Project Management Question Bank
for Exam preparation

Q2. This project is chartered to determine new ways to extend the product life of one of the company’s medium-producing products. The project manager comes from the engineering department and the team comes from product management and marketing departments. The project scope statement and project planning are completed when a stakeholder notifies the team that there is a better way to complete one of the work packages. They even supply a technical review letter from their department proving that the new way to complete the work package will actually be faster than the old way. The project manager has had similar experiences with this department on other projects, and was expecting this to happen on this project. What is the FIRST thing the project manager should do?

1. Contact the department and complain again about their missing the deadline for submission of scope.
2. Look for how this schedule change will impact the cost to complete the work package and the quality of the product of the work package.
3. See if there is a way to change from a matrix environment to a functional organization so as to eliminate all the interference from other departments.
4. Ask the department if they have no other changes.

Q3. Earned value measurement is an example of:

1. Performance reporting
2. Planning control
3. Ishikawa diagrams
4. Integrating the project components into a whole.

Q4. Which of the following quality control tools and techniques may not be used for root cause analysis?

1. Fishbone diagram
2. Scatter diagram
3. Ishikawa diagram
4. Cause-and-effect diagram

Q5. Which of these is not an input to the Control Procurements process?

1. Agreements
2. Change requests
3. Work performance data
4. Project management plan

Q6. Who of the following are ALWAYS stakeholders?

1. A person who does not want the project to be completed.
2. An assembly line worker that will use the product of the project
3. A functional manager from the engineering department.
4. A person who might lose his or her position in the company because of the project

Q7. A project team is trying to decrease risk on the project. Management has a good relationship with a seller who is experienced in areas that your company is not experienced in. Management wants all activities with a US $50,000 or higher risk to be transferred to the seller. Management believes that this will remove the impact of those higher risks from the project. Why would this NOT be effective?

1. Working with sellers will add more than the $50,000 of risk to the project.
2. You would have to go through the contracting process.
3. The transference of a risk does not remove all impacts of the risk.
4. Management’s association with the seller is a conflict of interest for the project.

Q8. Which of the following components of a project scope statement is useful in reducing scope creep?

1. Acceptance criteria
2. Deliverables
3. Scope description
4. Exclusions

Q9. In creating a project management plan, how should a project manager use rewards?

1. Use the reward system currently in place throughout the company.
2. Ignore rewards because the functional manager will take care of it.
3. Create a specific reward system for the project.
4. Ignore rewards because they are management’s responsibility.

Q10. Jennifer has recently been asked to manage an office refurbishment project. She finds out that the chief financial officer of the company is resisting the project. The chief financial officer is a key project stakeholder. What must Jennifer do first?

1. Seek expert judgment from the project initiator
2. Seek support from the project sponsor to force project decisions
3. Conduct a team meeting to discuss this issue
4. Analyze options that might change or influence the chief financial officer‘s perception