Project Management Question Bank
for Exam preparation

Q2. You are currently managing an urban development project for a municipal authority. You and your team are managing the project and have outsourced most of the project work to specialist contractors. All the contracts awarded were FFP contracts. The project is almost 50 percent complete, and most of the contractors have requested amendments to their contacts. Work specifications were not clear at the time of contract awards, and as a result, new work requirements have come up. What is your lesson learned?

1. Never award FFP contracts in the future since they usually result in disputes and contests
2. Cost-plus contracts are ideal types of contracts for construction projects
3. Do not award FFP contracts unless the scope of work and specifications are precisely articulated.
4. Good and credible contractors were not selected for the project at the time of award

Q3. If you want to compress a project schedule, what are two of the recommended alternatives to consider?

1. Fast Tracking and Schedule Network Analysis
2. Crashing and Fast Tracking
3. Resource Levelling and What-If Scenario Analysis
4. Crashing and Schedule Network Analysis

Q4. Payment for routine government action by a foreign official is:

1. A bribe
2. Allowed
3. Not payable upon violation of government law
4. Allowed only if they process the project schedule

Q5. You are working as a project manager for MALTEX, an IT organization having a projectized organization structure. You have recently started managing a project that involves stakeholders from within and outside your organization. The stakeholders external to your organization are highly critical since the project negatively affects their interests. You are making serious efforts to gather their expectations and influence levels early in the project to ensure their voice is heard and proper communication needs can be planned in the project’s future phases. The outcome of your effort can be documented in:

1. The stakeholder engagement plan
2. The project scope document
3. The risk register
4. The stakeholder communication plan

Q6. Which of the following items needs to be kept in mind when relying on risk identification checklists?

1. They are biased.
2. They are not exhaustive.
3. They are often inaccurate.
4. They are easy to prepare.

Q7. A project manager can BEST resolve the differences between the requirements of one stakeholder and those of another by making which of these statements?

1. There are many points on which we agree. I am certain if we focus on them, we will find a solution.
2. Let’s look at why there is a difference of opinion on the requirements.
3. This discussion is getting too heated. Let’s regroup to solve the problem tomorrow.
4. I have made the decision to resolve the problem this way.

Q8. In order to complete work on your projects, you have been provided confidential information from all of your clients. A university contacts you to help it in its research. Such assistance would require you to provide the university with some of the client data from your files. What should you do?

1. Release the information, but remove all references to the client’s names
2. Provide high-level information only
3. Contact your clients and seek permission to disclose the information
4. Disclose the information

Q9. During project executing, a new project manager is assigned to the project and finds that the activity cost estimates for the project have rarely been accurate. Which of the following was MOST probably not done?

1. Obtain a cost constraint from management, create a work breakdown structure, and develop a project management plan.
2. Obtain a cost constraint from management, perform a risk assessment, and form a team.
3. Form a team, create a work breakdown structure, and use historical records from previous projects.
4. Form a team, develop a project management plan, and perform a risk assessment.

Q10. You are the project manager of a project executing work under a contract signed with a buyer organization. Just after the project has started, you notice that the buyer organization had made a mistake in the financial terms, and your organization stands to benefit considerably from this oversight. What should your stance be?

1. Do not take any action since a contract is a binding and legal document.
2. Discuss with your management how you could gain a bonus due to the increased revenue your company stands to gain.
3. Informally check with your counterpart in the buyer organization to see whether he or she noticed this error.
4. Bring the error to the notice of the buyer organization and have an amendment made to the contract since this was in good faith.