Project Management Question Bank
for Exam preparation

Q2. 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.

Q3. You have one document which hierarchically categorizes labor, equipment, and materials, etc. This document is known as:

1. RBS
2. Resource calendar
3. RACI matrix
4. RAM chart

Q4. If project time and cost are not as important as the number of resources used each month, which of the following is the BEST thing to do?

1. Perform a Monte Carlo analysis
2. Fast track the project
3. Perform resource leveling
4. Analyze the life cycle costs

Q5. The customer responsible for overseeing your project asks you to provide a written cost estimate that is 30 percent higher than your estimate of the project’s cost. He explains that the budgeting process requires manager to estimate pessimistically to ensure enough money is allocated for projects. What is the BEST way to handle this?

1. Add the 30 percent as a lump sum contingency fund to handle project risks
2. Add the 30 percent to your cost estimate by spreading it evenly across all project activities
3. Create one cost baseline for budget allocation and a second one for the actual project management plan.
4. Ask for information on risks that would cause your estimate to be low.

Q6. You have just walked into your office when you receive an e-mail from the sponsor notifying you that the auditing team will soon be your office to start a risk audit of your project. The next e-mail you receive has been forwarded to you, and involves conflict between two team members. You are immediately bombarded with phone calls from both parties to the e-mail complaining about the other. Which conflict resolution technique would you immediately use with team member?

1. Forcing
2. Compromising
3. Avoiding
4. Confronting

Q7. At which stage in a project should the project manager begin to develop effective stakeholder engagement strategies throughout the project lifecycle?

1. Initiating
2. Executing
3. Planning
4. Monitoring and Controlling

Q8. Your project is going full steam and to prepare a monthly report you collect some data and give it to John who is your team member. You ask him to provide you with work performance information. He analyzes the information, compiles the data, and gives you the requested information which includes the status of deliverables, the number of change requests, implementation status for change requests, and forecasted estimates to complete. Among this information, which does not represent the information you requested?

1. Number of change requests
2. Status of deliverables
3. Forecasted estimates to complete
4. Implementation status for change requests

Q9. A team member is not performing well on the project because she is inexperienced in system development work. There is no one else available who is better qualified to do the work. What is the BEST solution for the project manager?

1. Consult with the functional manager to determine project completion incentives for the team member.
2. Obtain new resources more skilled in development work
3. Arrange for the team member to get training
4. Allocate some of the project schedule reserve.

Q10. Which of the following is a hierarchical representation of project risks?

1. Risk Register
2. Risk Mitigation
3. Risk Categories
4. Risk Breakdown Structure