PMP Practice Exam 3

This the third of our free PMP practice exams. It includes another 50 challenging PMP practice questions. These are written in the same style as the actual questions that are found on the Project Management Professional certification exam. This is an interactive practice test with detailed explanations for all of the answers.

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Question 1
Which one of the following options best describes the contents of the Scope Baseline?

A
Project scope statement and WBS
B
Project scope management plan and WBS
C
Project scope statement in addition to schedule and cost baselines
D
Project scope management plan and project scope statement
Question 1 Explanation: 
According to PMBOK v.5 the scope baseline includes the WBS, WBS dictionary, and the project scope statement.
Question 2
You are managing a software development project with a set of preplanned milestones. Your team has completed all milestones and you are now verifying that the product meets the specifications outlined in the project management plan. What process group are you currently in?

A
Closing
B
Monitor and Controlling
C
Executing
D
Planning
Question 2 Explanation: 
Verifying that a product meets specifications is part of the Closing process group. Verify Scope would be part the Monitoring and Controlling group.
Question 3
Your construction project is located in an area which is prone to overnight burglaries. Since this is a problem that you cannot solve it, your project team has decided to do nothing for this risk other than just taking out an insurance policy. Which type of risk response planning is this?

A
Acceptance
B
Transference
C
Avoidance
D
Sharing
Question 3 Explanation: 
The use of insurance to shift the negative impact of a risk, in this case burglary, is an example of risk transference.
Question 4
For the first time in your career you are assigned as the manager of a project with 250 stakeholders. You have never dealt with this number of stakeholders in a project. What would be your best course of action in this situation?

A
Find an effective way to gather the requirements of all stakeholders.
B
Try to find the most important stakeholders and make sure to satisfy them.
C
Collect the requirements of the most influential stakeholders.
D
Not all stakeholders are really important, so eliminate some of them to increase your efficiency.
Question 4 Explanation: 
As a project manager you cannot eliminate some stakeholders or consider their requirements according to their degree of importance or influence. You have to consider the requirements of all stakeholders.
Question 5
In which one of the following organizations does the project manager have more power?

A
None, the project manager has always less power than the functional manager.
B
Strong Matrix
C
Weak Matrix
D
Functional
Question 5 Explanation: 
The project manager has more power in a strong matrix organization. In a strong matrix organization the project managers have authorities comparable to that of functional managers and normally they are not under the supervision of the functional managers. In a weak matrix organization the project manager is organizationally under the supervision of a functional manager who is given the project responsibilities.
Question 6
Tom is managing a project that was contracted on a time and material basis and during the project execution he finds that some of the tasks have been taking less time than planned. On average each team member has required only 25 hours to accomplish work which was planned for 37.5 hours during the week. What is the best thing that Tom can do in this situation?

A
Avoid mentioning these kinds of savings on status reports.
B
Report this accurately on the status report and ensure that activities are re-estimated as necessary, to keep the team completely occupied.
C
Report on the status report that each team member was busy for 37.5 hours, and use the time saved for other activities not related to the project.
D
Report the accurate status to your manager and send a separate report stating that each team member was busy for 37.5 hours.
Question 6 Explanation: 
You would need to report the status accurately to the customer even if it means losing some revenue. Reporting that each team member has spent 37.5 hours a week is both inaccurate and ethically wrong.
Question 7
As part of the Plan Quality process, you create a document which describes the purpose, start and end of processes, their inputs, outputs, data required, and the process owner and stakeholders of processes. This is called a:

A
Process chart
B
Process description
C
Process boundary
D
Process flow diagram
Question 7 Explanation: 
According to PMBOK v.5, process boundaries are part of the process improvement plan and they describe the purpose, start and end of processes, their inputs, outputs, data required, and the process owner and stakeholders of processes.
Question 8
Which one of the following is not one of the tools and techniques used in the Quality Control process?

A
Scatter diagrams
B
Inspection
C
Statistical sampling
D
Quality audits
Question 8 Explanation: 
According to PMBOK v.5, quality audits are a technique used for the Perform Quality Assurance process. The rest of the options are used for the Quality Control Process. A scatter diagram is one of the seven basic quality tools.
Question 9
As the project manager of a manufacturing facility construction project, you have needed to estimate certain activity durations before all project team members were acquired. During the acquisition of the project team, you find that the actual competency levels of the team members are much lower than what you had anticipated when you were estimating the activity durations. What would be the best course of action in this situation?

A
Ask the project team members to work overtime in order to compensate for their low level of competency.
B
Modify the activity duration estimations and the schedule considering the actual competency levels.
C
Inform the stakeholders that the project is behind schedule.
D
Keep the schedule as it is because no delay has happened yet.
Question 9 Explanation: 
The best course of action is to fully understand the consequences of the lower competency of the team members. That is only possible if you incorporate the changed level of competency in the activity duration estimations and the project schedule accordingly. Keeping the schedule as it is would not solve the problem. It is too soon to ask for overtime or inform the stakeholders about the delay, considering that the project is in its early stages and you still don’t know the exact effects of the lower competency of the team members on the schedule.
Question 10
All of the following are the outputs of the Control Scope process except?

A
Change requests
B
Updated project management plan
C
Updated organizational process assets
D
Accepted deliverables
Question 10 Explanation: 
According to PMBOK v.5, deliverables are accepted in the Validate Scope process, not in the Control Scope process.
Question 11
You are currently implementing the risk management process of your project. There are a number of risks that have been identified in your project, however the team has elected not to change the project plan to deal with the risk, but they have established a contingency reserve in the event that some of these risks are triggered. This is an example of what type of risk mitigation technique?

A
Avoidance
B
Active acceptance
C
Passive acceptance
D
Contingent response strategy
Question 11 Explanation: 
Recognizing the risk and not changing the plan, but making some contingencies in the event the risk is triggered, is an example of active acceptance. Passive acceptance would be if no contingencies were put in place and avoidance would be correct if the project plan were modified to accommodate the risks.
Question 12
On a control chart, a source of variation that is intermittent, not inherent in the system, and is not predictable is known as:

A
Special or Assignable Cause
B
Common or typical Cause
C
Specific Assignment
D
Normal or Common Cause
Question 12 Explanation: 
On a control chart, a source of variation that is intermittent, not inherent in the system, and not predictable, is called a Special or Assignable Cause which is an unusual event.
Question 13
You are in the process of closing your project and you are looking at different documents which you have in your archive as the project manager. There is an untitled document in which throughout various project meetings you have documented differences in opinion, situations to be investigated, and emerging or unanticipated responsibilities. If you want to pick a title for this document, which one of the following it would be?

A
Issue Log
B
Project Performance Report
C
Risk Register
D
Meeting Minutes
Question 13 Explanation: 
The issue log is a tool used in the Manage Project Team process. According to PMBOK v.5, an issue log is used to document and monitor who is responsible for resolving specific issues by a target date.
Question 14
You are going to start your fifth project as the manager at your company. From your past experience, you know that one of the stakeholders has always made a lot of changes in the projects. What would be your best approach to manage this particular stakeholder in the beginning of the project?

A
Get the stakeholder involved in the project as early as possible
B
Escalate the problem to the stakeholder’s manager to direct his activities to other projects
C
Resist against the changes that this stakeholder initiates so he/she realizes that you do not accept any changes
D
Try to get this stakeholder eliminated from your project
Question 14 Explanation: 
Changes are not bad! Changes normally come from lack of input at the beginning of the project. If we begin effective communication with this stakeholder early, we stand a much better chance of discovering their changes during the planning process when they will have less of an impact on the project. Trying to eliminate the stakeholder is the wrong approach.
Question 15
Large fluctuations in the periodic expenditure of funds are undesirable for organizational operations. Therefore, the expenditure of funds is frequently reconciled with the disbursement of funds for the project. This is known as:

A
Disbursement Reconciliation
B
Budget Reconciliation
C
Funding Limit Reconciliation
D
Expenditure Reconciliation
Question 15 Explanation: 
Funding limit reconciliation is one of the tools and techniques used in the Determine Budget process. This will reconcile the availability of funds with their expenditure and it will necessitate the scheduling of work to be adjusted to smooth or regulate the expenditures.
Question 16
As the project manager you have decided to extend the duration of an activity which has 30 days of free float. Which one of the following will most likely be a consequence of your decision?

A
The start of the successor activity will be delayed
B
Project duration increases
C
The resource utilization schedule will be affected
D
The quality of work will be affected
Question 16 Explanation: 
If the activity duration is extended less than than its free float it won't change the project duration or the start of the successor activity. In this question it is not mentioned that the activity duration is extended more or less than the free float, but the question is asking about the most probable consequence. Extending the duration will probably change the resource utilization schedule, but depending on the amount of change, it might or might not affect the project duration or start of the successor activity. Quality of work is totally irrelevant to the activity duration.
Question 17
You are working on a project where a negative risk has occurred. However, you have no contingency plan for this risk. You call a meeting and a solution is devised to change the workflow until a permanent solution can be implemented. This is an example of?

A
Recovery plan
B
Workaround
C
Risk Response plan
D
Reserve plan
Question 17 Explanation: 
According to PMBOK v.5, a workaround is a response to a threat (or problem) that has occurred for which a prior response had not been planned or was not effective. Therefore, any time there is no contingency plan in place, but the risk which happened must be addressed, the response is called a workaround.
Question 18
The project sponsor gives you a project charter and asks you to start working on the project immediately and to provide him with a schedule. What should you do first?

A
Begin creating a project scope statement
B
Create an activity list
C
Begin estimating the activities required to complete the scope of work
D
Acquire the project team and start working
Question 18 Explanation: 
There’s no mention in the question that the schedule is required on an urgent basis, so you need to follow the steps to get to a project schedule. The project scope statement and other planning activities must be completed before a schedule can be created.
Question 19
Your project is running slightly over budget. You mention this to another project manager, who suggests you shift some of your expenses to indirect costs that are not charged to your project budget. What do you do?

A
According to the other project manager, examine project expenses to see if any are indirect expenses that could be taken off your project.
B
Crash the project.
C
Use your contingency reserves.
D
Re-estimate the project costs.
Question 19 Explanation: 
Re-estimating of the project costs is probably required, but it is not a direct response to the budget overrun problem. Indirect expenses are costs associated with the project and it is not truthful to get them off the project reports. Crashing is not relevant in this situation because there’s no mention of schedule delays. Therefore, you should use your project reserves to cover the budget overruns.
Question 20
What is the last thing that should be done in the Close Project process?

A
Release the project resources
B
Project financial closure
C
Project formal acceptance
D
Record the project lessons learned
Question 20 Explanation: 
Outputs of the Close Project or Phase process include archives, lessons learned, and project closure. However, some project resources (people, computers, telephones) must be used to perform these closing activities. Once completed, the project can release its resources.
Question 21
You are the manager of an IT project and you are currently in the planning phase of the project. Human resources are the most important resources utilized to accomplish your project activities. Since there are several projects competing on the available resources in your company, you know that you should complete your project with a limited number of resources. In order to protect the project target finish date you have decided to create a project schedule and add some buffers. What type of schedule network analysis are you using?

A
Resources leveling
B
Crashing
C
Critical chain method
D
Critical path method
Question 21 Explanation: 
According to PMBOK v5, the critical chain method is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.
Question 22
As a project manager in the middle of project execution you realize that completing the project will take longer than the original plan. What is the best course of action to take?

A
Investigate to find schedule compression options and then present your managers with those options.
B
Increase the working hours of the project staff.
C
Cut some of the product scope.
D
Meet with your managers and inform them that the project cannot be completed on time.
Question 22 Explanation: 
The most reasonable and responsible way of facing such a problem would be to find a solution to overcome the project late completion. Of course in the next step, if you find that there’s no schedule compression possible, you might choose another option.
Question 23
Which of the following is considered an output from the Direct and Manage Project Work process?

A
Project Staffing Plan
B
Project Execution Plan
C
Work Performance Data
D
Project Charter
Question 23 Explanation: 
According to PMBOK v5 the outputs of the Direct and Manage Project Work process are:

  • Deliverables
  • Work performance data
  • Change requests
  • Project management plan updates
  • Project documents updates
Question 24
All of the following statements regarding a project manager are correct, EXCEPT which one?

A
The project manager is accountable for the project's ultimate success or failure
B
The project manager is responsible for managing stakeholders’ expectations
C
The project manager may initiate changes to the project scope
D
The project manager is assigned after the project charter is created
Question 24 Explanation: 
A project charter is created during project initiating. A project manager is assigned during project initiating, not after it.
Question 25
As a project manager you work under the supervision of a project division director who oversees several other projects. During a company meeting you are present when your manager is presenting a status report of all the projects being run in his division. He reports that all projects are within budget and none of them is behind the schedule. However, you know that your status reports for the last several weeks have been reporting a delay in the schedule. What do you do in this situation?

A
Notify the appropriate management immediately.
B
Quit the company because you might be blamed for presenting false information.
C
Do nothing because your manager is responsible for the information that he has provided to his managers.
D
Ask your manager if that information was simply a typographical error.
Question 25 Explanation: 
You should notify the appropriate management immediately that incorrect information has been presented for your project. The PMI Code of Ethics requires that managers report the errors of others, and provide accurate and truthful information to project stakeholders at all times. Doing nothing or quitting the company are both passive and unethical.
Question 26
Which one of the following is an input to the Validate Scope process?

A
Accepted deliverables
B
Verified deliverables
C
Organizational process assets
D
Change requests
Question 26 Explanation: 
Accepted deliverables and change requests are outputs of the Verify Scope process while verified deliverables are inputs to it.
Question 27
You are manager of a sports complex construction project. During the planning phase of the project one of the team members who is asked to prepare activity duration estimates sends you an email including duration estimates for two activities as follows: Activity A: 15 days + a lag of 4 days; Activity B: 1 month + a lead of 2 weeks. What would be your possible objection to these estimates?

A
The team member should have presented the standard deviation of the estimations.
B
The Activity Duration Estimate should have also mentioned the predecessor or successor activity to which the lag or lead is attached.
C
Activity duration estimates should not include any lag or lead information.
D
All the estimates should have the same units of measure.
Question 27 Explanation: 
Activity duration estimates are quantitative assessments of the likely work periods to complete an activity. They should not include any lag or lead information.
Question 28
You are close to the project end when a group of stakeholders demand some requirements due to the fact that they got to know about the project effects on them. This is obviously a problem because you have not counted in the time and cost of these requirements in the project original plans. What is the best thing to do to prevent such problems in the future?

A
Do a more thorough job of estimating
B
Do a better job on stakeholders management
C
Review the project charter more thoroughly, examining the business case for shortcomings
D
Consider a larger contingency reserve to compensate for such happenings
Question 28 Explanation: 
The only choice that correctly addresses the problem at hand is the one which includes stakeholder expectation management.
Question 29
Tom as the project manager is in the middle of project execution when his boss tells him that he should release one of his team members for another project. Assuming that all of his project resources have similar capabilities, the resource on which activity would you recommend to be released by Bob?

PMP Chart3

A
Activity H
B
Activity C
C
Activity B
D
Activity F
Question 29 Explanation: 
In order to be on the safe side, the best way is to choose the resource who is working on the activity with the largest float among others.
Question 30
The Performance Measurement Baseline is created in which one of the following project management processes?

A
Define Scope
B
Control Costs
C
Develop Schedule
D
Determine Budget
Question 30 Explanation: 
According to PMBOK v.5, the performance measurement baseline integrates the scope baseline along with the cost and schedule baselines, and it is created in earned value management, which is one of the techniques used in the Control Costs process.
Question 31
A colleague of yours who is currently managing a project is retiring and you are going to be his substitute. During the handover meetings he tells you that the project is on schedule and within budget, but only because he has pushed the project team so hard. What should be your first course of action?

A
Develop a management strategy
B
Meet with the team and review your expectations
C
Check the CPI
D
Check the SPI
Question 31 Explanation: 
By developing a management plan it will dictate the rest of your actions, such as meeting with your team. You will also need a management plan before checking CPI and/or SPI.
Question 32
Which conflict resolution method is NOT a long term solution?

A
Compromise
B
Problem Solving
C
Smoothing
D
Forcing
Question 32 Explanation: 
Smoothing is a method that only aims at minimizing the severity of conflict but it does not try to eliminate the source of conflict or a permanent solution. Forcing is one of the worst methods of conflict resolution, however, it has long term effects.
Question 33
You are going to be a construction project manager to build a new pharmaceutical plant. The project requires that governmental hearings about the end product of the plant be held prior to site preparation. What kind of a dependency is this?

A
Soft logic
B
Mandatory dependency
C
Discretionary dependency
D
External dependency
Question 33 Explanation: 
This is called an external dependency. It involves a relationship between project and non-project activities.
Question 34
You are managing a construction project. After you have created the schedule performance baseline, your project customer, which is external to your company, approaches you about adding some new items to the project scope. You will ask the customer to issue which one of the following documents?

A
Change request
B
Project charter
C
Project scope baseline
D
Project scope statement
Question 34 Explanation: 
Since this is an external customer, the only document that it can create is a change request. The rest of the options are in the responsibility of the project manager or project sponsor. Changes must be formally controlled using the change control system.
Question 35
When are risk identification activities performed?

A
Ongoing throughout the project
B
During the Perform Quantitative Risk Analysis process
C
During the Perform Qualitative Risk Analysis process
D
During the Plan Risk Management process
Question 35 Explanation: 
The process of Identify Risks is originally categorized as a planning process. However, this process is iterative because unknown risks can be discovered throughout the life cycle of the project.
Question 36
You are the project manager for the production of a commercial complex construction project. You have completed the Define Scope process for your project. Which of the following may be generated through this process?

A
Project scope statement, Updates to Requirements traceability matrix
B
WBS, Updates to Requirements traceability matrix
C
Project scope statement, Project charter
D
Project scope statement, WBS
Question 36 Explanation: 
The Define Scope process will result in the development of the Project Scope statement and updates to project documents such as the stakeholder register, requirements documentation, and the requirements traceability matrix.
Question 37
As the manager of an IT project, you have utilized 360-degree feedback techniques for your information gathering, and are in the process of giving formal feedback to team members. You will be setting specific goals for employees for the remainder of the project. Which technique are you utilizing?

A
Team Performance Assessment
B
Project Performance Appraisals
C
Co-location
D
Observation and Conversation
Question 37 Explanation: 
Project performance appraisals are a technique of the Manage Project Team process. In a project performance appraisal, team members get feedback from project work supervisors. The supervisors can gather information from those who interact with the team member using 360-degree feedback principles.
Question 38
You are managing a software development project budgeted at $360,000 according to the earned value analysis report which you have on your desk. As of today you have spent $110,000 and the earned value is $120,000. However, according to the project schedule you should have spent $150,000. Which one of the following options best describes your project status?

A
Behind schedule
B
Not enough information
C
Ahead of schedule
D
On schedule
Question 38 Explanation: 
EV= $120,000
AC= $110,000
PV= $150,000
SPI= EV/PV
SPI= 120,000/150,000
SPI= 0.8
Since SPI is less than 1 we can conclude the project is behind schedule.
Question 39
Which of the following organizational types has many features of a functional organization and gives the project manager more of a coordinator or expeditor role than a manager?

A
Projectized
B
Weak Matrix
C
Strong Matrix
D
Hybrid
Question 39 Explanation: 
The description is one of a weak matrix organization where the project manager does not have much power. In a weak matrix organization the project manager has a role which is closer to a coordinator or expeditor than a manager.
Question 40
You are managing a multi-disciplinary project when the functional manager of a project resource responsible for a critical path task informs you that the resource will be out on sick leave for the next two weeks. There will be a day to day slip on the project until the resource returns, as there is not an alternative resource that can be used. What do you do?

A
Notify the project stakeholders immediately
B
Crash the project
C
Cover the delay with your schedule reserves
D
Fast track the project
Question 40 Explanation: 
Notify the stakeholders immediately that there is project delay due to a resource that is no longer available. Once the stakeholders are aware of the situation and its impact to the project, a path forward can be developed. Project managers are required to provide timely and accurate project information at all times, and to follow all project processes and policies, as per the PMI Code of Ethics and Professional Conduct. Making contingency plans without input from the stakeholders is a violation of this code.
Question 41
Your project has completed and the final deliverables have already been sent to the customer, but the customer refuses to give the project final acceptance. What would you do in this situation?

A
Talk to the company lawyer to start the legal process
B
Inform your management about the issue
C
Document the situation
D
Ask the project team to recheck the deliverables
Question 41 Explanation: 
The first thing to do is to understand the situation. In order to do that you need to document the situation and find out the reasons why the customer is not signing off. After doing so, you should inform your management.
Question 42
You are explaining the resources leveling to one of your team members. You can tell any of the following statements about resource leveling, EXCEPT?

A
Resource Leveling can increase the length of the critical path.
B
The primary purpose of resource leveling is to keep resource usage at a constant level.
C
Resource leveling is applied to a schedule before it has been analyzed by the critical path method.
D
Resource leveling is necessary when some resources have been over-allocated.
Question 42 Explanation: 
Resource leveling is a schedule network analysis technique. It is applied to a schedule that has already been analyzed by the critical path method.
Question 43
You are managing a project for a customer that has offered an incentive for meeting all deadlines. At this time, the project is running on a compressed schedule, but is continuing to have regular quality meetings to ensure the output of the project meets the customer's requirements. Your manager, however, is concerned that the meetings will cause further project delays and missed deadlines, which will in turn result in the loss of potential incentive payments. He insists that the meetings be stopped immediately and that all project effort be focused on making on-time deliveries. What do you do?

A
Refuse the request
B
Cancel all meetings
C
Add project resources
D
Further compress the schedule
Question 43 Explanation: 
Refuse the request and explain to your manager that you are obligated to adhere to all quality management plans for the project. Failing to do so would not only deliver a possibly defective product to the customer, but is also a violation of the PMI Code of Ethics. The Code requires project managers to follow all project processes and polices.
Question 44
As a senior project manager you have been assigned as mentor for a newly hired junior project manager. You want to explain where the control limits are located on a control chart. Which option will you tell him?

A
Inside the normal distribution curve
B
Within the specification limits
C
Above and below the specification limits
D
Close to the statistical independence point
Question 44 Explanation: 
The control limits are the dashed lines above and below the mean. 'Within the specification limits' is the only answer to address this correctly. Since control limits are the measure you use to determine quality, it follows that your quality should exceed your customer's need. Otherwise you probably would not do the work. To exceed customer needs, the control limits should fall within the specification limits which are determined according to the customer’s needs.
Question 45
You are reviewing the project earned value analysis report and find the following figures:

  • Planned value = $500,000
  • Actual cost = $530,000
  • Earned value = $520,000
What is the project schedule variance (SV)?

A
1.04
B
($10,000)
C
$20,000
D
0.96
Question 45 Explanation: 
Use the following formula to calculate schedule variance:
SV = EV − PV
SV = 520,000 − 500,000
SV = $20,000
Question 46
Your company has an emergency and needs contracted work done as soon as possible. Under these circumstances, which of the following would be the helpful to add to the contract?

A
A clear contract statement of work
B
Incentives
C
A force majeure clause
D
Requirements as to which subcontractors can be used
Question 46 Explanation: 
It is clearly mentioned that this is an emergency situation, and normally there is not enough time in emergency situations to have a clear statement of work or subcontractors requirements. Instead, you probably need to use a cost plus contract with some incentives to motivate the contractor for on-time delivery without expanding the scope.
Question 47
As a new project manager in the company, you have been sent to a training course. During the course you hear the instructor using the expression “halo effect”. You don’t understand the expression and ask from the instructor about the meaning. He explains that “halo effect” refers to the tendency to:

A
hire the best.
B
promote from within.
C
move people into project management because they are good in their technical fields.
D
move people into project management because they have had project management training.
Question 47 Explanation: 
The “halo effect” refers to the tendency to move people into project management because they are good in their technical fields. This happens frequently, especially in technical companies.
Question 48
During the Sequence Activities process, your project team has identified several dependencies to a few related projects that will provide major and critical deliverables to your project. Some of those projects are very similar to your project in terms of their scope and deliverables. In this situation, which of the following processes you should be most concerned about?

A
Sequence Activities
B
Verify Scope
C
Control Scope
D
Plan Risk Response
Question 48 Explanation: 
Since there are dependencies to the external projects and those projects should provide you with critical and major deliverables, the biggest concern must be the risks that other projects may cause to yours. It would be better to prevent those problems in the Plan Risk Response process than to just spend effort controlling or verifying scope.
Question 49
As the project manager you are in the middle of the project execution phase when a team member informs you of a cost overrun on a specific work package. What should be your first action in this situation?

A
Determine the budgeted cost
B
Implement the change control process
C
Find the cause of cost overrun
D
Inform the stakeholders
Question 49 Explanation: 
The first action should be to analyze the situation. Finding the cause of the cost overrun is the only one of the options that is relevant to analyzing the situation.
Question 50
You are going to be hired in a company as a project manager, but you are told in the first interview that according to your capabilities, you will be given a coordinator or expeditor role. How is a project expeditor role different from a project coordinator role?

A
They are both the same and they have lower authority than a project manager
B
A project expeditor reports to a higher-level manager
C
A project coordinator has some authority and can make some decisions
D
A project coordinator cannot make any decisions
Question 50 Explanation: 
According to PMBOK v5, the project coordinator reports to a higher-level manager and has authority to make some decisions. The project expeditor has no authority to make decisions.
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