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Project Management Question Bank
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Question:

In the procurement process, the seller may be viewed initially as a bidder, then as the selected source, and then as the contracted supplier. The seller will typically manage the work as a project. In such an instance, which of the following is not true?
  1. The buyer becomes the customer and is then a key project stakeholder for the seller.
  2. Terms and conditions of the contract become key inputs to many of the seller’s management processes (ex: major deliverables, key milestones, cost objectives).
  3. There need not be a contractual relationship between the buyer and the seller.
  4. The seller’s project management team is concerned with all the processes of project management and not just procurement management.






Q2. The project has been going well, except for the number of changes being. The project is being installed into even different department within the company and will greatly improve departmental performance when operational. There are 14 project management processes selected for use on this project. The project manager is a technical expert as well as having been trained in communications and managing people. Which of the following is the MOST likely cause of the project problems?

  1. The project manager was not trained in understanding the company environment.
  2. The project should have more management oversight since it will result in such great benefits to the company.
  3. The project should have used more of the project management processes.
  4. Some stakeholders were not identified
Correct Answer

Q3. Bill and Jake are two team members in a project. They do not get along well and are constantly involved in verbal conflicts. The project manager understands the characteristics of conflict and the conflict management process and tries to resolve the situation. Which of the following is not a correct statement?

  1. Openness resolves conflict
  2. Conflict is natural and forces a search for alternatives
  3. Conflict is inevitable in a project environment.
  4. The project manager is not responsible for conflict management.
Correct Answer

Q4. 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
Correct Answer

Q5. A project manager has a project team consisting of people in four countries. The project is very important to the company, and the project manager is concerned about its success. The length of the project schedule is acceptable. What type of communication should he use?

  1. Informal verbal communication
  2. Formal written communication
  3. Formal verbal communication
  4. Informal written communication
Correct Answer

Q6. You are in the middle of a project when you discover that a software seller for your project is having major difficulty keeping employees due to a labor dispute. Many other projects in your company are also using the company’s services. What should you do?

  1. Attempt to keep the required people on your project.
  2. Tell the other project managers in your company about the labor problem
  3. Contact the company and advise it that you will cancel its work on the project unless it settles its labor dispute.
  4. Cease doing business with the company 3
Correct Answer

Q7. Andy’s project stakeholders are not happy as the project is lagging behind schedule. During the executive committee meeting, Andy requests all stakeholders to keep their calm as most of the project deliverables have been completed and only quality inspections of these deliverables is pending. He assures the stakeholders that he is planning to crash the project to meet the completion deadline. What should be the stakeholders’ biggest concern now?

  1. Crashing at this stage might result in an exponential cost increase and more time will be required to recover that cost.
  2. Crashing at this stage might result in undetected errors, decreased profits, and increased post-implementation risks.
  3. Why Andy hasn’t chosen to fast-track the project instead of crashing the project.
  4. Stakeholders do not know the PMBOK jargon; crashing is a valid schedule compression technique.
Correct Answer

Q8. When would a milestone chart e used instead of a bar chart?

  1. Project planning
  2. Reporting to team members
  3. Reporting to management
  4. Risk analysis
Correct Answer

Q9. Negotiations between two parties are becoming complex, so Party A makes some notes that both parties sign. However, when the work is being done, Party B claims that they are not required to provide an item they both agreed to during negotiations, because it was not include in the subsequent contract. In this case, Party B is:

  1. Incorrect, because both parties must comply with what they agreed upon.
  2. Correct, because there was an offer
  3. Generally correct, because both parties are only required to perform what is in the contract
  4. Generally incorrect, because all agreements must be upheld.
Correct Answer

Q10. Which of the following is true about risks?

  1. The risk register documents all the identified risks in detail.
  2. Risk impact should be considered, but probability of occurrence is not important.
  3. Risks always have negative impact and not positive.
  4. Risk Response Plan is another name for Risk Management Plan.
Correct Answer








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