Project Management Question Bank
for Exam preparation

Q2. The calculated duration of a project of 28.166. The standard deviation is 5.5. What technique would you use to compute the probability of completing a project on a specific day?

1. Reserve analysis
2. Monte Carlo analysis
3. Probability analysis
4. Variance analysis 44

Q3. George is managing a telecommunication network deployment project. Most of the key project stakeholders are happy with the project so far. However, George has some potential concerns that might become issues in the near future. The next project status update meeting with the key stakeholders is the next day. What should George do?

1. Wait until the concerns become issues
2. Discuss these concerns with the key stakeholders
3. Do not report the concerns in the next meeting but try to mitigate these concerns
4. Briefly discuss these concerns in the next meeting but do not make them look significant

Q4. You are finishing the prototype that was planned as a risk mitigation strategy when you find out that the benefit cost ratio (BCR) has been improved and the project cost performance index (CPI) is 1.03. The standard deviation on the project time estimate has decreased and you discover that the prototype, already almost finished, can fulfill the needs of another project requirement as well. What should you do FIRST?

1. Look for ways to help get the prototype accepted faster and thus cut cost
2. Compress the project to get it completed faster using the prototype
3. Review the benefits of the project with the customer and determine if the prototype will improve the benefits
4. Look for the risk impacts of fulfilling another requirement with the prototype.

Q5. Cause-and-Effect diagrams are used to illustrate how various factors might link to potential problems or effects. They are also called:

1. Taguchi diagrams
2. Pareto diagrams
3. Ishikawa diagrams
4. Process diagrams

Q6. Over lunch with another project manager, you discuss ways to identify risks on your project. The next day, the other project manager sends you risk identification software created by her company with a copyright date of 1998. What should you do?

1. Find out if using an old format would be acceptable
2. Obtain approval from your legal department
3. Share some of your templates with her to improve competencies
4. Send the software back

Q7. A parking lot fencing project was bid at US $11 per foot, and one company is doing all the work. The parking lot has four equal sides of 125 feet and requires the installation of a six-foot diameter culvert on one side. Fencing should be installed at a rate of 100 feet per day. The culvert installation will cost US $500 and take one day to complete. The culvert must be installed before work can begin on that side of the fence. After three days of work, one side is complete, another project has 75 feet installed, and the culvert is completely installed. What is the current status of the project?

1. The budget is neutral with a cost variance of $0
2. It is over budget, with a cost variance of -$1,100.
3. It is under budget, with a cost variance of +$500 due to the completion of the culvert installation
4. It is over budget with a cost variance of +$125.

Q8. Which statement is TRUE of quality planning?

1. Quality planning should be performed regularly throughout the project
2. Quality planning is done to compile a risk response plan
3. Quality planning is done only during development of a project management plan
4. Quality planning is not considered during project executing.

Q9. A control chart helps the project manager:

1. Focus on the most critical issues to improve quality
2. Focus on stimulating thinking
3. Explore a desired future outcome
4. Determine if a process is functioning within set limits.

Q10. You have just received an invoice from your supplier that contains some uncertified items. Payments to the supplier are processed through your corporate accounts payable system only after certification of satisfactory work by the project quality control specialist. What should you do?

1. Process the supplier’s invoice since this is your liability
2. Call the supplier and obtain more information
3. Ask the supplier to stop all deliveries until the matter has a resolution
4. Seek judicial arbitration