Project Management Question Bank
for Exam preparation

Q2. Your organization gets a new project and wants you to assign the project manager for this project. As management is busy with other activities, they ask you to develop the project charter so the project can get started. To develop the project charter, which of the following is not needed?

1. Strategic plan
2. Business case
3. Agreements
4. Project plan

Q3. A project has seven activities: A, B, C, D, E, F, and G. Activities A, B, and D can start anytime. Activity A takes 3 weeks, activity B takes 5 weeks, and Activity D takes 11 weeks. Activities A and B must be completed before Activity C can start. Activity C requires 6 weeks to complete. Activities B, C, and D must be completed before Activity E can start. Activity E requires 2 weeks. Activity F takes 4 weeks and can start as soon as activity C is completed. Activity E must be completed before activity G starts. Activity G requires 3 weeks. Activities F and G must be completed for the project to be completed. Which activities have float available?

1. Activity A has two weeks float, activity F has one week
2. Activity F has one week float
3. There is no float available in the project.
4. Activity A has eight weeks float

Q4. A project manager received executive orders to deliver the project two weeks earlier than scheduled, doing whatever it takes. He decided that the least costly means would be to add resources to critical path activities in order to shorten the time of those activities. In this case, the project manager has:

1. Fast tracked the critical path part of the project schedule
2. Decomposed the critical path WBS
3. Leveled resources
4. Crashed the critical path

Q5. Which of the following is NOT possible outcome of risk acceptance?

1. The project will suffer no damages
2. The project will use the risk reserve
3. The project will recover cost from the insurance company
4. The project will experience a cost or schedule overrun.

Q6. A project team member tells you that she went to her project manager with a good idea for a useful change to the project. Instead of giving her approval to make the change, the project manager asked her to write a report describing the benefits of the change. What is the MOST appropriate advice for the situation?

1. The project manager is being unreasonable and should do that kind of work herself
2. Remind the project manager that the benefit cost analysis for the project was done during project planning
3. A project manager must be able to weigh the benefits of the change versus the costs and compare them to other possible changes. The team member should do what was asked.
4. The team member should do what was asked because this sort of information must be given to the project sponsor to make the change.

Q7. The project manager is allocating overall cost estimates to individual activities to establish a baseline for measuring project performance. What process is this?

1. Cost Management
2. Estimate Costs
3. Determine Budget
4. Control Costs

Q8. Crashing is an effective schedule compression technique at times when a project is struggling behind schedule. However, increasing the number of resources to twice the original number of the resources does not always cut the time by half. This is due to:

1. Fast tracking the project
2. Risk mitigation due to crashing the project
3. The law of diminishing returns
4. Critical path analysis

Q9. Which term best describes the Identify Risks process?

1. Finite
2. Redundant
3. Iterative
4. Inconsequential

Q10. Your boss is worried about the project schedule. There is a critical deliverable due to the federal government in two weeks. If you miss the deliverable, you could lose the entire contract. To help reduce the boss’s stress you show him the earned value calculations you just completed. They show your cost performance index (CPI) is 1) is US $490 million. Should your boss be comfortable?

1. Yes, your SV is $10 million.
2. No, your CPI is too high
3. He needs more data
4. Yes, your SPI is 1.05.