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Daily PMP Questions from Mosaic

"I am always doing what I can’t do so that I may learn how to do it."
Pablo Picasso
 

     
This weeks Questions + Answer:
   
     
Today's Question:
   
Weighted rankings, scoring techniques and cost benefit analysis are all part of:

A. Constrained optimisation models for determining risks.
B. Benefit measurement models for selecting a project.
C. Quality measurement techniques.
D. Seller selection criteria.

Today's Answer:
   
Best Answer : B
 
Reason :

These are all tools or techniques used to prioritise and balance the project selected for investment through the portfolio management processes. Understanding why a project has been selected is important information needed to understand what is important to the project's stakeholders, and thereby contribute to project success. For more on ranking requirements and selecting projects see:  www.mosaicprojects.com.au/WP1062_Ranking-Requirements.pdf

Reference:
PMI Standard for Portfolio Management 2nd Edition

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The Last Week's Questions* The Last Week's Answers Question relevant for:
PMP CAPM PMI-SP
Wednesday:
   

Weighted rankings, scoring techniques and cost benefit analysis are all part of:

A. Constrained optimisation models for determining risks.
B. Benefit measurement models for selecting a project.
C. Quality measurement techniques.
D. Seller selection criteria.
Best Answer : B
   
Reason : 
These are all tools or techniques used to prioritise and balance the project selected for investment through the portfolio management processes. Understanding why a project has been selected is important information needed to understand what is important to the project's stakeholders, and thereby contribute to project success. For more on ranking requirements and selecting projects see:  www.mosaicprojects.com.au/WP1062_Ranking-Requirements.pdf

Reference:
PMI Standard for Portfolio Management 2nd Edition
Tuesday:
 

Your project management team is comparing the proposals received from potential sellers. This work is a part of the  ________________ process.

A. Select sellers.
B. Conduct Procurements.
C. Control Procurements.
D. Proposal evaluation.
Best Answer : B
   
Reason :

Proposal evaluation is a 'tool and technique' used to select the preferred seller as part of the Conduct Procurements process.

Reference:
PMBOK® Guide 5th Edition  12.2

Monday:

Root cause analysis is a technique used in ________.

A. Monitoring and controlling project work.
B. Quality Audits.
C. Performance Measurement.
D. Qualitative risk analysis.
Best Answer : A
   
Reason :
Root cause analysis is a technique used to discover the underlying causes leading to a problem so that effective preventative action can be implemented. It is specifically mentioned in the PMBOK as one of the analytical techniques used to monitor and control the project work, various quality processes (but not audits), and to gather information during risk identification (not qualitative risk analysis) making option 'A' the best answer. However, the technique can be applied to any problem or defect; for more on root cause analysis see:  www.mosaicprojects.com.au/WP1085_Root_Cause_Analysis.pdf

Reference:
PMBOK® Guide 5th Edition  4.4.2.2

Sunday:
Which of the following process involves measuring project and product scope performance and managing the scope baseline?

A. Integrated change control.
B. Define Scope.
C. Validate scope.
D. Control scope.

Best Answer : D

Reason :  
Variance analysis is a technique for determining the degree of difference between the baseline and actual performance. Control scope involves measuring project and product scope performance, comparing this with the scope baseline and managing the scope baseline through scope baseline updates and change requests.  For more on the overall project controls function see:  www.mosaicprojects.com.au/WP1093_Project_Controls.pdf 

Reference:
PMBOK® Guide 5th Edition  5.6.2.1

Saturday:
A resource pool defines:

A. The unit cost for each resource.
B. What resources are available at what times, their locations, and costs.
C. The performance of the pool resources.
D. The hierarchic breakdown of resources assigned to the project.

Best Answer : B
   
Reason : 
The term 'resource pool' is not used in the PMBOK, but is a common tern used in scheduling applications. A resource pool centralises resource information, such as the resource name, calendar used, resource units, current allocations and availability, locations and cost rates. Using a resource pool makes it easier to administer people or equipment assigned to tasks in more than one project.  The PMBOK covers off these various aspects within the concepts of 'Resource Calendars' - the availability of resources to the project and the 'Resource Breakdown Structure (RBS)' a hierarchical breakdown of the resources assigned to the project by category and type. The key difference between a RBS and a resource pool, is resource pools are inputs to the resource allocation process, the RBS is an output defining the resources used by the project.

Reference:
PMBOK® Guide 5th Edition  6.4.1.4

Friday:
 
Which of the following is best for handling a large, cross functional, complex project?

A. A strong matrix organisation.
B. A project co-ordinator.
C. A projectised organisation.
D. Direct executive involvement.

Best Answer : A
   
Reason : 
Projects are usually best managed by a projectised organisation, however, this structure does not allow easy access to functional areas (see Fig. 2-5). A Strong Matrix structure retains most of the power with the project manager, but also facilitates access to staff in functional areas (see Fig. 2-4)

Reference:
PMBOK® Guide 5th Edition  2.1.3

Thursday:
 

Which of the following is the primary purpose of a milestone chart?

A. To summarise the overall duration of a section of the work.
B. To show the stagegate review points.
C. To show significant events in the project such as the completion of a major deliverable.
D. To highlight key payment points.

Best Answer : C
   
Reason : 
A milestone chart only shows the start of finish of a major deliverables and key external interfaces - the milestone itself has no duration, it just represents a point in time. These may include stagegate review points, phase boundaries and payment points but the specific options are too restrictive to be the best answer. Similarly the overall duration of a section of the work can be inferred from the positions of the milestones on the chart but this is better shown in a summary schedule (see figure 6-21, page 183).

Reference:
PMBOK® Guide 5th Edition  6.6.3.2

Mosaic's PMP® & CAPM® Training Options

   
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  • 5 day intensive training course, Monday to Friday including:
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      (with scoring and answers)
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      - 90 day licence to use Mosaic's PM Final exam simulator
    • Our guarantee to work with you until you pass your exam
  • View our classroom schedule for CAPM and PMP courses

Mosaic's Mentored Email™ Courses include:

  • 16 modules for PMP candidates, 14 modules for CAPM. Each module includes:
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    • 20 to 25 test questions.
    • Scoring and comprehensive feedback on your answers.
  • Post course: 
    • The final module includes a 100 question benchmark test (with scoring and answers)
    • On-line practice questions:
      - PMP 90 day licence to use Mosaic's PM Final exam simulator
    • Our guarantee to work with you until you pass your exam
  • See more on Mosaic's Mentored Email™ courses for CAPM and PMP

Mosaic's PMI Scheduling Professional (PMI-SP:

Additional Information:
   
Why train with Mosaic:
  • Decades of experience managing major projects in the 'real world'. We bring this internationally recognised experience into our training courses.
  • PMI members for over 25 years - we understand how PMI works.
  • Successful PMI trainers since 1999 - our courses are guaranteed to work!
  • Personal service - by design we are a small business focused on providing an excellent level of service to our trainees.
  • Cost effective - you don't have to join anything to take advantage of our low costs. 
  • Free PM Knowledge - an exensive reference library to back up our training and for general use, see:
   
Your Trainers
We run our courses, ourselves
In a typical PMP or CAPM course, Lynda will teach the 'soft skills' of communication and stakeholder management, Patrick will teach the 'hard skills' of scope, time and cost, and we share the rest.
 
Dr Lynda Bourne Dr. Lynda Bourne DPM, PMP, FACS, FAIM.
Lynda is an internationally recognised consultant, author and trainer. She has extensive experience as a Senior Project Manager and Project Director specialising in delivery of IT and other business-related projects and has worked as a Senior IT Project Management Consultant.  

Lynda is Director of Professional Services with Mosaic Project Services and the Managing Director and CEO of Stakeholder Management Pty Ltd.
 
See Lynda's CV
   
Follow Lynda: 
Patrick Weaver Patrick Weaver PMP, PMI-SP, FAICD, FCIOB.
Patrick has over thirty five years experience in the Project Management industry and has been a PMI member for over 25 years.  His career initially focused on the planning and managing of construction and engineering projects. The last twenty years has seen his businesses and experience expand to include the successful implementation of project controls in a range of government, defence, ICT and business environments and the development of a range of sophisticated training options.

Patrick is
the Managing Director of Mosaic Project Services Pty Ltd.
   


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