Project Management Question Bank
for Exam preparation

Q2. A project manager has finished the project. He knows that the project scope has been completed and is within cost and time objectives set by management. Management, however, says that the project is a failure, because the original schedule was for 27 weeks and the project was completed in 33 weeks. If the project baseline was 33 weeks, the project is a success because:

1. It only had six weeks of changes
2. It was completed within the baseline
3. There were so few changes
4. There was good communication control.

Q3. Originally a project has seven activities: A, B, C, D, E, F, and G. Activities A, B, and D can start anytime. Activity A takes three weeks, activity B takes five weeks, and activity D takes 11 weeks. Activities A and B must be completed before activity C can start. Activity C takes six weeks to complete. Activities B, C, and D must be completed before activity E can start, and activity E takes two weeks. Activity F can start as soon as activity C completes and has duration of four weeks. Activity G takes three weeks and cannot start until activity E is completed. Activities F and G must be completed for the project to be completed. However, during project executing, a dependency was discovered between activities E and F. What is the BEST thing to do?

1. Tell management that the project will take longer than 18 weeks.
2. Redo schedule development
3. Call a team meeting and determine if crashing or fast tracking are possible solutions to meeting the original schedule
4. Call a meeting of stakeholders and communicate schedule risks.

Q4. In the course of completing work on the project, the project manager needs to complete an activity that she has never done before. During this time, the project manager attends a professional association discussion where the presenter discusses how he completed a difficulty activity on his project that is similar to the project manager’s activity. He provides a handout describing his process. The project manager should:

1. Use the process to complete the activity
2. Ask the speaker for permission to use the information
3. Ignore the information
4. Ask her manager for guidance.

Q5. Senior management is complaining that they are not able to easily determine the status of ongoing projects in the organization. Which of the following types of reports would help provide summary information to senior management?

1. Detailed cost estimates
2. Project management plans
3. Bar charts
4. Milestone reports

Q6. You are a project manager for one of many projects in a large and important program. At a high-level status meeting, you note that another project manager has reported her project on schedule. Looking back on your project over the last few weeks, you remember many deliverables from the other project that arrived late. What should you do?

1. Meet with the program manager
2. Develop a risk control plan
3. Discuss the issue with your boss
4. Meet with the other project manager

Q7. You are in the initiation phase of your project, and you believe the project can be completed for $100,000. However, you are an experienced project manager and know that many things can happen between the initiation phase and the closure of the project. In the project charter, you have provided an estimate of $75,000 to $175,000. This is an example of:

1. Narrow Estimate
2. Absolute Estimate
3. Rough Order of Magnitude Estimate
4. True Estimate

Q8. A RAM diagram shows the relationship between ______________ and _____________ in a tabular format.

1. Cause and effect
2. Risks and mitigation plans
3. Deliverables and costs
4. Work packages and project team members

Q9. A team member notifies you that she has added extra functionality to the project. She tells you there was no impact on the cost or schedule. What should be done as a result of this change?

1. Implement change control processes to track the change
2. Understand what functionality was added
3. Instruct the team member to remove the extra functionality
4. Issue an approved change request

Q10. Two of your expert team members have been in a heated argument over the use of a new software product for your research project. Recently, you noticed that the argument, instead of increasing creativity, is causing conflict between the team members. To prevent the conflict from escalating, you want to resolve it by open dialogue and evaluating alternatives. All the following statements about conflict are false except:

1. Scarce resources cannot be a source of a conflict.
2. Conflict is inevitable in a project environment.
3. Personal work style cannot be a source of a conflict.
4. Reducing the amount of conflict is not desirable.