Project Management Question Bank
for Exam preparation

Q2. During the Plan Risk Management process of a major project, the project manager is informed that her key subject matter experts are currently spread around the globe. All experts are available via e-mail and planning must not be delayed. What is the BEST method for gathering information?

1. Brainstorming
2. Delphi technique
3. Assumption analysis
4. Cause and effect diagramming.

Q3. A project was awarded based on a competitive proposal. Management made a commitment that a few key team members would work on the project. When such assignments happen, they are:

1. Bargaining agreements
2. Schedule constraints
3. Assignment risk
4. Pre-assignments

Q4. Joe is attempting to calculate the probable financial impact of some future uncertain scenarios. What method could he use?

1. Pareto analysis
2. Earned value analysis
3. Variance analysis
4. Expected monetary value analysis

Q5. You are tracking your project using earned value management (EVM), and find you are behind schedule but under budget. Your variances show schedule variance (SV) = US $50 million, cost variance (CV) =$100 million, and your actual costs are US $500 million. What are the CPI, PV, and SPI?

1. 1.20, $100 million, 0.92
2. 0.92, $550 million, 1.20
3. 0.92, $650 million, 1.08
4. 1.20, $650 million, 0.92

Q6. You are managing an oil-drilling project. With oil at $143 per barrel, this could be a highly lucrative project. However, there is a chance that the price of oil will drop below $105 per barrel, which would eliminate the profit in the project. This is an example of:

1. Requirement
2. Assumption
3. Risk
4. Constraint

Q7. You are finalizing the monthly project status report due now to your manager when you discover that several project team members are not reporting actual hours spent on project activities. This results in skewed project statistics. What is the MOST appropriate action to be taken?

1. Discuss the impacts of these actions with team members.
2. Report the team members’ actions t their functional managers.
3. Continue reporting information as presented to you.
4. Provider accurate and truthful representations in all project reports.

Q8. A number of identified risks occurred early in a project. As a result, most of the project objectives ended up in jeopardy. The project manager decided to present a case to management that the project be closed down. This is an example of:

1. Risk Acceptance
2. Risk Mitigation
3. Risk Avoidance
4. Risk Transfer

Q9. During the execution phase, some equipment fails; the risk owner implements the contingency plan and brings in new equipment immediately from an identified supplier. This is an example of:

1. Unknown risk
2. Known risk
3. Secondary risk
4. Residual risk

Q10. All of the following are parts of the scope baseline EXCEPT the:

1. Scope management plan
2. Project scope statement
3. Work breakdown structure
4. WBS dictionary