Project Management Question Bank
for Exam preparation

Q2. During which risk management process is a determination to transfer a risk made?

1. Identify Risks
2. Perform Quantitative Risk Analysis
3. Plan Risk Responses
4. Control Risks

Q3. You are a certified PMP, and the PMI has contacted you as part of an investigation it is conducting into allegations of improper conduct by your manager, who is also a PMP. A complaint has been filed stating your manager has received bribes related to a large procurement contract on another project. PMI has asked whether you could provide information regarding this situation. What should you do?

1. Confront your manager
2. Send PMI project documentation and emails related to the allegations to assist with their investigation
3. Notify the appropriate management immediately
4. Do nothing, citing a conflict of interest

Q4. A project manager meets with a resource manager and asks to move resources from project A to project B. What is the MOST likely reason for this request?

1. A problem has caused delay beyond the project manager’s ability to control
2. Project A has become higher priority within the organization
3. An activity has taken longer than planned
4. An activity was missed because a work breakdown structure was not created.

Q5. The key difference between Validate Scope and Control Quality is:

1. Validate Scope is concerned with meeting the quality standards specified.
2. Validate Scope is concerned with the acceptance of deliverables.
3. Validate Scope does not apply in projects that have been cancelled.
4. Validate Scope can never be performed in parallel with Control Quality.

Q6. The objective of a transformation project is to move an organization from one state to another state. The desired result of the change driven by the project is described as the:

1. Good state
2. Future state
3. Happy state
4. Transition state

Q7. Which of the following is NOT used in initiating a project?

1. Project statement of work.
2. The contract.
3. Enterprise environmental factors.
4. Earned value analysis.

Q8. Projects, portfolios, and programs are different entities in an organization. Which of the following choices states a correct relationship between them?

1. A portfolio consists of a collection of projects or programs that are grouped together to achieve strategic business objectives. The projects or programs need not be directly related.
2. A project is a collection of programs and portfolios that are grouped together to achieve the project objectives.
3. A program consists of a collection of projects or portfolios that are grouped together to achieve strategic business objectives.
4. A program is a collection of projects that are grouped together for convenience. It may include unrelated work if the work is under the same business division.

Q9. Jennifer has recently been asked to manage an office refurbishment project. She finds out that the chief financial officer of the company is resisting the project. The chief financial officer is a key project stakeholder. What must Jennifer do first?

1. Seek expert judgment from the project initiator
2. Seek support from the project sponsor to force project decisions
3. Conduct a team meeting to discuss this issue
4. Analyze options that might change or influence the chief financial officer‘s perception

Q10. In your weekly status reports, you report the earned value for the project. This information is essential for you and the stakeholders to gauge the progress of the project. What process group is the cost and schedule control part of?

1. Closing
2. Planning
3. Executing
4. Monitoring and Controlling