200 Free Test Bank for Head First PMP by Greene and Stellman

Learn the latest principles and certification objectives in The PMBOK® Guide, (Fifth Version), in a unique and inspiring way with 200 Free Test Bank for Head First PMP by Greene and Stellman. This sample helps you prepare for the official PMP certification exam using a visual format designed for the way your brain works.

More than just proof of passing a test, a PMP certification means that you have the knowledge to solve most common project problems. But studying for a difficult four-hour exam on project management isn’t easy, even for experienced project managers. Drawing on the latest research in neurobiology, cognitive science, and learning theory, Head First PMP offers you a multi-sensory experience that helps the material stick, not a text-heavy approach that puts you to sleep.

This book will help you:

Learn PMP’s underlying concepts to help you understand the PMBOK principles and pass the certification exam with flying colors

Get 100% coverage of the latest principles and certification objectives in The PMBOK Guide, Fifth Edition

Make use of a thorough and effective preparation guide with hundreds of practice questions and exam strategies

Explore the material through puzzles, games, problems, and exercises that make learning easy and entertaining

Head First PMP puts project management principles into context to help you understand, remember, and apply them—not just on the exam, but also on the job.

About Author

Jennifer Greene

Jennifer Greene is an agile coach, development manager, business analyst, project manager, tester, speaker, and authority on software engineering practices and principles. She’s been building software for over twenty years in many different domains including media, finance, and IT consulting. She’s worked with teams of excellent developers and testers to tackle tough technical problems and focused her career on finding and fixing the habitual process issues that crop up along the way.

Andrew Stellman

Andrew Stellman is a developer, architect, speaker, agile coach, project manager, and expert in building better software. He has over two decades of professional experience building software, and has architected large-scale real-time back end systems, managed large international software teams, been a Vice President at a major investment bank, and consulted for companies, schools, and corporations, including Microsoft, the National Bureau of Economic Research, Bank of America, Notre Dame, and MIT. He’s had the privilege of working with some pretty amazing programmers during that time, and likes to think that he’s learned a few things from them. (Source: shop.oreilly.com)

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200 Free Test Bank for Head First PMP by Greene and Stellman

What you will heart about this free PMP full-length sample exam is its accessible format and full 200 questions of the same type as the real exam. While there’re available lots of sites that have just given away a few questions, here the identical number of questions are offered for your like-real practice. 200 free test bank for Head First PMP by Greene and Stellman is tailored in ways intended for your knowledge revision and measurement of readiness for the PMP exam. You have put lots of project management knowledge into your brain, and now it’s right time you see how much it stays. Also, its format is user friendly for your refreshing and effective exam practice. Each five pages has 50 questions or so, and you need click on ‘next’ button to move on with your test on the next page. The ‘submit’ button is located at the bottom of page 4 for your check of the results correctness and score. Ok, let’s get started!

200 Free Test Bank for Head First PMP by Greene and Stellman - Page 1

Which of the following best describes decomposition?

Waiting for a task to expire so that it can break down into smaller tasks
Taking a deliverable and breaking it down into the smaller work packages so that it can be organized and planned
Categorizing work packages
Dividing work packages into deliverables that can be planned for.

One way contract closure differs from administrative closure is:

Administrative closure involves the stakeholders and the team; contract closure involves only the team but not the stakeholders
Administrative closure defies actions the team must take; contract closure defies legal commitments
Administrative closure means verifying that the project is complete or terminated; contract closure means verifying that the contract terms were satisfied
Administrative closure is performed by the seller; contract closure is performed by the buyer

A project manager is working in a country where it is customary to pay the police for private protection services. The project manager’s supervisor tells him that in another country, that would be considered a bribe. What is the BEST way for the project manager to proceed?

Do not pay the police for private protection services, because that would be a bribe
Pay the police for private protection services, because it is customary in the country they are operating in
Consult the Cost Management Plan about payment
Ask the supervisor for guidance

Which of the following is NOT an output of the Close Project process?

Project closure documents
Project management methodology
Project files
Formal acceptance documentation

Which of the following is NOT true of obtaining project plan approval?

Until you obtain plan approval, you don’t need to put changes to it through change control.
Change control makes sure that only approved changes can make it into the approved plan.
Only one person needs to approve the Project Management Plan and that’s the Project Manager.
It’s important for the entire team to buy into the Project Management Plan for it to be successful.

You are a project manager for a software project. Your team buys a component for a web page but they run into defects when they use it. Those defects slow your progress down considerably. Fixing the bugs in the component will double your development schedule and building your own component will take even longer. You work with your team to evaluate the cost and impact of all of your options and recommend hiring developers at the company that built the component to help you address problems in it. That will cost more but it will reduce your delay by a month. What is your next step?

Fix the component
Write up the change request and take it to the change control board
Start Procurement Planning so you can get the contract ready for the vendor.
Change the Scope Baseline to include your recommendation

You are managing a construction project using a fied price (FP) contract. The contract is structured so that your company will be paid a fee of $85,000 to complete the work. There was a $15,000 overhead cost that your company had to cover. It’s now three months into the project, and your costs have just exceeded $70,000. The project has now consumed the entire fee, and your company will now be forced to pay for all costs on the project from this point forward. What’s the BEST way to describe this situation?

The project manager has overspent the budget
The project is overdrawn
The project has reached the point of total assumption
The project has ceased to be a profi center for the company

You are currently performing the Select Sellers process. You are considering two bids from companies on your qualified sellers list. Your project is on a tight budget, and you have been instructed by senior management to consider the cost over any other criteria. You used the company that submitted the lower bid on a previous project, and you were not happy with their work. The company that submitted the higher bid has a reputation for treating their clients well, fling project managers fist class and giving them accommodations in fie-star hotels. What is the BEST way to handle this situation?

Select the company with the lowest bid
Give the manager at the company with the higher bid information that will allow him to tailor his bid so that it better meets your needs
Rewrite the RFP so that the company with the lowest bid is excluded
Select the company with the higher bid

A team member approaches you with a change that could cut your schedule down by a month. What is the fist thing you should do?

Write up a change request and see if you can get it approved.
Make the change. It’s going to save time and nobody will want the project to take longer than it should.
Figure out the impact on the scope of the work and the cost before you write up the change request.
Tell the team member that you’ve already communicated the deadline for the project, so you can’t make any changes now.

Your project has a virtual team. Half of your team members are located in another country, where they are working for a subcontractor. You want to promote the top performing foreign team member to a leadership position, but you are told by the other team members that women are not allowed to hold positions of authority. When you bring it up with their manager, you are informed that it is the subcontractor’s policy not to promote women, and that in their country, it is culturally considered offensive for a man to take orders from a woman. What is the BEST way to respond to this situation?

Inform the subcontractor that they must adopt a non-discriminatory policy or you will be forced to terminate the contract and fid a subcontractor that does not discriminate against women
Do nothing, because discrimination against women is a cultural norm in the subcontractor’s country
Request that the team attend sensitivity training
Promote another team member, but find a different way to reward the woman for her work

You are managing a design project. You find that bringing all of your team members into a single room to work increases their communication, and helps build a sense of community. This is referred to as a:

War room
Virtual team
Socially active team
Common area

A project manager is reporting the fial status of the closed contract to the stakeholders. Which form of communication is appropriate?

Informal written
Informal verbal
Formal written
Formal verbal

Which is the BEST definition of quality?

A product made of very expensive materials.
A product made with a lot of care by the team who built it.
A product that satisfies the requirements of the people who pay for it.
A product that passes all of its tests.

You have been hired by a contractor, who wants you to manage a construction project for one of their clients. The project team has been working for six weeks. You need to determine whether the team is ahead of or behind schedule. Which of the following tools and techniques is the BEST one for you to consult?

Performance Measurement
Project Management Software
Schedule Change Control System
Bottom-Up Estimating

In which plan do you define the processes that will be used to keep people informed throughout the project?

Staffing Management Plan
Project Management Plan
Schedule Management Plan
Communications Management Plan

While identifying risks for a new construction project, you discover that a chemical you are using on your building cannot be applied in rainy conditions. You also learn that your project will be ready for the chemical application around the time when most of the rainfall happens in this part of the country. Since the project can’t be delayed until after the rainy season and you need to make sure the building gets the chemical coating, you decide that your team will just have to work around the rain. This is an example of which strategy?

Mitigate
Exploit
Accept
Transfer

You’re managing a construction project to install several hundred air conditioner panels in a new offie building. Every flor has identical panels. The customer, a construction contracting company, has provided specifiations for the installations. The team is using a process to install and verify each panel. As the team completes each panel, your team’s quality control inspector measures it and adds the data point to a control chart. You examine the control chart, and discover that the process is out of control and you need to take close look at it immediately. Which of the following BEST describes what you found on the control chart?

At least seven consecutive measurements are either above or below the mean but within the control limits
At least one point is inside of the control limits
At least seven consecutive measurements are inside of the control limits
At least one point is above or below the mean

Brandi is a project manager on a software project. About halfway through development, her team found that they had not estimated enough time for some of the technical work they needed to do. She requested that the new work be added to the scope statement and that the time to do the work be added to the schedule. The change control board approved her change. What’s her next step?

Update the scope and schedule baselines to reflct the approved change.
Start doing the work
Gather performance metrics on the team’s work so far.
Perform Quality Assurance

Which of the following contracts has the MOST risk for the buyer?

Cost plus fied fee (CPFF)
Time and Materials (T&M)
Cost plus percentage of costs (CPPC)
Fixed price (FP)

Which of the following is NOT a characteristic of the Project Management Plan?

Collection of subsidiary plans
Formal, written communication
A bar chart that shows the order of tasks and their resource assignments
Must be approved by project sponsor

You have just delivered a product to your client for acceptance, when you get a call that some features they were expecting are missing. What’s the fist thing you should do?

Get your team together and reprimand them for building a product that doesn’t meet user expectations.
Tell the client that the product passed all of your internal quality inspections and scope verifiation processes, so it must be fie.
Tell the team to start building the missing features into the product right away.
Call a meeting with the client to understand exactly what is unacceptable in the product and try to fiure out what went wrong along the way.

You are managing a software project. You are partway through the project, and your team has just delivered a preliminary version of part of the software. You are holding a weekly status meeting, when one of the team members points out that an important stakeholder is running into a problem with one of the features of the current software. The team member feels that there is a risk that the stakeholder will ask for a change in that feature, even though that change would be out of scope of the current release - and if the stakeholder requests that change, there is a high probability that the change control board would approve the change. What is the BEST action to take next?

Mitigate the risk by asking a team member to get familiar with the feature of the software that might be changed
Schedule a meeting with the stakeholder to discuss the risk
Add the risk to the risk register and gather information about its probability and impact
Add the risk to the issue log and revisit it when there is more information

You are the project manager for a software development project. When you need to get staff from the manager of the QA department, he suggests a few test engineers with performance problems for your team. Which is the BEST response to this situation?

Stop talking to the QA manager.
Call a meeting with the QA manager to try to fiure out why he suggested those candidates and how the two of you can work together to fid team members with suitable skills and interests for your team.
Tell the QA manager that the staffig problems are really no big deal, and you’re sure that the two of you can eventually fiure out the right answer together.
Tell the manager that you know which team members you want for your team and he needs to give them to you.

When is the BEST time to have project kickoff meetings?

At the beginning of the project
When each deliverable is created
At the start of each phase
When the Communications Management plan is approved

You are managing a construction project. During your risk identifiation interviews you learn that there has been a string of construction site thefts over the past few months in the area where your will be building your project. The team agrees that it’s unlikely that people will be able to steal from your site. Even if thieves could get around your security, it’s even more unlikely that your project will lose a signifiant amount of material if a theft does occur. You decide to monitor the risk from time to time to be sure that it continues to have a low probability and impact. Where do you record the risk so that you don’t lose track of it?

In a trigger
On a watchlist
In the Probability and Impact Matrix
In the Monte Carlo analysis report

You are developing the project scope statement for a new project. Which of the following is NOT part of creating a project scope statement?

Scope verification
Using the Preliminary Scope Statement
Alternatives identification
Obtaining plan approval

Which of the following is NOT a cost estimation tool or technique?

Bottom-up
Parametric
Cost aggregation
Analogous

Which enterprise environmental factor defies how work is assigned to people?

RACI matrix
Project Management Information System (PMIS)
Resource histogram
Work authorization system

You are working on a construction project. You, your team, and your senior manager all feel that the work is complete. However, one of your stakeholders disagrees, and feels that one deliverable is not acceptable. What is the BEST way to handle this conflict?

Consult the contract and follow its claims administration procedure
Renegotiate the contract
File a lawsuit to force the stakeholder to accept the deliverable
Follow the administrative and contract closure procedures

Which conflct resolution technique is most effective?

Withdrawal
Compromise
Smoothing
Confronting

You are managing a software project. You are partway through the project, and your team has just delivered a preliminary version of part of the software. Your team gives a demonstration to the project sponsor and key stakeholders. Later, the sponsor informs you that there is an important client who will be using the software your team is building, and whose needs are not being met. As a result, you must now make a large and expensive change to accommodate that client. What is the BEST explanation for this?

The sponsor is being unreasonable
Stakeholder analysis was not performed adequately
The team made a serious mistake and you need to use punishment power to correct it
You do not have enough budget to perform the project

Joe is a project manager on an industrial design project. He has found a pattern of defects occurring in all of his projects over the past few years and he thinks there might be a problem in the process his company is using that is causing it. He uses Ishikawa diagrams to come up with the root cause for this trend over projects so that he can make recommendations for process changes to avoid this problem in the future. What process is he doing?

Perform Quality Planning
Perform Quality Assurance
Perform Quality Control
Qualitative Risk Analysis

The terms of union contracts are considered ______________ in your project plan.

Assumptions
Constraints
Requirements
Collective bargaining agreements

Which of the following is the correct order of the Monitoring & Controlling processes for Scope Management?

First Scope Verification, then Scope Control
First Scope Control, then Scope Verification
Both happen simultaneously
There is not enough information to decide

You are a project manager on a construction project. You have just prepared an RFP to send around to electrical contractors. You get a call from your uncle who owns an electrical contracting company. He wants to bid on your project. You know he’s done good work before, and it may be a good fit for your company. How do you proceed?

You disclose the conflict of interest to your company, and disqualify your uncle’s company
You disclose the conflict of interest to your company, and make the selection based on objective criteria
You disclose the conflict of interest to your company, and provide your uncle with information that the other bidders don’t have so that he has a better chance of winning the contract
You do not disclose the conflict of interest, and give your uncle the bid

You are managing a software project. During a walkthrough of newly implemented functionality, your team shows you a new feature that they have added to help make the workflow in the product easier for your client. The client didn’t ask for the feature, but it does look like it will make the product easier to use. The team developed it on their own time because they wanted to make the client happy. You know this change would never have made it through change control. What is this an example of?

Gold plating
Scope creep
Alternatives Analysis
Schedule Variance

Your project files need to be sent via overnight mail to your company’s central offie. If the fies do not arrive tomorrow, your company will not be able to deliver the project on time and you will lose an important client. The deadline cannot be negotiated. The team worked right up to the last minute in order to give you the files. Due to a traffic jam, you are running late and the overnight delivery company will close in fie minutes. You can only make it if you drive over the speed limit. Which of the following is correct?

You must drive over the speed limit so that you can save the client relationship
You must stay within the speed limit, even if you lose the client
You must negotiate a new deadline
You can use the earned value metrics to show that the SPI is over 1, meaning the project is not late

A change has occurred on your project. You’ve documented the change, filed out a change request, and submitted that request to the change control board (CCB). What’s the NEXT thing that must happen on the project?

A senior manager decides whether or not to make the change and informs the project management team of the decision.
The project manager informs the CCB whether or not to approve the change.
Stakeholders on the CCB use expert judgement to evaluate the requested change for approval.
The project manager meets with the team to analyze the impact of the change on the project’s time, scope and cost.

Tom is the project manager of an accounting project. He has just finished defiling the scope for the project and is creating the WBS. He goes to his organizational process asset library and finds a WBS from a past project to use as a jumping off point. Which of the following is the tool of the Create WBS process is he using?

Decomposition
Delphi Technique
Brainstorming
Templates

Which of the following shows roles and responsibilities on your project?

Bar chart
Resource histogram
RACI matrix
Human Resource Management Plan

Which of the following is NOT an input to Perform Quality Control?

Deliverables
Work Performance Information
Checklists
Recommended Defect Repairs

You are managing a project with a total budget of $450,000. According to the schedule, your team should have completed 45% of the work by now. But at the latest status meeting, the team only reported that 40% of the work has actually been completed. The team has spent $165,000 so far on the project. How would you BEST describe this project?

The project is ahead of schedule and within its budget
The project is behind schedule and within its budget
The project is ahead of schedule and over its budget
The project is behind schedule and over its budget

When are the most expensive defects most likely to be introduced into a product?

When the product is being assembled
When the product is being designed
When the quality management plan is being written
When the product is being reviewed by the customers

Which of the following is not a tool or technique of the Perform Quality Control process?

Inspection
Quality audits
Pareto charts
Statistical sampling

Which of the following is NOT a source of information about specifi project constraints and assumptions?

The project scope management plan
The project charter
The preliminary scope statement
The project stakeholders

You are managing a software engineering project. Your team is having trouble completing their object design tasks. One of your team members tells you that her friend at another company sent her a copy of a software package they own that will help your team meet its deadline. Without that software package, your project will probably be late. But you don’t have enough money in the budget to purchase it. What’s the BEST way to handle this situation?

Tell the team member not to use the software, and accept that the project will be late.
Use the software so that your project comes in on time.
Purchase the software so that you have a licensed copy.
Tell the team member that you need to maintain plausible deniability, so she should just do what’s necessary and not tell you about it.

You are the project manager for a railroad construction project. Your sponsor has asked you for a forecast for the cost of project completion. The project has a total budget of $80,000 and CPI of .95. The project has spent $25,000 of its budget so far. How much more money do you plan to spend on the project?

$59,210
$80,000
$84,210
$109,210

You are planning a project that uses the same team as a project that is currently being performed by your company. What should you consult to find information about when those people will be available for your project?

The project schedule for your project
The project manager for the project that the team is working on
The staffing management plan for the project that the team is working on
The communications management plan for your project

When do you perform stakeholder analysis?

When defining the project scope
When developing the project charter
When creating the project management plan
When putting changes through change control

Which of the following BEST describes the main purpose of the project charter?

It authorizes the project manager to work on the project
It identifies the sponsor and describes his or her role on the project
It contains a list of all activities to be performed
It describes the initial scope of the work

200 Free Test Bank for Head First PMP by Greene and Stellman

200 Free Test Bank for Head First PMP by Greene and Stellman

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200 Free Test Bank for Head First PMP by Greene and Stellman

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200 Free Test Bank for Head First PMP by Greene and Stellman

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200 Free Test Bank for Head First PMP by Greene and Stellman

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