Pmp Exam Practice Test - 1B Project Scope Management

Front 1

Progressive elaboration of product characteristics on your project must be coordinated carefully with the—

a. Proper project scope definition
b. Project stakeholders
c. Scope change control system
d. Customer’s strategic plan

Back 1

a. Proper project scope definition

Progressive elaboration of a project’s specification must be coordinated carefully with proper scope definition, particularly when the project is performed under contract. When properly defined, the project scope—the work to be done—should remain constant even when the product characteristics are elaborated progressively. [Planning]
PMI®, PMBOK® Guide, 2013, 6, 107–108

Front 2

You are examining multiple scope change requests on a project you were asked to take over because the previous project manager decided to resign. To assess the degree to which the project scope will change, you need to compare the requests to which project document?

a. Preliminary scope statement
b. WBS
c. Change management plan
d. Scope management plan

Back 2

b. WBS

The WBS, along with the detailed scope statement and the WBS dictionary, defines the project’s scope baseline, which provides the basis for any changes that may occur on the project. [Planning]
PMI®, PMBOK® Guide, 2013, 131–132

Front 3

You and your project team recognize the importance of project scope management to a project’s overall success; therefore, you include only the work required for successful completion of the project. The first step in the Project Scope Management process is to—

a. Clearly distinguish between project scope and product scope
b. Prepare a scope management plan
c. Define and document your stakeholders’ needs to meet the project’s objectives
d. Capture and manage both project and product requirements

Back 3

b. Prepare a scope management plan

The work involved in the six Project Scope Management processes begins by preparing a scope management plan, which is a subsidiary plan for the project management plan. It describes the Project Scope Management processes from definition to control. [Planning]
PMI®, PMBOK® Guide, 2013, 109–110

Front 4

An example of an organizational process asset that could affect how project scope is to be managed is—

a. Personnel administration
b. Marketplace conditions
c. Historical information
d. Organizational culture

Back 4

c. Historical information

Organizational process assets that can influence plan scope management include formal and informal policies, procedures, and guidelines impacting project scope management. Historical information and the lessons learned knowledge base are other examples. [Planning]
PMI®, PMBOK® Guide, 2013, 109

Front 5

You are managing a complex project for a new method of heating and air conditioning in vehicles. You will use both solar and wind technologies in this project to reduce energy costs. Therefore, you must ensure that the work of your project will result in delivering the project’s specified scope, which means that you should measure completion of the product scope against the—

a. Scope management plan
b. Project management plan
c. Product requirements
d. Requirements management plan

Back 5

c. Product requirements

Completion of the project scope is measured against the project management plan, and completion of the product scope is measured against the requirements. In the project context, product scope consists of features and functions that characterize the product, service, or result. Project scope is the work that must be done to deliver the product, service, or result with specified features and functions. [Planning]
PMI®, PMBOK® Guide, 2013, 106

Front 6

A key tool and technique used in define scope is—

a. Templates, forms, and standards
b. Decomposition
c. Expert judgment
d. Project management methodology

Back 6

c. Expert judgment

Expert judgment is used to analyze the information needed to develop a project scope statement. It is applied to any technical details. [Planning]
PMI®, PMBOK® Guide, 2013, 122

Front 7

Alternatives generation often is useful in defining project scope. An example of a technique that can be used is—

a. Sensitivity analysis
b. Decision trees
c. Mathematical model
d. Lateral thinking

Back 7

d. Lateral thinking

Lateral thinking, brainstorming, and analysis of alternatives are examples of alternatives generation that can be used to develop as many potential options as possible to execute and perform the project’s work. [Planning]
PMI®, PMBOK® Guide, 2013, 123

Front 8

Product analysis techniques include all the following EXCEPT—

a. Value engineering
b. Value analysis
c. Systems analysis
d. Bill of materials

Back 8

d. Bill of materials

Product analysis techniques vary by application area, and each application area generally has accepted methods to translate project objectives into tangible deliverables and requirements. Other product analysis techniques include product breakdown, requirements analysis, and systems engineering. [Planning]
PMI®, PMBOK® Guide, 2013, 122

Front 9

The baseline for evaluating whether requests for changes or additional work are contained within or outside the project’s exclusion is provided by the—

a. Project management plan
b. Project scope statement
c. Project scope management plan
d. WBS dictionary

Back 9

b. Project scope statement

Project exclusion identifies generally what is included within the project, and state explicitly what is excluded from the project, if a stakeholder might assume that a particular product, service, or result could be a project component. Project boundaries are described as part of the detailed project scope statement. [Planning]
PMI®, PMBOK® Guide, 2013, 123–124

Front 10

Rather than use a WBS, your team developed a bill of materials to define the project’s work components. A customer review of this document uncovered that a scope change was needed, because a deliverable had not been defined, and a change request was written subsequently. This is an example of a change request that was the result of—

a. An external event
b. An error or omission in defining the scope of the product
c. A value-adding change
d. An error or omission in defining the scope of the project

Back 10

b. An error or omission in defining the scope of the product

The bill of materials provides a hierarchical view of the physical assemblies, subassemblies, and components needed to build a manufactured product, whereas the WBS is a deliverable-oriented grouping of project components used to define the total scope of the project, providing a structured vision of what has to be delivered. Using a bill of materials where a WBS would be more appropriate may result in an ill-defined scope and subsequent change requests. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 125, 140; Ward 2008, 40

Front 11

Collecting requirements is critical in project scope management as it becomes the foundation for the project’s—

a. Scope management plan
b. WBS
c. Schedule
d. Scope change control system

Back 11

b. WBS

Collecting requirements provides the basis for defining project scope and product scope. It also involves determining, documenting, and managing stakeholder needs to meet project objectives. The requirements become the foundation for the WBS; moreover, cost, schedule, and quality planning are built upon the requirements. [Planning]
PMI®, PMBOK® Guide, 2013, 110, 127

Front 12

The project scope statement addresses and documents all the following items EXCEPT—

a. Project exclusions
b. The relationship between the deliverables and the business need
c. Product scope description
d. Project management methodology (PMM)

Back 12

d. Project management methodology (PMM)

The PMM is an organization-approved approach for project management that is used on every project. It is not part of the project scope statement, which describes the project scope, major deliverables, assumptions, and constraints. It describes the project’s deliverables and the work required to complete them. [Planning]
PMI®, PMBOK® Guide, 2013, 123–124

Front 13

The first step in collecting requirements on any project, large or small, is to—

a. Talk with the project stakeholders through interviews
b. Review the scope management plan
c. Conduct facilitated workshops with stakeholders
d. Prepare a requirements document template that you and your team can use throughout the collect requirements process

Back 13

b. Review the scope management plan

The scope management plan is reviewed first as it provides clarity as to how the project team will determine which requirements need to be collected on the project. [Planning]
PMI®, PMBOK® Guide, 2013, 113

Front 14

You want to structure your project so that each project team member has a discrete work package to perform. The work package is a—

a. Deliverable at the lowest level of the WBS
b. Task with a unique identifier
c. Required level of reporting
d. Task that can be assigned to more than one organizational unit

Back 14

a. Deliverable at the lowest level of the WBS

A work package is the lowest or smallest unit of work division in a project or WBS. The work package can be scheduled, cost estimated, monitored, and controlled. [Planning]
PMI®, PMBOK® Guide, 2013, 126

Front 15

Quality function deployment is one approach for collecting requirements. Assume that you have studied the work of numerous quality experts, such as Deming, Juran, and Crosby, and your organization has a policy that states the importance of quality as the key constraint of all project constraints. You and your team have decided to use quality function deployment on your new project to manufacture turbines that use alternative fuels. The first step you should use is to—

a. Determine the voice of the customer
b. Build the house of quality
c. Address the functional requirements and how best to meet them
d. Hold a focus group of prequalified stakeholders

Back 15

a. Determine the voice of the customer

Quality function deployment is an example of a facilitated workshop used in the manufacturing industry as a tool and technique to collect requirements. It helps to determine the critical characteristics for new product development and starts by collecting customer needs, known as the voice of the customer. [Planning]
PMI®, PMBOK® Guide, 2013, 114

Front 16

On the WBS, the first level of decomposition may be displayed by using all the following EXCEPT—

a. Phases of the project life cycle
b. Subcomponents
c. Major deliverables
d. Project organizational units

Back 16

d. Project organizational units

The WBS includes all work needed to be done to complete the project. The organizational breakdown structure (OBS) includes the organizational units responsible for completing the work. [Planning]
PMI®, PMBOK® Guide, 2013, 126, 548

Front 17

Change is inevitable on projects. Uncontrolled changes are often referred to as—

a. Rework
b. Scope creep
c. Configuration items
d. Emergency changes

Back 17

b. Scope creep

Project scope creep is typically the result of uncontrolled changes. Scope control works to control the impact of any project scope changes. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 137

Front 18

Each WBS component should be assigned a unique identifier from a code of accounts to—

a. Link the WBS to the bill of materials
b. Enable the WBS to follow a similar numbering system to that of the organization’s units as part of the organizational breakdown structure
c. Sum costs, schedule, and resource information
d. Link the WBS to the project management plan

Back 18

c. Sum costs, schedule, and resource information

The key document generated from the create WBS process is the actual WBS. Each WBS component is assigned a unique identifier to provide a structure for hierarchical summation of costs, schedule, and resource information. [Planning]
PMI®, PMBOK® Guide, 2013, 132

Front 19

In scope control it is important to determine the cause of any unacceptable variance relative to the scope baseline. This can be done through—

a. Root cause analysis
b. Control charts
c. Inspections
d. Project performance measurements

Back 19

d. Project performance measurements

Variance analysis is a tool and technique for control scope. Project performance measurements are used to assess the magnitude of variance, to determine the cause of the variance, and to decide whether corrective or preventive action is required. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 139

Front 20

To assist your software development team in collecting requirements from potential users and to ensure that agreement about the stakeholders’ needs exists early in the project, you decide to use a group creativity technique. Numerous techniques are available, but you and your team choose a voting process to rank the most useful ideas for further prioritization. This approach is known as—

a. Brainstorming
b. Nominal group technique
c. Delphi technique
d. Affinity diagram

Back 20

b. Nominal group technique

The nominal group technique enhances brainstorming with a voting process, which is used to rank the most useful ideas for further brainstorming or for prioritization. [Planning]
PMI®, PMBOK® Guide, 2013, 115

Front 21

You have been appointed project manager for a new project in your organization and must prepare a project management plan. You decide to prepare a WBS to show the magnitude and complexity of the work involved. No WBS templates are available to help you. To prepare the WBS, your first step should be to—

a. Determine the cost and duration estimates for each project deliverable
b. Identify and analyze the deliverables and related work
c. Identify the components of each project deliverable
d. Determine the key tasks to be performed

Back 21

b. Identify and analyze the deliverables and related work

Identifying and analyzing the deliverables and related work is the first step in the decomposition of a project. The deliverables should be defined in terms of how the project will be organized. For example, the major project deliverables may be used as the second level. [Planning]
PMI®, PMBOK® Guide, 2013, 128–129

Front 22

Assume that you are a major subcontractor doing work for a prime contractor on a major project. Your change control system should—

a. Be identical to that of the prime contractor
b. Follow the rigor of international configuration management standards
c. Comply with relevant contractual provisions
d. Only consider approved change requests

Back 22

c. Comply with relevant contractual provisions

In addition to complying with any relevant contractual provisions, scope change control must be integrated with the project’s overall change control system and with any systems in place to control project and product scope. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 96, 137

Front 23

You are leading a project team to identify potential new products for your organization. One idea was rejected by management because it would not fit with the organization’s core competencies. You need to recommend other products using management’s guideline as—

a. An assumption
b. A risk
c. A specification
d. A technical requirement

Back 23

a. An assumption

Assumptions are factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration. They are listed in the project scope statement. [Planning]
Ward 2008, 24; PMI®, PMBOK® Guide, 2013, 124 and 529

Front 24

Validate scope—

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 perform quality control in that validate scope is concerned with the acceptance—not the correctness—of the work results

Back 24

d. Differs from perform quality control in that validate scope is concerned with the acceptance—not the correctness—of the work results

Documentation that the customer has accepted completed deliverables is an output of validate scope. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 134

Front 25

Any step recommended to bring expected future performance in line with the project management plan is called—

a. Performance evaluation
b. Corrective action
c. Preventive action
d. Defect repair

Back 25

b. Corrective action

Recommended corrective action is an output from control scope. In addition to bringing expected future performance in line with the project management plan, it also serves to bring expected future performance in line with the project scope statement. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 140, 534

Front 26

Written change requests should be required on—

a. All projects, large and small
b. Only large projects
c. Projects with a formal configuration management system in place
d. Projects for which the cost of a change control system can be justified

Back 26

a. All projects, large and small

A system is needed for careful monitoring of changes made to the requirements. Use of written change requests encourages the individuals asking for changes to take responsibility for their requests and reduces frivolous requests that may adversely affect the project. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 94–97 140

Front 27

Updates of organizational process assets that are an output of control scope include all the following EXCEPT—

a. Causes of variations
b. Lessons learned
c. Work authorization system
d. Reasons certain corrective actions were chosen

Back 27

c. Work authorization system

The work authorization system is not used in control scope. The others are examples of organizational process assets that may require update as a result of scope control. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 140

Front 28

Work performance information includes all the following EXCEPT—

a. Started deliverables
b. Costs authorized and incurred
c. Progress of deliverables
d. Completed deliverables

Back 28

b. Costs authorized and incurred

Work performance information is an output of validate scope. It emphasizes deliverables—whether or not they have started, their progress, and ones that have finished or have been accepted. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 136

Front 29

Your project is now under way, and you are working with your team to prepare your requirements management plan. Which of the following strongly influences how requirements are managed?

a. The phase-to-phase relationship
b. A set of procedures by which project scope and product scope may be changed
c. Requirements traceability matrix
d. Requirements documentation

Back 29

a. Phase-to-phase relationship

The requirements management plan defines how requirements will be analyzed, documented, and managed. It is strongly influenced by the phase-to-phase relationship. The project manager selects the most effective relationship for the project and documents it in the plan. [Planning]
PMI®, PMBOK® Guide, 2013, 42–44, 110

Front 30

You are project manager on a systems engineering project designed to last six years and to develop the next-generation corvette for use in military operations. You and your team recognize that requirements may change as new technologies, especially in sonar systems, are developed. You are concerned that these new technologies may lead to changes in the scope of your product, which then will affect the scope of your project. Therefore your requirements traceability matrix should include tracing requirements to all the following project elements EXCEPT—

a. Business needs
b. Product design
c. Product development
d. Project verification

Back 30

d. Project verification

The requirements traceability matrix is an output of the collect requirements process. It includes tracing requirements to business needs, opportunities, and objectives; project objectives; project scope: WBS deliverables; product design; product development; test strategy and scenarios; as well as high-level requirements to more detailed requirements. [Planning]
PMI®, PMBOK® Guide, 2013, 118–119

Front 31

Your customer signed off on the requirements document and scope statement of your video game project last month. Today she stated she would like to make it an interactive game that can be played on a television and on a computer. This represents a requested scope change that, at a minimum—

a. Should be reviewed according to the perform integrated change control process
b. Results in a change to all project baselines
c. Requires adjustments to cost, time, quality, and other objectives
d. Results in a lesson learned

Back 31

a. Should be reviewed according to the perform integrated change control process

A requested change is an output from the control scope process. Such a change should be handled according to the integrated change control process and may result in an update to the scope baseline or other components of the project management plan. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 140

Front 32

The key inputs to the validate scope process include all the below items EXCEPT—

a. The project management plan (scope management plan and scope baseline)
b. Change requests
c. Validated deliverables
d. Requirements traceability matrix

Back 32

b. Change request

The change requests are not an input of the validate scope process but are an output. The other items are all inputs to help the project manager validate the scope of the project. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2008, 124–125

Front 33

Modifications may be needed to the WBS and WBS dictionary because of approved change requests, which shows that—

a. Replanning is an output of control scope
b. Scope creep is common on projects
c. Rebaselining will be necessary
d. Variance is relative to the scope baseline

Back 33

d. Variance is relative to the scope baseline

Approved change requests will most likely impact and cause updates to the WBS, WBS dictionary, and project scope statement. In other words, they will cause variance to the scope baseline. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 139–140

Front 34

You and your team are documenting requirements on you project to control fatigue as people need to work more hours to keep up with the competition. You decided to set up components for the requirements on your project. Acceptance criteria are an example of—

a. Stakeholder requirements
b. Transition requirements
c. Project requirements
d. Business requirements

Back 34

c. Project requirements

Various components of requirements documentation can be used. Examples are: business requirements, stakeholder requirements, solution requirements, project requirements, and requirements assumptions, dependencies, and constraints. Project requirements consist of acceptance criteria and levels of service performance, safety, and compliance. [Planning]
PMI®, PMBOK® Guide, 2013, 117–118

Front 35

Which following item is NOT an input to control scope?

a. Requirements traceability matrix
b. Work performance data
c. Deliverables
d. Scope management plan

Back 35

c. Deliverables

Verified deliverables that are completed and checked for correctness are inputs to validate scope. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 135, 138–139

Front 36

You are the project manager for a subcontractor on a major contract. The prime contractor has asked that you manage your work in a detailed manner. Your first step is to—

a. Follow the WBS that the prime contractor developed for the project and use the work packages you identified during the proposal
b. Develop a subproject WBS for the work package that is your company’s responsibility
c. Establish a similar coding structure to the prime contractor’s to facilitate use of a common project management information system
d. Develop a WBS dictionary to show specific staff assignments

Back 36

b. Develop a subproject WBS for the work package that is your company’s responsibility

Work packages are items at the lowest level of the WBS. A subproject is a smaller portion of the original project when a project is subdivided into more manageable components or pieces. A subproject WBS then breaks down work packages into greater detail. A subproject WBS generally is used when the project manager assigns a scope of work to another organization, and the project manager at that organization must plan and manage the scope of work in greater detail. [Planning]
PMI®, PMBOK® Guide, 2013, 129, 564

Front 37

The project scope statement is important in scope control because it—

a. Is a critical component of the scope baseline
b. Provides information on project performance
c. Alerts the project team to issues that may cause problems in the future
d. Is expected to change throughout the project

Back 37

a. Is a critical component of the scope baseline

The project scope statement, along with the WBS and WBS dictionary, is a key input to scope control. [Monitoring and Controlling]
PMI®, PMBOK® Guide, 2013, 138

Front 38

The product scope description is documented as part of the project’s scope statement. It is important to include it because it—

a. Facilitates the project acceptance process
b. Describes specific constraints associated with the project
c. Progressively elaborates characteristics
d. Shows various alternatives considered

Back 38

c. Progressively elaborates characteristics

The project scope statement describes the deliverables and the work required to create them. It also provides a common understanding of the scope among stakeholders. The product scope statement is a key component as it progressively elaborates the characteristics of the product, service, or result in the project charter and requirements documentation. [Planning]
PMI®, PMBOK® Guide, 2013, 123–124

Front 39

How is a context diagram used?

a. To depict product scope
b. To trace requirements as part of the traceability matrix
c. To develop the scope management plan
d. To develop the requirements management plan

Back 39

a. To depict product scope

It is a tool and technique in collect requirements and is an example of a scope model. The context diagram visually depicts the product scope as it shows a business system (process, equipment, or computer, etc.) and how people and other systems (actors) interact with it. The diagram shows inputs to the business system, the actor(s) providing the input, outputs from the business system, and actor(s) receiving the output. [Planning]
PMI®, PMBOK® Guide, 2013, 117

Front 40

You are establishing a PMO that will have a project management information system that will be an online repository of all program data. You will collect descriptions of all work components for each project under the PMO’s jurisdiction. This information will form an integral part of the—

a. Chart of accounts
b. WBS dictionary
c. WBS structure template
d. Earned value management reports

Back 40

b. WBS dictionary

The WBS dictionary typically includes a code of accounts identifier, a statement of work, responsible organization, a list of schedule milestones, associated schedule activities, required resources, cost estimates, quality requirements, acceptance criteria, technical references, and agreement information. [Planning]
PMI®, PMBOK® Guide, 2013, 132