Project Management Question Bank
for Exam preparation

Q2. Your manager is presenting a status report of all projects being run in his division. He reports that all projects are showing a positive CV. However, you know that your status reports for the last several weeks have been reporting a negative CV. What do you do?

1. Do nothing.
2. Offer to review all your manager's combined status reports before he presents them.
3. Notify the appropriate management immediately.
4. Ask your manager if that information was simply a typographical error.

Q3. A project has a schedule reserve of 28 days when the customer adds scope not previously planned for. The change has a 40 percent chance of delaying the project by an additional 14 days. What should be done?

1. Add more resources to the project.
2. Look for ways to cut 14 days of work from another activity.
3. Add 5.6 days to the schedule reserve.
4. Plan to add 14 days of overtime to the project.

Q4. Ron is a project manager handling an alternate water-supply project. During a project performance review, he notices the following: (i) Activity A, on the critical path, is delayed by four days. (ii) Activity B, not on the critical path, is delayed by nine days. (iii) Activity C, on the critical path, is delayed by two days. (iv) Activity D, not on the critical path, is delayed by five days. In what sequence should Ron prioritize his efforts in addressing these delays?

1. First Activities A and B, and then Activities C and D
2. First Activities A and C, and then Activities B and D
3. First Activities C and D, and then Activities A and B
4. First Activities A and D, and then Activities B and C

Q5. The budget of your project is 350,000 USD and you have spent 200,000 USD. However, upon analyzing the project’s performance you find that you are over budget and may need 200,000 USD to complete the remaining work. This 200,000 USD is known as:

1. BAC
2. ETC
3. TCPI
4. EAC

Q6. All of the following are inputs to the procurement process EXCEPT:

1. Project scope statement
2. Market conditions
3. Product description
4. Procurement statement of work.

Q7. Fast tracking the project usually:

1. Decreases project duration
2. Decreases project costs
3. Decreases the amount of management oversight needed
4. Decreases the number of resources used

Q8. You are the project level manager with several project activities underway. In the executing process group, you begin to become concerned about the accuracy of progress reports from the projects. What would BEST support your opinion that there is a problem?

1. Quality audits
2. Risk quantification reports
3. Regression analysis
4. Monte Carlo analysis

Q9. Based on the chart, if you needed to shorten the duration of the project, which activity would you to shorten?

1. Activity B
2. Activity D
3. Activity H
4. Activity C 39

Q10. A first-time project manager wanted to have a “perfect project.” This manager informed the customer that this project would not accept change requests of any kind and that the scope would need to be defined precisely at the very start of the project. The customer agreed to this request. What would your comment on this situation be?

1. The is a good example of how the project management team can decide what is and what is not necessary for the project. Not allowing changes is a good way of ensuring that the project meets requirements as detailed in the project scope.
2. This is unrealistic and impractical. Change is inevitable and rather than look at a 'no change' project, it would be more in the project interests to plan for a robust change control process.
3. This indicates that the project manager is very aggressive and is likely to take the project to successful completion. Since he has announced the 'no change requests' policy, the customer manager can no longer request changes.
4. This is unrealistic and impractical. The project manager should not have announced his intentions to the customer. He should have had an unofficial policy of rejecting all change requests.