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Quiz Session - Attempts With Random Questions

CompTIA Project+ Exam Questions

Page 10 of 25

181.

During a trip to a small developing country, Megan noticed many of the residents didn't have access to warm, high-quality coats for the winter. She started a project within her own clothing company to provide a coat for a person in need anytime her company sells a coat to a consumer.

Which of the following reasons BEST describes the driving factor behind Megan's project?

  • Social need

  • Ecological impact

  • Customer request

  • Organizational need

Correct answer: Social need

A social need, such as a person in a developing country needing a warm coat, clean drinking water, or shoes, can bring about many different projects. 

An ecological impact brings about a project to actively mitigate the ecological effects of a business. Customer requests can bring about projects when customers voice their requests in a manner such as a focus group. Organizational needs refer to changes that impact the internal organization, such as a new technology solution. 

182.

What does float time indicate? 

  • The time a task's start date can be delayed without impacting the project completion date

  • The time a vendor will wait for payment on an invoice 

  • The amount of time a bank will wait before interest payments must begin on a project-related loan

  • Employee break time per day

Correct answer: The time a task's start date can be delayed without impacting the project completion date

Float time is a concept related to the Critical Path Method (CPM). CPM calculates float time based on the earliest and latest start and finish times for each task in a project. The float time represents the amount of time a task's start time can be delayed without jeopardizing the project completion date. 

Float time is not directly related to vendor payments, loan payments, or employee break time.

183.

Which of the following BEST describes the differences between a Gantt chart and a PERT chart?

  • A PERT chart is better for dependency visualization, and a Gantt chart is better for visualizing all tasks over the project's timeline

  • A Gantt chart is better for dependency visualization, and a PERT chart is better for visualizing all tasks over the project's timeline

  • A Gantt chart is related to budgeting, and a PERT chart is related to scheduling

  • A PERT chart is related to budgeting, and a Gantt chart is related to scheduling

Correct answer: A PERT chart is better for dependency visualization, and a Gantt chart is better for visualizing all tasks over the project's timeline

Both PERT charts and Gantt charts are related to scheduling. A Gantt chart shows all of a project's tasks over a timeline but makes it difficult to visualize dependencies. PERT charts are better for dependency visualization. Many projects use both PERT and Gantt charts to serve different purposes for stakeholders. 

184.

Which option BEST describes the main difference between known risks and unknown risks in project management?

  • Known risks are identified and documented in the risk register, while unknown risks have not been identified or documented

  • Known risks are usually minor and can be easily managed, while unknown risks are typically more severe and require a more complex risk management approach

  • Known risks are specific to the project, while unknown risks are external factors that cannot be controlled by the project team

  • Known risks have already occurred in past projects, while unknown risks are new risks that have never been encountered before

Correct answer: Known risks are identified and documented in the risk register, while unknown risks have not been identified or documented

The main difference between known and unknown risks in project management is that known risks have been identified and documented in the risk register, while unknown risks have not been identified or documented.

185.

Noam is a project manager at Acme Inc. The project team needs to decide whether to wait for a shipment from their preferred vendor or to source components from another vendor. There is risk associated with each choice. Which option below is the BEST choice for quantifying the expected value of each decision based on probability?  

  • Create a decision tree 

  • Create a run chart

  • Create a control chart

  • Create a Pareto diagram

Correct answer: Create a decision tree 

As the name implies, a decision tree can be useful for comparing the outcomes of different decisions. Decision trees show decisions and expected results and are often used to assess risk events that can impact timelines or cost. Decision trees can be supplemented with data such as Expected Monetary Value (EMV) and outcome probability to derive a decision's expected value. 

The other options would not be as useful for quantifying the expected value of each decision. 

A Pareto diagram is a bar chart that orders values from left (highest) to right (lowest) based on frequency. In quality control, the intent of a Pareto diagram is to enable a focus on the causes that will have the greatest impact. The idea is that focusing on the causes of high-frequency defects will have a greater impact than focusing on addressing the causes of low-frequency defects.

Both run charts and control charts plot a process over time and display the variance among samples to visualize trends. The key difference between the two is that a control chart defines acceptable limits, while a run chart does not. 

186.

Andrew is entering into a working relationship with a vendor on a project. He wants to ensure that the vendor can't share sensitive company information or trade secrets outside of the organization.

Which vendor-related document should Andrew use to prevent this?

  • NDA

  • SLA

  • Warranty

  • Letter of intent 

Correct answer: NDA

A Non-Disclosure Agreement (NDA) is used to ensure that trade secrets and sensitive company information are not disclosed outside of the organization.

A Service-Level Agreement (SLA) defines the expectations of the level of service between two or more parties. A warranty is a guarantee that the product or service will meet expectations. A letter of intent is used to show the intent of both parties before they enter into a contract.

187.

Which of the following is NOT a type of informal communication?

  • Project kickoff meeting

  • Phone calls between project team members

  • An instant message between two developers

  • An email from a project manager to a stakeholder asking a question

Correct answer: Project kickoff meeting

Project communications fall into two high-level groups:

  • Formal communications include key project events like the project kickoff meeting, written reports, and planned events.
  • Informal communications include the various day-to-day communications that occur throughout a project, such as ad hoc phone calls, emails, text messages, and instant messages between project team members.

A project kickoff meeting is not a type of informal communication because it is one of the planned events for a project that occurs at a predefined time and location. Phone calls, instant messages, and emails are all examples of informal communication because they occur ad hoc throughout a project. 

188.

What does the lower control limit represent in a control chart?

  • The level at which customers or end-users will reject the product due to defects

  • The level at which preventing more defects becomes cost-prohibitive

  • The mean 

  • The mode

Correct answer: The level at which customers or end-users will reject the product due to defects

A control chart measures samples of a process over time and displays the variance among those samples. Control charts help organizations strike a balance between cost and quality. 

A lower control limit on a control chart measures the value at which customers or end-users would reject the product due to defects. The upper control limit is the point at which preventing more defects is cost-prohibitive. The mean is the central line between the upper and lower control limits. The ideal state is between the upper and lower limits on the chart as that strikes a balance between cost and quality that is typically acceptable from a business perspective. 

189.

Which of the following is TRUE about workshop meetings?

  • They are interactive meetings that use collaborative techniques to achieve project objectives

  • They are passive meetings in which the project manager simply updates team members on project progress

  • They are meetings in which only the project manager talks and the team members listen

  • They are not important for project success and can be skipped if needed

Correct answer: They are interactive meetings that use collaborative techniques to achieve project objectives

Workshop meetings are an important tool in project management because they allow for collaboration and discussion among team members to achieve project objectives. They are interactive and may involve activities such as brainstorming, decision-making, and problem-solving. 

The project manager facilitates the meeting, but all team members are encouraged to participate and contribute their ideas. Skipping these meetings can lead to miscommunication, confusion, and delays in project delivery.

190.

Which of these options BEST describes the difference between communication methods in Agile and waterfall methodologies?

  • Agile methodologies emphasize face-to-face communication, while waterfall methodologies rely mostly on written documentation

  • Agile methodologies rely heavily on written documentation, while waterfall methodologies emphasize face-to-face communication

  • Agile and waterfall methodologies use the same communication methods

  • Agile and waterfall methodologies prohibit communication between team members

Correct answer: Agile methodologies emphasize face-to-face communication, while waterfall methodologies rely mostly on written documentation

In Agile methodologies, face-to-face communication is emphasized over written documentation. This is because Agile methodologies value the interactions and collaboration between team members. 

Waterfall methodologies rely heavily on written documentation, such as requirements documents and design specifications, as the primary method of communication. 

191.

A project had a planned budget of $240,000 over a year. Six months into the project, project expenditures are $180,000. Which of the following statements correctly describes expenditures on the project?

  • Actual burn rate is greater than expected burn rate

  • Expected burn rate and actual burn rate are equal

  • Actual burn rate cannot be calculated with the data provided

  • Expected burn rate is greater than actual burn rate

Correct answer: Actual burn rate is greater than expected burn rate

Expected Burn Rate: Total Budget / Project Time Period = Expected Burn Rate

Actual Burn Rate: Expenditures to Date / Project Time to Date = Actual Burn Rate

Using the values from the question, the expected burn rate is $20,000 per month ($240,000 / 12 months), and the actual burn rate is $30,000 per month ($180,000 / 6 months). Therefore, the actual burn rate is greater than the expected burn rate.

192.

Noam, a project manager at Acme Inc., is creating a document that includes these other documents:

  • Project charter
  • Scope statement
  • Schedule

What document is Noam creating, and which phase of the project life cycle is the project in?

  • Project management plan and Planning phase

  • Project management plan and Discovery phase

  • Business case and Discovery phase

  • Business case and Planning phase 

Correct answer: Project management plan and Planning phase

The project charter, scope statement, and schedule are all related to project planning. The project management plan is a document that contains all the planning documents related to a project. It is created during the Planning phase of the project life cycle. The Discovery phase (also known as the Concept Preparation phase) helps determine the general feasibility of a project and typically occurs before the creation of a project management plan. During the Discovery phase, a business case that helps justify the worthiness of a project is typically created.

193.

The Execution phase of a project provides which of the following project management documents?

  • New knowledge bases

  • Operational handoff plan

  • Detailed scope statement

  • Preliminary scope statement

Correct answer: New knowledge bases

As part of the change management processes within the Execution phase of a project, new knowledge bases should be created as reference materials. 

A detailed scope statement and operational handoff plan should be created during the Planning phase of a project. The preliminary scope statement is an output of the project's Initiation phase.

194.

Mahan is a quality control engineer at Acme Inc. He is reviewing a control chart for a widget that Acme manufactures, and he notices that recent samples are below the lower control limit. What should he infer from the data?

  • Customers may reject the widgets due to quality issues

  • The number of defects in recent samples is too low

  • Acme Inc. has struck the right balance between cost and quality

  • The number of defects in recent samples is close enough to the mean

Correct answer: Customers may reject the widgets due to quality issues

A control chart measures samples of a process over time and displays the variance among those samples. Control charts help organizations strike a balance between cost and quality. 

A lower control limit on a control chart measures the value at which customers or end-users would reject the product due to defects. The upper control limit is the point at which preventing more defects is cost-prohibitive. The mean is the central line between the upper and lower control limits. The ideal state is between the upper and lower limits on the chart as that strikes a balance between cost and quality that is typically acceptable from a business perspective. 

In the question, the samples are below the lower control limit, so Mahan can infer that customers may reject the widgets due to quality issues. 

195.

During a project meeting, two team members have differing opinions about how to complete a task. One team member is becoming increasingly argumentative. What conflict resolution technique can the project manager use to calm the situation by focusing on where the two team members can agree? 

  • Smoothing

  • Forcing

  • Compromising

  • Avoiding 

Correct answer: Smoothing

Smoothing is a conflict resolution technique that focuses on what the team members agree on instead of what they disagree on. The project manager can use smoothing to defuse the arguments by acknowledging the valid points made by both team members, emphasizing areas of agreement, and finding common ground.

Forcing occurs when one party imposes its view on the other party, which would not be appropriate in this case. Compromising is a conflict resolution technique in which both parties agree to give up something to reach a middle ground. While it may reduce the level of conflict, it does not necessarily focus on emphasizing agreements. Avoiding occurs when one or both individuals choose to ignore or postpone the conflict rather than resolve it.

196.

Each project life cycle phase is associated with different types of documents. Which of the documents below are typically created during the Closing phase?

Select all that apply.

  • Project closeout report

  • Dashboard information

  • Meeting minutes

  • Project charter

The table below details the documents from the question and their associated life cycle phases. 

DocumentProject life cycle phase
Project closeout reportClosing
Dashboard informationExecution
Meeting minutesExecution
Project charterInitiation

197.

Elenor is managing a collection of projects that support strategic business objectives. However, some of the projects she is managing are not actually related to each other. Which of the following BEST describes what Elenor is managing?

  • Portfolio

  • Program

  • Operation

  • Business case

Correct answer: Portfolio

A portfolio is a collection of projects, programs, and subportfolios that support strategic business goals or objectives. Unlike a program, the projects in a portfolio may not be related to each other. 

A program is a group of related projects that are managed together. Operations are ongoing and repetitive functions within an organization that typically support the production of goods and services. A business case is the justification for a project that is created during the discovery phase. 

198.

Which of the following questions would be useful during an impact assessment for a change request?

Select all that apply.

  • What is the projected cost of the change?

  • What are the potential impacts on the project schedule?

  • What were the smoke test results for the change?

  • How much did the change cost to implement?

An impact assessment is a key exercise evaluating change requests during project execution. Subject Matter Experts (SMEs) familiar with the affected area of a project typically conduct an impact assessment and work with the project manager to quantify the impact of a change request. Questions that help quantify the impact of the change are useful when conducting a change request. 

Questions that cannot be answered unless the change has already been implemented would not be useful at this stage as the change is still being evaluated. Therefore, questions such as "What were the smoke test results for the change?" and "How much did the change cost to implement?" would not be valid. 

199.

Mahan is a quality control engineer at Acme Inc. He is reviewing a control chart for a widget that Acme manufactures, and he notices that recent samples are between the upper control limit and lower control limit. What should he infer from the data?

  • The widgets strike the right balance of cost and quality 

  • Customers may reject the widgets due to quality issues

  • The number of defects is too high

  • The number of defects is too low

Correct answer: The widgets strike the right balance of cost and quality 

A control chart measures samples of a process over time and displays the variance among those samples. Control charts help organizations strike a balance between cost and quality. 

A lower control limit on a control chart measures the value at which customers or end-users would reject the product due to defects. The upper control limit is the point at which preventing more defects is cost-prohibitive. The ideal state is between the upper and lower limits on the chart as that strikes a balance between cost and quality that is typically acceptable from a business perspective. 

In the question, samples are between the upper and lower control limits, so Mahan can infer that they strike the right balance of cost and quality.

200.

A buyer and seller entered into a contract for which work is actively being executed. Who is responsible for monitoring a contract to ensure parties are living up to their obligations? 

  • The buyer and the seller

  • The seller

  • The buyer

  • Neither party

Correct answer: The buyer and the seller

Both the buyer and the seller are responsible for contract monitoring. Each party should ensure the other is meeting their obligations under the contract. 

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