Project Management Question Bank
for Exam preparation

Q2. You have taken over a project from another manager who left the firm. This is a functional organization and the different units are often rather hostile to each other. The project is a large one involving activities that the organization has never done before. You find that the project has what appear to be adequate documentations, including an agreed-to project charter, project management plan, WBS, etc. The project is on schedule and within budget. However, the atmosphere in meetings with the project members often seems tense, and offhand comments made by participants seem to indicate a high level of dissatisfaction with the project. You review all of the major project documents with the key stakeholders and get agreement that they are still accurate, but this does not seem to solve the problem. What is the MOST likely explanation for this situation?

1. There are personality conflicts amount the project team members that you need to uncover and resolve.
2. The project does not have an effective sponsor and thus is not viewed as a high priority.
3. Stakeholders have very different expectations about what the project is supposed to accomplish.
4. The organizational structure and dynamics prevent people from working together effectively.

Q3. The sponsor has informed you that the resources for your project will be cut. The sponsor wants to know how long the project will take if only nine resources each month are committed to your project. What is this activity called?

1. Crashing
2. Floating
3. Leveling
4. Fast tracking

Q4. A new project manager has just been assigned a project that is in progress. The project is two weeks behind schedule. The team members are about to be distributed to another project based on original time estimates provided by the functional manager. What is the FIRST step the project manager should take?

1. She should first revise the bar chart with new timelines
2. She should initially contact the sponsor and begin with a new team
3. She should first show sympathy with the current team and delay decision making for another week.
4. She should check the project management plan for contingencies concerning resources and talk to the functional manager.

Q5. Eric, a project manager, is a certified PMP. He is responding to an RFP from a buyer and needs to fill in details on his company’s financial performance. His company has performed poorly during the current quarter, and the results will be published in two to three days. However, the company has done very well in the previous quarters. The RFP is due in 10 days, and all the information in the RFP is complete except the financial information. What should Eric do?

1. Eric should fill in the information for the previous quarter and ignore the current quarter. This is an aberration, and the company will eventually come out of the bad patch.
2. Eric should present the previous quarter's results as the latest results. This will give his company a better chance to win the project.
3. Eric should fill in the financial information for the previous quarter and send out the RFP response before the current quarter results are published.
4. Eric should wait until the current results are out and update the latest financial information before sending out the RFP response.

Q6. Payment for routine government action by a foreign official is:

1. A bribe
2. Allowed
3. Not payable upon violation of government law
4. Allowed only if they process the project schedule

Q7. You are managing a project with a budget of 500,000 USD, and 250,000 USD has been spent. Upon review, you observe that only 40% of the work has been completed. Your schedule says that you should have completed 50% of the work. What is the schedule performance index (SPI)?

1. 1.25
2. 0.8
3. 1
4. 1.5

Q8. An organization’s value chain can be represented by a special type of flowchart called SIPOC. SIPOC stands for:

1. Superior service, inferior service, peak hour service, optimized service, and client service
2. Simple, intellectual, procedural, optimal coding
3. Sample, information, practice, organization, and control
4. Suppliers, inputs, process, outputs, and customers

Q9. A Work Breakdown Structure (WBS) dictionary supports the WBS and is a companion document to the WBS. Which of the following is not included in the WBS dictionary?

1. List of schedule milestones
2. Resource assigned
3. Agreement Information
4. Code of Account Identifier

Q10. The accuracy of Activity Duration estimates can be improved by considering the amount of risk in the original estimate. The three types of estimates on which three-point estimates are based are:

1. Budgetary, ballpark, and Order of Magnitude
2. Best case scenario, expected scenario, and current scenario
3. Most likely, likely, and unlikely
4. Most likely, optimistic, and pessimistic