Test+Qustion+in+proj.+MGMT

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Questions 1-20
2) Your construction project was damaged by an earthquake. Your contractor says that he cannot fulfil the terms of the contract due to a specific clause you both had signed in the contract. He is referring to the: a) **Force majeure clause** b) Fixed price clause c) Contract obligation terms d) None of the above

3) Your vendor has confirmed in writing that he will not be able to provide the products contracted to him, in the time mentioned in the contract. You can terminate the contract and sue for damages. This is a type of: a) Minor breach b) Anticipatory breach c) Material breach
 * d) Fundamental breach**

4) As a PM, you manage multiple projects. One of your projects is over budget while the other is under budget. You decide to transfer money from the latter to the former and report both projects as within budget. This is against the PMI code of ethics and is called: a) Unethical management c) Fraudulent reporting d) Cost leveling
 * b) Budget tampering**

5) Your brother can influence bids in the vendor company that has been contracted for your project. You should: a) Disclose the bid price that is most likely to make him win b) Reject other vendors and award him the contract c) Refrain from the decision-making process and make a full disclosure to stakeholders and wait for their decision before you proceed d) Pretend during meetings that you don't know your brother

6) A project you are managing is about to be completed. But there is a minor defect in the work produced by the contractor. You should: a) Neglect the defect if it is trivial b) Ask the contractor to fix according to SOW c) Submit a change request d) None of the above

7) As a PM, you have identified some low priority risks. You should: a) Neglect them as they will mostly not occur b) Add them to a watch list and add to the risk register c) Plan detailed response plans d) None of the above

8) One of your team members' A's father was sick when you were in the planning stage of your project. A had informed you that he might have to leave to visit his father if the situation arose. You had planned for this and spoke to the functional manager of your group to provide a back-up resource, B to be used if necessary. Now, A has left to see his father and B is filling in for him. But B is taking more than expected time to get up to speed and this impacts project cost and schedule. This is an example of a: a) Residual risk b) Secondary risk c) Contingency plan d) None of the above

9) To motivate your team, you decided to reward a team member who performed well. This hurt cohesion in the team. You should: a) Reset award criteria b) Modify reward strategy to be win-win for the team c) Award only two people d) Declare that there will be no rewards going forward

10) Your project uses a vendor who has completed 50% of the contracted work. You are unsure of how much to pay the vendor. You should refer to the: a) Request for proposal b) Contract c) Response to bid d) Statement of work

11) When estimating time for activities, a PM should: a) Use random guessing and estimate for all activities as there will be changes anyways b) Involve people who will be doing the work to get estimates c) Estimate for what the cost will allow and not include buffers d) None of the above

12) When there are people from different countries and cultures in a team, the PM should: a) Neglect the cultural differences b) Deal with everyone with an iron hand c) Recognize that there are cultural differences d) Mentor each person

13) If your business sponsor has an important but minor change to the scope, and he requests that you make the change without having to process a change request: a) Accomodate the change b) Refuse to make the change c) Sneak the change in when no one is looking d) Request the client that the change management process has to be followed

14) If a stakeholder directly asks a team member to make changes and the team member accomodates it: a) Admonish the team member during the team meeting so that other team members are also aware b) Inform the stakeholder that he should not talk to your team member c) Talk to the stakeholder and team member in private, and emphasise gently that the Integrated Change Control process should be followed d) Pretend to not know about the change and let it happen

15) When your client is ready to accept the product your project has produced, you should: a) Refer to the quality plan to see if the product meets specifications b) Refer to project management plan c) Obtain client sign off and follow administrative closure process d) Let go off the project resources and assign them to other projects

16) Appreciating a team member's good work in front of the team results in: a) Jealousy among other team members and should be avoided b) Encouragement for the team member and motivation for other team members c) Shouldn't be done as it shows preference d) None of the above

17) As the project manager of an important project, you learnt many helpful tools and tips. What should you do? a) Keep them to yourself b) Archive your learning in the project folder and share with other PMs c) Sign a non-disclosure agreement d) None of the above

18) You just found out that the company that you were planning to use in your project is known for being late in delivering their products that can lead to losses to the project. You decide to go with a different company to __ the risk. a) Mitigate b) Reject c) Transfer d) Avoid

19) You are the project manager of a project that involves sensitive information. You are inviting bids from vendors for some tasks on this project. Since the winning vendor will have access to the sensitive information, you should: a) Decide to drop the vendor and instead do the tasks using an internal team b) Swear the vendor to secrecy c) Ask the vendor to sign a non-disclosure agreement d) Threaten to take the vendor to court

20) A project is behind schedule. Two senior resources are added to help speeden work. The result is: a) Project will be completed on time b) Project cost will not increase c) Project may not be completed on time due to increased number of communication channels d) None of the above

===21) Project scope statement is the output of: a) Scope planning b) Scope definition c) Both a and b d) None of the above

22) Requested changes to scope and recommended corrective action belong to which process: a) Scope verification b) Scope definition c) Scope control d) All of the above

23) Scope planning takes place: a) After requirements are gathered b) Early in the project c) After scope is finalized d) None of the above

24) Project charter is a) An output of Scope planning b) Input to scope planning c) Created after preliminary project scope statement d) All of the above

25) An example of organizational process asset is: a) Company policy document b) Organizational culture c) Organization structure d) Organization type

26) Qualitative risk analysis is a process that belongs to which process group in Risk Management: a) Planning b) Executing c) Monitoring d) Controlling

27) Quantitative risk analysis is a process that belongs to which process group in Risk Management: a) Planning b) Executing c) Monitoring d) Controlling

28) Risk register is an output of: a) Risk identification b) Qualitative risk analysis c) Quantitative risk analysis d) Risk response planning

29) Risk register update is a primary output of: a) Quantitative risk analysis b) Qualiitative risk analysis c) Risk monitoring and control d) All of the above 30) Risk monitoring and control produces the following outputs: a) Risk register updates b) Recommended corrective actions c) Recommended preventive actions d) All of the above

31) Risk monitoring and control produces the following outputs: a) Risk register updates b) Risk management plan c) Risk register d) All of the above

32) A risk is a bad event that will adversely impact the project. This statement is: a) Always true b) Always false c) Sometimes true d) None of the above

33) The triple constraints in project management are: a) Scope, Time, cost b) Time, scope, performance c) Scope, Time, plan d) Scope, Time, quality

34) Any changes to the project after the plan is prepared: i) Have to be processed according to the Integrated Change Control process ii) Have to be assessed for impact iii) Can be done without impact analysis if the impact is zero or minimal iv) Should not be done as they were not in the original plan

a) i, ii b) i, ii, iii c) i, ii, iv d) None of the above 35) Schedule development produces the following output: a) Project schedule b) WBS c) Activity time d) Project plan

36) Critical path is: a) The time it takes to finish the project completing only the critical activities b) Difference between end time and start time of project c) The longest time it takes to complete all project activities d) The shortest time it takes to complete all project activities

37) When there are multiple critical paths in a project: a) The risk is less as it is divided between the paths b) The risk is more as the risk of delay is more c) Risk depends on how the critical path is calculated d) There is no risk as the paths cancel it out

38) Dummy activities are used in: a) Activity on arrow diagram b) Activity decomposition c) Activity list d) Activity duration estimates

39) Software Project A took 5 months to complete. Project B, very similar to Project A will probably take about 5 months to complete. This expert judgement technique is: a) Analogous estimating b) Critical path c) Expert estimation d) Compression

40) Crashing: a) Is a schedule compression technique b) Increases cost c) Is achieved by adding resources d) All of the above ===