Project Management Question Bank
for Exam preparation

Q2. The project manager has noticed that there have been a lot of changes on the project. This has not been considered to be a problem until one day he discovers that he cannot determine how many scope changes are currently being reviewed. This problem would be an error in which of the following?

1. Change control system and project scope management plan
2. Plan purchases and acquisitions and requirements gathering
3. Lack of a change control board and constrained optimization
4. A poor change configuration system and benefit analysis

Q3. All of the following are used in estimating EXCEPT:

1. Work breakdown structure
2. Team
3. Network diagram
4. Scope verification

Q4. You are analyzing the risk in a project. You decide to do a sensitivity analysis to determine which risks have the most potential impact on the project. You consider using a tool to help compare the relative importance of variables that have a high degree of uncertainty with those variables that are more stable. One such tool is:

1. Beta Distribution
2. S-Curve
3. Control Chart
4. Tornado Diagram

Q5. The Work Breakdown Structure (WBS) is a deliverable-oriented hierarchical decomposition of the work the project team will execute to accomplish the project objectives and create required deliverables. The Create WBS process falls under which knowledge area?

1. Project Schedule Management
2. Project Integration Management
3. Project Scope Management
4. Project Cost Management

Q6. While rating a proposal, one of the requirements was: "The proposed project manager needs to be a certified Project Management Professional, PMP®" This is an example of:

1. Constraints
2. Source Selection Criteria
3. Assumptions
4. Good practice

Q7. You are planning a project. The functional managers will not commit any particular people to your project, because it will not begin for a few months. All of the following methods could be used to handle this situation EXCEPT:

1. Use the average productivity factor for each department.
2. Use the average daily rate of the resource in each department times the number of resource needed of each resource type.
3. Use the results of the Delphi Technique for the number of hours.
4. Use the average probability of successful completion multiplied by the number of resource needed each day.

Q8. You have met with your project sponsor who told you that you must complete the project by the end of the year, no exceptions. This should be included in the project scope statement as a:

1. Project Constraint
2. Project Boundary
3. Project Acceptance Criteria
4. Project Assumption

Q9. A project manager asked various stakeholders to determine the probability and impact of a number of risks. He then analyzed assumptions. He is about to move to the next step of risk management. Based on this information, what has the project manager forgotten to do?

1. Evaluate tends in risk analysis.
2. Identify triggers.
3. Provide a standardized risk rating matrix.
4. Create a fallback plan.

Q10. Mary is a project manager for an infrastructure upgrade project in a government agency. She realized recently that a critical scheduled task exceeded its deadline, and the stakeholders are aware of it. The resource manager has permitted Mary to use three more resources to work on and complete the delayed task. Although the three additional resources prove helpful, Mary is still concerned about the task because:

1. Allocating more resources may result in rework
2. Allocating more resources may shorten the duration but results in increased risk or cost
3. Resources may need training to complete the task
4. Allocating more resources needs stakeholders approval