A project has a current cost performance index (CPI) of 1.25. To date, US$10,000 have been spent on performing the project work. What is the earned value of the work completed to date?


A. US$S000
B. US$9500
C. US$10,000
D. US$12,500

Which of the following is an example of the simplest fixed-price contract?


A. Purchase requisition
B. Purchase order
C. Verbal agreement
D. Request for quote

In the Develop Project Team process, which of the following is identified as a critical factor for a project's success?


A. Team meetings
B. Subcontracting teams
C. Virtual teams
D. Teamwork

A customer outsources an engineering project to a contractor and submits a list of deliverables. The customer requests a quality certificate from an external inspection agency to validate the quality of the work.
What should the project manager do to validate this request?


A. Refer to the project scope statement.
B. Review the project charter.
C. Consult with peers on how similar requests were handled in the past.
D. Check with the customer to better understand the request.

A project manager for a long, complex project has one outspoken, and often negative, stakeholder. Knowing that the project team could suffer if this negativity spreads, the project manager wants to find ways to gain this stakeholders support.
What should the project manager to?


A. Tell the stakeholder that this negativity could put the projects success at risk.
B. Ask the stakeholders manager to assign a more positive resource.
C. Build a stronger relationship with the stakeholder by listening to concerns, showing empathy, and asking for input on project issues.
D. Explain to the stakeholder the effect this attitude is having, and ask them to leave the project if they are unable to be more positive.

Near the end of a project, the change control board (CCB) decides that the team must integrate a new subsystem. Due to technology changes, the project manager had no practical recourse other than to accept the change and move on, despite it impacting the
schedule.

What should the project manager do to handle this unexpected change?


A. Communicate the change and its reason to the entire team, then update the schedule.
B. Make the change announcement and hold a team event to encourage a more positive team reaction.
C. Identify and work with flexible project champions to facilitate the change with the least amount of disruption.
D. Meet with the CCB to advise them of the risk of using the new technology at this critical time.

A retail company engages a new service provider to implement a replenishment system for its stores. The current system is built on old technology, fails to cater to new business processes, and performs slowly. User acceptance testing shows that the new system
accommodates all business processes, but it is slower than the original.

The use of what tool or technique would have avoided this problem?


A. Focus groups
B. Benchmarking
C. Interviews
D. Statistical sampling

A client informs the project manager that the projects testing phase must be limited to ensure timely delivery. The client explains that since the project has several components, some testing scope must be eliminated to ensure that expectations are met. The
budget must remain constant, as cost increases are not possible at this time.

What should the project manager do?


A. Update the testing plan with the new approach, and obtain formal client approval.
B. Include a post-project delivery defect resolution, and increase the budget accordingly.
C. Continue planning with the full testing approach.
D. Plan for the fast track approach, and increase the budget.

One week after project deployment, a project manager unsuccessfully tries to resolve an issue on their own. The project manager failed to inform stakeholders, which resulted in their frustration.
To avoid stakeholder frustration, what should the project manager have done?


A. Referred to the stakeholder engagement plan
B. Updated the issue log

C. Referenced the lessons learned repository
D. Adhered to the communications management plan

A stakeholder with a high degree of impact now requires more detailed project reports.
What should the project manager do?


A. Work with the project team to prepare a new project charter.
B. Escalate the issue to the project management office (PMO).
C. Meet with the project sponsor to discuss the issue.
D. Work with the project team to update the communications management plan.