PMI PMP-Project Management Professional Practice Exam Q. 1511 to 1520
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Set of 10 Questions
Correct Answer has been Highlighted in RED
Q. 1511: A number of factors affect make-or-buy decisions such as:
A. Desired level of quality
B. Risk-related contract decisions
C. Value delivered by vendors meeting the needs
D. Performance data
Section: Mix Questions
Justification in favor of the correct answer:
Other factors to consider include the core capabilities of the organization, the risks associated with meeting the need in a cost-effective way, and capability internally compared with the vendor community.
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Q. 1512: For complex procurement items, often contract negotiation can be an independent process. An example of an input if such a process is used is:
A. Open items list
B. Approved changes
C. Documented decisions
D. Expert judgment
Section: Mix Questions
Justification in favor of the correct answer:
Issues or an open item list are examples of inputs if contract negotiation is an independent process. Outputs are documented decisions. While contract negotiations may need to be a separate process for complex procurements, for simple procurement items, the terms and conditions of the contract can be fixed and nonnegotiable.
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Q. 1513: Marketplace conditions are an input to which one of the following processes?
A. Plan procurement management
B. Conduct procurements
C. Control procurements
D. Close procurements
Section: Mix Questions
Justification in favor of the correct answer:
Enterprise environmental factors, which include marketplace conditions that the team needs to be aware of as it develops its plans for purchases and acquisition, are an input to the plan procurement management process.
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Q. 1514: Each project can benefit from stakeholder involvement; however, it is in both the project manager’s and the teams’ best interest to ensure that all project stakeholders have positive attitudes toward the project and its goals and objectives. Working as a project manager, you have a number of key stakeholders on your project. The stakeholder that identifies potential conflicts between organizational strategies and project goals is the:
A. Chairperson of the Governance Board
B. Program manager
C. Director of the project management office
D. Chief Operating Officer
Section: Mix Questions
Justification in favor of the correct answer:
Organizational strategy provides guidance and direction to project management. Portfolio managers, sponsors, or program managers identify alignment or potential conflicts between organizational strategies and project goals and communicates them to the project manager.
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Q. 1515: While many different techniques can be used to rate or score proposals, all will use:
A. A screening system
B. A weighting system in conjunction with a screening system
C. Expert judgment and some form of proposal evaluation techniques
D. Quality ratings and contractual compliance
Section: Mix Questions
Justification in favor of the correct answer:
Expert judgment is a tool and technique used in the conduct procurements process. It, along with some form of proposal evaluation techniques as developed during the plan procurements process and noted as source selection criteria, is used to rate and score proposals. This does not preclude the use of other tools and techniques, but these tools and techniques are used in all evaluations.
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Q. 1516: When determining the message that you will deliver to stakeholders, knowing both the content (what you want to say) and your audience is important. Which of the following helps you to understand how others may interpret your message?
A. Sender-receiver models
B. Facilitation techniques used in delivery
C. Negotiation skills
D. Presentation skills used in the development of the message
Section: Mix Questions
Justification in favor of the correct answer:
Sender-receiver models incorporate feedback loops to provide opportunities for interaction/participation and remove barriers to communication.
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Q. 1517: One of the reasons why it is challenging to work on a virtual team is that e-mail is the primary form of communications. However, words alone typically comprise what percent of the total impact of any message?
A. Seven percent
B. 15 percent
C. 38 percent
D. 55 percent
Section: Mix Questions
Justification in favor of the correct answer:
Albert Meharabian, a researcher, discovered that words alone account for just seven percent of any message’s impact. Vocal tones account for 38 percent of the impact and facial expressions account for 55 percent of the message. Thus, project managers should use nonverbal ingredients to complement verbal message ingredients whenever possible and should recognize that nonverbal factors generally have more influence on the total impact of a message than verbal factors. The lack of nonverbal cues makes project communications in a virtual environment more challenging.
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Q. 1518: Assume you are working on a multi-phase project as your project is planned to last three years. A best practice is to:
A. Periodically review the business case
B. Use a single prime contractor and have this contractor award any subcontracts
C. Rely on your PMO for guidance
D. Set up a ‘tight matrix’
Section: Mix Questions
Justification in favor of the correct answer:
The business case is an input to the develop project charter process. On a multi-phase project, it should be reviewed periodically to ensure the project is on track to deliver the business benefits.
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Q. 1519: On a large medical billing system project, the team is large and communication has been quite a challenge to control. The Project Expeditor has been used to help with this problem. What is one of the main differences between the Project Expeditor and Project Coordinator?
A. the Project Expeditor is another title for the Project Manager
B. the Project Expeditor is another title for Project Coordinator
C. the Project Expeditor has limited or no decision-making ability
D. the Project Expeditor has decision-making ability
Section: Mix Questions
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Q. 1520: The data warehouse project is about halfway complete at a major retail client. Your company is doing the implementation and has twelve team members in various locations across three different buildings. Communication and team-building has been a real challenge. Which of the following would fix or improve this problem?
A. Changing the organization to a functional structure
B. Co-location
C. Replacing the Project Manager
D. Hiring Project Coordinators
Section: Mix Questions
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