Project Management Question Bank
for Exam preparation

Q2. Your new project to outsource work has been going badly. The project deliverables have changed three times, the functional managers keep removing people from the team, and the project schedule baseline has been adjusted four times in the first week. This is MOST likely due to the lack of:

1. A staffing management plan
2. A signed project charter
3. Clear direction from the sponsor
4. A scope management plan

Q3. You have assembled a group of subject matter experts (SMEs) to define risk probability and impact levels. You and your team are still in what process group?

1. Risk
2. Monitor and Controlling
3. Quantitative Analysis
4. Planning

Q4. You are performing the inspection of a deliverable with your contractor to determine if the deliverable is meeting requirements. After being satisfied with the inspection, you accept the deliverable. Which process are you in?

1. Quality control
2. Validate scope
3. Close procurement
4. Procurement audit

Q5. The project manager controls the interfacing and overlapping areas of the organization’s procurement processes, along with the project schedule, with processes from this area:

1. Project Resource Management
2. Project Scope Management
3. Project Risk Management
4. Project Integration Management

Q6. Bill is the project manager of an external project for a customer. The project is expected to take about a year to complete. Six months into the project, the customer informs Bill that he or she needs to scrap the project. During which of the following processes would procedures be developed to handle early termination of a project?

1. Develop Project Charter
2. Close Project or Phase
3. Define Scope
4. Monitor Risks

Q7. A new software development project is in progress and the project manager is working with the quality assurance department. They want to improve everyone’s confidence that the project will satisfy the quality standards. Which of the following MUST they have before they start this process?

1. Completed checklists
2. A quality control plan
3. Results of quality control measurements
4. Rework.

Q8. You are working for an international construction company. Your project involves pulling together over 13 different subprojects. You are having difficulty in ensuring three subcontractors are doing their work correctly. As you review the project results you notice you have spent US $1,200,000 at the last reporting point. You know the schedule is not too bad, since your schedule performance index (SPI) is 1.1. Considering you feel you should have spent US $1,300,000 to this point, what is the cost performance index (CPI), and the schedule and cost variances?

1. 1.19, $130,000, and $$230,000
2. 1.1, ($230,000), and $130,000
3. 1.19, $230,000, and ($230,000)
4. 1.46, $130,000, and ($130,000)

Q9. Carole is managing a hotel refurbishment project. She has identified her project's key stakeholders. Carole now wants to expand this list of stakeholders and convert it to a comprehensive list of project stakeholders. What should Carole do?

1. Do not spend more time on identifying the non-key stakeholders
2. Seek expert judgment from the identified key stakeholders
3. Request that the project sponsor provide the details of the remaining stakeholders
4. Carry out a stakeholder analysis with the identified key stakeholders

Q10. Which of these tools and techniques is common to all seven Project Integration Management processes?

1. Meetings
2. Data analysis
3. Data gathering
4. Expert Judgment