Project Management Question Bank
for Exam preparation

Q2. You are managing a project that requires an environmental permit to do work. The approval is in the final stages when a confidential, reliable report is brought to your notice. The report indicates there is a high risk of an environmental hazard due to the project. Your manager tells you it is better to keep quiet at this stage since losses from terminating the project might be very high. You must:

1. Send an email to your manager documenting the matter and disowning ownership of the project
2. Inform the necessary authorities of the hazard, even if it means cancelling the project
3. Wait for the project to start and see if the information in the report is true
4. Keep quiet about the matter since you will follow your manager's instructions

Q3. While preparing your risk responses, you realize that you have not planned for unknown risk events. You need to make adjustments to the project to compensate for unknown risk events. These adjustments are based on your past project experience when unknown risk events occurred and knocked the project off track. What should you do?

1. Include a management reserve in the budget to try to compensate for the unknown risks, and notify management to expect unknown risks to occur.
2. Document the unknown risk items and calculate the expected monetary value based on probability and impact that may result from the occurrence.
3. Determine the unknown risk events and the associated cost; then, add the cost to the project budget as reserves.
4. With the stakeholders, determine a budget of the known risk budget to allocate to a management reserve budget.

Q4. The project has been going well when one of the suppliers informs you that, as they warned you during project planning, they will deliver your equipment two days late. At the same time, you get a call from a team member informing you that the critical path activity she is working on will take longer to complete than planned. What is the BEST thing to do?

1. Use a contingency reserve for the first, and find out how much later the activity will be
2. Ask for a change order for each
3. Have both reviewed with the change control board
4. Find out why the activity was late 8

Q5. A stakeholder’s engagement assessment matrix can be used to identify:

1. Communication gaps.
2. Additional stakeholders.
3. Key relationships between stakeholders.
4. Skill levels of stakeholders.

Q6. Robert is managing a construction project. The project's client is responsible for the design, while Robert’s organization is responsible for the construction. There has been a 45-day delay on a couple of major structure designs. This delay can only be recovered through crashing and will cost $2 million in addition to the approved budget. Robert prepares a detailed report and emails it to the client. In this scenario, Robert’s email to the client is an example of:

1. Informal unofficial communication
2. Formal unofficial communication
3. Informal official communication
4. Formal official communication

Q7. What is the traditional way to display a reporting structure among project team members?

1. Text-oriented role description
2. Flowchart
3. Project organization charts
4. Matrix-based responsibility chart

Q8. Which of the following is NOT part of the expert judgment tool and technique for the develop project management plan process?

1. Tailor the process to meet the project needs
2. Hold planning meetings to develop the risk management plan
3. Determine resources and skill levels needed to perform project work
4. Define the level of configuration management to apply to the project

Q9. Which of these types of precedence relationships is least commonly used in the Precedence Diagramming Method?

1. Start to Start
2. Finish to Finish
3. Finish to Start
4. Start to Finish

Q10. Which of the following interpersonal skills is of prime importance during the collection and analysis of stakeholders’ needs and expectations?

1. Trust building
2. Conflict resolution
3. Overcoming resistance
4. Active listening