Project Management Question Bank
for Exam preparation

Q2. Two people are arguing about what needs to be done to complete a work package. If the project manager wants to know what is going, she should pay MOST attention to:

1. What is said and when.
2. What is being said, who is saying it and the time of day.
3. Physical mannerisms and what is being said.
4. The pitch and tone of the voices, and physical mannerisms.

Q3. Increasing the number of resources in order to crash a project schedule does not always cut the time by the same factor. In worst cases, too many resources assigned to an activity may actually increase the activity duration. This is because:

1. Decrease in cost budget
2. Required additional coordination
3. Funding limit reconciliation
4. Additional risk introduced due to crashing

Q4. Three calls were received today inquiring whether one of your resources could be released from your project. There were nine such calls last week. The project is going well and its risky rating is low. Activity R has an early start of 4 and a late start of 45 and an early finish of 14. The project has a cost performance index (CPI) of 1.05 and a schedule performance index (SPI) of 0.893. The project float is zero and even through tough times, the project manager believes the reward system he put in place during the project planning is working. What is the BEST thing to do?

1. Crash the project
2. Crash activity R
3. Deal with diminishing the impact of the phone calls
4. Look for areas to cut cost 47

Q5. During project executing a project team member informs the project manager that based on her observations; the project cannot meet the quality standards set for it. The project manager meets with all parties concerned to analyze the situation. Which part of the quality management process is the project manager involved in?

1. Manage Quality
2. Quality analysis
3. Perform Quality Control
4. Plan Quality

Q6. The Project Charter defines the high level scope and objectives of a project. Which of the following is not a correct statement about inputs to the Project Charter?

1. Government or industry standards cannot be used as an input to develop a project charter.
2. The project's business case is an input to the Develop Project Charter process.
3. Organizational process assets are input to the Develop Project Charter process.
4. When projects are executed for external customers, a contract or an agreement is used as an input to the charter.

Q7. While completing the Plan Resource Management process on your project, you visited the functional manager of engineering many times, but she refused to supply resources for the project. First, the excuse was that her department was too busy. The next time, the department was undergoing a re-organization. This is causing your project to slip the schedule. Which of the following is the MOST probable reason for her lack of support?

1. The priority of the project has increased
2. The project does not have a project charter and the functional manager was not involved in approving the project management plan.
3. The project schedule network diagram was not time-phased
4. The WBS did not include all resources needed on the project.

Q8. A project team member has completed his work on the project. Which of the following MUST the project manager do?

1. Provide the team member with copies of his work on the project
2. Update the employee’s records with the new skills acquired.
3. Invite him to the project closure party
4. Check to make sure he is happy with his performance.

Q9. Using the chart, if the duration of activity D changes to 9, what would you need to include in your performance report?

1. The project will be completed later than expected
2. Everything on the project is going to according to plan
3. The project will be completed early
4. The risk of the project not being completed is now greater.

Q10. Which of the following would be the MOST appropriate thing to do during the executing process group?

1. Forecast when the next milestone will be completed.
2. Recommend updates to the project management plan.
3. Recalculate how long the project will take.
4. Determine if project controls need to be updated.