter 9.
40. B, C. Gantt charts and milestone charts are the most commonly used formats to display a project schedule. For more information, please see Chapter 5.
41. E. Integration occurs when resources are distributed to other areas of the organization, and addition occurs when projects evolve into ongoing operations. Starvation is a project ending caused by resources being cut off from the project. Extinction occurs when the project work is completed and is accepted by the stakeholders. For more information, please see Chapter 10.
42. D. This is an example of trust building. As a project manager, you must do what you say you’ll do and demonstrate the traits stated in the question. For more information, please see Chapter 6.
43. D. The cost baseline is the approved, expected cost of the project. For more information, please see Chapter 7.
44. B. Goals and objectives are specific and measurable. Project descriptions describe the key characteristics of the product, service, or result of the project. These are characteristics, but the clue in this question is the quantifiable results you’re looking for at the conclusion of the project. The project description describes the project as a whole, and milestones describe major deliverables or accomplishments for the project. For more information, please see Chapter 3.
45. A. Lines of communication describe how many lines of communication
