Project Management Question Bank
for Exam preparation

Q2. In a SWOT analysis, when you are able to convert threats into opportunities and weaknesses into strengths, it is known as:

1. Conversion strategy
2. Reverse strategy
3. FMEA analysis
4. Benefit realization

Q3. Using the chart, in order to handle some resources changes on your project, activity H is going to be done concurrently with activity G instead of after it. What impact will this have on the project?

1. It will cause the project to be completed four time periods sooner
2. It will cause a decrease in project risk
3. It will have no effect on the critical path
4. It will affect activity
5. 29

Q4. You have been assigned as a project manager of a new project to be executed out of New York. However, you determine the project requires a Global Positioning Systems expert who is not available within the company in New York. After doing a little checking, you determine that the company has an expert based in London who is suitable for the project. However, the London-based employee is not willing to relocate to New York for the project. In such a case:

1. Write to the manager of the London-based employee and inform him that the employee needs to be convinced to relocate to New York due to project requirements.
2. You look at the option of moving ahead with the project by using a virtual team.
3. Manage the project without the key resource and flag this as a risk.
4. Co-location of resources is a key factor for the success of projects. As per PMI guidelines, you cannot proceed with the project since the resources are not available in New York.

Q5. An effective quality audit should be:

1. Structured and independent
2. Informal and independent
3. Informal and internal
4. Structured and internal

Q6. The list of identified risks is found in the risk register. However, the overall high-level project risks is first listed in the:

1. Scope statement
2. Requirement document
3. Project charter
4. Risk management plan

Q7. Nancy’s project has a large number of key positive and negative stakeholders. To ensure the project’s success, it is essential to manage the influential negative stakeholders closely. Do the key positive stakeholders need to be managed, too?

1. No; more attention needs to be given to the key negative stakeholders.
2. The positive stakeholders need to be closely managed, as well, since stakeholders’ needs and expectations change over time.
3. Project stakeholders should not be classified as positive and negative stakeholders.
4. Yes; positive stakeholders should be more closely managed than the negative stakeholders.

Q8. You have assigned as the project manager on a new project. The organization uses a strong matrix structure. Computers needed to complete the project are an example of:

1. Limited cost
2. Diminishing cost
3. Fixed cost
4. Indirect cost.

Q9. Which of the following is a hierarchical representation of project risks?

1. Risk Register
2. Risk Mitigation
3. Risk Categories
4. Risk Breakdown Structure

Q10. Organizational process assets are fundamental inputs to most of the project management processes. However, only some of the process assets are relevant to any given process. Which of the following organizational process assets is the least important consideration during the Manage Stakeholder Engagement process?

1. Issue management procedures
2. Project plan templates
3. Change control procedures
4. Historical information about previous projects