CompTIA PK0-005 Project+ Exam Dumps and Practice Test Questions Set 9 Q161-180

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Question 161 

Which document identifies the communication methods, frequency, recipients, and escalation paths for project information?

A) Communication Management Plan
B) Quality Management Plan
C) Issue Log
D) Procurement Plan

Answer:  A) Communication Management Plan

Explanation: 

The Communication Management Plan is the document created to define how project information will be collected, structured, distributed, escalated, and documented throughout the lifecycle of the project. It includes details such as communication frequency, communication channels, stakeholder expectations, reporting formats, and the type of information that different groups should receive. It ensures that all individuals remain informed, aligned, and updated on project progress. Without a structured plan, communication may become inconsistent, leading to misunderstandings, delays, and unmet expectations.

The Quality Management Plan focuses on quality objectives, quality standards, quality metrics, and the processes used to ensure that deliverables meet the expected level of quality. Although this plan may include some communication requirements related to reporting quality results, it does not define the overall communication structure for the entire project. Therefore, it cannot fulfill the broader responsibilities expected from the Communication Management Plan.

The Issue Log records current problems, challenges, and concerns that arise during the project. It includes issue descriptions, owners, priority levels, and resolution progress. While the Issue Log may include communication regarding individual problems, it is not designed to outline how communication should occur across the project. It only captures specific items rather than global information flow.

The Procurement Plan outlines how goods and services will be acquired. It includes information regarding vendor selection, procurement scheduling, contract types, and purchasing procedures. Although it might include communication expectations specifically for vendors or procurement activities, it does not provide a comprehensive communication strategy.

The Communication Management Plan is the correct answer because it is purposefully designed to ensure that information is delivered effectively and appropriately to all stakeholders. It provides structure, clarity, and consistency to communication efforts and is the primary document used to ensure that all stakeholders receive timely and accurate updates. This plan ensures the project team understands who needs information, when they need it, how it should be delivered, and who is responsible for communicating it. In turn, it improves coordination, minimizes confusion, and keeps all project participants aligned with project goals, expectations, and progress.

Question 162 

Which scheduling method evaluates the earliest and latest times activities can start or finish without delaying the project?

A) Critical Path Method
B) Fast Tracking
C) Rolling Wave Planning
D) Resource Leveling

Answer:  A) Critical Path Method

Explanation:

The Critical Path Method is a scheduling technique used to determine the longest sequence of dependent project activities. It identifies which tasks have zero float, meaning they cannot be delayed without affecting the project’s final completion date. The method also calculates earliest start times, earliest finish times, latest start times, latest finish times, and the amount of float available on non-critical tasks. This information enables project managers to prioritize critical activities, allocate resources effectively, and monitor schedule performance. It is the only method among the choices specifically designed to evaluate earliest and latest possible times for task scheduling.

Fast Tracking is a schedule compression method in which activities originally planned sequentially are instead performed in parallel where feasible. While Fast Tracking can shorten a schedule, it introduces greater risk because overlapping tasks may cause rework. It does not calculate early or late start and finish times.

Rolling Wave Planning involves planning near-term work in detail while leaving future work more generalized until it approaches execution. This method supports progressive elaboration and improves accuracy later in the project. However, it does not examine earliest or latest activity timings.

Resource Leveling adjusts the project schedule based on resource availability. By restructuring or delaying activities to ensure resources are not overallocated, resource leveling may extend the project duration. Although it helps in balancing workloads, it does not calculate early or late time constraints.

Therefore, the Critical Path Method is the correct answer because it is the only scheduling method intended to identify the earliest and latest times activities can begin or end without affecting the project completion date. It provides a clear understanding of which activities must be closely monitored to avoid schedule delays, making it essential for effective project time management.

Question 163 

Which conflict resolution technique aims to find a win-win solution that satisfies all parties?

A) Collaborating
B) Forcing
C) Avoiding
D) Compromising

Answer:  A) Collaborating

Explanation: 

Collaborating is a conflict resolution technique that seeks a win-win outcome by fully addressing the concerns and goals of all involved parties. It requires open communication, mutual respect, and joint problem-solving. Collaborating takes more time and effort than other conflict resolution methods but often produces the most beneficial and lasting solutions. It strengthens relationships, builds trust, and ensures that all participants feel their needs were addressed and valued.

Forcing is a win-lose strategy in which one party imposes its viewpoint on others. This technique may resolve conflicts quickly but can lead to resentment, reduced motivation, and damaged relationships. Forcing is appropriate in emergency situations where a quick decision is necessary, but it does not produce mutually beneficial outcomes.

Avoiding delays or sidesteps conflict instead of resolving it. This method may be used when the issue is trivial or when emotions are too high to address the conflict productively. However, avoiding does not solve the underlying problem, and unresolved issues may resurface later with greater intensity.

Compromising results in a partial win and partial loss for all participants. Each party must give up something to reach an agreement. Although this method can be effective when time is limited, it may not fully address everyone’s concerns and often leads to temporary or less effective solutions.

Collaborating is the correct answer because it is the only conflict resolution technique aimed at meeting the interests of all parties. It encourages open discussion, fosters teamwork, and ensures that solutions benefit the entire group. This win-win approach is especially valuable in long-term projects and situations where relationships and shared goals are important.

Question 164 

Which risk response involves changing the project plan to eliminate the threat entirely?

A) Avoidance
B) Mitigation
C) Acceptance
D) Transference

Answer:  A) Avoidance

Explanation: 

Avoidance is a risk response strategy that eliminates the threat by altering the project plan, approach, scope, or environment so that the risk can no longer occur. This might involve removing risky activities, changing the project schedule, adopting different technologies, or modifying requirements. Avoidance is typically used when a risk carries significant probability or potential impact, and the project team has the ability to modify the plan to eliminate the threat completely.

Mitigation reduces the probability or impact of the risk but does not eliminate it. For example, additional testing might reduce the likelihood of errors, or training might reduce the impact of inexperienced personnel. Mitigation addresses risks proactively but does not remove the threat entirely from the project.

Acceptance is a response used when risks are considered low impact or unavoidable. The project team acknowledges the risk and chooses not to take immediate action. Acceptance may be passive, meaning no action is taken, or active, meaning contingency reserves or plans are created in case the risk occurs.

Transference shifts the impact of the risk to a third party. Contracting work to a vendor or purchasing insurance are examples of transferring risk. The risk still exists, but another entity becomes responsible for its impact.

Avoidance is the correct answer because it is the only response strategy designed to completely eliminate the risk by modifying the project approach so that the risk can no longer affect the project.

Question 165 

Which project role ensures resources are available and provides financial support for the project?

A) Sponsor
B) Project Coordinator
C) Functional Manager
D) End User

Answer:  A) Sponsor

Explanation: 

The sponsor is the individual or group responsible for providing organizational support and financial backing for the project. They authorize the project, approve key documents, champion the project within the organization, and help remove obstacles that the project manager cannot resolve alone. Sponsors ensure that adequate human, financial, and material resources are available and help secure funding as needed. Their executive authority makes them essential for major decisions and high-level guidance.

The project coordinator assists the project manager with administrative tasks, scheduling updates, and communication activities. However, this role does not include financial authorization or the power to secure resources independently. The project coordinator focuses on supporting the project team rather than providing direct sponsorship.

The functional manager oversees personnel within a specific department and may assign resources based on departmental capacity. Although functional managers contribute to resource decisions, they do not typically provide financial support for the entire project or authorize major project decisions. Their authority is limited to their functional area.

The end user is the individual or group who will ultimately use the product, service, or outcome produced by the project. End users provide valuable input, participate in acceptance testing, and help define requirements, but they do not fund the project or secure resources.

The sponsor is the correct answer because this role is directly responsible for providing financial resources, ensuring organizational support, and facilitating high-level guidance. The sponsor plays a key role in ensuring the project has what it needs to succeed and remains aligned with organizational priorities.

Question 166 

Which type of dependency is based on contractual or mandatory requirements between tasks?

A) Hard Dependency
B) Discretionary Dependency
C) External Dependency
D) Resource Dependency

Answer:  A) Hard Dependency

Explanation: 

A hard dependency, also known as a mandatory dependency, refers to a relationship between tasks that cannot be altered because it is based on contractual obligations, legal requirements, or the intrinsic nature of the work. For example, concrete must cure before building a structure on top of it. These dependencies are fixed and must be followed exactly as defined. Hard dependencies ensure proper sequencing and compliance with rules or technical requirements.

A discretionary dependency, also called a preferential dependency, is based on best practices, team preferences, or organizational standards. These dependencies may be modified if needed because they are not legally or technically required. They provide flexibility when optimizing schedules.

An external dependency involves factors outside the control of the project team, such as regulatory approvals, vendor deliveries, or stakeholder inputs. External dependencies affect scheduling but do not originate from mandatory internal requirements.

A resource dependency is related to the availability of people, equipment, or materials. Tasks might be delayed or scheduled differently depending on resource constraints, but these dependencies are not mandatory or contractual in nature.

A hard dependency is the correct answer because it is the only one that is mandatory due to legal, regulatory, contractual, or physical requirements. These dependencies cannot be changed without violating rules or altering the nature of work.

Question 167 

Which document defines how project deliverables will be validated, reviewed, and measured?

A) Quality Management Plan
B) Change Log
C) Schedule Baseline
D) Issue Log

Answer:  A) Quality Management Plan

Explanation: 

The Quality Management Plan outlines the processes, tools, metrics, and techniques that will be used to ensure that project deliverables meet the required standards. It defines how quality will be monitored, controlled, and assured throughout the project lifecycle. The plan includes details such as acceptance criteria, validation procedures, quality audits, testing requirements, and measurement standards. It ensures that deliverables are reviewed systematically and that defective items are identified and corrected promptly.

The Change Log records approved or pending changes to project scope, schedule, cost, or quality. While some changes might involve deliverable quality, the Change Log does not define how deliverables are validated. It merely tracks change decisions.

The Schedule Baseline contains the approved schedule and timeline for the project. Although it helps track timing, it does not describe how deliverables are measured or validated. It is used for performance tracking but not quality verification.

The Issue Log documents current project problems, including their descriptions, owners, and resolution progress. It helps monitor ongoing issues but does not outline how deliverables will be reviewed or validated.

The Quality Management Plan is the correct answer because it explicitly defines how deliverables will be assessed, tested, reviewed, and measured to ensure they meet project and stakeholder expectations.

Question 168 

Which scheduling compression technique increases costs by adding resources to reduce activity duration?

A) Crashing
B) Fast Tracking
C) Critical Path
D) Lean Scheduling

Answer:  A) Crashing

Explanation: 

Crashing is a schedule compression technique in which additional resources are added to critical path activities to reduce their duration. This may include assigning more team members, adding additional shifts, or bringing in external experts. Crashing is effective for shortening the schedule but increases costs significantly due to overtime, additional personnel, or expedited procurement. Because crashing targets tasks on the critical path, it directly affects the overall project timeline.

Fast Tracking is another schedule compression method but differs because it overlaps activities that were originally planned to occur sequentially. While Fast Tracking can shorten the schedule, it does not necessarily increase costs. Instead, it introduces additional risks such as rework, quality issues, or dependency conflicts.

Critical Path is a scheduling analysis technique used to identify the longest sequence of tasks and determine which activities cannot be delayed. It does not shorten the schedule but helps identify where compression techniques like crashing or fast tracking should be applied.

Lean Scheduling focuses on eliminating waste and improving efficiency through better workflow and reduced bottlenecks. It does not typically require additional resources and does not intentionally increase costs to reduce timelines.

Crashing is the correct answer because it is the only technique specifically designed to shorten activity duration by adding resources, leading to increased costs.

Question 169 

Which document tracks vendor performance, contract progress, and procurement issues?

A) Procurement Log
B) Work Breakdown Structure
C) RACI Chart
D) Scope Statement

Answer:  A) Procurement Log

Explanation:

The Procurement Log is a central document used in project management to monitor and track procurement-related activities, including vendor performance, contract milestones, and any procurement issues that arise during a project. This log provides detailed records of vendor deliveries, adherence to timelines, and any discrepancies in quality or service. It serves as an ongoing record of all procurement actions, enabling project managers to maintain accountability and ensure that contracts are executed according to agreed terms. By documenting procurement risks and issues as they occur, the procurement log also acts as a tool for proactive management and resolution, helping to prevent delays or budget overruns.

The Work Breakdown Structure (WBS) is a tool for breaking down a project’s overall scope into smaller, more manageable components or deliverables. While it is crucial for organizing project work and defining responsibilities, it does not track procurement progress or vendor performance. Its primary focus is on structuring the project into logical work packages, which aids in planning, scheduling, and resource allocation but does not provide visibility into vendor-related data or contract execution.

A RACI Chart defines roles and responsibilities for specific tasks or deliverables, clarifying who is Responsible, Accountable, Consulted, or Informed. While vendors could potentially be included in a RACI chart, the chart’s purpose is not to track their performance or document procurement issues. It helps ensure clarity in responsibilities and communication but lacks the detailed monitoring functionality of a procurement log.

The Scope Statement defines project objectives, boundaries, deliverables, assumptions, and constraints. It is foundational in establishing what the project will accomplish, but it does not provide mechanisms to track ongoing procurement activity or vendor compliance. The scope statement is static, describing the work to be done, whereas the procurement log is dynamic, tracking actual progress and performance. The Procurement Log is correct because it specifically addresses tracking procurement actions, vendor performance, and contract execution, ensuring project procurement is visible and well-managed.

Question 170 

Which method gathers input from experts anonymously in several rounds to reach a consensus?

A) Delphi Technique
B) Brainstorming
C) Affinity Grouping
D) Nominal Group Technique

Answer:  A) Delphi Technique

Explanation:

The Delphi Technique is a structured approach used to collect expert opinions anonymously through multiple rounds of questionnaires. Each round builds upon the previous one, allowing experts to review summarized feedback and refine their responses. This iterative process continues until a consensus or stable range of responses is achieved. By maintaining anonymity, the Delphi Technique reduces the influence of dominant personalities and encourages honest, unbiased input. This makes it particularly effective in situations where group dynamics could otherwise skew the results.

Brainstorming is an open, collaborative method for generating a large number of ideas quickly. Participants share ideas freely, often in a face-to-face session, but this process is not anonymous and does not involve multiple iterative rounds for reaching consensus. Its primary purpose is idea generation rather than structured expert agreement. Brainstorming can be useful early in the decision-making process but does not ensure consensus among participants or reduce bias from dominant individuals.

Affinity Grouping is a technique used to organize ideas into clusters based on similarity after a brainstorming session. While it helps in sorting and categorizing ideas, it does not involve iterative rounds of anonymous feedback or a structured method to achieve consensus. Its primary function is categorization and visualization rather than expert evaluation or decision-making.

The Nominal Group Technique is a more structured method than brainstorming, involving individual idea generation, discussion, and ranking of ideas to prioritize them. While it increases participation and reduces dominance issues compared to brainstorming, it typically occurs in a single session and does not maintain anonymity or use multiple iterative rounds. The Delphi Technique is the correct choice because it uniquely combines anonymity, multiple feedback rounds, and iterative refinement to reach a consensus among experts.

Question 171 

Which estimate accounts for uncertainty by using optimistic, pessimistic, and most likely values?

A) Three-Point Estimating
B) Analogous Estimating
C) Bottom-Up Estimating
D) Vendor Quote

Answer:  A) Three-Point Estimating

Explanation:

Three-Point Estimating is a project management technique that calculates estimates by considering three distinct values: the optimistic estimate (best-case scenario), the pessimistic estimate (worst-case scenario), and the most likely estimate. By integrating these three values, this method accounts for uncertainty and variability, providing a more realistic prediction of time or cost. It reduces bias that can occur from relying solely on a single-point estimate and allows project managers to perform probabilistic calculations such as expected value, improving risk management.

Analogous Estimating uses historical data from previous projects to create estimates for similar tasks or deliverables. It is generally faster but does not inherently account for uncertainty unless additional methods are applied. The accuracy of analogous estimates relies heavily on the similarity of past projects and cannot provide a probabilistic range like Three-Point Estimating.

Bottom-Up Estimating involves estimating individual components or tasks and then aggregating them to create a total project estimate. While detailed and potentially more accurate, this approach does not automatically incorporate uncertainty through optimistic or pessimistic scenarios unless paired with techniques such as Three-Point Estimating.

Vendor Quotes provide estimates from external suppliers or contractors for goods or services. These quotes reflect the vendor’s anticipated costs or timelines but do not inherently consider uncertainty ranges unless specifically requested. Three-Point Estimating is the correct option because it is explicitly designed to address uncertainty through a combination of optimistic, pessimistic, and most likely values, making it a probabilistic and comprehensive approach to estimating.

Question 172 

Which risk analysis technique prioritizes risks by their probability and impact?

A) Qualitative Analysis
B) Quantitative Analysis
C) Cost-Benefit Analysis
D) Expert Judgment

Answer:  A) Qualitative Analysis

Explanation:

Qualitative Risk Analysis is a method used to prioritize risks based on subjective assessment of their probability of occurrence and potential impact on project objectives. Tools such as probability-impact matrices are commonly used to categorize risks into high, medium, or low priority. This approach allows project teams to focus resources on the most critical risks early in the project lifecycle. It is generally faster, less data-intensive, and can be performed with limited information compared to quantitative methods.

Quantitative Risk Analysis involves using numerical techniques, such as simulations, decision trees, and expected monetary value, to calculate the potential impact of risks. While this method provides precise, data-driven insight, it is more resource-intensive and is typically performed after qualitative analysis to examine high-priority risks in detail.

Cost-Benefit Analysis evaluates the financial implications of implementing a specific risk response by comparing the expected costs against anticipated benefits. While useful for evaluating risk mitigation strategies, it does not directly prioritize risks according to probability and impact, which is the primary purpose of qualitative analysis.

Expert Judgment relies on the experience and knowledge of individuals or groups to assess risks. Although valuable for identifying and understanding risks, it does not systematically rank them based on probability and impact. Qualitative Analysis is the correct answer because it explicitly prioritizes risks by assessing their likelihood and potential effect on project outcomes, enabling effective risk management and resource allocation.

Question 173 

Which document lists items that must be completed before the project is formally closed?

A) Closeout Checklist
B) Project Charter
C) Requirements Traceability Matrix
D) Gantt Chart

Answer:  A) Closeout Checklist

Explanation:

The Closeout Checklist is a project management tool used to ensure all tasks required to formally close a project are completed. It typically includes actions such as obtaining sign-offs on deliverables, releasing project resources, archiving documents, updating lessons learned, and formally closing contracts. The checklist ensures that closure activities are not overlooked and provides a structured way to verify that the project has met all its objectives before being officially terminated.

The Project Charter is a foundational document that authorizes the project and defines its high-level objectives, scope, and stakeholders. While it sets the stage for project execution, it does not provide a detailed list of closure activities. Its focus is on project initiation rather than project completion.

The Requirements Traceability Matrix maps project requirements to their corresponding deliverables and ensures that all requirements are met. While it is useful for monitoring progress and confirming deliverables, it does not include specific steps needed to close a project, such as obtaining approvals or archiving records.

A Gantt Chart is a visual representation of the project schedule, showing tasks, dependencies, and timelines. It is primarily a planning and tracking tool and does not include the formal closure steps required for completing a project. The Closeout Checklist is the correct choice because it directly addresses the completion of all necessary closure activities, ensuring the project is formally and systematically concluded.

Question 174 

Which tool visually displays project data trends over time to identify patterns?

A) Run Chart
B) Scatter Plot
C) Network Diagram
D) Histogram

Answer:  A) Run Chart

Explanation:

A Run Chart is a visual tool that plots data points in time order, making it an effective method for identifying trends, shifts, or patterns in processes over a period. By displaying data sequentially, it helps project managers and teams see fluctuations, cyclical behavior, or improvements, which can guide decision-making and continuous process improvement. Run Charts are widely used in quality management, performance monitoring, and project analytics because they provide an immediate visual understanding of how a variable changes over time.

A Scatter Plot, in contrast, plots two variables against each other to identify potential correlations or relationships. While useful for analyzing how one factor affects another, it does not focus on time-sequenced data. Scatter Plots are better suited for regression analysis or examining cause-effect relationships rather than observing temporal patterns.

A Network Diagram serves a different purpose entirely. It illustrates the sequence and dependencies of project tasks, showing how activities are interconnected and what needs to be completed before others can begin. Although essential for planning and scheduling, Network Diagrams are not designed to track trends or changes over time in a process.

A Histogram is a type of bar chart that displays the frequency distribution of data. It is excellent for showing how often certain outcomes occur, but it does not display how data evolves over time. Histograms are static representations of data distribution rather than dynamic trend trackers.

Run Chart is the correct choice because it specifically focuses on sequential data, enabling teams to monitor project performance and identify trends over a time period. Its unique time-based visualization sets it apart from the other tools listed.

Question 175 

Which meeting is used to evaluate team performance and collaboration after project completion?

A) Retrospective
B) Kickoff Meeting
C) Steering Committee Meeting
D) Risk Review

Answer:  A) Retrospective

Explanation:

A Retrospective is a post-project or post-phase meeting focused on evaluating team performance, collaboration, processes, and outcomes. During this meeting, the team reflects on what went well, what challenges they faced, and what improvements can be implemented for future projects. It encourages open communication and learning, fostering a culture of continuous improvement within the organization.

A Kickoff Meeting, by contrast, occurs at the start of a project. Its purpose is to align the team on project objectives, roles, responsibilities, and schedules. While critical for setting expectations and creating initial team alignment, it does not evaluate performance or collaboration after completion.

A Steering Committee Meeting focuses on governance, decision-making, and high-level project oversight. This type of meeting is primarily aimed at sponsors or executives to provide guidance or approvals rather than evaluating the detailed performance of the project team.

A Risk Review examines project risks, their mitigation strategies, and potential impacts. It does not focus on team behavior, collaboration, or lessons learned from project execution.

Retrospective is the correct choice because it is uniquely designed to review team performance after project completion. It captures insights on teamwork, communication, and process efficiency, allowing organizations to continuously improve.

Question 176 

Which contract type allows payment of actual costs plus a fixed fee to the seller?

A) Cost Plus Fixed Fee
B) Firm Fixed Price
C) Time and Materials
D) Incentive Contract

Answer:  A) Cost Plus Fixed Fee

Explanation:

Cost Plus Fixed Fee (CPFF) contracts are structured to reimburse the seller for all allowable, actual costs incurred during project execution, and in addition, provide a fixed fee that represents the seller’s profit. This fixed fee does not vary with actual costs, which makes it a predictable profit component for the seller while allowing flexibility for the buyer to pay only for actual expenditures. CPFF contracts are often used when the scope is uncertain, or when costs are difficult to estimate upfront. They provide transparency for both parties, as all costs are documented and reviewed during the project.

A Firm Fixed Price (FFP) contract, in contrast, involves a predetermined total price agreed upon before work begins. The seller assumes the risk of cost overruns, meaning that if expenses exceed the agreed-upon price, the seller absorbs the additional costs. This type of contract is ideal when project requirements are well defined, and cost certainty is critical. However, FFP does not provide reimbursement for actual costs, which differentiates it sharply from CPFF.

Time and Materials (T&M) contracts operate differently, as they are based on labor hours at set rates plus the cost of materials used. The buyer pays for work performed and resources consumed, often without a fixed fee. T&M is commonly used for projects with variable scope, or when it is difficult to estimate the amount of work required. While T&M contracts include reimbursement of costs, they do not include a fixed profit component like CPFF.

Incentive Contracts aim to motivate the seller to perform efficiently by offering additional payment based on meeting or exceeding specific performance metrics, such as cost, schedule, or quality targets. These contracts encourage high performance but may involve complex calculations for incentives. Unlike CPFF, the payment is tied to performance outcomes rather than simply reimbursing actual costs plus a fixed fee.

The correct answer is Cost Plus Fixed Fee because it uniquely combines reimbursement for actual costs with a fixed profit fee. This structure allows sellers to cover expenses while providing a guaranteed profit, making it suitable for projects with uncertain or evolving requirements, unlike Firm Fixed Price, Time and Materials, or Incentive contracts which handle costs and profits differently.

Question 177 

Which method allows team members to pull tasks from a workflow as they have capacity?

A) Kanban
B) Waterfall
C) Critical Path
D) Crashing

Answer:  A) Kanban

Explanation:

Kanban is a visual project management method designed to improve workflow efficiency and reduce bottlenecks. In Kanban, tasks are represented on a board, often with columns representing different stages of work. Team members “pull” tasks from the backlog into the active workflow when they have the capacity to take on new work. This pull-based approach prevents overloading team members and ensures a smooth flow of tasks, promoting continuous delivery and adaptability in dynamic work environments.

Waterfall, in contrast, is a sequential project management methodology where tasks progress in a linear order through defined phases such as initiation, planning, execution, and closure. Waterfall does not allow team members to pull tasks based on individual capacity, as each phase depends on the completion of the previous one. The method emphasizes upfront planning and rigid schedules, which differs significantly from the flexible, pull-driven nature of Kanban.

Critical Path Method (CPM) is a scheduling technique used to determine the sequence of essential tasks that directly affect the project completion date. While CPM helps identify dependencies and the longest path of tasks, it does not provide a mechanism for team members to self-select tasks based on capacity. It is more of an analytical tool than a workflow management method.

Crashing is a project schedule compression technique where additional resources are applied to critical tasks to shorten the overall project duration. Crashing does not involve task pull mechanisms or capacity-based allocation. It focuses on schedule optimization rather than task distribution.

Kanban is correct because it is explicitly designed for capacity-driven task management. Its pull-based workflow empowers team members to select tasks when ready, preventing bottlenecks and improving efficiency. Unlike Waterfall, CPM, or Crashing, Kanban actively manages workflow based on individual and team capacity.

Question 178 

Which project document identifies stakeholders’ roles, interests, and preferred communication methods?

A) Stakeholder Register
B) Change Log
C) Issue Log
D) Budget Sheet

Answer:  A) Stakeholder Register

Explanation:

The Stakeholder Register is a comprehensive document that lists all individuals, groups, or organizations affected by or interested in a project. It captures each stakeholder’s roles, responsibilities, level of influence, expectations, interests, and preferred communication methods. This allows the project manager to plan and tailor communication effectively, ensuring engagement and minimizing misunderstandings. Maintaining an accurate Stakeholder Register is crucial for proactive stakeholder management and risk mitigation throughout the project lifecycle.

A Change Log is used to document all requested, approved, or rejected changes within a project. While it is important for tracking modifications to scope, schedule, or cost, it does not provide a detailed understanding of stakeholders’ roles or communication preferences. Its focus is solely on the changes themselves, not the people impacted by them.

An Issue Log tracks current problems or concerns that arise during the project. It details issues, their severity, assigned owners, and resolutions. Like the Change Log, it is task-focused rather than stakeholder-focused, so it cannot replace a Stakeholder Register when identifying interests or communication methods.

A Budget Sheet is a financial document that outlines planned and actual expenditures for a project. Although useful for cost tracking and financial planning, it does not contain stakeholder information, roles, or communication preferences.

The Stakeholder Register is correct because it centralizes all relevant stakeholder details necessary for effective engagement. Unlike Change Logs, Issue Logs, or Budget Sheets, it directly addresses the human and communication aspects of project management, which are essential for fostering collaboration, managing expectations, and minimizing risks.

Question 179 

Which technique visualizes the logical order of tasks using boxes and arrows?

A) Network Diagram
B) Pareto Chart
C) Gantt Chart
D) RACI Chart

Answer:  A) Network Diagram

Explanation:

A Network Diagram is a visual tool used in project management to map out all the tasks involved in a project and show how they are related. It represents each activity as a box or node, while arrows indicate dependencies and the sequence in which tasks must be completed. This type of diagram is especially valuable for identifying the critical path, which consists of tasks that directly impact the project’s completion date. By understanding the relationships and dependencies between tasks, project managers can allocate resources more effectively, anticipate potential bottlenecks, and ensure that the project schedule remains realistic and achievable. Network Diagrams are also instrumental in risk management, as they help identify where delays could occur and allow proactive planning to prevent them.

A Pareto Chart, by contrast, is a bar chart used primarily in quality management and problem-solving. It ranks causes of issues or defects in descending order, allowing teams to focus on the most significant problems first. While Pareto Charts are excellent for prioritization and identifying where to direct improvement efforts, they do not provide information about the sequence or dependencies of project tasks. Their statistical nature is focused on frequency and impact rather than task relationships, making them unsuitable for visualizing task order or project workflow.

A Gantt Chart is another common project management tool that displays tasks as horizontal bars along a timeline. Each bar represents the start and end dates of a task, making it easier to track progress and visualize the overall schedule. While Gantt Charts are highly effective for schedule monitoring, they do not inherently show dependencies with arrows connecting tasks. Without explicitly mapping relationships, they are limited in helping project managers understand the logical sequence of work or identify which tasks are critical to project completion.

A RACI Chart serves a different purpose by clarifying roles and responsibilities within a project. Each task is mapped to team members as Responsible, Accountable, Consulted, or Informed. Although RACI Charts are useful for communication and accountability, they do not provide any insight into task order, sequencing, or dependencies, which are crucial for planning and scheduling.

The Network Diagram is correct because it specifically illustrates the logical flow of tasks using nodes and arrows, making it the most effective tool for understanding task dependencies and scheduling. Unlike Pareto Charts, Gantt Charts, or RACI Charts, it provides a clear visual representation of both the sequence and relationships between tasks, helping project managers plan, monitor, and control projects more effectively.

Question 180 

Which project constraint is most commonly affected when resources become limited?

A) Schedule
B) Quality
C) Stakeholder Engagement
D) Documentation

Answer:  A) Schedule

Explanation:

When resources become limited on a project, the schedule is typically the constraint most directly impacted. Resources can include personnel, equipment, or materials, and any shortage in these areas can slow task completion. For instance, if there are fewer team members available to work on critical activities, or if essential equipment is unavailable, tasks may take longer than originally planned. Even a small delay in one task can ripple through the project, causing subsequent tasks to start later than scheduled and potentially pushing back the overall project completion date. This makes monitoring and managing the schedule particularly important when resources are constrained, as it ensures that milestones and deadlines remain achievable and that the project progresses in a controlled manner despite limitations.

While quality may also be affected, its impact is typically indirect. Teams under resource pressure may attempt to accelerate work by reducing the time spent on quality checks, skipping steps, or simplifying processes. These measures can degrade the quality of deliverables, but quality is a secondary concern compared to the immediate need to complete tasks. The primary challenge remains meeting deadlines and maintaining the planned flow of work. In other words, while quality may suffer as a consequence of resource shortages, it is not the first constraint that is disrupted; the schedule is.

Stakeholder engagement may experience some indirect effects as well. Limited resources can delay communications, updates, or deliverables to stakeholders, which can affect their satisfaction or involvement. However, these effects are secondary because the underlying issue stems from delayed tasks and constrained capacity. Documentation, too, may be postponed or deprioritized when resources are tight, particularly if teams are forced to focus on completing essential work first. Again, this is an indirect effect rather than the primary constraint affected.

The schedule is the correct answer because it is the constraint that immediately responds to resource limitations. Delays caused by insufficient resources are predictable and measurable in terms of task completion and timeline impact. Effective project management under these conditions requires careful planning, resource leveling, and ongoing monitoring to mitigate delays and keep the project on track. Even though other constraints such as quality, stakeholder engagement, or documentation may be influenced, they are typically secondary outcomes of a disrupted schedule. Therefore, when assessing which project constraint is most directly affected by limited resources, the schedule is the primary factor to consider.