Project Management Spring 2004
Sample PMP Exam Questions for Review
1. For project integration to be the most effective, it usually requires a focus on:
a. The personal ambitions of team members
b. Regular updates to the project plan
c. Effective communications at key interface points
d. Effective internal controls
2. The Project Management Body of Knowledge (PMBOK) requires the creation of lessons learned; which of the following is the BEST use of lessons learned?
a. Historical information for future projects
b. Planning record for the current project
c. Input for presentations to key project stakeholders regarding project status
d. Audit record to be used to address future questions about the current project’s deliverables
3. The triple constraint includes:
a. Time, cost, quality, customer satisfaction, effort
b. Time, effort, quality, resources, technology
c. Time, scope, quality, cost, customer satisfaction
d. Effort, scope, quality, cost, customer satisfaction
4. A major disadvantage of the projectized organization structure is the following:
a. Multiple boss reporting
b. Redundant resources
c. Deep functional expertise
d. Project manager has responsibility without authority
5. Project management in a non-project driven organization is generally more difficult because of all the following reasons except:
a. Projects tend to be delayed because approvals most often follow the vertical chain
b. Executives are often unwilling to delegate authority, yet don’t have the time to manage the projects themselves
c. Project managers usually share authority with the line managers for personnel reviews and decision-making
d. Projects may be few and far between
6. The need for ____ is one of the driving forces for having a project.
a. Optimization
b. Integrity
c. Integration
d. Differentiation
7. Integration is the responsibility of the:
a. Project team
b. Project manager
c. Management
d. Stakeholders
8. The customer requests a change to the project which doesn’t affect the timeline and is simple to complete; what should the project manager do FIRST?
a. Make the change
b. Request permission to make the change from the change control committee
c. Evaluate each of the other triple constraints
d. Inform the sponsor of the change being made
9. The benefit of project management is:
a. Executive identification of problems so customer’s needs can be addressed quickly
b. Early identification of problems so the project manager can quickly address them
c. Standard methodology that is used the same way on every project
d. Early identification of problems so the customer can be notified quickly
10. Typically in a projectized organization structure, employees assigned to a project receive their performance evaluations from:
a. Functional team lead
b. Project manager
c. Shared between the project manager and line manager
d. Line manager
11. Project managers typically have the most authority in which type of organization structure?
a. Classical
b. Projectized
c. Strong matrix
d. Weak matrix
12. The reporting level of the project manager depends least on:
a. The dollar value
b. The customer
c. The location
d. The risk
13. The tip-of-the-iceberg syndrome includes all of the following, except:
a. Executive meddling
b. Amount of responsibility delegated to the project manager
c. Not enough training in communication and interpersonal skills
d. Lack of understanding of how project management should work
14. Often in a matrix organization teambuilding is difficult because the ______?
a. Team is technically focused
b. Teams are made up of multiple functional resources
c. Team members each have different roles and responsibilities on a project
d. Teams are too large
15. A line-staff organization structure was created primarily for which of the following reasons:
a. The project manager saw the need for additional project coordination
b. Executives were not comfortable delegating authority to the project manager
c. The project sponsor wanted to delegate both authority and responsibility to the project manager
d. The need to shorten project time-frames
16. During the project planning phase, the project manager determines additional resources are required; from whom should the project manager request these resources?
a. Project manager
b. Line manager
c. Customer
d. Steering committee
17. Which organization structure is best for managing complex projects requiring resources from multiple functions?
a. Projectized
b. Line
c. Matrix
d. Functional
18. Project management is least appropriate in which industry:
a. High technology
b. Defense
c. Repetitive manufacturing
d. Hybrid industries
19. Informal project management best refers to which of the following:
a. Effective communication, cooperation, teamwork and trust
b. Project management methodology clearly defined and followed throughout the organization
c. Customer-led approach
d. Project management maturity
20. Conditions which must be met by the project alternatives are referred to as:
a. Objectives
b. Requirements
c. Constraints
d. Risks
21. Increased competition often leads to which of the following:
a. Executive meddling
b. Organizational restructuring
c. Project management maturity
d. Hard-nosed tactics
22. Which of the following is an advantage of the classical form of organization?
a. Multiple boss reporting
b. Easier budgeting and cost control
c. Innovation
d. Multiple communication channels
23. If a team member adds functionality to a product without prior approval, which they indicate does not impact time, cost or quality, what should the project manager do first?
a. Request the team member remove the new functionality as it wasn’t authorized
b. Ask the project office to assess the value of the new functionality
c. Ask the member how they know there is no time, cost or quality impact
d. Request the customer to review the change and approve a change order
24. Which of the following is the least important factor in influencing the selection of an organization form?
a. Complexity of projects
b. Level of experience with project management
c. Amount of authority management is willing to delegate
d. Company’s product lines
25. Employees reporting to multiple bosses occurs when:
a. Projects are over budget
b. Functional requirements are not clearly understood
c. Activities are integrated across multiple functions
d. Executives interfere with the project manager’s responsibilities
26. In a projectized organization, project success depends mostly on which of the following:
a. Line manager keeping his promises to the project manager
b. Project manager’s technical knowledge
c. Identifying all project stakeholders
d. Shared accountability between line managers and project manager
27. A project is defined best by which of the following:
a. Standard methodology, specific objective, defined start and end dates, consumes resources
b. A specific objective, defined start and end dates, funding limits, consumes resources
c. Standard methodology, defined start and end dates, funding limits, specific objective
d. Specific objective, project sponsor, defined start and end dates, consumes resources
28. A project is plagued by changes to its scope; who has the primary responsibility to decide if these changes are necessary?
a. Project team
b. Project manager
c. Steering committee
d. Stakeholder
29. As a new project manager, you have been asked to plan a new project; it would be best to rely on _____ to improve your project’s chance of success?
a. Your experience
b. Your training
c. Historical information
d. Project management methodology
30. Typical concerns an employee might have in a matrix organization include all of the following, except:
a. Who will do their evaluations
b. Reporting to multiple bosses
c. Team member commitment
d. The next project
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