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You are beginning a new project staffed with a virtual team located across five countries. To help

avoid conflict in work priorities among your team members and their functional managers, you ask

the project sponsor to prepare a______________.

A. Memo to team members informing them that they work for you now

B. Project charter

C. Memo to the functional managers informing them that you have authority to direct their


D. Human resource management plan

Answer: B


Although the project charter cannot stop conflicts from arising, it can provide a framework to help

resolve them, because it describes the project manager’s authority to apply organizational

resources to project activities. [Initiating]


You are the project manager in charge of developing a new shipping container for Globus Ocean

Transport, which needs to withstand winds of 90 knots and swells of 30 meters. In determining the

dimension of the container and the materials to be used in its fabrication, you convene a group of

knowledgeable professionals to gather initial requirements, which will be included in


A. Project charter

B. Bill of materials


D. Project Statement of Work

Answer: A



The project charter documents the business needs, assumptions, constraints, understanding of

the customer needs and high-level requirements and what the new product, service, or result is to

satisfy. It is the document used to formally authorize the project. [Initiating]


The purpose of economic value added (EVA) is to______________.

A. Determine the opportunity costs associated with the project

B. Determine a non–time-dependent measure of profit or return

C. Assess the net operating profit after taxes

D. Evaluate the return on capital percent versus the cost of capital percent

Answer: D


Evaluate the return on capital percent versus the cost of capital percent

EVA quantifies the value a company provides to its investors and seeks to determine if a company

is creating or destroying value to its shareholders. It is calculated by subtracting the expected

return, (represented by the capital charge), from the actual return that a company generates,

(represented by net operating profit after taxes). [Initiating]



The direct and manage project work process truly is important in project management. It affects

many other key processes and uses inputs from others. Working with your team at its kickoff

meeting, you explain the key benefit of this process is to______________.

A. Implement approved changes

B. Provide overall management of the project work

C. Lead and perform activities in the project management plan

D. Perform activities to accomplish project objectives

Answer: B


While all of the answers apply to the direct and manage project work process, the key benefit is

that it involves providing overall management of the work of the project, encompassing the other

answers listed. [Executing]



When you established the change control board for your avionics project, you established specific

procedures to govern its operation. The procedures require all approved changes to baselines to

be reflected in the______________.

A. Performance measurement baseline

B. Change management plan

C. Quality assurance plan

D. Project management plan

Answer: D


The project management plan must be updated changes to subsidiary plans and baselines subject


to formal change control processes. Those changes must be communicated to appropriate

stakeholders in a timely manner. [Monitoring and Controlling]


You are fairly new to managing a project but have been a team member for many years. You are

pleased you were selected to manage your company’s 2015 model line of hybrid vehicles. You are

now planning your project and have been preparing the subsidiary plans as well. You realize some

project documents also are required to help manage your project. An example of one that you

believe will be especial helpful is the______________.

A. Business case

B. Key performance indicators

C. Project management information system

D. Project statement of work

Answer: D


The project statement of work is a useful document as it describes the products, services, or

results the project is to deliver. It references the business need, product scope description, and the

strategic plan. [Initiating and Planning]


PMI®, PMBOK® Guide, 2013, 68, 78


You have assembled a core team to develop the project management plan for the next generation

of fatigue fighting drugs. The science is complex, and the extended team of researchers,

clinicians, and patients for trials exceeds 500 people. The content of your project management

plan will be directed primarily by two factors. They are______________.

A. Project complexity and the capability of resources

B. Number of resources and project schedule

C. Team member experience and budget

D. Application area and complexity

Answer: D


The content of the project management plan is primarily influenced by the application area [in this

case drug development] and complexity of the project. The size of the plan is typically

commensurate with the size and complexity of the project. [Planning]


You are managing a large project with 20 key internal stakeholders, eight contractors, and six

team leaders. You must devote attention to effective integrated change control. This means you

are concerned primarily with______________.

A. Reviewing, approving, and controlling changes

B. Maintaining baseline integrity, integrating product and project scope, and coordinating change

across knowledge areas

C. Integrating deliverables from different functional specialties on the project

D. Establishing a change control board that oversees the overall project changes

Answer: A


Performing integrated change control consists of coordinating and managing changes across the

project. Activities that occur within the context of perform integrated change control include:

validate scope, control scope, control schedule, control costs, perform quality assurance, control


quality, manage the project team, control communications, control risks, conduct procurements,

control procurements, manage stakeholder engagement, and control stakeholder engagement.

[Monitoring and Controlling]


You are managing a project in an organization is characterized by with rigid rules and policies and

strict supervisory controls. Your project, sponsored by your CEO who is new to the company, is to

make the organization less bureaucratic and more participative. You are developing your project

management plan. Given the organization as it now is set up, as you prepare your plan, you can

use which of the following organizational process assets______________.

A. Guidelines and criteria

B. Project management body of knowledge for your industry

C. Organizational structure and culture

D. The existing infrastructure

Answer: B


While you are managing a different type of project, the organization has managed projects before

and therefore may have as part of its organizational process assets a project management

template, which sets forth guidelines and criteria to tailor the organization’s processes to satisfy

specific needs of the project. [Planning]


You work for a software development company that has followed the waterfall development model

for more than 20 years. Lately, a number of customers have complained that your company is

taking too long to complete its projects. You attended a class on agile development methods and

believe that if the company used the agile approach, it could provide products to clients in a

shorter time period. However, it would be a major culture change to switch from the waterfall

methodology to the agile approach and to train staff members in this new approach. You

mentioned this idea to the director of the PMO, and although she liked the idea, she would need

approval from the company’s portfolio review board to move forward with it. She suggested that

you document this idea in a______________.

A. Business need

B. Product scope description

C. Project charter

D. Business case

Answer: D


The business case is used to provide the necessary information to determine whether or not a

project is worth its investment. It is used to justify the project and typically contains a cost-benefit

analysis and a business need.

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