MASTER_Trainer Notes_V5.2

theknowledgeacademy

PMP Exam Preparation
“Boot Camp” Course

Trainer Notes

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Welcome to The Knowledge Academy!
It is our goal at The Knowledge Academy to provide the best preparation for the PMP test
available anywhere.  To that end, we have designed a course in the four‐day “boot camp” format
that we believe serves that purpose with distinction!

To prepare yourself as a PMP trainer of The Knowledge Academy, please review the notes below
and on the following pages.

1. Format of the Courseware

The majority of the questions on the PMP exam are based directly on the content of the PMBOK.
In fact, it advisable that Students read the PMBOK thoroughly before taking the exam.  Our
courseware is therefore based on the format or structure of the PMBOK, specifically:

1. Knowledge Areas and Processes.  The processes are presented by Knowledge Area in the
order in which the Knowledge Areas are presented in the PMBOK.
2. Inputs, Tools and Techniques, and Outputs (ITOs).  Similarly, the (ITOs) of each process are
presented in the order in which the PMBOK presents them.

To the second point above, you will see in the Slide Presentation that our handling of the ITOs is
unique.  As you know, many ITOs, particularly the Tools/Techniques, appear again and again
throughout the PMBOK.  When an ITO is presented for the first time in our Slide Presentation, we
provide an adequate but concise explanation, and we highlight the title of the ITO in red to
indicate that this is the first appearance of the ITO in both the PMBOK and our slides.  However, in
subsequent appearances of the ITO, instead a repeating the explanation, we present short
questions pertaining to the ITO, as a way of reinforcing the Students’ understanding of the item –
and avoiding redundancy!

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The following stylistic elements also characterize The Knowledge Academy’s unique Slide
Presentation:
3. Processes Summary Slide.  At the start of each Knowledge Area, the first slide is a Processes
Summary slide, which presents a summary of each process that is related to that
Knowledge Area.  (See Figure 1‐1, on the next page.)
Figure 1‐1.  Knowledge Area Processes Summary Slide
© 2012 The Knowledge Academy Ltd  V3.4   53
Integration Management
4.1 Develop Project Charter
– Produce the Project Charter, which formally
authorizes the project, names the Project
Manager, and provides the him/her with the
authority to use the organization’s resources to
accomplish project objectives.
4.2 Develop Project Management Plan
─ Produce the Project Management Plan – a single,
cohesive guide to project execution comprised of
management plans, baselines, and other
documents.

4. What‐How‐When Slide.  After the title page is the What‐How‐When slide, which explains
what the purpose of the process is; how it helps in the management of the project; and
when the process occurs in the overall flow of the project. (Figure 1‐2.)

Figure 1‐2.  What‐How‐When Slide
Develop Project Charter
What’s the purpose?
─ Produce the Project Charter, which formally authorizes the
project, names the Project Manager, and provides the
him/her with the authority to use the organization’s
resources to accomplish project objectives.
How does it help?
─ Provides the project with a defined start and established
boundaries and senior management with the opportunity
to formally accept and commit to the effort.
When does it happen?
─ At the very beginning of the Project Life Cycle – before any
substantial project planning on the part of the Project
Manager and project management team .

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5. Graphical Display of the ITOs.  In each process section, following the What‐How‐When
slide, there is a slide containing a Graphical Display of the ITOs that are introduced or used
in the process.  Those ITOs that are “introduced” – that is, appear in the PMBOK (and
therefore in the Slide Presentation) for the first time are shown on this Graphical Display
slide in red.  (See Figure 1‐3.)
Figure 1‐3.  Graphical Display of ITOs Slide

6. Presentation of the ITOs.  Following the Graphical Display slide, there begins a presentation
of the ITOs that constitute “the meat” of the process.  These ITOs are presented in the Slide
Presentation in the same order in which they are discussed in the PMBOK.
As noted above in point 5, some of these ITOs may be presented in the PMBOK (and thus in
the Slide Presentation) for the first time.  Those ITOs appearing for the first time are
described in adequate but concise detail, approximating the language of the PMBOK as
closely as possible.
The titles of these ITOs are shown in red to indicate their debut appearance.  As shown
below in Figure 1‐4, Accepted Deliverables is introduced in the Close Project or Phase
process for the first time, as indicated by its appearance in red, while Project Management

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and the Knowledge Areas to which the processes belong.  Note that both Process Group and
Knowledge Area are shown (under the process title) in the colored header area of each Graphical
Display.  (See Figures 2.1‐1 through 2.1‐5.)

Trainers are encouraged to make frequent reference to page 61 of the PMBOK, which shows the
“PMI anatomy” – that is, the relationship of each of the 47 processes to a Process Group and to a
Knowledge Area.  Remember: each of the 47 processes is related to one and only one Process
Group and one and only one Knowledge Area!

Color Coding – specifically, the color red – is also used in the body of the graphical displays to
indicate the first appearance of an ITO in the PMBOK.

In the first example below, Develop Project Charter, all of the ITOs are introduced (in the PMBOK
and in the Knowledge Academy Slide Presentation) for the first time and, therefore, are shown in
red.

In the second example, Develop Project Management Plan, only Outputs from Other Processes
and Project Management Plan are introduced for the first time – and, therefore, shown in red.
The other ITOs are “repeats” and shown in plain blue font.
Figure 2.1‐1.  Initiating Process Group.
Both of the 2 Initiating processes appear with a gray heading:

Figure 2.1‐2.  Planning Process Group.
All of the 24 Planning processes appear with a green heading:

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Figure 2.1‐3.  Executing Process Group.
The 8 Executing processes appear with a blue heading:

Figure 2.1‐4.  Monitoring & Controlling Process Group.
The 11 Monitoring & Controlling processes appear with a light yellow heading:

Figure 2.1‐5.  Closing Process Group.
And the 2 Closing processes appear with a red heading:

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Trainers are encouraged to remind Students of the Process Groups related to the processes, as
indicated by the Color Coding.
2. 2  Color Coding in the Text of the Slides
Color Coding – again, specifically, the color red – is used in the text of the slides, as follows:

 On the Processes Summary page, which appears at the start of each Knowledge Area.
(See Figure 2.2‐1, below.)
 On the What‐How‐When page, which constitutes the first page of every process section.
(See Figure 2.2‐2.)
 To highlight the first page of Inputs, the first page of Tools/Techniques, and the first page of
Outputs in every process section; and to highlight an ITO being introduced for the first time.
(See Figure 2.2‐3.)
Figure 2.2‐1.  Knowledge Area Processes Summary Page.
Red is used on the Processes Summary page that appears at the start of each Knowledge Area.

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Integration Management
4.1 Develop Project Charter
– Produce the Project Charter, which formally
authorizes the project, names the Project
Manager, and provides the him/her with the
authority to use the organization’s resources to
accomplish project objectives.
4.2 Develop Project Management Plan
─ Produce the Project Management Plan – a single,
cohesive guide to project execution comprised of
management plans, baselines, and other
documents.

Figure 2.2‐2.  What‐How‐When Page.
Red is used on the What‐How‐When page that constitutes the first page of every process section.
Develop Project Charter
What’s the purpose?
─ Produce the Project Charter, which formally authorizes the
project, names the Project Manager, and provides the
him/her with the authority to use the organization’s
resources to accomplish project objectives.
How does it help?
─ Provides the project with a defined start and established
boundaries and senior management with the opportunity
to formally accept and commit to the effort.
When does it happen?
─ At the very beginning of the Project Life Cycle – before any
substantial project planning on the part of the Project
Manager and project management team .

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3.  Errors / Discrepancies in PMBOK, Version 5

Trainers are encouraged to point the following errors and discrepancies in the PMBOK.  PMBOK,
version 5, is new to all of us.  We therefore encourage to also bring to our attention other errors,
discrepancies, or inconsistencies that you may surface in your review and use of this foundational
document.

3.1  Verify vs. Validate

Deliverables are produced as an Output of the Direct & Manage Project Work process, an
Integration Knowledge Area process.  Thereafter, deliverables are referred to “Verified
Deliverables” – and, in one isolated case, as “Validated Deliverables”:

 On page 106, in Figure 5‐1, “Verified Deliverables” are shown as a key Input into the
Validate Scope process.
 On page 133, in the short table of ITOs at the beginning of the Validate Scope section,
“Verified Deliverables” are shown as a key Input into the process.
 On page 135, in the body of the Validate Scope section, “Verified Deliverables” are again
shown as a key Input into the process.
 On page 249, in the short table of ITOs at the beginning of the Control Quality section,
“Verified Deliverables” appear as a key Output of the process.
 On page 253, in the body of the Control Quality section, “Verified Deliverables” are again
shown as a key Output of the process.

Only on page 230, in Figure 8‐1, are the deliverables referred to as “Validated Deliverables,” an
Output of the Control Quality process.

In our Slide Presentation, we have therefore chosen to refer to deliverables as they appear after
the Direct & Manage Project Work process as “Verified Deliverables.”  (Note that confirmation
from PMI regarding this discrepancy is pending.)

3.2  Risk Breakdown Structure (RBS) vs. Probability Distributions

On page 337 of the PMBOK, sample illustrations of Beta and Triangular Distributions are shown in
Figure 11‐14.  Unfortunately, the same illustrations are shown on page 317, in Figure 11‐4, which
should be as stated “Example of Risk Breakdown Structure (RBS).”

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4.  Lesson Presentation

The Knowledge Academy Slide Presentation has been designed to make in‐class instruction as
simple and straightforward as possible for all Trainers.  The following is a step‐by‐step process to
aid you in your presentation.

1. Begin each Knowledge Area with several minutes devoted to the Processes Summary Slide.
Elaborate as much as possible, showing the connections with reference to Inputs and
Outputs from one process to another within the Knowledge Area.
2. Beginning with the first process, introduce the What‐How‐When slide.  Again, devote
several minutes to this slide and elaborate as much as possible.  This slide, along with the
preceding Processes Summary Slide, serves to “set the stage” for the process discussions
that follow.
3. Continue with the ITOs discussions.  Plan on spending more time on those ITOs that are
being introduced in the process for the first time (indicated with a title displayed in red)
than ITOs that are “repeats.”  ITOs that are repeats, those that were previously introduced,
are not discussed but instead appear in the slides with a few short questions designed to
test the Students’ recall of the ITOs.  Trainers are encouraged to elaborate verbally with
additional questions, as appropriate.
4. Sample test Questions appear at the end of each Knowledge Section.  Here, too, Trainers
are encouraged to elaborate verbally with additional questions, as appropriate.
5. Trainers are encouraged to make their best effort to keep to the schedule. (See the Daily
Schedules, provided at the end of this document.)  Much of Day 4 will be devoted to the
Simulated PMP Test.  It is therefore imperative that the schedule be maintained as much as
possible in order to reserve time for this important item.

In order for Trainers to be successful, it is important that a few “must haves” be firmly in place:

1. Trainer must have a detailed and thorough understanding of the PMBOK, version 5.  It
should go without saying that all Trainers must have previously read the PMBOK cover to
cover.
2. Trainer must have a detailed and thorough understanding of The Knowledge Academy
Slide Presentation.  The slides will be provided to you by The Knowledge Academy prior to
the class in sufficient time to allow you a good “walk through” of the content.
3. All Trainers should have a good slide advance/laser pointer tool for use in class.
4. It is advisable that all trainers walk themselves through the Slide Presentation several
times, using their slide advance/laser pointer tool, prior to the class.
5. Trainers are encouraged to supplement their verbal presentations with their own
perspectives on the content and relevant real‐life experiences that may relate to the
content at hand.

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Four‐Day Boot Camp Time Table

Introductions.  Section 1, PMBOK Introduction. 1 ─ 24 8:30 10:00 1.5
Break 10:00 10:05 5 Minutes
Section 2, Organizational Influences and Project Life
Cycle.  Section 3, Project Management Processes.
25 ─ 49 10:05 11:35 1.5
Integration Knowledge Area and Processes:
Develop Project Charter,
Develop Project Management Plan.
52 ─ 100 11:35 12:35 1
Lunch Break 12:35 12:55 20 Minutes
Direct & Manage Project Work, Monitor & Control
Project Work, Perform Integration Change Control,
Close Project or Phase, Sample Test Questions.
101 ─ 172 12:55 2:55 2
Scope Knowledge Area and Processes:
Plan Scope Management,
Collect Requirements, Define Scope.
173 ─ 227 3:00 4:30 1.5
Create WBS, Validate Scope,
Control Scope, Sample Test Questions.
228 ─ 274 4:30 6:00 1.5
9 30Total Contact Hours:
Day 1
Slide
Numbers
Start
Time
Finish
Time
Contact
Hours
Break
Minutes
Time Knowledge Area and Processes:
Plan Schedule Management, Define Activities,
Sequence Activities, Estimate Activity Resources.
275 ─ 324 8:30 10:00 1.5
Estimate Activity Durations, Develop Schedule,
Control Schedule, Sample Test Questions.
325 ─ 419 10:05 11:35 1.5
Cost Knowledge Area and Processes:
Plan Cost Management, Estimate Costs.
420 ─ 444 11:35 12:35 1
Determine Budget, Control Costs,
Sample Test Questions.
445 ─ 519 12:55 2:55 2
Quality Knowledge Area and Processes:
Plan Quality Management, Perform Quality Assurance.
520 ─ 584 3:00 4:30 1.5
Perform Quality Assurance (cont'd),
Control Quality, Sample Test Questions.
585 ─ 614 4:30 6:00 1.5
Break
MinutesDay 2
Slide
Numbers
Start
Time
Finish
Time
Contact
Hours

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Human Resource Knowledge Area and Processes: Plan
Human Resource Management, Acquire Project Team.
615 ─ 652 8:30 10:00 1.5
Develop Project Team,
Manage Project Team, Sample Test Questions.
653 ─ 714 10:05 11:35 1.5
Communication Knowledge Area and Processes:
Plan Communication Management,
Manage Communications, Control Communications,
Sample Test Questions.
715 ─ 766 11:35 12:35 1
Risk Knowledge Area and Processes:
Plan Risk Management, Identify Risks,
Perform Qualitative Risk Analysis.
767 ─ 816 12:55 2:55 2
Perform Quantitative Risk Analysis, Plan Risk Responses,
Control Risks, Sample Test Questions.
817 ─ 872 3:00 4:30 1.5
Procurement Knowledge Area and Processes: Plan
Procurement Management, Conduct Procurements.
873 ─ 938 4:30 6:00 1.5
Day 3
Slide
Numbers
Start
Time
Finish
Time
Contact
Hours
Break
Minutes
Control Procurements,
Close Procurements, Sample Test Questions.
939 ─ 970 8:30 9:30 1
Stakeholder Knowledge Area and Processes:
Identify Stakeholders, Plan Stakeholder Management,
Manage Stakeholder Engagement, Control Stakeholder
Engagement, Sample Test Questions.
971 ─ 1031 9:35 10:35 1
Code of Ethics, Study & Exam Advice 1032 ─ 1048 10:40 11:40 1
200‐Question Simulated PMP Test 12:10 4:10 4
Review of Questions 4:15 5:15 1
Contact
Hours
Break
Minutes
Day 4
Slide
Numbers
Start
Time
Finish
Time

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Answers to
CPM Exercises 1, 2, and 3

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8
C
START END
4
D
5
B
8
E
6
A
7
F
5
G
7
H
1 7
1 7
13 19
14 20
8 12
8 12
1 6
2 7
13 20
13 20
8 12
8 12
25 32
25 32
21 24
21 24
1
Total Float
Free Float
1
1
Total Float
There’s a mistake in this diagram. Can you find it?
There are two Critical Paths in this diagram.
One is F-B-C-D-E. The other is F-G-C-D-E.
The mistake in this diagram is the line from Activity H to
the End. Activity H has a relationship with Activity D
and, therefore, cannot also be the last activity on a path.
Free Float
1

V5.2 1
Sample Test Questions
with PowerPoint presentation
Knowledge Area’s
Trainer’s Copy
`
Answer Key
Integration Scope Time Cost
Question Answer Question Answer Question Answer Question Answer
1 C 1 A 1 D 1 A
2 B 2 A 2 A 2 B
3 B 3 D 3 D 3 C
4 B 4 D 4 A 4 D
5 A 5 B 5 D 5 D
6 D
Quality Human Resources Communications Risk
1 D 1 A 1 A 1 C
2 C 2 A 2 A 2 B
3 D 3 C 3 B 3 A
4 A 4 D 4 C 4 B
5 B 5 D 5 B 5 A
Procurement Stakeholder
Question Answer Question Answer
1 C 1 D
2 C 2 C
3 A 3 C
4 B 4 A
5 A 5 A

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Answers to
Answers to the Sample Test Questions that appear at the end of the
each Knowledge Area in the slide presentation are shown below.

Integration Scope Time Cost
1 C 1 A 1 D 1 A
2 B 2 A 2 A 2 B
3 B 3 D 3 D 3 C
4 B 4 D 4 A 4 D
5 A 5 B 5 D 5 D
6 D
Quality Human Resources Communications Risk
1 D 1 A 1 A 1 C
2 C 2 A 2 A 2 B
3 D 3 C 3 B 3 A
4 A 4 D 4 C 4 B
5 B 5 D 5 B 5 A
Procurement Stakeholder
Question Answer Question Answer
1 C 1 D
2 C 2 C
3 A 3 C
4 B 4 A
5 A 5 A

V5.2 2
Integration Knowledge Area
1.  Which of the following processes develops the document
that formally authorizes the project?
a. Direct and Manage Project Work
b. Monitor and Control Project Work
c. Develop Project Charter
d. Develop Project Management Plan
2.  Which of the following is not an example of a project success
factor?
a. Top management support
b. Delivering to time and budget
c. A clear project mission
d. Adequate resources
3.  A Change Control Board (CCB) is ___.
a. Recommended for use on all projects, large or small
b. Used as required to approve or reject change requests
c. Managed by the Project Manager who serves as its
secretary
d. Composed of key members of the project team
4.  Within the five Process Groups, which group is superimposed
on the other four?
a. Planning
b. Monitoring & Control
c. Execution
d. Closure

V5.2 3
5.  Which of the following is NOT part of Direct and Manage
Project Execution?
a. Manage expected project benefits
b. Manage risk
c. Manage change
d. Manage contractors
6.  Which of the following would you NOT expect to find in the
Project Charter?
a. Project success criteria
b. Outline budget and schedule
c. Project Manager authority level
d. Project team roles and responsibilities
Scope Knowledge Area
1.  The Output of the Validate Scope process is ___.
a. Accepted deliverables
b. Verified deliverables
c. Processed invoices
d. Paid bills
2.  There is only one process that produces two management
plans as major Outputs, both of which will be included in the
Project Management Plan.  Which process is this?
a. Plan Scope Management
b. Plan Schedule Management
c. Plan Cost Management
d. Plan Quality Management

V5.2 4
3. All the following statements about a Work Breakdown
Structure are true except ___.
a. It provides a framework for organizing and ordering the
activities that make up a project.
b. It breaks a project down into successively greater detail by
level.
c. It is a planning tool.
d. It specifies how long activities should take and when
they should be completed.
4. Scope validation ___.
a. Improves cost and schedule accuracy, particularly on
projects using innovative techniques or technology.
b. Is the last activity performed on a project before handoff
to the customer.
c. Documents the characteristics of the product or service
that the project was undertaken to create.
d. Differs from quality control in that scope validation is
concerned with the acceptance — not the correctness —
of the work results.

V5.2 5
5.  A WBS is a product‐oriented “family tree” of project
components.  Each item in the WBS is generally assigned a
unique identifier, all of which are known collectively as ___.
a. The chart of accounts
b. The code of accounts
c. Work package control numbers
d. WBS ID numbers
Time Knowledge Area
1.  If Activity A has 15 days of Free Float and 25 days of Total
Float and the Early Start date is delayed 30 days what is the
effect on the project?
a. The following activity will be delayed 15 days.
b. The project is delayed 30 days.
c. The project will be delayed 5 days.
d. Both a and c.
2.  In any network diagram, float is found when ___.
a.   Early start and late start are not equal.
b.   Early start and late finish are not equal.
c.   Late finish plus lag is greater than zero.
d.   Early start and late finish equal zero.

V5.2 6
Time Knowledge Area
3.  An activity has 5 days of Free Float and 10 days of Total Float.
Its start is delayed 7 days. What is the effect?
a. The project is delayed by 2 days.
b.   The project is not delayed.
c.   The following activity slips at least 2 days.
d.   Both b and c.
4.  An activity has an Early Start date of 10, a Late Start date of
19, and an Activity Duration of 4.  Based on this information,
what can you conclude about the activity?
a.   Total Float for the activity is 9 days.
b.   The Early Finish date is the end of the day on the 14th.
c.   The Late Finish date is the 25th.
d.   It can be completed in 2 days if resources are doubled.
Time Knowledge Area
5.  The difference between Fast Tracking and Crashing is best
described by which of the following statements?
a.   There is no difference.
b.   Fast Tracking involves dealing with cost constraints;
Crashing is concerned with schedule problems.
c.   Fast Tracking attempts to finish a project earlier than
schedules; Crashing attempts to complete the project on
schedule at no additional cost.
d.   Fast Tracking involves changing the approach to perform
activities in parallel; Crashing adds resources to project
activities for earlier completion.

V5.2 7
Cost Knowledge Area
1.  At the end of phase 2, you find you have spent $400,000.
You had planned on spending only $325,000.  The value of the
work accomplished so far is $350,000.  What is your CPI?
a.  0.875 c. 0.928
b. 1.076 d. 1.231
2.  At the end of phase 2, you find that you have spent $400,000
but had planned on spending only $325,000.  The value of the
work accomplished so far is $350,000.  What is your SV?
a. ‐$25,000 c. ‐$75,000
b. $25,000 d. ‐$50,000
Cost Knowledge Area
3.  At the midway point in your project, you find that you have a
CPI of 1.8.  This tells you that ___.
a. You are spending $1.80 for every dollar you had planned
to spend.
b. Your project is in trouble because your team is spending
80% more than planned.
c. You are earning value on your project at 1.8 times the
rate you had planned.
d. You are earning $1.00 of value for every $1.80 you
planned to earn.

V5.2 8
Cost Knowledge Area
4. Life Cycle Costing involves ___.
a.   Determining what physical resources will be needed to
complete a project.
b.   Calculating the internal rate of return.
c. Assigning a value to each activity on the project.
d. Considering the overall costs of a project during and
after its completion.
5.  Earned value analysis on a 12‐month project estimated to
cost $1.5 million showed, month six, EV of $650,000, a BCWS of
$750,000, and actual costs of $800,000.  What are the
variances?
a. SV = +$100,000 and CV = +$150,000
b. SV = +$150,000 and CV = +$100,000
c. SV = ‐$50,000 and CV = +$150,000
d. SV = ‐$100,000 and CV = ‐$150,000
Quality Knowledge Area
1.  The 80/20 rule, also known as the Pareto Principle, is best
described by which one of the following statements?
a.   80% of the problems in quality can be ascribed to
management and 20% to the employees.
b.   80% of the cost of a product is in 20 % of the labor.
c. Eighty percent of all causes lead to 20% of all problems.
d. Many problems, perhaps as high as 80% of all problems,
are generated by a comparatively small number of
causes, perhaps 20%.

V5.2 9
2.  What is the mean, median, and mode of the following
numbers: 2, 6, 10, 12, 12, 18?
a. 12, 6, 10 c. 10, 11, 12
b. 6, 11, 12 d. 10, 12, 11
3.  With regard to the traditional project constraint triangle,
known as the Triple Constraint, where does quality rank?
a.   First, as the prime driver for a project
b.   Second, behind cost, but ahead of schedule
c.   Second, behind schedule, but ahead of cost
d.   As a secondary constraint ─ behind scope, time, and cost
4.  The Plan‐Do‐Check‐Act (PDCA) Cycle is associated with ___.
a.  Deming
b.  Crosby
c.  Juran
d.  Taguchi
5.  One of the major objectives of the Control Quality process is
to verify the deliverables.  These Verified Deliverables serve as
an essential Input to which process?
a.  Perform Quality Assurance
b.  Close Project or Phase
c.  Validate Scope
d.  Monitor & Control Project Work

V5.2 10
Human Resource Knowledge Area
1.  Of the various types of power that might be employed by
Project Managers, PMI recommends that ___  power be used as
much as possible.
a.  Reward and Expert c.  Legitimate and Expert
b. Reward and Legitimate d.  Reward and Coercive
2.  Whose theory of motivation stipulates that such needs as
food and shelter must be satisfied before a person is capable of
focusing energies on achieving higher levels of needs, for
example, PMP Certification?
a.  Maslow’s theory c.  McGregor’s
b.  Deming's d.  Herzberg’s
3.  The three key components of the Human Resource
Management Plan are ___.
a.   Roles and responsibilities, RACI charts, and a staffing
management plan
b.   Roles and responsibilities, project organization charts, and
a staff release plan
c.   Roles and responsibilities, project organization charts,
and a staffing management plan
d.   Roles and responsibilities, RACI charts, a staff release plan

V5.2 11
4.  All the following assumptions about employees are held by
Theory X managers except ___.
a.   Most people think work is distasteful and try to avoid it.
b.   Most people prefer to be directed and must often be
forced to do their work.
c.   Most people are not ambitious, do not want get ahead,
and do not want responsibility.
d.   Most people are motivated primarily by their desire for
self‐fulfillment (self‐actualization).
5.  All the following have been found to be major barriers to
building effective project teams except ___.
a.   Role conflicts.
b.   Lack of team member commitment.
c.   Amount of office space allocated to each member.
d.   Differing priorities, interests, and judgments of team
members.

V5.2 12
Communications Knowledge Area
1.  Motivating others to provide encouragement and coaching
them to improve performance are examples of ___.
a.   Both general and project management skills
b.   Excellent and exclusive project management skills
c.   A sequential communication method
d.   Some of the Project Sponsor's responsibilities
2.  Work Performance Reports, Work Performance Data, and
Work Performance Information are key Outputs and Inputs
throughout the 47 processes.  What is the correct order of the
flow?
a.   Work Performance Data to Work Performance
Information to Work Performance Reports.
b.   Work Performance Data to Work Performance Reports to
Work Performance Information.
c.   Work Performance Information to Work Performance
Data to Work Performance Reports.
d.   Work Performance Reports to Work Performance Data to
Work Performance Information.

V5.2 13
3.  There were 10 people on your project, and 5 more people
were added last week.  How many additional channels of
communication were created?
a.  105 c.  45
b.  60 d.  90
4.  Letters, memos, reports, and faxes are all examples of
the ___ Communication Method.
a.  Pull c.  Push
b.  Interactive d.  Formal Written
5.  In general, disagreement amongst stakeholders should be
resolved in favor of ___.
a.  The Sponsor c.  The Performing Organization
b.  The Customer d.  End users
Risk Knowledge Area
1.  Which of the following would you NOT expect to find in a
Risk Management Plan?
a.  Risk methodology c. Responses to specific risks
b.  Risk Categories d. How risks will be tracked
2.  If a risk event has a 90 percent chance of occurring and the
impact will be $10,000, what does $9,000 represent?
a. Risk value c. Real value
b.  Expected value d. Contingency budget
3. A risk event is the precise description of what might happen
to the of the project.
a. Detriment or benefit c. Risk profile
b. Detriment d. Budget

V5.2 14
Risk Knowledge Area
4.  The risk management process has identified 120 risks with an
average probability of 2% and an average impact of $8,000. It
has been decided to accept all the risks without individual
mitigation.  How much contingency should be added to the
budget?
a.  $192,000 c. $1,920
b.  $19,200 d. None of the above
5.  At what stage in the Project Life Cycle does the Project
Manager have the most ability to influence risk?
a.  Concept c. Execution
b.  Definition d. Closing
Procurement Knowledge Area
1. Which of the following contract types places the greatest risk
on the seller to control costs?
a.   Fixed Price with Economic Price Adjustment (FP‐EPA)
b.   Fixed Price incentive Fee (FPIF)
c.   Firm Fixed Price (FFP)
d.   Cost Plus Award Fee (CPAF)
2.  In a situation where a professional contract administrator is
assigned to the project, then the Project Manager ___.
a.   Does not need to actively manage the contract.
b.   Can delegate all responsibility to the contract administrator.
c.   Must still manage all major aspects of the contract.
d.   Does not need to be familiar with the contract’s small print.

V5.2 15
3.  Force Majeure is a term derived from insurance law
meaning ___.
a.   Superior or irresistible force, such as lightning,
earthquakes, storms, or floods.
b.   Any party to a contract can redress alleged illegalities
through any U.S. District Court.
c.   The buyer can seek damages from the seller due to major
contract breaches.
d.   The seller neglected to exercise due care in performance
and is thus subject to a breach of contract action.
4.  The four processes of Procurement Management, in the
order in which they are presented in the PMPOK, are ___.
a.   Plan Procurement, Conduct Procurements, Administer
Procurement, Contract Closeout.
b. Plan Procurement Management, Conduct Procurements,
Control Procurements, Close Procurements.
c. Planning, Procurement, Administration, Closeout.
d.   Procurement Planning, Source Selection, Contract
Administration, Contract Closure.

V5.2 16
5.  Of the Knowledge Areas listed below, which one might
reasonably be associated most closely with the processes of the
Procurement Knowledge Area, particularly the Plan
Procurements process, in which contract type is determined?
a.   Risk Management
b.   Integration Management
c.   Cost Management
d.   Scope Management
Stakeholder Knowledge Area
1.  There are several Project Documents that may serve as Inputs
to the Control Stakeholder Engagement process.  Of those listed
below, which group of three do you think would be serve best as
Inputs?
a. Risk Register, Issue Log, Change Log
b. Risk Register, Issue Log, Activity List
c. Stakeholder Register, Issue Log, Change Log
d. Stakeholder Register and Management Plan, Issue Log
2.  A major Output of the Control Stakeholder Engagement
process is ___.
a.  Power/Influence Grid c. Work Performance Information
b.  Stakeholder Register d. Stakeholder Engagement Log

V5.2 17
3.  Which of the following best describes a stakeholder?
a.   People directly involved with the project or whose interests
may be impacted by the project or its outcomes.
b.   A group of people or an individual impacted by the
project’s outcomes or directly involved with the project.
c.   A group of people or an individual directly involved with
the project or whose interests may be impacted by the
project, its outcomes, or decisions made during the
course of the project by its stakeholders.
d.   A group of people or an individual directly involved with the
project or whose interests may impact the project or its
outcomes.
4.  It is commonly held that stakeholders’ ability to influence a
project is ___.
a.   Usually high in the early stages of a project and diminishes
as the project moves through its life cycle.
b.   Typically high in the early stages of a project and increases
c.   Typically high in the early stages of the execution phase of a
project but decreases as the product moves through its life
cycle
d.   Typically high in the later stages of a project but increases

V5.2 18
5.  Understanding how human resource requirements will be
met and how staffing management will be addressed is useful
information for the Project Manager in developing the
Stakeholder Management Plan.  This information might be
found in the  ___, a key Input in the Plan Stakeholder
Management process.
a.   Project Management Plan
b.   Stakeholder Register
c.   Communications Management Plan
d.   Stakeholder Management Plan

MASTER_Trainer Notes_V5.2

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MASTER_Trainer Notes_V5.2