CAPM Practice Exam Questions and Answers 2024, Exams of Nursing

Download CAPM Practice Exam Questions and Answers 2024 and more Exams Nursing in PDF only on Docsity! 1 CAPM Practice Exam Questions and Answers 2024 A001. All the following statements about time and materials contracts are true except: a. they are a hybrid type of arrangement that contains aspects of both cost- reimbursable and fixed-price arrangements b. the seller receives a profit in addition to being reimbursed for allowable costs c. the full value of the agreement is not defined at contract award d. the exact quantity of items to be delivered is not defined at contract award - A001. b. PMBOK ® Guide 12.1.1.9 Y b. This question has the word except in it; therefore, we are looking for the answer that does not belong or is not true. This statement is the definition of a cost-reimbursable contract, not a time and materials contract. N a, c and d. These are all true statements and thus not the correct answer. T& M contracts resemble cost reimbursable type arrangements in that they are open-ended. They resemble fixed price from the standpoint that the price per hour or per day is fixed. Neither the full value of the agreement nor the exact quantity of items to be delivered are defined. A002. History shows that your construction firm ignores lessons learned when it comes to risk. Management believes that if we don't talk about risk it will not happen. In this situation we are likely to see more: a. contingency plans b. backup plans c. fallback plans d. workaround - A002. d. PMBOK ® Guide 11.6.3.2 Y d. Workaround plans are unplanned responses to risks. If our organization does not proactively address risk, we are likely to need more workarounds. N a. Contingency plans are the most common method to actively accept a risk. In this question the organization is not developing contingency plans. The organization is doing nothing in regards to risk. N b and c. Backup plans and fallback plans are examples of contingency plans. Often these terms are used for our second contingency in the case the first one does not work completely. If our organization does not have contingency plans they will not have backup or fallback plans. A003. The most efficient means for communicating and ensuring a common understanding with stakeholders is: a. electronic mail b. a face-to-face meeting c. a report 2 d. a voice mail - A003. b. PMBOK ® Guide 10.1.2.4 b. Face-to-face meetings are the most effective means for communicating and gaining a common understanding. During a face-to-face meeting, verbals, non-verbals, and para linguals can all be transmitted. N a, c and d. Notice the question uses the work effective, not the word practical. If a face-to-face meeting is not warranted or practical, telephone calls, electronic mail, and other electronic tools are useful for exchanging information and dialoguing. A004. All of the following are processes of project human resource management except: a. plan human resource management b. manage stakeholder engagement c. manage project team d. acquire project team - A004. b. PMBOK ® Guide Figure 9-1 Y b. Manage stakeholder engagement is a process of project stakeholder management. N a. Plan human resource management is process one of project human resource management. N c. Manage project team is process four of project human resource management. N d. Acquire project team is process two of project human resource management A005. Which one of the following statements is true about quality and grade? a. low quality may not always be a problem b. we should always deliver high grade c. quality and grade are basically the same thing d. low grade may not always be a problem Ellis, Aileen (2015-07-02). CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition (Kindle Locations 14555-14569). . Kindle Edition. - A005. d. PMBOK ® Guide Chapter 8— Quality Introduction Y d. Low grade may not always be a problem. Low grade is acceptable if the customer only needs low grade. N a. Quality products should always be delivered. Quality is the degree to which a set of inherent characteristics fulfills requirements. N b. We should deliver the grade the customer needs— no more, no less. N c. Quality and grade are very different. Quality is the degree to which a set of inherent characteristics fulfill requirements. Grade is a category assigned to a product or service having the same functional use but different technical characteristics. A006. Decomposition is a tool and technique of what process( es)? 5 a. precise measurements are accurate b. accurate measurements are precise c. precision and accuracy are not equivalent d. a high level of precision and accuracy are always required - A015. c. PMBOK® Guide Chapter 8—Quality Introduction c. Precision is consistency that the value of repeated measurements are clustered and have little scatter. Accuracy is correctness that the measured value is very close to the true value. They are not equivalent. N a. Precise measurements are consistent. N b. Accurate measurements are correct. d. The project management team must determine the level of precision and accuracy " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A016. The amount of cost variance allowed on a project usually: a. increases over the life of the project b. decreases over the life of the project c. remains the same over the life of the project d. starts low, gets much higher in the intermediate phases and drops off during the final phase - A016. b. PMBOK® Guide 7.1.3.1 (control thresholds) Y b. The closer we get to completion the less cost variance we often will allow. This is not clearly defined in the book. N a. This statement is just the opposite of what is true. N c and d. At the beginning of a project we usually will allow a wide cost variance. As we get closer to completion, the amount of cost variance allowed tends to get smaller and smaller." "A017. Your project has two activities: activity one is to paint the walls of a classroom and activity two is to hang whiteboards on the walls. It will take about 4 hours for the paint to dry between these activities. Paint drying is an example of: a. float b. free float c. lead d. lag - A017. d. PMBOK®Guide 6.3.2.3 Y d. Lag time is delay time; this is the time needed for the paint to dry. N a. Total float is the total amount of time that a scheduled activity may be delayed from its early start without delaying the project finish date. This question has nothing to do with float. N b. Free float is the amount of time that a schedule activity can be delayed without delaying the early start of any immediately following schedule activity. The question has nothing to do with free float. N c. Lead is a modification of a logical relationship that allows an acceleration of the successor activity. This question it is the exact opposite of a lead. ""delaying the early start of any immediately following schedule activity. The question has nothing to do with free float. 6 N c. Lead is a modification of a logical relationship that allows an acceleration of the successor activity. This question it is the exact opposite of a lead." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A018. The relationship between the scope management plan and the project management plan is described by which of the following? a. the scope management plan is a subset of the project management plan b. the project management plan is a subset of the scope management plan c. the plans are not related d. the plans are exactly the same - A018. a. PMBOK® Guide Section 5.1.3.1 Y a. The scope management plan is a component of the project management plan. N b. The statement is backwards. N c. The plans are related. The scope management plan is a subset of the project management plan. N d. The plans are not exactly the same. The scope management plan is a subset " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A019. Your customer seems pleased with project progress, yet they are constantly coming to you with change requests to add scope. Requested changes are an output of what process? a. develop project management plan b. monitor and control project work c. perform integrated change control d. close project or phase - A019. b. PMBOK® Guide Figure 4-1 Y b. Change requests are an output of monitor and control project work. N a. The project management plan is an output of develop project management plan. N c. Approved change requests are an output of perform integrated change control. N d. All requested changes should be approved or rejected and approved changes implemented before close project. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A020. Change control has been a big issue for you on past projects. It seems that some changes get put into the project baselines without approvals and other approved changes never make it to the baseline. Which of the following is not one of the elements of perform integrated change control? a. immediately implementing all government mandated changes b. controlling factors that create changes to make sure those changes are beneficial c. determining when a change has occurred d. managing the approved changes - A020. a. PMBOK® Guide 4.5 7 Y a. Every change should go through the change control process. In this example we may decide to cancel the project versus implement the change. N b, c and d. Elements of perform inte" "grated change control include: controlling factors that create changes to make sure those changes are beneficial; determining when a change has occurred; and managing the approved changes. " "A021. Critical path method is a tool and technique of what process? a. define activities b. sequence activities c. develop schedule d. estimate activity durations - A021. c. PMBOK® Guide 6.6.2.2 Y c. The critical path method is a tool and technique of the process develop schedule. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A022. All of the following are strategies to deal with risks with potentially positive impacts on project objectives except: a. mitigate b. exploit c. share d. enhance - A022. a PMBOK® Guide 11.5.2.2 Y a. Mitigate is a tool to lower the probability and/or lower the negative impact on project objectives, not positive impact. Be careful of the word except. N b. Exploit is a tool for risks with a potentially positive impact. Be careful of the word except. N c. Share is a tool for risks with a potentially positive impact. Be careful of the word except. N d. Enhance is a tool for risks with a potentially positive impact. Be careful of the word except. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A023. One of your team members asks you who should get a copy of the performance report just completed. You respond: a. all stakeholders b. all key stakeholders c. all project team members d. follow the communications management plan - A023. d. PMBOK® Guide 10.2.3.1 Y d. The communications management plan describes many things, including the person or group who will receive information. 10 b. control risk c. manage stakeholder engagement d. control stakeholder engagement - A030. c. PMBOK® Guide Table 3-1 Y c. Manage stakeholder engagement is a process of the executing group, not the monitoring and controlling group. N a. Validate scope is a process of the monitoring and controlling process group. N b. Control risk is a process of the monitoring and controlling process group. N d. Control stakeholder engagement is a process of the monitoring and controlling process group " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A031. Leads and lags are a tool and technique of what process(es)? a. estimate activity durations and sequence activities b. sequence activities and develop schedule c. develop schedule and estimate activity resources d. estimate activity resources and estimate activity durations - A031. b. PMBOK® Guide Figure 6-1 Y b. Leads and lags are a tool and technique of sequence activities and develop schedule. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A032. You have been working all week in Baltimore and plan to fly home late tonight to New York. There is a surprise snow storm in New York and a risk the airport may close. You cancel your flight and rent a car to get home. As you are driving you hear on the radio that the highway is closing 50 miles north of you. The closing of the highway is an example of a: a. fall back plan b. contingency plan c. secondary risk d. workaround " - A032. c. PMBOK® Guide 11.5.3.2 Y c. A secondary risk is a risk that emerges as the direct result of implementing a risk response. N a. A fall back plan is a plan if the contingency plan does not work. N b. A contingency plan is developed in advance as part of active acceptance. N d. A workaround is an unplann""advance as part of active acceptance. N d. A workaround is an unplanned response to a risk event. 11 "A033. Prototypes are a tool and technique of what process(es)? a. collect requirements b. define scope c. collect requirements and define scope d. define activities - A033. a. PMBOK® Guide 5.2.2.8 Y a. Prototypes are a tool and technique of collect requirements. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A034. One tool and technique to help manage the project team is: a. recommended corrective actions b. recommended preventive actions c. conflict management d. team building - A034. c. PMBOK® Guide Figure 9-1 Y c. Conflict management is a tool and technique for manage project team. N a and b. Recommended corrective actions and recommended preventive actions are examples of change requests that are outputs not tools of manage project team. N d. Team building is a tool and technique of develop project team. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A035. The statistical method that helps identify which factors may influence specific variables of a product or process is: a. Pareto chart b. control chart c. design of experiment d. inspection - A035. c. PMBOK® Guide 8.1.2.5 Y c. Design of experiments is a statistical method that helps identify which factors may influence specific variables of a product or process under development or in production. N a. Pareto charts help rank order to guide corrective action. N b. Control charts help determine whether or not a process is stable or has predictable performance. N d. An inspection is the examination of a work product to determine whether it conforms to standards." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A036. Once again you are estimating the cost for your new project. Your team members have expressed frustration in the past that you are unclear about the rounding you want in their estimates. Really they are asking you about the required: a. precision levels 12 b. control thresholds c. earned value rules d. report formats - A036. a. PMBOK® Guide Section 7.1.3.1 Y a. Cost estimates should be provided to a prescribed precision ($100, $1000) based on the activities and magnitude of the project. N b. Control thresholds set the agreed amount of variance allowed over time on a project. N c. Earned value rules define several items including the level of the work breakdown structure as which EV analysis will be performed." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A037. Rolling wave planning is a tool and technique of what process(es)? a. collect requirements b. define scope c. collect requirements and define scope d. define activities - A037. d. PMBOK® Guide Section 6.2.2.2 Y d. Rolling wave planning is a tool and technique of define activities. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A038. A predefined budget is an example of a: a. project constraint b. project assumption c. project deliverable d. work package - A038. a. PMBOK® Guide 5.2.3 Y a. Project constraints limit the team's options. Examples include a predefined budget or any imposed dates. N b. Project assumptions are factors that are considered to be true without proof. N c. Project deliverables include the outputs related to the product and the project . N d. Work packages are the lowest level of the WBS. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A039. Alternative generation is a tool and technique of what process (es)? a. collect requirements b. define scope c. collect requirements and define scope d. define activities - A039. b. PMBOK® Guide 5.3.2.3 Y b. Alternative generation is a tool and technique of define scope. 15 N b. Cause and effect diagrams help us understand how various factors may be linked to potential problems. N c. Flow charts show how items in a system relate. N d. Scatter diagrams show the possible relationship between two variables. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A046. On what contract type does the buyer typically have the lowest financial risk? a. Time and materials b. Cost plus percentage of cost c. Cost plus fixed fee d. Fixed price - A046. d. PMBOK® Guide 12.1.1.9 Y d. Fixed price is the contract type in which the buyer has the lowest financial risk because the buyer knows exactly what the price of the contract will be if there are no approved change orders. N a. Time and materials contracts in general are a higher risk for the buyer since this contract type is open ended. The full value of the agreement and the exact quantity of items to be delivered are not defined. N b and c. Cost plus percentage of cost and cost plus fixed fee, generally are a higher risk for the buyer because in these contract types the buyer must reimburse the seller for all allowable costs plus a fee. The buyer does not know the total price of the contract at the time of contract award. " "A047. Alternative analysis is a tool and technique of what process? a. define activities b. sequence activities c. develop schedule d. estimate activity resources s. - A047. d. PMBOK® Guide Figure 6-1 Y d. Alternative analysis is a tool and technique of estimate activity resources. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBook "A048. The WBS is: a. task oriented b. deliverable oriented c. both task and deliverable oriented d. neither task or deliverable oriented - A048. b. PMBOK® Guide 5.4 Y b. The WBS is deliverable oriented. N a, c and d. The WBS is deliverable oriented only. 16 " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A049. Resource leveling is a tool and technique of what process? a. define activities b. sequence activities c. develop schedule d. estimate activity resources - A049. c. PMBOK® Guide 6.6.2.4 Y c. Resource leveling is a tool and technique of develop schedule." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A050. You have spent months with your core team planning your project and it is finally time to begin the executing work. You realize that executing involves all of the following except: a. perform integrated change control b. perform quality assurance c. acquire project team d. manage stakeholder engagement - A050. a. PMBOK® Guide Table 3-1 Y a. Integrated change control is part of the monitoring and controlling process group, not the executing process group. N b, c and d. These processes are all part of the executing process group. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A051. Reserve analysis is a tool and technique of what process? a. define activities b. sequence activities c. plan schedule management d. estimate activity durations - A051. d. PMBOK® Guide Figure 6-1 Y d. Reserve analysis is a tool and technique of estimate activity durations"has been invested, and thus the more is at stake. This is not explained clearly in the PMBOK® Guide. N b. The level of uncertainty is highest at the beginning of the project. The certainty of completion generally gets higher as the project continues and thus the level of uncertainty decreases. N c. Early in the project, we have not invested a lot and thus the amount at stake is low. The further we get into a project, the more has been invested, and thus the more is at stake. N d. The risk of failing to achieve the objectives is highest at the start and gets lower as the project continues." 17 Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A052. In your product development group, risk management has always been a low priority. Management does not want to talk about risk until the risk event has occurred. You are trying to explain the importance of timing to them. One idea you share is: a. as we move further into a project the amount at stake goes up b. as we move further into a project the level of uncertainty increases c. as we move further into a project, the amount at stake goes down d. as we move further into a project, the risk of failing increases - A052. a. PMBOK® Guide Figure 2-9 Y a. Early in the project, we have not invested a lot and thus the amount at stake is low. The further we get into a project, the more has been invested, and thus the more is at stake. This is not explained clearly in the PMBOK® Guide. N b. The level of uncertainty is highest at the beginning of the project. The certainty of completion generally gets higher as the project continues and thus the level of uncertainty decreases. N c. Early in the project, we have not invested a lot and thus[...]" Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A053. Ad hoc conversations with our peers are examples of what type of communication? a. vertical b. horizontal c. formal verbal d. informal written - A053. b. PMBOK® Guide Chapter 10 Introduction Y b. Horizontal communication is communication with your peers. N a. Vertical communication is either up or down in the organization. An example of vertical up would be communication with your management. N c. A formal verbal example would be a project presentation. The example in the question is verbal, but not formal. N d. An informal written would be an email. The example in the question is informal, but not written." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A054. Crashing and fast-tracking are examples of what tool and technique? a. critical path method b. resource leveling c. schedule compression d. critical chain method 20 implementation status; and support the audit of the products, results, or components to verify conformance to requirements. N a. The change control system is a collection of formal documented procedures that define how project deliverables and documentation will be controlled, changed, and approved. In most application areas the change control system is a subset of the configuration management system. N c. A change control board is responsible for meeting and reviewing the change requests and approving or rejecting those changes. N d. The project team uses stakeholders with expert udgment on the change control board to control and approve[...]" Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A060. The critical path method assumes: a. no resource limitations b. that resource leveling has already occurred c. resource limitations d. all start and finish dates are fixed - A060. a. PMBOK® Guide 6.6.2.2 Y a. The critical path method assumes no resource limitations. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A061. A contract change control system is normally part of what process? a. plan procurements b. conduct procurements c. control procurements d. close procurements - A061. c. PMBOK® Guide Figure 12-1 Y c. Control procurements is the process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed. N a. Plan procurements is the process of documenting project purchasing decisions, specifying the approach and identifying potential sellers. This is too early for the contract change control system. N b. Conduct procurements is the process of obtaining seller responses, selecting ""a seller, and awarding a contract. This is too early for the contract change control system. N d. Close procurements is the process of completing each project procurement. This is too early for the contract change control system." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. 21 "A062. Project risks are: a. always negative b. always positive c. may be positive or negative d. may begin positive but always turn negative - A062. c. PMBOK® Guide Chapter 11- Risk Introduction Y c. Risks are uncertain events that may have either a positive or negative effect on at least one project objective. N a, b and d. Risks can have either a positive or negative effect." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A063. When using rolling wave planning: a. all work is planned in detail b. near term work is planning in detail and future work is planned at a higher level c. near term work is planning at a higher level and long term work is planning in detail d. all work is planned at a high level - A063. b. PMBOK® Guide 6.2.2.2 Y b. Rolling wave planning is a tool and technique of define activities. With this tool and technique we plan near term work in detail and long term work at a higher level. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A064. Another name for soft logic is: a. mandatory dependency b. discretionary dependency c. external dependency d. hard logic - A064. b. PMBOK® Guide 6.3.2.2 Y b. Another name for soft logic is discretionary dependency. These dependencies are based on best practices. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A065. Affinity diagrams: a. sort ideas into logical groups b. vote on ideas so as to make a decision c. generate ideas d. prioritize ideas for action - A065. a. PMBOK® Guide 5.2.2.4 Y a. Affinity diagrams group ideas into logical groups. " 22 Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A066. Communication methods is a tool and technique of what process? a. plan human resource management b. manage stakeholder engagement c. identify stakeholders d. plan quality - A066. b. PMBOK® Guide Figure 13-1 Y b. Communication methods is a tool and technique of manage stakeholder engagement. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplif "A067. The cost baseline is an output of: a. estimate costs b. determine budget c. control costs d. develop schedule - A067. b. PMBOK® Guide A1.5.14 Y b. The cost baseline is an output of determine budget. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A068. If a project is performed through a legal relationship, the constraints are defined: a. by the customer b. in the contract provisions c. by the performing organization d. by the project manager - A068. b. PMBOK® Guide 5.2.3.1 (constraints) Y b. The contract provisions will generally be the constraints when a project is done under contract. N a and c. The customer and the performing organization may request constraints. N d. The project manager must manage to the constraints but probably does not issue constraints. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A69.It is hard to imagine a project without change requests. Change requests may be either rejected or approved. Approved changes are processed through which step for implementation? a. develop project management plan b. direct and manage project work c. monitor and control project work 25 Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A075. Cost-benefit analysis is a tool and technique of what process? a. estimate costs b. determine budgets c. control costs d. plan quality - A075. d. PMBOK® Guide Figure 8-1 Y d. Cost-benefit analysis is a tool and technique of plan quality. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A076. Which classification model describes classes of stakeholders based on the power, urgency and legitimacy? a. power/interest grid b. power/influence grid c. influence/impact grid d. salience model - A076. d. PMBOK® Guide 13.1.2.1 Y d. The salience model classifies stakeholders based on power, urgency and legitimacy." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A077. The people famous for Plan-Do-Check-Act are: a. Juran and Crosby b. Isikawa and Pareto c. Tuckman and Isikawa d. Shewhart and Deming - A077. d. PMBOK® Guide Chapter 8 Introduction Y d. Shewhart and Deming are known for the plan-do-check-act cycle." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A078. Your technology transfer project is wrapping up and you are determining where you stand as far as scope. Completion of project scope is measured against all of the following except: a. project management plan b. scope statement c. WBS d. product requirements - A078. d. PMBOK® Guide Chapter 5 Introduction Y d. Completion of the product scope, not the project scope is measured against the product requirements. 26 N a b and c. Completion of the project scope is measured against the project management plan, the scope statement and the WBS. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A079. Your project is in the process of being formally authorized. What is the name given to the document indicating that you have been assigned as the project manager? a. project management plan b. project charter c. project scope statement d. work breakdown structure - A079. b. PMBOK® Guide Section 4.1.3.1 Y b. The project charter lists the assigned project manager and authority level. N a. The project management plan defines how the project is executed, monitored and controlled, and closed. It does not name the project manager. N c. The project scope statement is the definition of the project: what needs to be accomplished. It does not name the project "manager. N d. The WBS is a deliverable-oriented hierarchical decomposition of the work to be accomplished by the project team to accomplish the objectives and create the required deliverables. It does not name the project manager. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. " "A80. The type of organization in which each employee has one clear superior is? a. strong matrix b. composite structure c. weak matrix d. functional structure - A080. d. PMBOK® Guide Section 2.1.3 Y d. In a functional organization the worker has one and only one supervisor. Every person in a functional organization works in their function. As an example; engineers work in a engineering group, sales people work in a sales group. N b. A composite organization involves multiple structures at various levels. In the functional part of the composite, the worker has only one supervisor; in the matrix part, the worker may have more than one supervisor. N a and c. In a matrix (weak, balan" "A081. The change management plan is an output of what process? a. develop project management plan b. integrated change control c. monitor and control project work d. plan communications - A081. a. PMBOK® Guide Section 4.2.3.1 Y a. The change management plan is a subset of the project plan. Therefore it is an output of develop project management plan. 27 " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A082. The risks placed on a watchlist for continued monitoring usually include: a. risks requiring a near-term response b. risks assessed as important, based on qualitative risk analysis c. risks assessed as not important, based on qualitative risk analysis d. risk requiring additional analysis and response - A082 c. PMBOK® Guide Section 11.3.3.1 Y c. A watchlist is used for risks assessed as not important based on qualitative risk analysis. N a. Risks requiring a near-term response are usually viewed as important and thus would not be placed on a watchlist. N b. Risks assessed as important will often be run through quantitative analysis, not placed on a watchlist. N d. Risks requiring additional analysis will often be run through quantitative analysis, not placed on a watchlist. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A083. The configuration management plan is an output of what process? a. develop project management plan b. integrated change control c. monitor and control project work d. plan communications - A083. a. PMBOK® Guide Section 4.2.3.1 Y a. The configuration management plan is a subset of the project plan. Therefore it is an output of develop project management plan. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A084. Sensitivity analysis is a tool and technique of what process? a. plan human resource management b. plan communications c. identify stakeholders d. perform quantitative risk analysis - A084 d. PMBOK® Guide Section 11.4.2.2 Y d. Sensitivity analysis is a tool and technique of perform quantitative risk analysis. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. 30 N b. A fixed price incentive fee contract will not address fluctuations in the price of commodities. N d. A time and materials contract is often used when a precise statement of work cannot be developed quickly. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A092. One of your team members just informed you that the project is about to experience a risk event. Your project costs: a. will increase b. will decrease c. may increase or decrease d. will not be affected - A092. c. PMBOK® Guide Chapter 11 Risk Introduction Y c. Remember that risks events may have either a positive or a negative effect. N a, b and d. Risk events almost always have an affect on costs and may be positive or negative depending on the event. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A093. Your team is presently estimating the activity resources. You encourage the team to think of different alternative methods of accomplishing the work of the project. Examples of alternatives to accomplish the schedule activities include all of the following except: a. make versus buy b. hand versus automated tools c. different size or type of machines d. benefit measurement methods versus mathematical models . - A093. d. PMBOK® Guide 6.4.2.2 Y d. Benefit measurement methods and mathematical models are used in project selection, not in defining different methods to accomplish the work of the project. N a, b and c. Make or buy, hand versus automated tools, and different size and type of machines are all examples of alternatives to accomplish the schedule activities (PMBOK® Guide 6.3.2.2). " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks "A094. Decomposition is a tool used to create the: a. project scope management plan b. work breakdown structure 31 c. project scope statement d. project management plan - A094. b. PMBOK® Guide 5.4.2.1 Y b. The work breakdown structure is created through decomposition. Decompose means to break down into parts. N a and d. Expert judgment is a tool of develop project management plan. This is also the process where the scope management plan is developed. N c. Product analysis, alternative generation, etc. are used to create the project scope statement." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A095. During control quality it has been determined that several of the deliverables due today do not meet the technical specifications. A change request has been generated and will be approved or rejected in which process? a. monitor and control project work b. perform integrated change control c. validate scope d. direct and manage project work - A095. b. PMBOK® Guide Figure 4-1 Y b. Perform integrated change control has change requests as an inpuA096. b. PMBOK® Guide 2.1.3 Y b. Colocation is a strategy to place team members physically close together to improve communication and productivity. In a projectized organization, the PM often has a lot of independence and authority. Placing the team members in one place makes it easier for the team to work together. One objective of projectizing is to move the loyalty from the functional groups to the project team, which is one benefit of collocation. N a and c. In a matrix the workers are "borrowed from the functional groups and support one or more projects. In general the workers are still physically located within their functional groups. N d. A composite is made up of all structures, which may allow for some collocation. " N a. Change requests are an output of monitor and control project work N c. Validate scope is the process in which the customer inspects the deliverables for acceptance. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A096. Colocation is most often associated with the: a. strong matrix b. projectized structure c. weak matrix 32 d. composite structure - " b. Colocation is a strategy to place team members physically close together to improve communication and productivity. In a projectized organization, the PM often has a lot of independence and authority. Placing the team members in one place makes it easier for the team to work together. One objective of projectizing is to move the loyalty from the functional groups to the project team, which is one benefit of collocation." "A097. The risk register should include all the following except: a. the risk management plan b. list of identified risks c. list of potential responses d. root causes of a risk - A097. a. PMBOK® Guide 11.5.3.2 Y a. The risk management plan describes how risk management will be structured and performed on the project. It is part of the project management plan though not part of the risk register. N b, c and d. The risk register details identified risks, including description, category, cause, probability of curing, impact on objects, etc. " "A098. You project is running with a CPI of 1.2. The EAC is $100,000. What is the BAC? a. $ 83,333 b. $100,000 c. $120,000 d. $150,000 - A098. c. PMBOK® Guide Section 7.4.2.2 Y c. EAC=BAC/CPI. Therefore BAC=EAC*CPI= $100,000*1.2= $120,000. N a, b and d. These are distracter answers. " "A099. You are working on a medical device development project. Your organization embraced project management about a year ago and many of your team members now have their CAPM®. At this point you are developing your network diagrams. There is a heated discussion about the use of critical path method versus critical chain method. You explain the difference by stating: a. critical path and critical chain are different names for the same method b. the critical path is time constrained while the critical chain is resource constrained c. the critical path assumes limited resources while the critical chain assumes unlimited resources d. the critical path method is a newer idea while the critical chain idea has been around for many decades " - A099. b. PMBOK® Guide 6.6.2.2 and 6.6.2.3 Y b. The critical path is time constrained. The critical chain is resource constrained. N a. The critical path is time constrained. The critical chain is resource constrained. They are very different. 35 N c. If we were behind schedule, our SPI would be less than one. If we were under budget, our CPI would be greater than one. N d. If we were behind schedule, our SPI would be less than one. We are over budget. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A105. Rank ordering of defects is done through: a. control charts b. process flowcharts c. cause and effect diagrams d. Pareto charts - A105. d. PMBOK® Guide 8.1.2.3 d. Pareto charts show how many defects were generated by type or category of identified cause and help rank order in order to guide corrective action. N a. Control charts help us understand the limits of our process. N b. Process flowcharts help show how various elements of a system interrelate. c. Cause and effect diagrams illustrate how various factors might be linked to potential problems. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A106. Parametric estimates are most likely to be accurate when all the following statements are true except: a. the historical information is accurate b. the project manager creates the model without inputs from other stakeholders c. the parameters used in the model are readily quantifiable d. the model is scalable - A106. b. PMBOK® Guide 7.2.2.3 Y b. The PM should create the model with inputs from other stakeholders. The question is asking for the exception. N a. The historical information going into the estimate should be accurate. We want this to be true. N c. The parameters used in the model are readily quantifiable. We want this to be true. N d. The model is scalable. We want this to be true. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A107. Receipt from the customer that the terms of the contract have been met is done during: a. close project b. plan procurements 36 c. validate scope d. control quality Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. - A107. a. PMBOK® Guide 4.6 Y a. Formal acceptance and handover of the final product or service to the customer should include receipt of a formal statement that the terms of the contract have been met and be part of close project or phase. N b. During control contracts administration each party makes sure that the other party meets their obligations. Final receipt that the all the work is complete does not happen here. N c. Formal acceptance of the project scope and deliverables is achieved through validate scope. Validate scope would occur before close project. N d. Control quality involves monitoring specific project results to determine whether they comply with relevant quality standards, and identifying ways to eliminate causes of unsatisfactory results. Control quality is about correctness than acceptance. " "A108. Organizational cultures are often reflected in all of the following except: a. regulations b. shared values, norms, and beliefs c. policies and procedures d. work ethics and work hours - A108. a. PMBOK® Guide Section 2.1.1 Y a. A regulation is a government imposed requirement and thus no reflection of the organizational culture. N b, c and d. Shared values, policies, procedures, views of authority relationships, work ethic, and work hours are all representative of organizational cultures and styles. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A109. An example of horizontal communication is: a. with your peers b. with your team c. with your management d. with your suppliers - A109. a. PMBOK® Guide Chapter 10 Introduction Y a. Horizontal communication is with your peers. N b, c and d. These are all examples of vertical communication. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. 37 "110. The first four stages of team development in order are: a. storming, forming, performing, norming b. forming, storming, performing, norming c. forming, storming, norming, performing d. storming, norming, forming, performing - A110. c. PMBOK® Guide 9.3.2.3 Y c. Forming, storming, norming, performing is the correct order. N a, b and d. see solution c. during forming, team members are polite. During storming, team members confront each other. During norming. people confront issues, not people. During performing, the team members settle down to open and productive effort." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A111. You want to be able to systematically change all of the important factors for a product or process to provide the optimal conditions. Based on this need you are most likely to use: a. benchmarking b. control chart c. design of experiment (DOE) d. run chart - A111. c PMBOK® Guide 8.1.2.5 Y c. Design of experiments plays a role in optimization of products and processes. DOEs allow you to systematically change all the important factors for a product or process to provide the optimal conditions. N a. Benchmarking involves comparing actual or planned project performance practices to those of other projects to generate ideas for improvement and to provide a basis to measure performance. N b. Control charts help us understand the limits of our process. N d. Run charts show history and the pattern of variation. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A112. The BAC (budget at completion) for your project is $100,000. Your EAC is $120,000. What is your CPI? a. .83 b. 1.0 c. 1.2 d. 1.5 - A112. a. PMBOK® Guide Table 7-1 Y a. EAC=BAC/CPI. CPI =BAC/EAC= $100,000/$120,000= .83 CPI= .83 N b, c and d. These are distracter answers. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. 40 N d. Cost benefit analysis compares the cost of a project to the benefits of the project. In general we only work on projects whose benefits out weigh costs. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A119. When a project terminates early, what process should be followed to document the level and extent of completion? a. control quality b. validate scope c. close procurement d. control scope - A119. b. PMBOK® Guide 5.5 Y b. Validate scope is the process that would be performed after a project is terminated. During validate scope we establish and document the level and extent of completion. N a. Control quality is about correctness, not acceptance. N c. Close contracts is about acceptance of the work of our suppliers, not about our customer accepting the work of the project (PMBOK® Guide 12.4). N d. Control scope is the process concerned with scope changes, not project terminations." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A120. Reserve analysis during control risks looks at: a. plan versus actual on cost performance b. plan versus actual on schedule performance c. the amount of contingency reserve remaining versus the amount of risk remaining d. the amount of money remaining versus the amount of work remaining - A120. c. PMBOK® Guide 11.6.2.5 Y c. Reserve analysis during monitoring and controlling project risk compares the amount of contingency reserve remaining versus the amount of risk remaining. N a. Earned value analysis compares plan versus actual on cost performance through the CPI. N b. Earned value analysis compares plan versus actual on schedule performance through the SPI. N d. Earned value analysis compares the amount of money remaining versus the amount of work remaining through the TCPI (to complete performance index). " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A121. If the actual cost is higher than the earned value: a. the project is ahead of schedule b. the project is behind schedule 41 c. the project is over budget d. the project is under budget - 121. c. PMBOK® Guide Table 7-1 Y c. CV=EV-AC. If the answer is a negative number, meaning if your AC is higher than your EV, then your project is running over budget. N a and b. PV is rAequired information to determine schedule variance since SV=EV- PV. N d. The AC would be less than the EV if your project was under budget. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A122. Your quality manager comes to you with a list of tools typically used to plan quality. This list is likely to include all the following except: a. cause and effect diagrams b. flowcharts c. Pareto diagrams d. quality audits - A122. d. PMBOK® Guide 8.1.2.3 Y d. Quality audits are tools of perform quality control, not plan quality. N a, b and c. These are all examples of tools to plan quality. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A123. You have been assigned to a project with major cost and schedule overruns, as well as a long list of uncontrolled changes. Uncontrolled changes are also known as: a. cost growth b. schedule growth c. scope creep d. scope changes - A123. c. PMBOK® Guide 5.6 Y c. Scope creep is another name for uncontrolled changes. N a. Cost growth is a change to the cost of a project/contract because of an approved change in scope. N b. Schedule growth is a change to the schedule of a project/contract because of an approved change in scope. N d. Scope changes are approved changes to the project scope." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A124. If your project is running on budget, your CPI will be: a. 0 b. 1 c. greater than 1 d. less than 1 - A124. b. PMBOK® Guide Table 7-1 42 Y b. CPI=EV/AC. If you are running on budget your EV=AC which means your CPI=1. N a. CPI= 0. We do not think of indexes as being zero. If our "cost variance" was zero that would mean that we are operating right on budget. N c. CPI>1 when the project is running under budget. N d. CPI <1 when the project is running over budget. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A125. You have been managing a large mapmaking project for the government. Your customer is asking for multiple scope changes. You are looking at these requested changes and trying to determine the true magnitude of these changes. You are most likely to review what document? a. scope management plan b. WBS c. project charter d. cost management plan - A125. b. PMBOK® Guide 5.4 Y b. The WBS is a deliverable oriented document. If something is in scope it is in the WBS. If something is out of scope it is not in the WBS. N a. The scope management plan describes the processes to determine, verify and control scope. There is nothing in the plan that describes what is in or not in scope." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A126. The schedule baseline is an output of: a. define activities b. develop project management plan c. develop schedule d. estimate activity durations - A126. c PMBOK® Guide A1.5.11 Y c. The schedule baseline is an output of develop schedule." Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A127. Your business is building and maintaining the railroad systems for the country. Projects have always been managed using a functional structure and you, as a new project manager are pushing to move to a projectized structure. What disadvantage of a projectized structure might this functional manager use to support staying in a functional structure: a. higher potential for conflict b. more complex to manage c. extra administration required d. less efficient use of resources - A127. d. PMBOK® Guide 2.1.3 45 d. benchmarking - A133. d. PMBOK® Guide Section 8.1.2.4 Y d. Benchmarking is a tool for plan quality as well as perform quality assurance. Benchmarking involves with finding best practices and providing a basis for measuring performance. N a. Control charts are used to determine whether or not a process is " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A134. Cost forecasts are an output of what process? a. plan cost management b. estimate costs c. determine budget d. control costs - A134. d. PMBOK® Guide Figure 7-1 Y d. Cost forecasts are an output of the process control costs. " "A135. It is early on in the software development project and the core team is in the process of collecting requirements. Two key inputs the team should review are: a. the WBS and the project plan b. the schedule and the risk management plan c. the project charter and the stakeholder register d. the requirements management plan and the requirements traceability matrix - A135. c. PMBOK® Guide Figure 5-1 Y c. The project charter and the stakeholder register are the two key inputs into collect requirements. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A136. Workarounds are: a. unplanned before the risk event occurs b. developed to aid in risk avoidance c. associated with risk mitigation d. the same as contingency plans - A136. a. PMBOK® Guide 11.6.3.2 Y a. Workarounds are unplanned responses to emerging risks. N b. Clarifying requirements, obtaining information, improving communication, and acquiring expertise are examples of changing the project management plan to aid in risk avoidance. N c. Designing redundancy is associated with risk mitigation . N d. Contingency plans are planned responses associated with active acceptance. " "A137. If your project is over budget your CV will be: a. negative 46 b. positive c. 0 d. 1 - A137. a. PMBOK® Guide Table 7-1 Y a. CV= EV-AC. If your project is running over budget, your AC will be greater than your EV and your CV will be negative. N b. Your CV will be positive if your project is running under budget. N c. Your CV will be 0 if your project is running right on budget. N d. Your CV will be 1 if your project is running $1 under budget. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A138. You are walking through the construction site for your project when a fire breaks out and chaos will likely ensue. The site safety manager is most likely to use which conflict resolution technique in this situation to get people off the site quickly? a. problem solving b. compromising c. withdrawal d. forcing - A138. d. PMBOK® Guide 9.4.2.3 Y d. Forcing involves pushing one viewpoint at the expense of another. This is the technique often used in an emergency situation. Hard feelings may come back in other forms after forcing. N a. Problem solving treats conflict as a problem to be solved. This technique provides ultimate resolution but takes time. N b. Compromising is giving something to receive something. Both parties get some degree of satisfaction. N c. Withdrawal involves giving up, pulling out, or retreating. This technique does not solve the problem. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A139. Your project work is expected to be constant for the six month length of the project. During each month your budget is $200. At the end of month four you have 40% of the total work complete and you have spent 70% of your total budget. The budget at completion for the project is: a. $ 80 b. $ 140 c. $ 840 d. $1,200 - A139. d. PMBOK® Guide Table 7-1 Y d. The BAC for your project is your total project budget. The question says you have a budget of $200/month for six months. Your total project budget is $1,200. 47 Y a, b and c. These are distracter answers. " Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A141. As a project manager in the software industry, it seems your projects are overridden with requested changes. You try to explain to your customers the effect changes have on the competing project constraints. One simple way to explain the idea is that if one constraint changes: a. the project cost will increase b. the project schedule will get longer c. at least one other factor is likely to be affected d. all of the other factors will be affected - A141. c. PMBOK® Guide 1.3 Y c. As one element of the competing constraints changes at least one other element is likely to change. N a. A change is not always a growth. If we de-scope the project, the cost may go up or down, based on the de-scope. N b. A change is not always a growth. If we de-scope the project, the schedule may get shorter or longer, depending on the de-scope. N d. If we change one constraint, at least one other element is likely to change. " "A142. A procurement audit: a. identifies any weaknesses in the seller's work processes or deliverables b. determines whether project activities comply with organizational and project policies, processes and procedures c. documents the effectiveness or risk responses in dealing with identified risks and their root causes, as well as the effectiveness of the risk management processes d. reviews processes from the plan procurement process through the control procurement process - A142. d. PMBOK® Guide 12.4.2.1 Y d. A procurement audit is a structured review of the procurement process. N a. The quality process identifies any weaknesses in the seller's work processes or deliverables. N b. A quality audit, not procur" Excerpt From: Aileen Ellis. "CAPM® Exam Simplified: Aligned to PMBOK® Guide 5th Edition." iBooks. "A143. Several of your key engineers are constantly showing up late for work. When they do arrive they are dressed very well, much better than is standard practice in your firm. You are wondering if what you are noticing is really a warning sign that they have been interviewing at other companies. Another name for a warning sign is: a. risk event b. risk impact c. risk score