Project Management Question Bank
for Exam preparation

Q2. For your project, you have broken down the work package into activities and just now completed the network diagram. Which process is this?

1. Develop schedule
2. Sequence activities
3. Define schedule
4. Create WBS

Q3. With a growing awareness of so-called unknowable-unknowns, the existence of emergent risk is becoming clear. These are risks that can only be recognized after they have occurred. Emergent risks can be tackled through developing:

1. Project resilience
2. Project charter
3. Project management plan
4. Project risk management plan

Q4. The product manager for the product the project is developing notifies the project manager that she has decided the product should be able to be used by an additional market. The BEST thing for the project manager to do would be to:

1. Immediately notify the project sponsor that there is a project scope change.
2. Notify the project change control board that the project scope will have to change
3. Inform the product manager that the potential impacts to the project will be reviewed.
4. Do nothing, as this is an example of progressive elaboration.

Q5. Monitoring cost expended to date in order to detect variances from the plan occurs during:

1. The creation of the cost change control system.
2. Recommending corrective actions
3. Updating the cost baseline
4. Project performance reviews

Q6. A project manager approaches you to understand the Work Breakdown Structure (WBS) in better detail. You tell her that:

1. The WBS is a detailed project plan and includes the effort, resources, and dates on which the tasks for the project are complete.
2. The WBS is a task-oriented decomposition of work that identifies each task and the resource required to accomplish the task.
3. The WBS is a deliverable-oriented hierarchical decomposition of the work the project team must accomplish to meet project objectives.
4. The WBS is a Gantt chart that contains details about the project deliverables the project team must do.

Q7. To manage a project effectively, work should be broken down into small pieces. Which of the following does NOT describe how far to decompose the work?

1. Until it has a meaningful conclusion
2. Until it cannot be logically subdivided further
3. Until it can be done by one person
4. Until it can be realistically estimated

Q8. Two team members come to you with a dispute regarding their roles and responsibilities. To resolve the dispute, which document will you refer to?

1. Resource histogram
2. RAM matrix
3. Scatter diagram
4. Stakeholder register

Q9. You have just walked into your office when you receive an e-mail from the sponsor notifying you that the auditing team will soon be your office to start a risk audit of your project. The next e-mail you receive has been forwarded to you, and involves conflict between two team members. You are immediately bombarded with phone calls from both parties to the e-mail complaining about the other. Which conflict resolution technique would you immediately use with team member?

1. Forcing
2. Compromising
3. Avoiding
4. Confronting

Q10. You are working in a matrix project environment where functional managers have control over the resources. You are well aware that not acquiring the project team soon enough for your project could result in changes to the schedule, cost, and quality. To acquire the project team from functional managers, the best technique for you to use is:

1. Pre-assignment
2. Virtual teams
3. Negotiations
4. Acquisition