Project Management Question Bank
for Exam preparation

Q2. Which of the following are ALL tools and techniques of the Manage Project Team process?

1. Watch the team, report on team member’s performance, and issue conflict resolutions
2. Use appropriate conflict resolution techniques, do a 360-degree feedback assessment, and update the project management plan
3. Perform a 360-degree feedback assessment, verify critical resource availability, and watch the team.
4. Report on team members’ performance, use appropriate conflict resolution techniques, and do a 360-degree feedback assessment.

Q3. Which of the following defines things the project manager needs to do regarding cost?

1. Never just accept constraints from management, periodically recalculate the estimate to complete, meet any agreed-upon estimates
2. Meet any agreed-upon estimates, estimate larger-sized work components, accept constraints from management
3. Periodically recalculate the estimate to complete, increase estimates by eliminating risks, re-estimate when changes are requested
4. Never recalculate the estimate to complete, never just accept constraints from management, and only use historical records for accurate estimates.

Q4. You are managing a two-year project involving staff from several departments. The project is on schedule and within budget. A key team member leaves for a four-week vacation without completing a highly technical and specialized activity assigned to him (activity A). The project team cannot begin activity B or active E (a critical path activity) until activity A is completed. Activity A has three days float and is not on the critical path. A team member, a vendor, and a non-team member work overtime to complete activity A within its float time. You need to reimburse the nonteam member’s department and pay the vendor at an overtime rate. What action should you take?

1. Send a complaint letter to the key team member’s boss, and ask him to fund the extra cost expended.
2. Re-evaluate your communications management plan
3. Thank the others for filing in, but tell them not to waste time on noncritical path activities
4. Pay the cost out of your project reserves 5

Q5. Julia is managing a software development project. Recently, an unexpected event delayed the project by 15 days. Julia has called a team meeting to identify measures to take to bring the project back on schedule. A measure that is taken to bring future results back in line with the project plan is best described as?

1. Change request
2. Preventive action
3. Corrective action
4. Defect repair

Q6. You have just been assigned as the project manager for a new telecommunications project that is entering the second phase of the project. There appear to be many risks on this project, but no one has evaluated them to assess the range of possible project outcomes. What needs to be done?

1. Plan Risk Management
2. Perform Quantitative Risk Analysis
3. Plan Risk Responses
4. Control Risks.

Q7. You are an electrical engineer with extensive experience in managing transmission projects but limited experience with electronic design projects. However, in a stretch assignment, you were recently transferred to another department in your company that focuses on electronic design. Furthermore, you were asked to lead a highly important project involving both transmission and electronic design. In preparation for a meeting with your manager to discuss this opportunity, you review the initial project design brief. Due to your limited background in electronic design, a number of items in this document seem unclear to you. When you arrive at your meeting, your manager asks if you will be leading the project. How do you respond?

1. Accept the project and tell your manager that your expertise in transmission makes you an ideal manager for this project.
2. Decline the project, citing your lack of experience in electronics design.
3. Accept the project, but do not discuss your qualifications or lack thereof.
4. State that you would like to lead the project, but you must disclose that your primary domain of expertise is transmission, and that you may need supplementary training in electronics design.

Q8. If the team cannot identify a suitable response to identified risk, which risk response strategy, would they apply?

1. Transference.
2. Acceptance.
3. Mitigation.
4. Avoidance

Q9. Christine is managing a healthcare software development project. At a PMI conference, she met George who is the project manager at a competitor organization. George is a PMP and has successfully delivered many successful healthcare related software development projects. If George shares his stakeholder management experience with Christine, will that be considered Expert Judgment?

1. No! George is a project manager at a competitor organization.
2. Yes! George is an expert in managing such projects.
3. Yes! All participants at a PMI conference are experts.
4. No! This would be an example of expert opinion and not expert judgment.

Q10. If you are creating a new WBS for your project, what should you do to save time during the creation process?

1. Delegate the WBS creation since it is not an important process.
2. Skip the WBS process.
3. Use a previous WBS from a similar project as a template.
4. Create a less detailed WBS.