Project Management Question Bank
for Exam preparation

Q2. The project is calculated to be completed four days after the desired completion date. You do not have access to additional resources. The project is low risk, the benefit cost ratio (BCR) is expected to be 1.6, and the dependencies are preferential. Under these circumstances, what would be the BEST thing to do?

1. Cut resources from an activity
2. Make more resources concurrent
3. Move resources from the preferential dependencies to the external dependencies.
4. Remove an activity from the project.

Q3. In which project management process group is the project manager likely to be more coaching?

1. Initiating
2. Planning
3. Executing
4. Monitoring and controlling.

Q4. During project executing, a new project manager is assigned to the project and finds that the activity cost estimates for the project have rarely been accurate. Which of the following was MOST probably not done?

1. Obtain a cost constraint from management, create a work breakdown structure, and develop a project management plan.
2. Obtain a cost constraint from management, perform a risk assessment, and form a team.
3. Form a team, create a work breakdown structure, and use historical records from previous projects.
4. Form a team, develop a project management plan, and perform a risk assessment.

Q5. The on-demand scheduling approach used in agile environments is based on the theory-of-constraints and pull-based scheduling concepts from lean manufacturing to limit a team’s work in progress. This is also called:

1. 5S
2. Kanban
3. Andon
4. Gemba

Q6. In projects where there is a gap between the real business requirements and the stated business requirements, agile methods are extremely helpful. Agile methods provide a solution to this problem by:

1. Completing the project quickly so that gap is significantly reduced.
2. Replacing the project manager with a Scrum master in order to expedite the project.
3. Purposefully building and reviewing prototypes and release versions to refine requirements.
4. Eliminating the documentation altogether from the project management approach.

Q7. You are a project manager for a large consulting firm. Your superior has just asked for your input on a decision about which project your company should pursue. Project A has an internal rate of return (IRR) of 12 percent. Project B has a predicted cost ratio (BCR) of 1.3. Project C has an opportunity cost of US $75,000. Project D has a payback period of six months. If you had to choose based on this data, which project would you select?

1. Project

Q8. Which of the following is not a project competing constraint?

1. Budget
2. Procurement
3. Risk
4. Resource

Q9. You have just received an invoice from your supplier that contains some uncertified items. Payments to the supplier are processed through your corporate accounts payable system only after certification of satisfactory work by the project quality control specialist. What should you do?

1. Process the supplier’s invoice since this is your liability
2. Call the supplier and obtain more information
3. Ask the supplier to stop all deliveries until the matter has a resolution
4. Seek judicial arbitration

Q10. In the process of reviewing the status of your team’s work assignments, you learn that the project has fallen behind schedule by one week. The project has high visibility within the organization and is completely datedriven. The project finish date is still two months out and you think you can recover the time over the next month or so. What is the BEST course of action for reporting the project status?

1. Report the project on schedule. This is not a significant slippage and there is still time to recover
2. Report the project on schedule. Most project management plans are not accurate to less than one or two weeks anyway
3. Report the project one week behind schedule and include recommended corrective actions
4. Report the project one week behind schedule and then issue a new report next week showing them the problem fixed