Project Management Question Bank
for Exam preparation

Q2. Allocating ownership of a risk to a third party who is best able to capture the opportunity is an example of ________ the risk.

1. Sharing
2. Enhancing
3. Exploiting
4. Accepting

Q3. A project manager is worried about the costs on the project. There is a lot of rework, and scrap and inventory costs are rising. If you were a mentor to this project manager, what is the BEST advice you could offer?

1. Such effects are the nature of the project and not to worry
2. Improve quality training and throw a milestone party
3. Look at sunk costs
4. Look at marginal costs.

Q4. Which of the following Manage Quality techniques examines problems, constraints, and non-value-added activities that occur during project work?

1. Sensitivity Analysis
2. Expected monetary value analysis
3. Earned Value Analysis
4. Process Analysis

Q5. Two team members are having a big disagreement about how to accomplish an activity. The project is low risk and is taking place in a strong matrix environment with 34 team members. To resolve this dispute, the project manager should:

1. Make the decision
2. Send the team members to their managers for advice on resolving the dispute
3. Ask for a benchmark analysis
4. Have the team member’s compromise.

Q6. Which of the following is one of the most prominent features of a project following agile approach for product development?

1. Produce defect-free deliverables
2. Zero tolerance for rework
3. Deliver incremental value to the customer
4. Delivery of the product in a single sprint

Q7. The Create WBS process identifies the deliverables at the __________ level in the Work Breakdown Structure (WBS).

1. Lowest
2. Any
3. Tenth
4. Highest

Q8. Management wants to be sure that the project is following defined quality standards. Which of the following should they look at?

1. Risk management plan
2. WBS
3. Statement of work
4. Quality audit

Q9. A project is ending one of its phases. What should be done before moving on to the next phase?

1. Team meeting
2. Validate Scope
3. Management meeting
4. Scope management 05

Q10. 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.