Project Management Question Bank
for Exam preparation

Q2. At the beginning of the project, a project manager realized that the technical expertise of the team was limited, a risk to the project. Midway through the project, the project manager decided this was no longer a risk and considered it outdated. As part of which process would he do the risk reassessment?

1. Perform Qualitative Risk Analysis
2. Perform Quantitative Risk Analysis
3. Identify Risks
4. Monitor Risks

Q3. A project manager is meeting with a team member and says, “I know you want to become involved in meetings with the customer. Because of the performance on the project so far, I have rearranged things so you can become involved with the customer.” This is an example of:

1. Team performance assessment.
2. Reward power.
3. Team building
4. Project performance appraisals.

Q4. Jennifer has recently been asked to manage an office refurbishment project. She finds out that the chief financial officer of the company is resisting the project. The chief financial officer is a key project stakeholder. What must Jennifer do first?

1. Seek expert judgment from the project initiator
2. Seek support from the project sponsor to force project decisions
3. Conduct a team meeting to discuss this issue
4. Analyze options that might change or influence the chief financial officer‘s perception

Q5. 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.

Q6. _______________ is the authorized budget for the work scheduled to be completed on an activity or WBS component.

1. Planned Value
2. Earned Value
3. Midpoint cost
4. Interim cost

Q7. If a project manager wants to examine the project results over time to see if performance is improving, she would use a:

1. Trend report.
2. Forecasting report.
3. Status report.
4. Variance report.

Q8. You have a project with the following activities: Activity 1 can start immediately and has an estimated duration of four. Activity 2 can start after activity 1 is completed and has an estimated duration of eight. Activity 3 can start after activity 2 is completed and has an estimated duration of five. Activity 4 can start after activity 1 is completed and has an estimated duration of eight. Activity 5 has an estimated duration of three and must take place concurrently with activity 3. It can start after activities 4 and 2. What is the duration of the critical path of this project?

1. 15
2. 18
3. 17
4. 12

Q9. The credibility of your risk management depends on the unbiased probability and impact of identified risks. If these parameters are not correctly assessed, your risk management is not worth following. In which of the following process do you define the definition of probability of risks?

1. Plan risk management
2. Identify risks
3. Plan risk responses
4. Perform qualitative risk analysis

Q10. 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.