A. effort of addressing each process to determine which are appropriate and their appropriate degree of rigor.
B. act of creating a project team with the specialized skills required to produce a required product or service.
C. action taken to bring a defective or nonconforming component into compliance with requirements or specifications.
D. adjustment of the respective influences of time, cost, and quality in order to most efficiently achieve scope.
Correct Answer: A
Question 412:
Which is an input to the Verify Scope process?
A. Performance report
B. Work breakdown structure (WBS)
C. Requested changes
D. Project management plan
Correct Answer: D
Question 413:
Which is an output from Distribute Information?
A. Earned value analysis
B. Trend analysis
C. Project records
D. Performance reviews
Correct Answer: C
Question 414:
Which of the following schedule network analysis techniques is applied when a critical path method calculation has been completed and resources availability is critical?
A. Applying calendars
B. Resource leveling
C. Resource planning
D. Resource conflict management
Correct Answer: B
Explanation:
6.6.2.2 Critical Path Method
The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6-18. In this example the longest path includes activities A, C, and D, and, therefore, the sequence of A-C-D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The resulting early and late start and finish dates are not necessarily the project schedule, rather they indicate the time periods within which the activity could be executed, using the parameters entered in the schedule model for activity durations, logical relationships, leads, lags, and other known constraints. The critical path method is used to calculate the amount of scheduling flexibility on the logical network paths within the schedule model.
On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed “total float.” A CPM critical path is normally characterized by zero total float on the critical path. As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied. Any activity on the critical path is called a critical path activity. Positive total float is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation. Negative total float is caused when a constraint on the late dates is violated by duration and logic. Schedule networks may have multiple near-critical paths. Many software packages allow the user to define the parameters used to determine the critical path(s). Adjustments to activity durations (if more resources or less scope can be arranged), logical relationships (if the relationships were discretionary to begin with), leads and lags, or other schedule constraints may be necessary to produce network paths with a zero or positive total float. Once the total float for a network path has been calculated, then the free float—the amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint—can also be determined. For example the free float for Activity B, in Figure 6-18, is 5 days.
Question 415:
Which of the following events would result in a baseline update?
A. A project is behind schedule and the project manager wants the baseline to reflect estimated actual completion.
B. A customer has approved a change request broadening the project scope and increasing the budget.
C. One of the risks identified in the risk management plan occurs, resulting in a schedule delay.
D. One of the key project team resources has left the team and no replacement is available.
Correct Answer: B
Explanation:
5.6.3.3 Project Management Plan Updates
Project management plan updates may include, but are not limited to:
•
Scope Baseline Updates. If the approved change requests have an effect on the project scope, then the scope statement, the WBS, and the WBS dictionary are revised and reissued to reflect the approved changes through Perform Integrated Change Control process.
•
Other Baseline Updates. If the approved change requests have an effect on the project besides the project scope, then the corresponding cost baseline and schedule baselines are revised and reissued to reflect the approved changes.
Question 416:
Project contracts generally fall into which of the following three broad categories?
A. Fixed-price, cost reimbursable, time and materials
B. Make-or-buy, margin analysis, fixed-price
C. Time and materials, fixed-price, margin analysis
D. Make-or-buy, lump-sum, cost-plus-incentive
Correct Answer: A
Question 417:
What is the most accurate rough order of magnitude (ROM)?
A. In the Initiation phase, the estimate is in the range of +/- 50%.
B. In the Planning phase, the estimate is in the range of +/- 50%.
C. In the Monitoring and Controlling phase, the estimate is in the range of +/- 15%.
D. In the Closing phase, the estimate is in the range of +/- 15%.
Correct Answer: A
Explanation: A rough order of magnitude (ROM) estimate is the least accurate estimate. A Guide to the Project Management Body of Knowledge (The PMBOK® Guide), 5th Edition gives the guidelines that ROMs are 50% to +50% accurate, the PMBOK Guide 5th Edition gives the guidelines that ROMs are -25% to +75% accurate, or potentially even larger. It should be noted that stated percentages are not the main takeaway are not likely specifically tested on; it is more the concept and idea that ROMs are a rough estimate, are used early in the project when info is limited, and are hence the least accurate.
Question 418:
Which of the following Process Groups covers all Project Management Knowledge Areas?
A. Executing
B. Monitoring and Controlling
C. Planning
D. Initiating
Correct Answer: C
Question 419:
The process of identifying the stakeholders' information needs is completed during:
A. Plan Communications.
B. Manage Stakeholder Expectations.
C. Stakeholder Analysis.
D. Identify Stakeholders.
Correct Answer: A
Explanation:
Process: 10.1 Plan Communications ManagementDefinition: The process of developing an appropriate approach and plan for project communications based on stakeholder's information needs and requirements, and available organizational assets. Key Benefit: The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with stakeholders.
Inputs
1.
Project management plan
2.
Stakeholder register
3.
Enterprise environmental factors
4.
Organizational process assets
Tools and Techniques
1.
Communication requirements analysis
2.
Communication technology
3.
Communication models
4.
Communication methods
5.
Meetings
Outputs
1.
Communications management plan
2.
Project documents updates
Question 420:
Which of the following is an input to the Perform Qualitative Risk Analysis process?
A. Risk register
B. Risk data quality assessment
C. Risk categorization
D. Risk urgency
Correct Answer: A
Explanation:
11.2.3.1 Risk Register
The primary output from Identify Risks is the initial entry into the risk register. The risk register is a document in which the results of risk analysis and risk response planning are recorded. It contains the outcomes of the other risk management processes as they are conducted, resulting in an increase in the level and type of information contained in the risk register over time. The preparation of the risk register begins in the Identify Risks process with the following information, and then becomes available to other project management and risk management processes:
List of identified risks. The identified risks are described in as much detail as is reasonable. A structure for describing risks using risk statements may be applied, for example, EVENT may occur causing IMPACT, or If CAUSE exists, EVENT may occur leading to EFFECT. In addition to the list of identified risks, the root causes of those risks may become more evident. These are the fundamental conditions or events that may give rise to one or more identified risks. They should be recorded and used to support future risk identification for this and other projects.
List of potential responses. Potential responses to a risk may sometimes be identified during the Identify Risks process. These responses, if identified in this process, should be used as inputs to the Plan Risk Responses process.
Process: 11.3 Perform Qualitative Risk Analysis Definition: The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact. Key Benefit: The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.
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