Project Management Question Bank
for Exam preparation

Q2. You are busy with an important milestone, and after that, you have to deliver a deliverable to the client. Since the client is known for his difficult behavior, management is worried whether the client will accept the deliverable. Therefore, they tell you to check the product acceptance criteria again before calling the client. What document will you look at to get this information?

1. WBS
2. WBS dictionary
3. Project scope statement
4. RACI matrix

Q3. You manage the construction of a new airport in your home country. Since your organization does not have experience deploying the sophisticated air-traffic control system, you outsourced this to a specialist organization. PMBOK’s Procurement Management knowledge will help you successfully administer this deal; however, for the supplier of the system, all the PMBOK processes will apply since this will be a complete project for the supplying organization. Which of the following will be a common denominator between your project and the supplier projects?

1. Project management plan
2. Supply agreement
3. Project’s scope of work
4. Budget for the air-traffic control system

Q4. In attempting to complete the project faster, the project manager looks at the cost associated with crashing each activity. The BEST approach to crashing would also include looking at the:

1. Risk impact of crashing each activity
2. Customer’s opinion of which activities to crash
3. Boss’s opinion of which activities to crash and in what order.
4. Project life cycle phase in which the activity is due to occur

Q5. ________ refers to non-random data points that are grouped together on one side of the mean of a control chart.

1. Specification limits
2. Lower control limit
3. Rule of seven
4. 6 sigma

Q6. Establishing control accounts for the work packages and a unique identifier from a code of accounts finalizes the WBS. This provides a structure for hierarchical summation of:

1. Schedule and requirements information
2. Cost and requirements information
3. Cost and resource information
4. Scope, budget and schedule information

Q7. Which of the following is an enterprise environmental factor?

1. Configuration management knowledge base
2. Change control procedures
3. Historical information
4. Commercial databases

Q8. With high levels of uncertainty and unpredictability in a fast-paced and highly competitive global marketplace, where long-term scope is difficult to define, it is becoming even more important to have a __________ for effective adoption and tailoring of development practices to respond to the changing needs of the environment.

1. Rigid management approach
2. Predefined detailed scope
3. Contextual framework
4. Blackbox approach

Q9. Another project manager has a family emergency and must leave. He has asked you to fill in for him during a team meeting to discuss a minor problem with the project. He has already distributed a detailed agenda and provided with a copy. When you attend the meeting, several members of the team are making fun of the absent project manager’s ethnic heritage. Your company does not have a formal diversity policy covering such behavior. What should you do?

1. Because your company does not have a written diversity policy, there is nothing you can do.
2. Report the incident to the other project manager
3. Hold the meeting as if nothing happened
4. Begin the meeting with a discussion of diversity and professional behavior.

Q10. It is the middle of the project when the project manager is informed by her scheduler that the project control limits are secure. That same morning she receives a note from a team member about a problem he is having. The note says, “This activity is driving me crazy and the manager of the accounting department won’t help me until the activity’s float is in jeopardy.” In addition, the project manager has e-mails, a team member walks in to the project manager’s office to tell her that a corrective action was implemented by a team member from the project management office, but was not documented. What should the project manager do NEXT?

1. Add the implemented corrective action to the historical records, discuss the value documentation at the next team meeting, and smooth the team member with the accounting department problem.
2. Report the documentation violation to the project management office, evaluate the security of the control limits, and review the e-mailing rules in the communications management plan
3. Clarify the reasoning behind documentation being a problem, get the accounting department to assist the team member, and respond to the minor stakeholder
4. Find out who caused the problem with the accounting department, respond to the minor stakeholder before responding to the other emails, and review the process listed in the communications plan for reporting concerns with the team member having the documentation problem.