Project Management Question Bank
for Exam preparation

Q2. Teams go through various stages of development. According to the Tuckman ladder of development, the stage during which the least amount of work gets done is usually the:

1. Storming phase
2. Forming phase
3. Norming phase
4. Performing phase

Q3. You are managing a project with a large multinational staff. Susan, one of the engineers, was originally asked to deliver her part of the work on October 19. Due to a change in the critical path, her deliverable will be needed two days sooner. However, as the new deadline is still two weeks away and she is ahead of schedule, you are confident her delivery will be on time. During a staff meeting, you learn from John, her functional manager, that Susan celebrates a religious holiday on October 17. However, he also tells you that Susan is not particularly religious; if pushed a bit and offered some incentive, she may forego celebrating this holiday and come to work. What should you do?

1. Check whether one of her colleagues can share some of her workload this week
2. Increase her project incentive if she agrees to deliver her presentation on the 17th
3. Let the critical path remain the same
4. Ask her boss to ask her to skip the holiday

Q4. You have signed a contract to have a customer care support system built for your company. In this contract, you have mentioned that you will pay all costs incurred plus a monetary benefit if you are happy with the work and the contractor fulfills some conditions set in the contract. What type of contract is this?

1. Cost plus incentive fee
2. Cost plus award fee
3. Time & material
4. Fixed price incentive fee

Q5. A project manager on a multinational website implementation project is at a party and talks to friends who will be heavy users of this new website when the project is complete and the site is rolled out. They describe some annoying aspects of the current website. The project manager takes this feedback to the sponsor, and encourages design and scope changes. Which of the following BEST describes what the project manager has done?

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

Q6. Which of the following BEST describes the Validate Scope process?

1. It provides assurances that the deliverable meets the specifications, is an input to the project management plan, and an output of Perform Quality Control.
2. It ensures that the deliverable is completed on time, ensures customer acceptance, and shows that the deliverable meets specifications.
3. It ensures customer acceptance, shows that the deliverable meets specifications, and provides a chance for differences of opinion to come to light.
4. It is an output of Perform Quality Control, occurs before Define Scope, and ensures customer acceptance.

Q7. While holding a risk reassessment meeting, the sponsor is looking at the latest list of top risks in the project report. A newly identified risk has undergone qualitative risk analysis and it was determined that it did not rank higher than already identified risks to continue through the risk process. Two fallback plans have been adjusted based on the severity of previous risk impacts. What has the project manager NOT done?

1. Provide the sponsor with the full list of noncritical risks
2. Perform quantitative risk analysis for the new risk
3. Look at the impact of the new risk to the project as a whole
4. Look for contingency risks from the fallback plan.

Q8. You publish some informative notes on the company’s web portal and ask stakeholders to review it. What kind of communication method is this?

1. Pull
2. Push
3. Interactive
4. None of the above

Q9. Laurence is the PMO manager at ANZ Company. The CEO of the company asked Laurence to review the business requirements and develop the current year’s capital management plan. The capital management plan will outline the key business deliverables (capital projects) and will go to the board for final approval. Which of the following organizational artifacts should Laurence review to analyze the business requirements for the current fiscal year?

1. Lessons Learned
2. Capital budget for the current year
3. Organizational Process Assets
4. Organizational Strategy

Q10. You manage an airport construction project. Since sophisticated technology and systems are involved, your project procurements require significant lead times. Your procurement specialist has recently proposed a new procurements management process that will significantly reduce these lead times and result in cost savings for the project. Besides implementing this new process, what else should you do?

1. Resell your current inventory at the purchase price
2. Shut down the project warehouse
3. Update the lessons-learned database
4. Do not include the over-processing costs