Project Management Question Bank
for Exam preparation

Q2. Kevin is assigned to a software development project that will start in the near future and is currently tailoring the PMBOK processes to satisfy the project’s specific needs. Kevin wants to introduce a new process, “Identify Key Deliverables”, to the existing six project scope management processes. Although he understands that project deliverables identification is already in the PMBOK scope management processes, he believes that having a dedicated process will stress the importance of determining and agreeing to key project deliverables. The best position for the new “Identify Key Deliverables” process should be between which of the following two processes?

1. Define Scope and Create WBS
2. Create WBS and Validate Scope
3. Plan Scope Management and Collect Requirements
4. Collect Requirements and Define Scope

Q3. While constructing a new drug manufacturing plan, you discover a leak in a pipe which has released chemicals into the ground. It was difficult to acquire the necessary government approval and community support for the plant, and management has told you to be particularly careful to not upset the community. You are uncertain of whether the chemicals could leak into the groundwater or cause any damage. What should you do?

1. Follow the instructions to avoid upsetting the community and do nothing
2. Start to write articles in the local paper about how poorly treated the local drinking water is.
3. Wherever possible, communicate all the great benefits of the plant to the community.
4. Inform local officials and ask for their help 0

Q4. Validate scope is the process which helps increase the chances that the client will accept the deliverable. Here, the client reviews the verified deliverable from the control quality process. Which of the following statements is true about validate scope process?

1. You complete this process with the client
2. You and your team members complete the process
3. It is performed by QA / QC personal
4. None of the above

Q5. The client has given you a project to construct a cold storage plant. Everything was going as planned, however, due to some unforeseen incidents, your project is delayed. The client is in a hurry and has threatened you with a large penalty if you are not able to complete the project on time. So, you started working hard to complete the project and avoid the fine. You are working overtime, bringing in more resources from other projects, and renting extra equipment; finally, you complete the project on time. This is an example of:

1. Critical chain
2. Fast tracking
3. Crashing
4. Resource leveling

Q6. Though you have tried to plan the project to accommodate all major contingencies, you are now asked for the fifth time to decrease the length of time the project will take to complete. The person completing activity C is no longer talking to you because of the added work she needed to do to accommodate previous decrease in time. She has already told you she cannot shorten her activity any more. The person doing activity D has been replaced by a new and less tested resource. The risk of crashing activity F is small. Based on this and the chart, what is the BEST thing to do?

1. Determine why there have been so many decreases to the project length
2. Invite the person doing activity C to lunch to talk about her problems
3. Evaluate the risk added to the project with the change of resources on activity D
4. Make changes to the project to decrease the time the project will take.

Q7. Communications management plans should include all of the following except:

1. Stakeholder communication requirements
2. Reasons for information distribution
3. Escalation process
4. Risk Register

Q8. You have taken over a project from another manager who left the firm. This is a functional organization and the different units are often rather hostile to each other. The project is a large one involving activities that the organization has never done before. You find that the project has what appear to be adequate documentations, including an agreed-to project charter, project management plan, WBS, etc. The project is on schedule and within budget. However, the atmosphere in meetings with the project members often seems tense, and offhand comments made by participants seem to indicate a high level of dissatisfaction with the project. You review all of the major project documents with the key stakeholders and get agreement that they are still accurate, but this does not seem to solve the problem. What is the MOST likely explanation for this situation?

1. There are personality conflicts amount the project team members that you need to uncover and resolve.
2. The project does not have an effective sponsor and thus is not viewed as a high priority.
3. Stakeholders have very different expectations about what the project is supposed to accomplish.
4. The organizational structure and dynamics prevent people from working together effectively.

Q9. A project manager has a large team consisting of people from many functional areas of the company. The BEST method to get the team’s cooperation is to use _______ power.

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

Q10. A project manager needs team members that report to a functional manager. What technique is the project manager most likely to use to obtain these resources?

1. Pre-assignment
2. Authority
3. Negotiation
4. Coercion