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Project Management Professional - PMP (PMBOK 6th Edition) Exam Dumps

PMI-001 Exam Format | Course Contents | Course Outline | Exam Syllabus | Exam Objectives

Analytical skills

 Benefit analysis techniques

 Elements of a project charter

 Estimation tools and techniques

 Strategic management

 Change management planning

 Cost management planning, including project budgeting tools and techniques

 Communications planning

 Contract types and selection criteria

 Estimation tools and techniques

 Human resource planning

 Lean and efficiency principles

 Procurement planning

 Quality management planning

 Requirements gathering techniques (e.g., planning sessions, brainstorming, and focus groups)

 Regulatory and environmental impacts assessment planning

 Risk management planning

 Scope deconstruction (e.g., WBS, Scope backlog) tools and techniques

 Scope management planning

 Stakeholder management planning

 Time management planning, including scheduling tools and techniques

 Workflow diagramming techniques

Continuous improvement processes

 Contract management techniques

 Elements of a statement of work

 Interdependencies among project elements

 Project budgeting tools and techniques

 Quality standard tools

 Vendor management techniques

Performance measurement and tracking techniques (e.g., EV, CPM, PERT, Trend Analysis)

 Process analysis techniques (e.g., LEAN, Kanban, Six Sigma)

 Project control limits (e.g., thresholds, tolerance)

 Project finance principles

 Project monitoring tools and techniques

 Project quality best practices and standards (e.g., ISO, BS, CMMI, IEEE)

 Quality measurement tools (e.g., statistical sampling, control charts, flowcharting, inspection, assessment)

 Risk identification and analysis techniques

 Risk response techniques

 Quality validation and verification techniques

Archiving practices and statutes

 Compliance (statute/organization)

 Contract closure requirements

 Close-out procedures

 Feedback techniques

 Performance measurement techniques (KPI and key success factors)

 Project review techniques

 Transition planning technique

Active listening

 Applicable laws and regulations

 Benefits realization

 Brainstorming techniques

 Business acumen

 Change management techniques

 Coaching, mentoring, training, and motivational techniques

 Communication channels, tools, techniques, and methods

 Configuration management

 Conflict resolution

 Customer satisfaction metrics

 Data gathering techniques

 Decision making

 Delegation techniques

 Diversity and cultural sensitivity

 Emotional intelligence

 Expert judgment technique

 Facilitation

 Generational sensitivity and diversity

 Information management tools, techniques, and methods

 Interpersonal skills

 Knowledge management

 Leadership tools, techniques, and skills

 Lessons learned management techniques

 Meeting management techniques

 Negotiating and influencing techniques and skills Organizational and operational awareness

 Peer-review processes

 Presentation tools and techniques

 Prioritization/time management

 Problem-solving tools and techniques

 Project finance principles

 Quality assurance and control techniques

 Relationship management

 Risk assessment techniques

 Situational awareness

 Stakeholder management techniques

 Team-building techniques

 Virtual/remote team management

Marking

1. Initiating 13%

2. Planning 24%

3. Executing 31%

4. Monitoring and Controlling 25%

5. Closing 7%

Total Number of Scored Questions 175

Total Number of Unscored (Pretest) Questions 25

Total Number of Questions 200

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PMP 2020
Project Management Professional - PMP (PMBOK 6th Edition)
http://killexams.com/pass4sure/exam-detail/PMP
QUESTION 3600
The level of authority of the project manager:
A. Is dependent on corporate policies.
B. Varies considerably from company to company.
C. Is delegated by senior management.
D. All of the above.
Answer: D
QUESTION 3601
You are the project manager and responsible for quality audits. You have been accused of being a fanatic
because of your practice of conducting not one, but multiple, quality audits on a project. Which one of the
following types of audits is not an example of a quality audit?
A. Internal
B. System
C. Baseline
D. Scope
Answer: D
QUESTION 3602
Activity A has a duration of 3 days and begins on the morning of Monday the 4th. The successor activity, B, has
a finish-to-start relationship with
A. The finish-to-start relationship has 3 days of lag, and activity B has a duration of 4 days. Sunday is a non-
workday. What can be determined from these data?
B. Calendar time between the start of A to the finish of B is 7 days.
C. Calendar time between the start of A to the finish of B is 11 days.
D. Calendar time between the start of A to the finish of B is 12 days.
E. Calendar time between the start of A to the finish of B is 14 days.
Answer: B
QUESTION 3603
In organizing a project, a project manager must deal with conflict. Which statement is true regarding conflict in
projects?
A. Strong matrix project managers have few human resource conflicts, because they can dictate their needs to
functional managers.
B. Sources of conflict include project priorities, PERT/CPM schedules, contract administrative procedures, and
type of contract.
C. Conflict is to be avoided whenever possible.
D. A matrix form of organization can produce a lack of clear role definitions and lead to ambiguous
jurisdictions between and among functional leaders and project managers.
Answer: D
QUESTION 3604
Design of experiments is an analytical technique which helps
A. Determine how various statistical data will interrelate based on results
B. Anticipate the probability that something will fail
C. Identify which variables have the most influence on the overall out come
D. Allow for random sampling
Answer: C
QUESTION 3605
A scope change control defines the procedures by which the project scope may be changed. It includes
A. Performance measurement, tracking systems, and appropriate approval level for authorizing changes
B. Paperwork, project management information system (PMIS), and appropriate approval level for authorizing
changes
C. Paperwork, tracking systems, and appropriate approval level for authorizing changes
D. Project management information system (PMIS), change requests modification system, and appropriate
approval level for authorizing changes
Answer: C
QUESTION 3606
Which of the following is true regarding schedule variances?
A. The always impact the schedule and never the cost
B. The always impact the cost
C. They sometimes impact the schedule
D. They sometimes impact the schedule and always the cost
Answer: C
QUESTION 3607
When choosing the most appropriate form of project organization, the first step is to-
A. Produce an initial project plan and determine the functional areas responsible for each task
B. Develop a project schedule, including a top-down flowchart, and identify the functional areas to perform
each task
C. Refer to the project charter developed by top management
D. Create the WBS and let it determine the project organizational structure
Answer: A
QUESTION 3608
Steps in effective goal setting are:
A. Negotiation, resource allotment, published goals.
B. Definition, setting completion time, resource allotment, quality standards.
C. Setting quality standards, setting quantity standards, defining other contributions.
D. Establish project goals, establish sub team goals, establish individual goals, define reward and recognition
plan.
Answer: B
QUESTION 3609
Two of the types of discretionary dependencies that typically have an effect on the sequencing of the activities
in the schedule are those containing "hard logic" and those containing "soft logic." An example of a "soft logic"
dependency would be:
A. Project A, the company's participation in a Pump Industry trade show, depends on the successful completion
of Project B, which is building the prototype pump that is going to be displayed.
B. To install the plumbing and electrical work at the same time on a single family dwelling.
C. To schedule all moving of equipment weighing in excess of 5 tons because it would take too much time now
do move the equipment.
D. For the wrapping of a box of software to depend on enclosing the manual and software first.
Answer: B
QUESTION 3610
As part of your project plan you must develop an effective method of communication for your multinational
team of stakeholders. You have several choices of media available. The appropriate action to take in the
development of the communication plans would be to:
A. Use the standard media that has been in effect for your previous projects
B. Use multiple forms of media to ensure that everyone receives the information
C. Discuss the available options with the stakeholders and obtain their input
D. Obtain additional funding from the project sponsor and develop a project specific communications
infrastructure.
Answer: C
QUESTION 3611
You are managing the development of a highly controversial project. Today you called a team meeting and
explained the project objectives to the team and several members stood up and left citing philosophical
objections to the project. You chased them down the hall trying to convince them to work on the project and
explaining that you would use the best quality management plan available for this work. One of the team
members stopped abruptly and demanded to know what the purpose of such a plan would be. You explained
that the objective of any quality management plan is to-
A. Create some regulations to govern the project
B. Ensure that process adjustments are made in a timely fashion
C. Improve quality in every aspect of project performance
D. Ensure that the scope management plan is followed
Answer: C
QUESTION 3612
Inputs to procurement planning include
A. Scope statement, Product description, Procurement resources, market conditions, other planning outputs and
expert judgment
B. Scope statement, Product description, Procurement resources, market conditions, other planning outputs,
constraints and assumptions
C. Scope statement, Product description, Procurement resources, market conditions, other planning outputs and
work breakdown structure
D. Scope statement, Product description, Procurement resources, market conditions, other planning outputs and
procurement documents
Answer: B
QUESTION 3613
Information typically required to determine project communications requirements include
A. Project organization and stakeholder responsibility relations
B. Disciplines, departments, and specialties involved in the project
C. External information needs
D. All of the above
Answer: D
QUESTION 3614
You are managing a project to develop nutritional soda for the "under 20" market. You have recently heard that
the client calls your progress reports the "Code of Crap" because they seem to be written in a foreign language
and incomprehensible. This situation could have been avoided by-
A. Informing the client at the start of the project of the types of reports they will receive
B. Using risk management techniques to identify client issues
C. Hiring an expert report writer to prepare standard reports
D. Developed a communications plan
Answer: D
QUESTION 3615
Which of the following statements are true about the work breakdown structure?
A. Each level represents an increasing level of detail
B. The work breakdown structure is deliverable oriented
C. The work breakdown structure is a detailed management process
D. None of the above
Answer: B
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