Project Management Question Bank
for Exam preparation

Q2. Mark is managing a telecom network deployment project. The buyer of the telecom network is an external entity. Recently, the customer requested that all future project updates be posted to their information system automatically. In order to implement this, the project team needs to customize their project management information system so it can be integrated with the customer’s information system. This is a new customer requirement that was not a part of the original project’s scope. What should the project manager do?

1. Request that the customer terminate the current contract and award a new contract.
2. Ask the project team to customize the project management information system.
3. Ignore the request; this is outside the project’s scope.
4. Initiate the formal change control process.

Q3. The credibility of your risk management depends on the unbiased probability and impact of identified risks. If these parameters are not correctly assessed, your risk management is not worth following. In which of the following process do you define the definition of probability of risks?

1. Plan risk management
2. Identify risks
3. Plan risk responses
4. Perform qualitative risk analysis

Q4. All of the following are forms of power derived from the project manager's position EXCEPT:

1. Formal.
2. Reward.
3. Penalty.
4. Expert.

Q5. 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.

Q6. A project manager has finished the project. He knows that the project scope has been completed and is within cost and time objectives set by management. Management, however, says that the project is a failure, because the original schedule was for 27 weeks and the project was completed in 33 weeks. If the project baseline was 33 weeks, the project is a success because:

1. It only had six weeks of changes
2. It was completed within the baseline
3. There were so few changes
4. There was good communication control.

Q7. If earned value (EV) = 35o, actual cost (AC) = 400, planned value ((PV) = 325, what is the cost variance (CV)?

1. 350
2. -75
3. 400
4. -50

Q8. All requested changes to a contract go through Contract Change Control Systems of both parties. The Contract Change Control system documents all requested changes for future reference. However, requested but unresolved changes might not make it up to either party’s Change Control Systems. If you are contesting a dispute, where can you find a record of such requested changes?

1. Procurement management plan
2. Project management plan
3. Project correspondence
4. Approved change requests log

Q9. With a growing awareness of so-called unknowable-unknowns, the existence of emergent risk is becoming clear. These are risks that can only be recognized after they have occurred. Emergent risks can be tackled through developing:

1. Project resilience
2. Project charter
3. Project management plan
4. Project risk management plan

Q10. You have identified risks and now have asked your team members to analyze which risks have the largest potential impact on the project. Which of the following tools will help you find this impact?

1. Sensitivity analysis
2. Pareto analysis
3. Probability and impact analysis
4. Decision tree method