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The CFO is an important stakeholder in your agile project. One day she requests, that certain items in the backlog need to be changed. She sees a problem in how the items are prioritized. She doubts, that the items reflect the new business strategy properly. What is the best way to handle this situation?
Explanation:
In an agile project a product owner is responsible for managing the backlog. He adds, refines, and prioritize items with the stakeholders (including the CFO) and the team. The request needs to be forwarded to the product owner.
You are performing an earned value analysis as part of the cost controlling of your project. The initial budget of your project is 450.000USD. Your actual costs are at 252.000USD and your team completed 55% of the work. Calculate the cost variance.
Explanation:
CV = EV - AC = (450.000 x 55%) - 252.000 = -4.500USD The project has slightly overrun its budget.
You are project manager of a project in the middle of execution. The client demands changes to the product specification. These changes will change the critical path of your schedule and add two weeks to the schedule. What is the best course of action in this situation?
Explanation:
When the project manager faces a change, the first thing to do is to evaluate different options, on how to deal with the changes. To take actions (like compressing the schedule or cutting the scope) the project manager needs approval anyway. This happens after discussing options with the sponsor. In addition to that, you would not go to the customer without speaking with your internal management first.
A project manager has been asked to support an internal project request by developing a business case. What kind of information is expected to be part of the document?
Explanation:
A business case is the basis for investment decision. It is develop to decide whether or not a project is worth the investment.
What should be included in the requirements management plan?
Explanation:
A management plan describes how certain processes will be executed. Therefore, the requirements management plan should include information on how requirements will be planned, tracked, and reported. The other answers are mostly related to the requirements traceability matrix.
You are project manager in a large project. Since not all the work can be done inhouse, you subcontracted work to a service company. Which of the following tools is the best choice to assure that this company will be able to meet the quality requirements of the project?
Explanation:
A quality audit of the supplier is the best answer. It ensures that the supplier has the capabilities in meeting the project requirements and should prevent quality issues. An inspection of the deliverables only show errors and defects to corrected. The different contracts are an agreement between the supplier and the project, but do not give you an impression on the capabilities of the supplier.
What is a tool, that can be used to identify risks for a project?
Explanation:
With a SWOT analysis the strength, weakness, opportunities, and threads for the project are identified.
What is typically not part of a product backlog?
Explanation:
The team velocity is an indicator for the speed of the team. It answers the question, how much work can be done in one sprint by a specific team. This is not part of the product backlog.
A cross-functional team in agile IT project consists of which types of team member?
Explanation:
A cross-functional team consists of anyone with the skills necessary to accomplish the work, and does not focus on specific roles.
What is a time-boxed event?
Explanation:
A time-boxed events, that you are scheduled a maximum duration for this events. Even if some open points are left to discuss, the meeting ends once the end time is reached.
What is typically not part of a project charter?
Explanation:
Roles and responsibilities are typically not defined on the project character. While the project charter can contain information on important stakeholders (e.g. member of a steering committee), the roles and responsibilities of a project are defined as part of the resource management plan.
The daily standup can be a crucial part when organizing the work in a team - not only in an agile project but in every project environment. What is typically not part of a daily standup?
Explanation:
As part of a daily standup the team discusses and monitor the progress on the project. This includes open and completed work packages, and issues as they occured. The dail standup is not necessarily a meeting to discuss product validation.
In stakeholder management, what is good tool to structure the desired and current stakeholder engagement?
Explanation:
The stakeholder engagement assessment matrix is used to structure the current and desired engagement level of stakeholders. The stakeholder engagement plan might encompass some of these informationen to further formalize the stakeholder engagement, but it is not a tool used for structuring.
In an agile project, who is responsible for managing the product backlog?
Explanation:
The product owner is responsible for managing the product backlog. He works together with the project manager, the team, the client, and other important key stakeholders, but it is his responsibility.
During quality testing, a project manager uses a document to verify that a set of required steps is performed in ordner to test and check the qulaity of the deliverable. What tool did he used?
Explanation:
Checklists are used to verify the completeness of certain steps to ensure appropriate quality standards are used and carried out.
You are project manager in the middle of the execution of a plan-driven project. Right now you are monitoring the progress on the schedule. Based on past deviations you try to adjust the remaining tasks and predict the project duration. This is done by analyzing the sequence of activities with the least amount of flexibility. What tool or technique are you using?
Explanation:
The critical path is defined as a series of activities or work packages that have the least amount of float. Usually, the float for activities on the critical path is zero, thus having no flexibility.
You are working as a project manager in an agile project. The deliverable is developed over the course of several small project iterations (also called sprints). What is the sprint retrospective?
Explanation:
The sprint retrospective is an opportunity for the team to inspect itself and create a plan for improvements to be enacted during the next sprint. The sprint review is a meeting to validate and review the result of the sprints with the customer and important key stakeholders, inspect the increment and, adapt the product backlog if needed. The daily standup is a meeting where the project team synchronizes activities and creates a plan for the next iteration.
You are project manager for a project. The goal is to set up a new IT infrasctructure for your company. There are two activities on your schedule: installing the server in a lab and move server into the data center. The second task cannot stark, until the server has run for one week without encountering any failures, bugs, or down times. This is an example of?
Explanation:
Since the activity one causes a delay for activity, this is an example of a lag. Remember: Floats are calculated in a schedule network analysis, while leads and lags are caused by the certain activities.
In your weekly status report for a project you are reporting several KPIs from earned value management to the steering committee. Which of the following KPIs is a forecasting indicator?
Explanation:
The variance at completion is the difference between the initial budget at complation (BAC) and a newly calculated budget (EAC). Thus, it is a forecasting indicator.
You are project manager in an agile IT project. A product owner is managing the backlog together with the customer and the team and the project is halfway done, after the 6th iteration is completed. What is part of a sprint review meeting?
Explanation:
The sprint review is a meeting to validate and review the result of the sprints with the customer and important key stakeholders, inspect the increments, and adapt the product backlog if needed.
You are project manager of a new IT project. At the beginning of the project you set up a team meeting to discuss strengths, weaknesses, opportunities, and threats the project might face during ist exection. What tool or technique should be used in this meeting?
Explanation:
SWOT analysis is a abbreviation and stands for: strengths, weaknesses, opportunities, and threats.
In a plan-driven project formal change request procedures are used to manage changes throughout the project. One of the stakeholders submitted a change request during execution, which was documented in the change control system. Typically, who should approve or reject the change request?
Explanation:
Usually, an authority within the project management team or an external organization (e.g., change control board) decides on change requests. In some projects this authority may be given to the project manager for certain types of change requests. However, this must clearly be stated in the change management plan, which is not indicated in the given situation.
Risk management is the management of known-unknowns. Which of the following is not a risk response strategy for a negative project risk?
Explanation:
Chances / positive risks can be exploited, which means to ensure that the chance occurse. Negative risks / threats should be avoided.
You are project manager in a plan-driven project. Right now you are evaluating different proposals from prospective sellers. You want to choose a contract model, that will transfer the risk to the seller. Which type of contract should you select?
Explanation:
The project manager should use a fixed price contract, since it is enables the buyer to transfer the risks to the seller.
At the completion of an iteration planning meeting, the team has finished identifying the tasks they will commit to for the next iteration. Which of the following tools provides transparency into the progress throughout the iteration?
Explanation:
A burndown chart is a graphical representation of work left to do versus time. The outstanding work (or backlog) is often on the vertical axis, with time along the horizontal. Burndown charts are a run chart of outstanding work. It is useful for predicting when all of the work will be completed.
You are project manager in a large construction project. Since the project is plan-driven, the effective management of risks is a crucial part for the project's success. Which of the following is true about project risks?
Explanation:
All information and details on identified risks are documented in the risk register. This can encompass risks that might have a negative or positive impact on the project, the description of the impact, the probability of occurance, or different risk responses. The risk management plan defines the process of risk management but no information on individual risks.
What is true about the terms "prevention" and "inspection" in quality management?
Explanation:
Inspection is focussed on the correction of errors, so that the customer gets a deliverable, which can be used and provide value. Preventing errors is focussed on the process to develop those deliverable and to prevent errors in the first place.
When assessing the project's success, which of the following statements describes the evaluation of the project's success best?
Explanation:
The project scope and the project's success is measured against the project management plan, while the completion of the product scope is measured against the product requirements.
Assume the following for your project: BAC = 1,5 Mio$ AC = 0,8 Mio$ %Actual Complete = 56% %Planned Complete = 65% Which of the following statements about the project is correct?
Explanation:
The CPI for this project is 1,05, so the project is under budget. The SPI for the project is 0,86, so the project is behind schedule.
The purpose of a Sprint Retrospective is for the project team to...
Explanation:
The sprint retrospective is an opportunity for the team to inspect itself and create a plan for improvements to be enacted during the next sprint. It often follows the keep-drop-try approach to determine what to stop doing, start doing, and continue doing.
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