Project Management Question Bank
for Exam preparation

Q2. Activity attributes extend the description of the activity by identifying various components associated with the activity. Typically, how many attributes are associated with each activity?

1. They should be between five and ten.
2. The number of attributes varies by application area.
3. They should be fewer than five.
4. The number of attributes depends on the activity duration.

Q3. To accommodate a new project in your department, you need to move resources from one project to another. Because your department is currently working at capacity, moving resources will inevitably delay the project from which you move the resources. It would cause the LEAST negative impact if you move resources from which of the following projects?

1. Project A with a benefit cost ratio of 0.8, no project charter, and four resources
2. Project B with a net present value of $60,000, 12 resources, and variable costs between US $1,000 and $2,000 per month
3. Project C with an opportunity cost of US $300,000, no project control plan, and an internal rate of return of 12 percent
4. Project D with indirect costs of US $20,000 and 13 resources

Q4. You are tracking your project using earned value management (EVM), and find you are behind schedule but under budget. Your variances show schedule variance (SV) = US $50 million, cost variance (CV) =$100 million, and your actual costs are US $500 million. What are the CPI, PV, and SPI?

1. 1.20, $100 million, 0.92
2. 0.92, $550 million, 1.20
3. 0.92, $650 million, 1.08
4. 1.20, $650 million, 0.92

Q5. Which of the following can prove to be effective in addressing variability risks?

1. Monte Carlo analysis
2. Root cause analysis
3. Mitigating opportunities
4. Accepting the risk

Q6. You have been given a project to develop some gaming software for the client. You have developed many similar games in the past and possess the knowledge and skills that are needed to build the game. You have recruited your team and many of them are new, however all of them respect you a lot. What kind of power are you showing here?

1. Coercive power
2. Positional power
3. Expert power
4. Referent power

Q7. Which of the following is the MOST likely outcome if you decide to crash the project?

1. Increased cost
2. Longer schedule
3. Doing more activities in parallel
4. Added schedule risk

Q8. Lag means:

1. The amount of time an activity can be delayed without delaying the project finish date
2. The amount of time an activity can be delayed without delaying the early start date of its successor.
3. Waiting time
4. The product of a forward and backward pass

Q9. Midway through a project, a project manager determined the project was running far behind schedule. If the project manager needs to shorten the project schedule without changing the project scope, which of the following schedule compression techniques could he use?

1. Crashing
2. Reserve Analysis
3. Forecasting
4. Last Tracking

Q10. Which of the following tools helps in determining the gaps between the current and desired stakeholder engagement levels?

1. Stakeholder register
2. Monte Carlo analysis
3. Stakeholder engagement assessment matrix
4. Fishbone diagram