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GIAC GCPM Exam Practice Questions (P. 2)

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Question #11
FILL BLANK -
Fill in the blank with the appropriate term.
______________________ involves the implementation of strategies to reduce the negative aspects of conflict and to increase the positive aspects of conflict at a level equal to or higher than where the conflict is taking place.

Correct Answer:
Conflict management
Conflict management involves the implementation of strategies to reduce the negative aspects of conflict and to increase the positive aspects of conflict at a level equal to or higher than where the conflict is taking place. Conflict management involves activities to reduce affective conflicts at all levels, attain and maintain a reasonable amount of substantive conflict, and use the appropriate conflict management strategy to effectively bring about the goals, and also to match the status and concerns of the two parties in conflict.
Reference: "Project Management Body of Knowledge (PMBOK Guide), Fourth edition"
Chapter: Communications and Human Resources
Objective: Conflict Management

Question #12
Lamont is the project manager of a project that has recently finished the final project deliverables. The project customer has signed off on the project deliverable and Lamont has a few administrative closure activities to complete. In the project, there were several large risks that could have wrecked the project but Lamont and his project team found some creative methods to resolve the risks without affecting the project costs or project end date. What should Lamont do with the risk responses he identified during the project's monitoring and controlling process?
  1. A
    Include the risk response in the project risk management plan.
  2. B
    Include the risk responses in the organization's lessons learned database.
  3. C
    Nothing. The risk responses are included in the project's risk register already.
  4. D
    Include the responses in the project management plan.

Correct Answer:
A
Answer option A is correct.
The risk responses should be included in the organization's lessons learned database so other project managers can use these responses.
Answer option D is incorrect. The project risk register isn't as shareable as the organization's lessons learned database.
Answer option C is incorrect. The responses are not in the project management plan, but in the risk response plan during the project and they'll be entered into the organization's lessons learned database.
Answer option B is incorrect. The risk responses are included in the risk response plan, but now, post-project, they should be entered into the organization's lessons learned database.
Reference: "A Guide to the Project Management Body of Knowledge, (PMBOK Guide)"
Chapter: Quality and Risk Management
Objective: Risk Modeling and Response

Question #13
You are the project manager for your organization. Marcy, a project stakeholder, is demanding that you add some deliverables to your project scope for free. You explain to Marcy that it's too late in the project execution to consider adding these deliverables, as most of the software your project team is creating is nearly done. Marcy and you escalate the issue to management. Management decides that you will add the deliverables to the project scope if Marcy pays a significant fee and allows you additional time to complete the project. What conflict resolution method has management offered?
  1. A
    Confronting
  2. B
    Compromising
  3. C
    Forcing
  4. D
    Issue management

Correct Answer:
A
Answer option A is correct.
This is an example of the compromising solution. Marcy will have to pay for the changes, and you'll receive extra time to complete the added requirements. If
Marcy doesn't agree, then the project will move forward as it is now.
A compromise is a "give and take" approach to resolving conflict. Compromising is a method of resolving conflicts. In this method, the conflict is resolved by partially satisfying the needs of both parties by having each give up something in order to reach an agreement.
Answer option B is incorrect. Forcing is when the person with the power forces the decision based on their position in the company.
Answer option C is incorrect. Issue management is not a valid conflict resolution method.
Answer option D is incorrect. Confronting is when both parties work together to find a solution to the problem. It's done in cooperation.
Reference: "A Guide to the Project Management Body of Knowledge, ISBN: 978-1-933890-51-7.", " IT Project Management: On Track From Start to Finish by
Joseph Phillips, ISBN: 978-0072232028."
Chapter: Communications and Human Resources
Objective: Conflict Management

Question #14
You are project manager of HHK project. Examine the network diagram given below:

A vendor reports that he will be four days late on the materials you'll need in order to complete Activity E. Based on the project network diagram, how many days can Activity E be delayed?
  1. A
    Six days
  2. B
    Zero, it is on the critical path.
  3. C
    Four days
  4. D
    Five days

Correct Answer:
C
Answer option C is correct.
Activity E has four days of float. The entire project will take 19 days to complete. Float, or slack, in project management terms, is the amount of time an activity can be delayed without affecting any subsequent activities. There are two types of floats:
✑ Free Float: It is the amount of time a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.
✑ Total Float: It is the total amount of time that a schedule activity may be delayed from its early start date without delaying the project finish date, or violating schedule constraint.
Float is calculated by using the critical path method technique.
Answer option B is incorrect. Activity E is not on the critical path.
Answer options D and A are incorrect. These are incorrect calculations of the amount float available for Activity E.
Reference: A Guide to the Project Management Body of Knowledge, (PMBOK Guide)
Chapter: Time and Cost Management
Objective: Critical Path Scheduling

Question #15
You work as a project manager for HRM Inc. You want to communicate and solicit feedback from your employees to build future plans. Which of the following will help you to accomplish the above task?
  1. A
    Change register
  2. B
    Risk register
  3. C
    Organizational chart
  4. D
    Stakeholders register

Correct Answer:
C
Answer option C is correct.
Organizational charts will help you to communicate and solicit feedback from your employees to build future plans.
Organizational charts are used to share strategic ideas, tasks, dependencies, and associations with team members and other organizations. An organizational chart helps to establish tasks, titles, and lines of authority for every organization and people. It is a useful way for communicating organizational, employee, and project information.
Answer option B is incorrect. A risk register is a document that contains the results of qualitative risk analysis, quantitative risk analysis, and risk response planning. Description, category, cause, probability of occurring, impact on objectives, proposed responses, owner, and the current status of all identified risks are put in the risk register.
Answer option D is incorrect. The stakeholder register is a project management document that contains a list of the stakeholders associated with the project. It assesses how they are involved in the project and identifies what role they play in the organization. The information in this document can be very perceptive and is meant for limited exchange only. It also contains relevant information about the stakeholders, such as their requirements, expectations, and influence on the project.
Answer option A is incorrect. The change register is the program's central database for all change requests, their status, and other related information. Any request for any change in the project or program and the results of the change request should be communicated to the appropriate stakeholders and the outcome must be recorded in the change register.
Reference: "Project Management Body of Knowledge (PMBOK Guide), Fourth edition"
Chapter: Communications and Human Resources
Objective: Organizational Dependencies and Charts

Question #16
Which of the following elements facilitates people to know large amounts of information as a picture rather than a table of names and numbers?
  1. A
    Project charter
  2. B
    Organization chart
  3. C
    Risk register
  4. D
    Stakeholder register

Correct Answer:
C
Answer option C is correct.
Project organization chart facilitates people to know large amounts of information as a picture rather than a table of names and numbers.
The project organization chart is a document that graphically portrays the team members of the project and their interrelationships for a specific project. An organization chart is a diagram that shows the hierarchical structure of an organization. Usually a chart starts with a higher or superior level and branches downward to subordinate levels.
Project based organizational structure


Answer option C is incorrect. A risk register is a document that contains the results of qualitative risk analysis, quantitative risk analysis, and risk response planning. Description, category, cause, probability of occurring, impact on objectives, proposed responses, owner, and the current status of all identified risks are put in the risk register.
Answer option A is incorrect. A project charter is a document that officially recognizes and acknowledges that a project exists. It helps define requirements and expectations to all involved in the project. It is issued by the project sponsor. It can be as simple as a one-page form for a very small project, briefly describing the project and listing the responsibilities and authority of the project manager. Charters can be much longer, however, depending on the size of the project. In addition to formally authorizing a project, the charter provides the project manager with the authority to apply organizational resources to project activities. Project charters are important to the success of a project.
It's a good idea to have a project manager assigned to the project prior to the start of planning, and preferably while the project charter is being developed. Here's an example of a project charter.


Answer option D is incorrect. The stakeholder register is a project management document that contains a list of the stakeholders associated with the project. It assesses how they are involved in the project and identifies what role they play in the organization. The information in this document can be very perceptive and is meant for limited exchange only. It also contains relevant information about the stakeholders, such as their requirements, expectations, and influence on the project.
Reference: "Project Management Body of Knowledge (PMBOK Guide), Fourth edition"
Chapter: Communications and Human Resources
Objective: Organizational Dependencies and Charts

Question #17
Jenny is the project manager for her organization. Her project is not doing well on project schedule performance, and management wants her to predict how the project schedule and cost will end. Management has asked Jenny to report and forecast her project's performance based on the Judgmental methods. Which of the following judgmental methods will Jenny use to accomplish the task?
Each correct answer represents a complete solution. Choose all that apply.
  1. A
    Scenario building
  2. B
    Autoregressive moving average
  3. C
    Forecast by analogy
  4. D
    Technology forecasting

Correct Answer:
ACD
Answer options A, D, and C are correct.
The judgmental forecasting method incorporates intuitive judgments, opinions and subjective probability estimates. Some examples of judgmental forecasting are as follows:
✑ Composite forecasts
✑ Surveys
✑ Delphi method
✑ Scenario building
✑ Technology forecasting
✑ Forecast by analogy
Answer option B is incorrect. Autoregressive moving average is an example of the causal/econometric method.
Reference: Project Management Body of Knowledge (PMBOK Guide), Fourth edition
Chapter: Procurement and Project Integration
Objective: Forecasting and Integrated Change Control

Question #18
Which of the following are inputs of the Control Scope process?
  1. A
    Requirements documentation
  2. B
    Change request
  3. C
    Project management plan
  4. D
    Work performance information

Correct Answer:
ACD
Answer options C, D, and A are correct.
The inputs and outputs of the Control Scope process are as follows:
✑ Inputs

Project management plan -

Work performance information -

Requirements documentation -

Requirement traceability matrix -

Organizational process asset -
✑ Outputs

Work performance measurement -
Organizational process assets update

Change request -

Project management plan update -

Project document update -
Reference: "Project Management Body of Knowledge (PMBOK Guide), Fourth edition"
Chapter: Project Charter and Scope Management
Objective: Scope Verification and Control

Question #19
You work as a project manager for HRM Inc. Your project was baselined at 8 hours, but 11 hours have been spent and the estimate to complete is 1 additional hour. The project must have been completed already. An hourly rate of $100 per hour is provided. Which of the following is the planned value (PV) for the project?
  1. A
    $600
  2. B
    $800
  3. C
    $700
  4. D
    $500

Correct Answer:
B
Answer option B is correct.
Planned value (PV) is the authorized budget assigned to the schedule work to be accomplished for a schedule activity or work breakdown structure component. It serves as a baseline against which actual performance is measured. The theory of planned value is of vital importance to the project management team and it is important to keep careful track of this. The term planned value can also be in some situations referred to by the project management team and the project management team leader as the budgeted cost of work scheduled (BCWS).
PV = Hourly Rate * Total Hours Planned or Scheduled
= ($100 * 8 hours)
= $800
Reference: "Project Management Body of Knowledge (PMBOK Guide), Fourth edition"
Chapter: Time and Cost Management
Objective: Earned Value Analysis and Forecasting

Question #20
Alice is the project manager of the NHQ Project and is entering the project's closing processes. The project, she has managed, has been for another organization in a contractual relationship. Her organization requires Alice to complete performance reviews of the project team, review the deliverables with the project customer, and to obtain formal signoff of the project deliverables. There may be other conditions and activities that Alice likely will need to do in this final project phase. Where can Alice check regarding this project?
  1. A
    Project Contract
  2. B
    Project Quality Control procedures
  3. C
    Project Communications Management Plan
  4. D
    Project Integration Plan

Correct Answer:
A
Answer option A is correct.
The project contract is the best input to determine what activities are requirements for project closures. Contract is an exchange of promises between two or more parties to do an act which is enforceable in the court of law. It is an agreement that creates and defines obligations between two or more parties. It is a legal agreement that mutually binds the seller (to provide the specified product, service, or result) and the buyer (to pay for it).
Answer option C is incorrect. The communications management plan defines what needs to be communicated to whom and the modality of the communications.
Answer option D is incorrect. As there is not a project integration plan to reference, this is not a valid project management plan.
Answer option B is incorrect. The project quality control procedures will precede project closure, as they happen during project monitoring and controlling.
Reference: Chapter 4. A Guide to the Project Management Body of Knowledge, (PMBOK Guide), Fifth Edition, ISBN:9781933890517, Section 4.6.
Chapter: Procurement and Project Integration
Objective: Contract Types and Contract Negotiations

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