Project Management Question Bank
for Exam preparation

Q2. A project manager on a multinational Web site implementation project is at a part and talks to friends who will be heavy users of this new Web site when the project is complete and the site is rolled out. They describe some annoying aspects of the current Web site. The project manager takes this feedback back to the sponsor, and encourages design and scope changes. Which of the following BEST describes what the project manager has done?

1. Verify scope.
2. Integrated change control
3. Scope planning
4. Stakeholder analysis

Q3. You are planning resources for your project and the team charter has been established. This charter provides a clear guideline of the acceptable behavior of team members. Which of the following is not included?

1. Communication guidelines
2. Decision making criteria
3. Conflict resolution process
4. Motivational processes

Q4. Recently, a junior team member has challenged the project management approach since not all requirements identified during the Collect Requirements process were documented in the project scope statement. You are the project manager, what should you do first?

1. Remove the junior team member from the team as this is a disciplinary issue.
2. Analyze the objection and determine if the requirements were deliberately dropped during the Define Scope process.
3. Engage the project sponsor to resolve the issue.
4. Accept your mistake and include the missed requirements.

Q5. During the project execution, some people stole your consumables. You did not identify this threat earlier, though you were able to manage the situation through a workaround. This risk did not have much of an impact on your cost baseline but the schedule was impacted. Management is aware of the issue and to get the complete picture they insist you provide them the performance report. Which of the following information will you provide to them?

1. Status of deliverables
2. Actual cost, actual duration, etc.
3. Milestones status
4. Memos

Q6. You have been assigned to manage the development of an organization’s first Web site. The site will be highly complex and interactive, and neither your project team nor the client has much experience with Web site development. The timeline is extremely aggressive. Any delay will be costly for both your firm and the client. You have a project sponsor and have achieved agreement and sign-off on both the project charter and the project management plan. Client personnel have been kept fully informed of the project’s progress through status reports and regular meetings. The project is on schedule, within the budget, and a final perfunctory review has been scheduled. Suddenly you hear that the entire effort may be cancelled because the product developed is totally unacceptable. What is the MOST likely cause of this situation?

1. A key stakeholder was not adequately involved in the project.
2. The project charter and project management plan were not thoroughly explained or adequately reviewed y the client.
3. Communications arrangements were inadequate and did not provide the required information to interested parties
4. The project sponsor failed to provide adequate support for the project.

Q7. Your company is purchasing the services of a consultant. You own stock in one of the consulting companies interested in the work. What should you do?

1. Work hard to get the consulting company selected for the project.
2. Tell your manager and remove yourself from the selection committee.
3. Tell the people from the consulting company that you hope they get the work.
4. Keep the information to yourself.

Q8. A project manager wants to more extensively involve the stakeholders on the project. Which of the following would be the BEST way to accomplish this?

1. Have the stakeholders periodically review the list of project requirements.
2. Invite the stakeholders to attend project status meetings.
3. Send the status report to the stakeholders.
4. Constantly update the stakeholders on the status of all project changes.

Q9. You have just joined a new organization as a project manager. You have heard a number of rumors about the procurement manager having possible underhanded dealings with suppliers. However, you have no proof these rumors are true. Your project requires a large number of dump trucks. Company policy mandates that all purchases go through the procurement department rather than the department employees. The value of the dump truck purchase is US$395,000, and the contract went to a supplier your company regularly uses. Shortly after taking delivery of the dump trucks, you learn the procurement manager is driving a new car. What should you do?

1. Ask the procurement manager about the purchase of her new car
2. Report this to the appropriate management
3. Talk to the supplier to find out if there was a bribe involved in the project
4. Do nothing

Q10. Large variations in the periodic expenditure of funds are undesirable for organizational operations. Therefore, the expenditure of funds is frequently reconciled with the disbursement of funds for the project. According to the PMBOK, this is known as:

1. Disbursement Reconciliation
2. Expenditure Reconciliation
3. Budget Reconciliation
4. Funding Limit Reconciliation