Mini SG PMP

1.A company is undertaking a project to upgrade their internal software system to a newer version. The project has a specific start and end date, a defined scope, and clear deliverables. However, once the upgrade is complete, the software will be maintained as part of the company's regular operations. Which statement correctly reflects the nature of this project?

• a.This is a project, as it is a temporary effort with specific goals and a defined start and end date, even though it transitions to operational work once completed.

• b.This is not a project, but an ongoing operational activity because it involves upgrading an existing system.

• c.This is not a project because the result is a maintenance activity, not a unique deliverable.

• d.This is a project, but it is an example of strategic management rather than project management.

2.A company is undertaking a project to upgrade their internal software system to a newer version. The project has a specific start and end date, a defined scope, and clear deliverables. However, once the upgrade is complete, the software will be maintained as part of the company's regular operations. Which statement correctly reflects the nature of this project?

• a.It is a project because it focuses on delivering a specific result within a defined timeline.

• b.It is a program because it consists of multiple related projects that are managed in a coordinated manner.

• c.It is a portfolio because it contains multiple unrelated projects that serve different business goals.

• d. It is an operational process because construction work is a routine activity in the company

3.A multinational technology company requires all its project managers to follow standardized project management methodologies and tools as mandated by its centralized PMO. The PMO directly assigns project managers to lead critical projects, controls project budgets, and makes key decisions. Based on PMBOK6 and PMBOK7, which type of PMO does this company have?

• a.Supportive PMO, because it provides tools and resources without enforcing compliance.

• b.Consultative PMO, because it advises project managers but does not control project execution.

• c.Directive PMO, because it has high authority, assigns project managers, and controls budgets.

• d.Balanced PMO, because it combines both Supportive and Consultative PMO characteristics.

4.A pharmaceutical company is working on the development of a new vaccine. The project team includes scientists, regulatory experts, and supply chain managers. These team members report both to the project manager and their respective functional managers (such as the Head of R&D and the Head of Manufacturing). The project manager has moderate authority, while the budget is controlled by functional managers. Based on PMBOK6 and PMBOK7, what type of organizational structure is this?

• a. Functional organization, because the functional managers control the budget.

• b. Strong matrix organization, because the project manager has high authority but still shares control with functional managers.

• c. Weak matrix organization, because functional managers have more authority than the project manager.

• d. Balanced matrix organization, because the project manager and functional managers share authority equally.

5.A project manager is leading a complex construction project and is currently ensuring that all project deliverables meet the approved acceptance criteria before obtaining formal sign-off from stakeholders. Additionally, they are finalizing documentation and preparing lessons learned for future projects. which Process Group is the project manager currently working in?

• a. Planning Process Group

• b.Executing Process Group

• c. Monitoring and Controlling Process Group

• d. Closing Process Group

6. Which of the following sequences correctly represents the typical steps involved in the Perform Integrated Change Control process?

• a.Identify change request → Implement change → Document change → Communicate decision

• b.Implement change → Evaluate impact → Approve change → Document change

• c. Evaluate impact → Identify change request → Approve change → Implement change

• d. Identify change request → Evaluate impact → Approve or reject change → Communicate decision

7.How does the Work Breakdown Structure (WBS) support effective project scope management?

• a. By defining project activities and sequencing them

• b. By providing a detailed project schedule

• c, By decomposing project deliverables into manageable components

• d. By allocating resources to project tasks

8. What is the critical path and the total project duration?

• A. Critical Path: A → B → D; Duration: 11 days

• B. Critical Path: A → C → D; Duration: 10 days

• C. Critical Path: A → B → C → D; Duration: 14 days

• D. Critical Path: A → D; Duration: 7 days

9. A project has a budget of $500,000 and is scheduled to last for 10 months. At the end of the fifth month, the project manager assesses the following: the project has spent $300,000 and has completed 40% of the work. Based on this information, what is the project’s Cost Performance Index (CPI) and Schedule Performance Index (SPI)?

• a)CPI = 1.0, SPI = 0.8

• b)CPI = 0.67, SPI = 1.0

• c) CPI = 0.67, SPI = 0.8

• d. CPI = 1.25, SPI = 1.2

10.In the context of Project Quality Management, which statement best describes the difference between Cost of Conformance and Cost of Non-Conformance?

• a.Cost of Conformance includes internal and external failure costs, while Cost of Non-Conformance includes prevention and appraisal costs.

• b.Cost of Conformance is associated with reactive measures to quality issues, whereas Cost of Non-Conformance is associated with proactive measures to prevent quality issues.

• c.Cost of Conformance encompasses costs related to meeting quality requirements, while Cost of Non-Conformance encompasses costs incurred due to failing to meet quality requirements.

• d.Cost of Conformance includes costs such as rework and defect repairs, while Cost of Non-Conformance includes costs such as quality audits and process improvements.