PMI PMI-SP Online Practice Questions and Exam Preparation

PMI PMI-SP Online Questions & Answers

• Question 91:

  John is the project manager for his organization. He has created a status dashboard for his stakeholders. What is a status dashboard?

  A. It is a report that details the current status of risks and issues.
  B. It is a software application that allows stakeholders to view the project manager's performance.
  C. It is a web-based tool to inspect the project deliverables for performance.
  D. It is a report that reflects the overall performance of scope, schedule, quality, cost, or other project performance metrics.
  D. It is a report that reflects the overall performance of scope, schedule, quality, cost, or other project performance metrics.

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  Of all the choices, the best is that a dashboard is a report for quick review of the project's performance metrics. While there are some software solutions, they still focus on the key performance criteria of the project.

  Answer option C is incorrect. This answer defines the definition of quality control, not the dashboard's review of project performance.

  Answer option B is incorrect. Dashboards focus on the performance of the project's key performance factors, not the project manager.

  Answer option A is incorrect. A status report could include the details of the project's risks and issues, but usually not the dashboard.

• Question 92:

  You are the project manager for the GHY Project. This project has stakeholders, both internal and external, that need to receive performance reports from you on a regular basis. You have decided that in addition to emailing the weekly performance report, you will also keep the performance reports available on your secured project management Website. The Website is an example of what type of communication reporting?

  A. Pull
  B. Push
  C. Passive
  D. Asynchronous
  A. Pull

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  A Website is an example of a pull communication. This means the information is available, but the reader must go to the source and retrieve the information. Pull communication is defined by what the reader wants and what interests he has in retrieving the information. In other words, the information is available, but the reader must go to the source and retrieve the information. This type of communication is used by advertising agencies to draw clients into retail establishments to receive messages. Customers decide on when and how they will act on the messages in the pull model of communications. Some virtual examples of pull communication are:

  Blogs

  Wikipedia

  Websites

  Answer option D is incorrect. This does not describe the communication model or how information is distributed.

  Answer option C is incorrect. Passive communication is a not a project management term to describe communications.

  Answer option B is incorrect. Push communication describes the process of delivering the communication to the recipients, such as through email.

• Question 93:

  You are the project manager of the NHA Project. This project is expected to last one year with quarterly milestones throughout the year. Your project is supposed to be at the third milestone today but you're likely only 60 percent complete. Your project has a BAC of $745,000 and you've spent $440,000 of the budget- to-date. What is your schedule performance index for this project?

  A. 80
  B. 1.02
  C. 102
  D. 0.80
  D. 0.80

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  The schedule performance index can be found by dividing the earned value by the planned value. In this project, it's $447,000 divided by the $558,750 for a value of 0.80. Schedule performance index (SPI) is the measure of schedule

  efficiency on a project. It is used in trend analysis to predict future performance. SPI is the ratio of earned value to planned value. The SPI is calculated based on the following formula:

  SPI = Earned Value (EV) / Planned Value (PV)

  If the SPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The SPI value of 1 indicates that the project is right on target. Answer option A is incorrect. "80" is

  not the same value as ".80". Answer option B is incorrect. 1.02 is the cost performance index. Answer option C is incorrect. 102 is not a valid calculation for this question.

• Question 94:

  A project manager is reviewing her project performance. Her project has a BAC of $950,000 and is currently 40 percent complete, though it was scheduled to be 45 percent complete at this time. Her project has spent $387,526. Management would like to know if there is a schedule variance. What is the planned value for this project?

  A. -$47,500
  B. 0.89
  C. $427,500
  D. 0.98
  C. $427,500

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  The planned value is the percentage of where the project should be times the budget at completion. In this instance, it is 45 percent of the $950,000. Here, it can be calculated as follows: PV = 45% of BAC = 0.45 * 950,000 = 427,500 Planned value (PV) is the authorized budget assigned to the schedule work to be accomplished for a schedule activity or work breakdown structure component. It serves as a baseline against which actual performance is measured. The theory of planned value is of vital importance to the project management team and it is important to keep careful track of this. The term planned value can also be in some situations referred to by the project management team and the project management team leader as the budgeted cost of work scheduled (BCWS). Answer option A is incorrect. -$47,500 is the schedule variance (SV = EV-PV). Answer option B is incorrect. This is the schedule performance index (SPI = EV/PV). Answer option D is incorrect. This is the cost performance index (CPI = EV/AC).

• Question 95:

  Donna is the project manager of the QSD Project and she believes Risk Event D in the following figure is likely to happen.

  

  If this event does happen, how much will Donna have left in the risk contingency reserve if none of the other risk events have happened?

  A. $35,000
  B. $41,700
  C. $6,700
  D. $14,000
  C. $6,700

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  To answer this question, you'll first need to calculate the contingency reserve. Contingency reserves are estimated costs to be used at the discretion of the project manager to deal with anticipated, but not certain, events. These events are "known unknowns" and are part of the project scope and cost baselines. The contingency reserve is calculated by multiplying the probability and the impact for the risk event value for each risk event. The sum of the risk events equals the contingency reserve for the project. The sum of the risk events equals the contingency reserve for the project. In this question, the value is $41,700. If Risk D happens, it'll cost the project $35,000. The difference of $35,000 and $41,700 is $6,700. Answer option A is incorrect. This is the impact of Risk Event D. Answer option D is incorrect. $14,000 is the risk event value of Risk Event D. Answer option B is incorrect. $41,700 is the amount of the contingency reserve.

• Question 96:

  Holly is the project manager of her project. She has chosen to crash the project due to time constraints that have been imposed on her project. When Holly crashes the project what project document must be updated to reflect this change to the approach?

  A. Develop schedule process
  B. Risk register
  C. Project risk management plan
  D. Activity attributes
  D. Activity attributes

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  When Holly adds resources to the project, as in this instance, she will need to update the activity attributes to reflect the new labor. Activity attributes are an output of the Define Activity process. These attributes refer to the multiple components that frame up an activity. The components for each activity during the early stages of the project are the Activity ID, WBS ID, and Activity name. At the later stages, the activity attributes include Activity codes, Predecessor activity, activity description, logical relationship, successor activity, leads and lags, imposed dates, and constraints and assumptions. Activity attributes are used for schedule development and for ordering, selecting, and sorting the planned schedule activities in a number of ways within reports. In project document updates, activity attributes are updated to include any revised resource requirements and other revision generated by the develop schedule process.

• Question 97:

  You are the project manager of the NGG Project. This project will be using a new material that the project team has never worked with before. You'd like to use some preventive action to ensure that the installation of the new materials is successful in the project. Which one of the following project actions is an example of the best preventive action for this project?

  A. Hire a subject matter expert to train the project team how to install the materials.
  B. Purchase additional materials so in case the team wastes materials during their installation.
  C. Hire a subject matter expert to install the new materials.
  D. Create incentive by rewarding the project team if they don't waste the materials.
  A. Hire a subject matter expert to train the project team how to install the materials.

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  In order to ensure that the installation of the new materials is successful in the project, you should hire a subject matter expert to train the project team how to install the materials. This is the best preventive action that you can take in case the project team has never worked on the material. Answer option C is incorrect as while this approach may work it's not the best corrective action as the project team isn't learning how to use the new materials. Answer option B is incorrect as this approach practically encourages the team to waste materials without training them how to install the materials properly. Answer option D is incorrect as the incentive program is flawed if the team doesn't understand how to install the new materials to begin with.

• Question 98:

  Beth works as a project manager for BlueWell Inc. Which of the following tools and techniques of Administer Procurements process will Beth use to manage contracts, and procurement documentation and records?

  A. Records Management System
  B. Performance reporting
  C. Inspection and Audit
  D. Payment System
  A. Records Management System

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  A records management system is used to manage contract, and procurement documentation and records by the project managers. It includes specific set of processes, related control functions, and automation tools that are merged as part of the project management information system. Answer option D is incorrect. Payment system determines the payments to the seller, which is processed by the account payable system of the buyer after certification of satisfactory work by the authorized person on the project team. Answer option C is incorrect. Inspection and audits are required by the buyer and supported by the seller as mentioned in the procurement contract during execution of the project to verify the compliance in the seller's work processes or deliverables. Answer option B is incorrect. Performance reporting offers the management with the information about how effectively the seller is achieving the contractual objectives.

• Question 99:

  Maurice is the project manager of the NHQ Project and his project team has just finished the project activities. The quality control team reports that the project deliverables are perfect. The only thing left to in the project is to verify scope. This process will be performed by the project stakeholders. Maurice is required to submit a final project report and report on the project performance. Maurice's project had a budget of $234,000 but the project spent $245,000. In the final report management wants to know the project's cost performance index (CPI). What value should Maurice report?

  A. -$11,000
  B. .96
  C. There is not enough information to know.
  D. 1
  B. .96

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  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 earned value is $234,000 as the project work is 100 percent. The actual costs are $245,000. Answer option D is incorrect. This is the schedule performance index value. Answer option A is incorrect. This is the variance at completion for the project. Answer option C is incorrect. There is enough information to find the answer.

• Question 100:

  If you are the project manager of the BNQ Project and you add "waiting time" between two activities, then what have you added in the project?

  A. You have added lag time to the project activities.
  B. You have added management reserve to the project activities.
  C. You have added lead time to the project activities.
  D. You have added float to the project activities.
  A. You have added lag time to the project activities.

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  Lag time is positive time that requires the successor activity to wait for a defined amount of time, such as three days, before it can begin. Lag time does not change the task relationship, but requires a "waiting time" before the starting of the activity can begin. A lag time is a delay between the predecessor and the successor tasks. Sometimes it may be needed to schedule a delay between the predecessor and the successor tasks. For example, if two coats of paint are required to paint a car, then the final coat should be applied only when the first coat dries. This delay is known as the lag time. The lag time is entered as a positive value. The lag time can be entered as a duration or as a percentage of the predecessor's task duration. It is entered on the Predecessor tab in the Task Information dialog box. Answer option D is incorrect. Float is a natural event that is discovered through the forward pass when using the critical path method. Float cannot be arbitrarily added as lag. Answer option C is incorrect. Lead time actually brings activities closer together and causes them, in some cases, to overlap. Answer option B is incorrect. Management reserve is a pool of time allotted for unscheduled changes and events that affect the project duration.