Project Management Question Bank
for Exam preparation

Q2. You are a project manager leading a cross-functional project team in a weak matrix environment. None of your project team members report to you functionally and you do not have the ability to directly reward their performance. The project is difficult, involving tight date constraints and challenging quality standards. Which of the following types of project management power will likely be the MOST effective in this circumstance?

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

Q3. You are halfway through a major network rollout. There are 300 locations in the United States, with another 20 in England. A software seller has just released a major software upgrade for some of the equipment being installed. The upgrade would provide the customer with functionality they requested that was not available at the time the project began. What is the BEST course of action under these circumstances?

1. Continue as planned, your customer has not requested a change
2. Inform the customer of the upgrade and the impacts to the project’s timeline and functionality if the upgrade is implemented
3. Implement the change and adjust the schedule as necessary because this supports the customer’s original request
4. Implement the change to the remaining sites and continue with the schedule.

Q4. You are working on an information technology project as a project manager to develop a shopping website for your customers. Some key stakeholders in the project suggested scope changes to improve the website’s look and feel. Your team has analyzed the impact of these changes and presented the analysis to the Change Control Board (CCB) for approval. What should be your next step if the CCB accepts all proposed changes?

1. Implement the change request and update stakeholders
2. Review change control board decisions and inform stakeholders for their input
3. Conduct a team status meeting to update the progress on change requests
4. Revise cost estimates, schedule dates, resource requirements, and planning documents

Q5. You are the project manager for GeoThermal Systems. Which of the following must be done FIRST before proceeding with a new project?

1. Create the Project Scope Statement
2. Stakeholder analysis
3. Product analysis
4. Obtain Project Charter approval

Q6. Which of the following is a TRUE statement about a risk rating matrix?

1. It should be changed for every product
2. It should never be used on a large project
3. It should be standardized between projects
4. It should be developed by the project manager.

Q7. You have created the project charter but could not get it approved. Your manager and his boss have asked that the project begin immediately. Which of the following is the BEST thing to do?

1. Set up an integrated change control process.
2. Show your manager the impact of proceeding without approval.
3. Focus on completing projects that have signed project charters
4. Start work on only the critical path activities 7

Q8. You are planning a project. The functional managers will not commit any particular people to your project, because it will not begin for a few months. All of the following methods could be used to handle this situation EXCEPT:

1. Use the average productivity factor for each department.
2. Use the average daily rate of the resource in each department times the number of resource needed of each resource type.
3. Use the results of the Delphi Technique for the number of hours.
4. Use the average probability of successful completion multiplied by the number of resource needed each day.

Q9. The morale of the team members of a project is very low. The team members feel they were not given opportunities to participate in the organizational team development activities due to over-allocation to project tasks, and so, they missed opportunities to develop. Which of the following is the most likely cause of this situation?

1. Use of zero-sum rewards in the project
2. A poorly defined resource calendar
3. Too many senior team members
4. Poor interpersonal skills in the team

Q10. Earned value measurement is an example of:

1. Performance reporting
2. Planning control
3. Ishikawa diagrams
4. Integrating the project components into a whole.