Project Management Question Bank
for Exam preparation

Q2. You are two days late on reporting the status for a project you are managing. The status report indicates that the project is lagging behind schedule. During the current week, you are confident of making up some of the lost time. How should you report project status?

1. Since the status report is already due, do nothing. Send out the status report next week when the project is back on track.
2. Since the status report is already two days overdue, you may communicate to stakeholders that you will send a consolidated status report next week. In this manner, you can avoid being untruthful or falsifying reports.
3. Send out a status report to all stakeholders indicating that the project is on track. Once this week goes by, things will be fine, and the status reports will be back to normal.
4. You should report project status exactly as it is. You may also mention that you expect to make up some of the lost ground but will truthfully represent current status.

Q3. The Plan Stakeholder Engagement process has many inputs. Which of the following is an input to the Plan Stakeholder Engagement process that comes from the Conduct Procurements process?

1. Project management plan
2. Project charter
3. Historic stakeholder engagement plans
4. Agreements

Q4. When do stakeholders have the MOST influence on a project?

1. At the beginning of the project
2. In the middle of the project
3. At the end of the project
4. Throughout the project

Q5. Under which circumstances is it BEST to use a network diagram rather than a bar chart?

1. To report to the sponsor
2. To show interdependence between activities
3. To track progress or to report to the team
4. To create a work breakdown structure

Q6. You are working on a project which is under budget and ahead of schedule. The project is 85% complete, and the client comes and asks you to terminate the project because he fears a possible regulation can impact his project. You review the project parameters and find that you can complete the project before the proposed legislation comes into existence; moreover, you won’t need any extra funding. What will your next steps be?

1. Tell the client about your findings and ask him to reconsider his decision
2. Initiate the close project process
3. Immediately release your team members
4. Convince your management to discuss the issue with the client

Q7. Your construction project is in execution, and you require a major change to one of your supplier agreements. Can you directly make this change with mutual consent of the supplier during the Control Procurements process, or do you have to visit the Perform Integrated Change Control process, as well?

1. The change request needs to be approved through the Control Procurements process prior to making the change through the Integrated Change Control process.
2. The change request can be directly processed through the Control Procurements process since the change requests only affects a particular supplier agreement.
3. The Control Procurements process is about identifying variances. The supplier contract can directly be altered through the Perform Integrated Change Control process.
4. The change request needs to be approved through the Perform Integrated Change Control process prior to making the change through the Control Procurements process.

Q8. A key output of Plan Resource Management is a list of project roles and responsibilities. What should this document include?

1. Work packages, Effort, Authority, Duties
2. Role, Responsibility, Authority, Risk
3. Role, Title, Resource Cost, Responsibility
4. Role, Authority, Responsibility, Competence

Q9. What does it mean if the Earned Value is equal to Actual Cost?

1. Schedule Variance Index is 1
2. Project is on budget and on schedule
3. There is no cost variance
4. There is no schedule variance

Q10. The method used in the Manage Quality process to identify the factors that may influence specific characteristics of a product under development is:

1. The forecasting technique
2. The control chart
3. The statistical sampling
4. Design for X