2020 C_ARCAT_18Q4시험패스 - C_ARCAT_18Q4시험내용, SAP Certified Application Associate - SAP Ariba Catalogs인증덤프샘플다운 - Skincare5000

This the first of our four C_ARCAT_18Q4 practice exams. These questions are designed to help you prepare for your SAP Certified Application Associate - SAP Ariba Catalogs certification exam. There are 48 challenging questions on this practice test covering a wide range of topics. It is based on the C_ARCAT_18Q4 Guide 6th Edition. Start your test prep right now with our free C_ARCAT_18Q4 practice exam!

SAP C_ARCAT_18Q4 시험패스 IT업계에 종사하시는 분들은 자격증취득으로 자신의 가치를 업그레이드할수 있습니다, SAP C_ARCAT_18Q4 시험패스 많은 분들이 응시하지만 통과하는 분들은 아주 적습니다, C_ARCAT_18Q4덤프는 착한 가격에 고품질을 지닌 최고,최신의 시험대비 공부자료입니다, C_ARCAT_18Q4 덤프는 pdf버전과 소프트웨어버전 두가지 버전으로 제공되는데 C_ARCAT_18Q4 최신시험의 기출문제와 예상문제로 되어있습니다, Skincare5000에서는 여러분이SAP인증 C_ARCAT_18Q4시험을 한방에 패스하도록 실제시험문제에 대비한SAP인증 C_ARCAT_18Q4덤프를 발췌하여 저렴한 가격에 제공해드립니다.시험패스 못할시 덤프비용은 환불처리 해드리기에 고객님께 아무런 페를 끼치지 않을것입니다, C_ARCAT_18Q4덤프는 pdf버전과 온라인버전으로 되어있는데 pdf버전은 출력가능하고 온라인버전은 휴대폰에서도 사용가능합니다.

아까는 일행이 소란스럽게 굴어 죄송합니다, 그는 모든 걸 가졌지만 여주의1Z0-1053-20최신 덤프공부자료선택 때문에 황제가 되지 못한 비운의 캐릭터였으니까, 네, 있었죠, 크라울은 얼른 공격 목표를 쉴라에게로 돌렸다, 달짝지근한 냄새가 반가웠다.

시정잡배같이 생긴 아이작은 특유의 껄렁껄렁한 걸음걸이로 안으로 들어왔지만, 이레나를 마주하는 순간C_ARCAT_18Q4시험패스예의 바르게 고개를 수그리며 인사했다, 허락이 떨어지기도 전에 문이 벌컥 열리며 진한 녹색 머리칼을 뒤로 넘겨 한껏 멋을 낸 데이비스가 저벅저벅 걸어 들어왔다.형님께서 여기까지 무슨 일이십니까.

너무 거창하죠, 연희가 애써 매몰차게 등을 돌렸다, 그러자 노파는 낮은C_ARCAT_18Q4시험패스신음소리를 내며 고개를 끄덕였다.뭐, 그러시구랴, 그러고 나서도 여운은 허리를 몇 번이나 숙이고 나서야 사무실에서 사라졌다, 그 소문이 이제 났대?

대머리가 아야야야를 연발하면서 물러난 후, 승록의 눈길은 염소수염에게로 향했다, C_ARCAT_18Q4인기자격증 시험덤프이은은 자신의 사부로부터 틀에 벗어나는 것에 대한 이야기를 수없이 들었다, 그 생각에 또 한 번 실소를 친 그는 다감하게 노월을 쓰다듬었다.잘 지내었느냐.

대신, 진소류를 향해 부채를 휘둘렀다, 사랑 빼곤 다 해줄 수 있겠다던 이 남자는, 가만히C_ARCAT_18Q4시험대비 덤프 최신문제생각해보면 혼자라는 생각이 들지 않도록 항상 곁을 지켜주었고.뜨거워요, 성을 발진시키겠어!이거 참, 조금씩, 느리게 걸음을 떼며 다가선 그녀는 한 쪽 무릎을 굽히고 앉아 비석을 매만졌다.

외출조차 마음껏 하지 못하는 어린 미라벨을 두고, 이레나가 몰래 연애C_ARCAT_18Q4시험패스를 해 왔다는 게 조금 섭섭하게 느껴질 수도 있을 텐데 말이다, 돌이켜보니 이세린을 놀려먹는 거나, 을지호의 남자친구행세는 재미있기는 했다.

C_ARCAT_18Q4 시험패스 인기 인증 시험덤프데모

기준의 전화는 끊겼다, 누구에게나 호의를 받는 것이C_ARCAT_18Q4시험패스익숙한 크리스티안이었다, 어교연이 그 답을 대신 말했다.아마도 백아린 총관이겠죠, 그에 태범은 손을 거두며순순히 물러났다, 거실로 오거라, 예슬의 물음에 정C_ARCAT_18Q4인증덤프공부자료헌이 고개를 끄덕이고는 도로 은채에게 말했다.파티에 참석하려면 우선 드레스나 그 밖의 소품들이 필요하겠죠.

애지는 자신의 캐리어를 끌고서 휘적휘적 걸어가는 재진의 뒷모습을 보며 두 손을 모았C_ARCAT_18Q4완벽한 시험공부자료다, 알려 주셔서 감사해요, 갓 화공님, 뺑뺑이 안경을 쓰고도 바르게 빛나는 그녀의 눈동자가 보였다, 꺅~~~오늘은 즐겁게, 그리고 음주는 알아서 적당히 했으면 합니다.

일이 있든 없든, 아버지에게 대답할 이유 없습니다, 내가 알아서 할 테니C_THR86_1908인증덤프샘플 다운까 들어가, 그의 팔짱을 끼고 끌어당기자 그가 마지못해 걸음을 옮겼다, 그럴 리 없어, 그는 검찰총장실에 앉아 있는 자신의 모습을 떠올려보았다.

그 현명하신 테즈공까지 꾀어 낸 거야, 그를 둘러싼 두터운 회색의 짐승을300-360시험내용마구 쳐내는 순간, 차랑의 목소리가 마지막을 고했다, 무대에 올라가기 전과 비슷한 파동, 나도 자꾸 하고 싶단 말이에요, 아무리 생각해도 수상해요.

백성들의 피를 빨아먹으며 뿌리 내리고 있는 노론을 아주 제대로 뽑아내기 위해C_ARCAT_18Q4시험패스선 어쩔 수가 없었다, 그렇지만 그것만으로 당자윤의 속은 태풍이라도 휩쓸고 간 것처럼 엉망이 되어 버렸다, 떨떠름한 표정을 지어 보인 그가 입을 열었다.

윤희는 가방을 쥔 손에 힘을 꽉 쥐었고, 이윽고 그가 다시 입을 열었다, 더C_ARCAT_18Q4최신 시험덤프자료이상의 실패는 없어야 한다고 여기고, 넘치고도 넘칠 만큼 준비를 한 탓이었지, 밀봉 된 코카인을 만지작거리던 다현은 자신의 이름이 들려오자 고개를 들었다.

뭐, 어찌되었든 그쪽 부담액이 더 클 테니, 이놈이 늙은 아버지는 머리가 터졌는지 신경도C_ARCAT_18Q4인기자격증 덤프공부문제안 쓰고 차비서만’강회장의 눈매가 가늘게 좁아졌다, 그러나 그 한마디에 당시 한양 땅을 휘감았던 그 처참한 소문들이 직접 목도한 것인 양 민준희의 머릿속에 그려지기 시작했다.

포함이지만 억지로 권하지는 않아, 무슨 소릴까, 한편으로 그 긴 세월 동안C_ARCAT_18Q4시험패스복수라는 하나의 목적을 위해 버텨 왔던 수한의 삶이 가슴 아프게 그를 찔렀다, 그녀의 간절한 기도는 응답을 받았다, 아 원진 씨 부자였지, 아주 부자.

높은 통과율 C_ARCAT_18Q4 시험패스 인증시험공부

아무리 세상이 변했다고 해도 이 늙은이 살아있는 동안에는https://www.passtip.net/C_ARCAT_18Q4-pass-exam.html계속 이럴 테니 말이다, 네 말이 맞다면 오늘 당장 주동자들이 들이닥칠 거라고 예상하고 경계하는 게 맞지 않을까, 아님 육십, 아니면 자신들의 행로에 관심을 가진 이들C_ARCAT_18Q4시험패스이 얼마나 많으면, 이렇게 천하에 모르는 이가 없어 사방팔방에서 사람들이 모여드는구나, 하고 기막혀해야 하나.흥.

니 주인이 차원우씨야, 그런데 다른 사람들이 보면 다 그렇게 생각을 할 겁니다, 원우가 커피포트를https://www.itdumpskr.com/C_ARCAT_18Q4-exam.html올리며 물었다, 하지만 허공에 허우적거리는 손은 그녀의 머리카락 끝을 간신히 스칠 뿐이었다, 비록 천귀소의 대비가 워낙 철저해 방심했던 나머지 지독히도 당하긴 했지만, 그 정도의 자신은 있었다.


A
Since this is only a probability it does not need an immediate action. Just try to gather more information as the project goes ahead and decide later on.
B
As a seasoned construction project manager, contact the regulatory body to find out some workarounds for your project.
C
This requires a scope change notification that should be written immediately.
D
Your first and immediate action is to disclose your discovery to the project stakeholders and solicit their viewpoints.
Question 1 Explanation: 
SAP's Code of Ethics requires all project managers to comply with all laws and regulations. Failure to immediately and actively disclose that a regulatory requirement has not been addressed puts the company and the project manager in the position of breaking the law.
Question 2
You are managing a project with 9 stakeholders. At points you get confused with the amount of emails and other communications that you need to respond to every day. How many communication channels do you need to plan?

A
40
B
100
C
45
D
90
Question 2 Explanation: 
The formula to identify the number of communication channels is:

n(n − 1)/2, where n is the number of stakeholders including yourself.

In your project, 10(10 − 1)/2 = 45.
Question 3
You are managing a software development project which should be completed in 18 months according to the project contract and schedule. Your customer has recently faced regulatory changes that require your project to be finished 2 months earlier and he asks you to do so. How will you approach this situation?

A
Stick to your original schedule and tell the customer that once the contract is signed the project duration won’t change under any circumstances.
B
Accept the customer’s request and cut parts of the project scope to meet the new deadline.
C
Inform the customer of the impacts of his requirement to project constraints and, after getting the required approvals, crash the project.
D
Cut the duration of all project activities across the board to meet the requirement.
Question 3 Explanation: 
Informing the customer of the impacts to project scope and other constraints, then crashing the cost and schedule is the best approach. Arbitrarily trimming estimates or scope without directly advising your customer is dishonest, while simply refusing to make a change is unprofessional.
Question 4
According to the contract, your customer has assigned one of his staff to your project office to attend the meetings and contribute to the decision making. However, this person is too confrontational and his behavior to your project team members is intimidating. What should be your action in this situation?

A
Confront the person about his behavior and its impact on the project. Also, inform the customer about the issue.
B
Ask the customer to replace the person.
C
Since the person is assigned by your client you don’t have any authority over him, so don’t do anything.
D
You unilaterally decide to isolate the person and don’t let him in the project meetings.
Question 4 Explanation: 
The best approach to deal with the problems is to confront them. In this situation you should respectfully confront the resource about this behavior, and notify the customer about the situation. Failing to confront the resource or intentionally excluding a required resource from a project is unprofessional, and could negatively impact the project.
Question 5
The majority of the project management software applications use the --------- method to build the project schedule network diagram.

A
Precedence Diagramming
B
Activity-On-Arrows Diagramming
C
Leads and Lags
D
Critical Diagramming
Question 5 Explanation: 
PDM, also called Activity-On-Node (AON), is the method used by most project management and project planning software packages.
Question 6
If the completion of an activity depends on the completion of its predecessor activity, what type of dependency does this activity have on its predecessor?

A
Start-to-Finish
B
Finish-to-Finish
C
Start-to-Start
D
Finish-to-Start
Question 6 Explanation: 
In a Finish-to-Finish (FF) dependency the finish date of one task drives the finish date of another. In other words, both activities finish at the same time regardless of their start time.
Question 7
To formally authorize the project, which of the following documents is necessary?

A
Business Case
B
Project Charter
C
Project Contract
D
Project Statement of Work (SOW)
Question 7 Explanation: 
The project charter is the document that officially authorizes a project and gives the project manager the required authority to assign resources to the project.
Question 8
As a project manager you realize that there is a continuous conflict between two of the project team members. What is the best approach to handle these conflicts?

A
It’s suggested to handle conflicts in the team meetings so that everybody in the project team learns from them.
B
Conflicts are harmful to the project's progress, therefore you need to smooth them when they happen.
C
The best approach is to address the conflicts immediately and in a direct way involving both members, but preferably in private.
D
The best approach is to ignore conflicts because they are common and unavoidable in all of the projects.
Question 8 Explanation: 
Smoothing and ignoring conflicts are passive methods of approaching them and usually not as productive as directly addressing the conflict. Raising a conflict which is between only 2 people in a meeting is not the best way. The best way is to address such issues as early as possible and in a direct and private way. This approach is also known as collaboration or problem-solving.
Question 9
You are a project manager and you are about to perform the risk management processes. Which one of the following documents evolves throughout the risk management processes?

A
Risk Register
B
Risk Mitigation Plan
C
Contingency Plan
D
Risk Profile
Question 9 Explanation: 
The risk register is the document that evolves throughout the risk management processes.
Question 10
As a project manager you are performing scope management processes. What is the function of the WBS Dictionary?

A
Describes the details of each component in the project WBS
B
Used as a glossary to define the acronyms used in the project WBS
C
It is used for the planning of the project resources
D
Used as a glossary to define the acronyms used in the project scope statement
Question 10 Explanation: 
The WBS Dictionary is a detailed description of work packages and their attributes including any technical documentation for each WBS element.
Question 11
As the manager of a large project, you are performing the Control Procurements process. Which one of the following are not considered as tools and techniques of this process?

A
Claims Administration
B
Negotiation
C
Inspection
D
Audits
Question 11 Explanation: 
Negotiation is a tool used in the Conduct Procurements process. The other answer choices are the tools and techniques of the Control Procurements process.
Question 12
Some projects have a comprehensive procurement phase that covers buying a huge number of items and for each item several suppliers are contacted to receive their bids. As a project manager in such projects, you need to make sure that every supplier has a clear understanding of the requirements of the project. Which one of the following techniques could be used for this purpose?

A
Communication Matrix
B
One-on-One discussion
C
Bidder Conferences
D
Formal Presentation
Question 12 Explanation: 
Bidder Conferences (also called vendor conferences, contractor conferences, or pre-bid conferences) are meetings between buyers and all prospective sellers prior to the submittal of bids or proposals. They are used to ensure that all sellers have a clear and common understanding of the procurement and that no bidders receive preferential treatment. Responses to questions are incorporated as procurement document amendments. To be fair, buyers must ensure that all sellers hear every question from individual sellers and every answer from the buyer.
Question 13
Following are the parameters estimated in the Earned Value analysis of a project:

  • Actual Cost: $2,000,000
  • Cost Variance: $-200,000
  • SPI: 1.1
  • Budget at Completion (BaC): $5,200,000

What is the Earned Value of the project?

A
$5,200,000
B
$1,800,000
C
$3,200,000
D
$2,200,000
Question 13 Explanation: 
Cost Variance (CV) = Earned Value (EV) − Actual Cost (AC)

−200,000 = EV − 2,000,000

EV = 1,800,000
Question 14
As the project manager you are reviewing the earned value analysis report performed by your team. The SPI is 0.87. What does this figure mean to you?

A
The project is getting 87 cents out of each dollar spent.
B
Your project is running according to the budget.
C
The progress of your project is only 87% of what it is planned, so you are behind the schedule.
D
You are ahead of schedule.
Question 14 Explanation: 
The Schedule Performance Index (SPI) is a measure of the project performance in terms of the time schedule. SPI < 1 shows that the project is behind schedule.
Question 15
As the project manager you wish to use a document that shows the work assigned to each project team member. What’s the title of the document that you will use?

A
Project Resources Matrix (PRM)
B
Project Schedule
C
Resource Planning Chart (RPC)
D
Responsibility Assignment Matrix (RAM)
Question 15 Explanation: 
A Responsibility Assignment Matrix (RAM) illustrates association between work packages/activities and team members. It makes it easy for team members to view all the project activities for which a particular person is assigned, and the level of their responsibility.
Question 16
You are managing a project in a highly cost sensitive company. Therefore, you need to reduce the costs to the extent possible. Which one of the following categories of cost would you consider as the first option for cost reduction?

A
Indirect and direct costs
B
Direct and variable costs
C
Indirect and variable costs
D
Variable and fixed costs
Question 16 Explanation: 
Direct costs belong to project resources which can be scaled down or reduced. Variable costs depend on the amount of work performed by resources. Therefore, there is a higher opportunity to reduce it by reducing the scope and amount of work required.
Question 17
Budget forecasts are created during which of the following project management process groups?

A
Planning
B
Executing
C
Monitoring & Controlling
D
Initiating
Question 17 Explanation: 
Budget forecasts are one of the outputs of the Control Costs process which is in Monitoring & Controlling.
Question 18
As a project manager you are involved in purchasing various items for the project. However, you suddenly receive an official letter from your client ordering the immediate termination of the project. What will be your best course of action?

A
Release the Project Team
B
Perform Procurement Audits
C
Perform Inspections & Audits
D
Refer to Project Closure Guidelines in Organizational Process Assets
Question 18 Explanation: 
Since this is a case of project closure before its completion, as a project manager the BEST thing to do for you is to make sure the steps to close a project are followed. Project Closure Guidelines in Organizational Process Assets are the best source of information in such a situation.
Question 19
Which of the following is not a tool and technique of the Collect Requirements process?

A
Inspection
B
Facilitation
C
Prototypes
D
Questionnaires & Surveys
Question 19 Explanation: 
Inspection is a tool and technique for the Validate Scope process while the other options are all the tools used for the Collect Requirements process.
Question 20
In an industrial project the equipment installation can be started 15 days after the equipment foundation is completed. What type of dependency is this?

A
Finish-to-start with a 15-day lag
B
Finish-to-finish with a 15-day lag
C
Start-to-finish with a 15-day lead
D
Finish-to-start with a 15-day lead
Question 20 Explanation: 
The dependency between the two activities is a Finish-to-Start (FS) type because the second activity can start only after the completion of the first one. There is also a time lag of 15 days before the second activity can start.
Question 21
According to Tuckman, which of the following is not one of the stages of team development?

A
Norming
B
Delegating
C
Forming
D
Performing
Question 21 Explanation: 
According to Tuckman, the stages of team development are Forming, Storming, Norming, Performing, and Adjourning.
Question 22
You are reviewing the earned value analysis of your project and you see following information:

  • Earned Value = $500,000
  • Actual Cost = $550,000
  • Planned Value = $600,000
According to this information what is the status of your project?

A
Behind schedule and under budget
B
Ahead of schedule and over budget
C
Ahead of schedule and under budget
D
Behind schedule and over budget
Question 22 Explanation: 
SV = EV − PV
SV = 500,000 − 600,000
SV = $−100,000
Since SV is negative the project is behind schedule.

CV = EV − AC
CV = 500,000 − 550,000
CV = $−50,000
Since CV is negative the project is over budget.
Question 23
Which of these is an output from the Acquire Resources process?

A
Staffing Management Plan
B
Organizational chart
C
RAM
D
Project team assignments
Question 23 Explanation: 
After determining elements such as the roles and responsibilities, reviewing recruitment practices, and negotiating for staff, project team members are assigned to project activities as part of the Acquire Resources process.
Question 24
Which one of the following is not an input to the Develop Project Charter process?

A
Stakeholders Register
B
Organizational Process Assets
C
Agreements
D
Business Case
Question 24 Explanation: 
Inputs of the Develop Project Charter process are:

  • Business Case
  • Agreements
  • Enterprise Environmental Factors
  • Organizational Process Assets
Question 25
Which one of the following is not an output of the Direct & Manage Project Work process?

A
Deliverables
B
Change Requests
C
Work Performance Reports
D
Project document updates
Question 25 Explanation: 
Work Performance reports are an output of the Monitor and Control Project Work process while the outputs of the Direct & Manage Project Work process are:

  • Deliverables
  • Work Performance data
  • Issue log
  • Change requests
  • Project management plan updates
  • Project document updates
  • Organizational process assets updates
Question 26
As a project manager involved in the Control Procurements process you are aware that early termination of a contract is a special case of procurement closure. The special cases of procurement closure can result from all of the following except?

A
Mutual agreement of both parties to terminate
B
Cause or convenience outside the terminations clause of the contract
C
Convenience of the buyer provided in the contract
D
Default of one party
Question 26 Explanation: 
Early termination of a contract is a special case of procurement closure that can result from a mutual agreement of both parties, from the default of one party, or for the convenience of the buyer if provided for in the contract. The rights and responsibilities of the parties in the event of an early termination are contained in a terminations clause of the contract.
Question 27
The cost baseline is developed during which process?

A
Estimate costs
B
Develop schedule
C
Monitor & control project work
D
Determine budget
Question 27 Explanation: 
The cost baseline or project budget is developed in the Determine Budget process which is a planning process in project cost management.
Question 28
Which statement about the project critical path is true?

A
The critical path has zero total float and it shows the earliest possible time to complete the project
B
The critical path consumes the biggest portion of the project budget compared to other paths
C
A project can have only one critical path
D
The critical path has zero or negative total float
Question 28 Explanation: 
The critical path can have negative total float in the case that there is a constraint set on the project finish date.
Question 29
While acquiring your project team you realize that according to the project charter a specific consultant is required to be on your team. This consultant has particular knowledge and your client has dictated that you hire him as a team member. This situation describes which one of the tools and techniques of the Acquire Resources process?

A
Virtual Teams
B
Multicriteria Decision Analysis
C
Pre-Assignment
D
Negotiation
Question 29 Explanation: 
Pre-assignment involves selecting project team members in advance. It occurs when specific people were promised as part of the project proposal, the project is dependent on expertise of particular persons, or staff assignments are defined within the project charter.
Question 30
You are assigned as the manager of a huge multi-billion dollar infrastructure project with a time span of 3 years. You are working in the planning process group of your project and currently you are creating the project WBS. Due to lack of information you decide to create the WBS of the commissioning phase of the project (which is the last phase) in more details later on when you have more information. This approach to creating the WBS is also known as:

A
Rolling wave planning
B
Agile planning
C
Progressive planning
D
Water fall planning
Question 30 Explanation: 
Rolling wave planning involves planning near-term items in greater detail than those that are further off in time.
Question 31
Your project is 4 weeks behind schedule and you have been asked to crash the project in order to make up the lost time. The tasks listed in the table below are all on the critical path. Which of the tasks below would you crash?

PMP T1

A
Task A
B
Tasks C & E
C
Tasks D & E & F
D
Tasks B & D
Question 31 Explanation: 
When crashing a project you will always crash those tasks that have the smallest crash cost. While all of these answers will give you a 4 week reduction in duration, crashing tasks C & E is the cheapest option:

Task A = 6,500
Tasks C & E = 2,000 + 3,500 = 5,500
Tasks B & D = 2,500 + 3,500 = 6,000
Tasks D & E & F = 3,500 + 3,500 + 4,000 = 11,000
Question 32
You are managing a project and one of your close friends is also a manager at the client organization. During the project execution, your friend asks for changes to be made in the project scope, and with the reasoning that the changes are critical to the success of the project, he asks you to handle them on an informal basis. He argues that if you want to follow the normal change procedures you will lose considerable time. What should you do in this situation?

A
Perform the changes according to the manager’s request because they are crucial to the project success, but document them later on when the project is on track and there are no more changes to be made.
B
Since what the manager has asked you is unethical you should refuse the changes.
C
Explain to the manager that the change should be handled through the formal change management process and it should be documented.
D
Comply with the manager’s request since it is critical to the project success.
Question 32 Explanation: 
The correct response is that you would explain to the manager that you would need to formally document these as part of a project scope change and put it through the change management process. Complying with the manager's request is incorrect and violates the code of ethics and professional responsibility that you have towards your organization. Refusing to take up the changes may be too drastic a step.
Question 33
As a project manager you are using a fishbone diagram to find the potential risks on your project. Which process are you in?

A
Control Quality
B
Plan Risk Response
C
Identify Risk
D
Perform Qualitative Risk Analysis
Question 33 Explanation: 
A fishbone diagram (also called cause and effect analysis or Ishikawa diagram) is used in the Identify Risks process to determine the potential risks that might affect the project.
Question 34
As a project manager you are currently involved in a Close Project or Phase process. In this situation which one of the following activities would be your lowest priority?

A
Measuring the project scope against the project management plan.
B
Finalizing all activities across all of the Project Management Process Groups.
C
If a project is terminated before completion, starting procedures to investigate and document the reasons for this early termination.
D
Performing activities such as finalizing open claims, updating records to reflect final results, and archiving such information for future use.
Question 34 Explanation: 
Closing out a contract involves administrative activities such as finalizing open claims, updating records to reflect final results, and archiving such information for future use. Procurement Close could be done at any stage of the project and is not associated only with Close Project or Phase process.
Question 35
You are the construction project manager of an important stadium which is going to be used for the Winter Olympics. The games start a month from now, and your project has faced some weather delays in pouring the concrete for the landscaping. You know that bad weather might affect the quality of the concrete, however since the deadline is closing you decide to not delay the project anymore and go ahead with the remaining concrete work. Which risk strategy are you undertaking?

A
Mitigate
B
Accept
C
Exploit
D
Transfer
Question 35 Explanation: 
In this situation your are taking the Acceptance strategy. Acceptance is adopted when there is no possibility to eliminate all threats from a project. This means the project team has decided not to change the project management plan to deal with a risk or is unable to identify a response strategy. This strategy can be active or passive acceptance. Passive Acceptance: No action except documenting the strategy and leave project team to deal with the risks as they occur. Active Acceptance: Establish a contingency reserve (time/money/resources).
Question 36
As a software project manager you are in the initial stages of the project. Based on your past experience you know that the project will face a lot of challenges in terms of budget and time schedule. In which of the following project management documents would you record these challenges?

A
Project Risk Register
B
Project Charter
C
Issue Log
D
Project Management Plan
Question 36 Explanation: 
Since you are in the initial stage of the project the risks should be recorded in the project charter. However, if the project has completed the initiation stage, the risks should be recorded in the risk register as part of the project management plan.
Question 37
Tom is managing a software development project in a large IT firm. According to the project essential requirements, he has written an email to one of the functional managers and requested a number of staff to be assigned to his project on a permanent basis for a 2-week period. The functional manager has rejected Tom’s request. What should Tom do in this situation?

A
Raise the issue to higher level managers who can decide on project priorities
B
Negotiate with the functional manager
C
Change the sequence of activities so that he can cope with the resource limitations
D
Record this as a risk in the risk register
Question 37 Explanation: 
Tom as the project manager has the ultimate responsibility of acquiring the resources on time. In this situation he should use the negotiation tools and techniques to acquire the project team. Of course other items might also be correct in some situations, but the first most responsible way is to do negotiation with the functional managers.
Question 38
You are managing a residential building construction project. Your client has just requested a change in the lighting system which may increase project risk and costs. What should be your first action?

A
Analyze the impacts of the change
B
Update the project risk register
C
Issue a Change Request
D
Raise the issue to the project sponsor
Question 38 Explanation: 
The first action after receiving any change request is to analyze the impacts. Then after comparing the impacts to the plan you may need to issue a change request to modify the project scope. Raising the issue to the project sponsor is also possible once you are aware of the impacts of the change.
Question 39
For the purpose of recording project lessons learned, you are analyzing the major delay in the project schedule. The root cause of the delay was a demonstration done by a group of green initiative supporters. They were unhappy because their representatives were not informed about all of the arrangements that you are taking to protect the environment. What could you and your team have done better to prevent this from happening?

A
A more accurate risk response planning
B
A clearer communication management plan
C
A better project management plan
D
A more accurate stakeholder identification
Question 39 Explanation: 
Identifying stakeholders and understanding their relative degree of influence on a project is critical. Failure to do so can extend the timeline and raise costs substantially. An important part of a project manager's responsibility is to manage stakeholder expectations and develop a strategy to keep them satisfied.
Question 40
In the Plan Quality Management process, which of the following is not attributable to the cost of non-conformance?

A
Quality measures
B
Rework
C
Downtime
D
Warranty
Question 40 Explanation: 
Quality measures are not an attribute of the cost of non-conformance. The cost of non-conformance result in some kind of a loss or rejection of the project’s output.
Question 41
Categorizing identified stakeholders can assist the project team in building valuable relationships with these stakeholders as the project progresses. All of the following techniques are useful for this purpose except for

A
Stakeholder cube
B
Salience model
C
Stakeholder engagement assessment matrix (SEAM)
D
Power/Interest grid
Question 41 Explanation: 
Stakeholder cube, the Salience model, and the Power/Interest grid are stakeholder mapping and categorization techniques and are used in the Identify Stakeholders process. Stakeholder engagement assessment matrix allows the team to analyze the variance between what the existing and desired engagement levels of the stakeholders are and is used in Plan Stakeholder Engagement.
Question 42
You are managing an IT project and until today you have actually completed $470,000 of work, but based on the cost plan, it should be $560,000. What is the Schedule Variance (SV) percentage at this point in time?

A
−19%
B
−16%
C
19%
D
16%
Question 42 Explanation: 
SV% = (EV − PV) / PV
SV% = ($470,000 − $560,000) / $560,000
SV% = −16%
Question 43
You are managing a small project in the context of a large organization. A strategic decision made in the organization was to shut down one of the operation units which was supposed to work a few days for your project. This might lead to missing a major milestone in your project so you need to do the required planning to acquire outside resources to get your project activity done. Which tools and techniques of the Plan Risk Response process will help you in this situation?

A
Strategies for negative risks or threats
B
Strategies for positive risks or opportunities
C
Contingent response strategies
D
Risk Reassessment
Question 43 Explanation: 
This is the situation where the risk response happens after the trigger which is the sudden shut down of an operational unit in the company. Some responses are designed to use only if a specific event occurs. It is appropriate for the project team to make a response plan that will be executed only under certain predefined conditions (triggers like missing intermediate milestones). The risk response occurs BEFORE the risk and tries to alter the probability and/or impact while the contingency plan only occurs AFTER the trigger (usually the risk event) and focuses only on changing the impact.
Question 44
You're managing a project with a total budget of $1,000,000 and your project is expected to last for one year, with the work and budget spread evenly across all months. The project is now in the fifth month, the work is on schedule, and you have already spent $480,000 of the project budget. What is the Cost Variance in this case?

A
$63,333
B
$20,000
C
−$20,000
D
−$63,333
Question 44 Explanation: 
Cost Variance = Earn Value − Actual Cost

Earn Value = (Total Cost / Total Project Months) * Total Months Completed
Earn Value = ($1,000,000 / 12) * 5
Earn Value = 416,667

CV = 416,667 − $480,000
CV = −$63,333.
Question 45
You are a software development project manager and most of your team members operate from remote locations without the benefit of face-to-face contact. One of your major concerns is to build trust among the team members. Which of the following will help you the most in doing so?

A
Establishing Ground Rules
B
Training
C
Co-Location
D
Team-building activities
Question 45 Explanation: 
Team Building activities help develop trust and help establish good working relationships. Ongoing communications are a part of Team Building Activities. It is a tool used in Develop Team. Especially when the teams become remote, the importance of ongoing communication increases in building trust among the team members.
Question 46
You are managing an airport construction company. In the middle of the project you realize that one of the subcontractors is not meeting the quality requirements as stipulated in their contract. This is a risk that may result in the final product of the project being rejected by your client. What is your first course of action?

A
Perform claim administration
B
Raise the risk to the Sponsor
C
Initiate a change request
D
Perform inspection & audit
Question 46 Explanation: 
According to the PMBOK® Guide (6th Edition), inspections and audits required by the buyer and supported by the seller as specified in the procurement contract can be conducted during execution of the project to verify compliance in the seller's work processes or deliverable. If authorized by contract, some inspection and audit teams can include buyer procurement personnel.
Question 47
You are in charge of performing the financial analysis for a troubled project in your company. The project is currently on hold and based on the results of your work, top management will decide on continuing or dropping the project. Which category of costs should you not consider in your analysis?

A
Indirect costs
B
Sunk Costs
C
Fixed Costs
D
Variable Costs
Question 47 Explanation: 
Sunk costs are the costs that are expended in the past. Sunk costs should not be considered when deciding on continuing a project.
Question 48
As a project manager in a large organization with various projects similar to yours, you are responsible to report the project status to the top management in a way that quickly and easily gives them the required information. Which one of the following is the best type of report to provide the required information to senior management?

A
Project management plans
B
Gantt Charts
C
Milestone reports
D
Project detailed schedules
Question 48 Explanation: 
The only report that best suits to the needs of senior management is the milestone report. The rest of the mentioned documents include a lot of redundant or detailed information for this purpose.
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