Test-1 1.

The priority of the Quality function is ________ priority: # A Equal to cost and schedule B Higher than cost and schedule C Lower than cost and schedule D None of the above 2. A Pareto diagram helps the project manager to : # A Focus on the most critical issues to improve quality B Focus on stimulating thinking C Explore a desired future outcome D Determine if a process is out of control 3. What will be shown in a Gantt chart but not in a responsibility matrix? A Time B Tasks # C Interrelationships D Who is in charge of each task 4. A work package is: A The lowest level of a work breakdown structure B The level of the WBS where cost data are collected C Made up of multiple costs accounts # D A and B 5. The scope baseline is the original: A Project schedule and budget # B Description in the project charter C Project Plan plus or minus approved changes D Performance measure 6. In the context of projects, temporary means that: # A Projects have a finite time duration with definite start and end dates B Every project has a definite beginning C The project can be cancelled at any point of time depending upon the whims of the senior executive D Projects have no significance to the permanent sustainability of a corporation 7. A work breakdown structure is most useful for: A Identifying individual tasks for a project B Scheduling the start of tasks C Developing a cost estimate # D A and C 8. If a risk has a 50% chance of happening in any given month, and if the project is expected to last for 8 months, the probability that this risk event will occur during the last month of the project is: A 25% # B 50% C 75% D 100% 9. In the arrow diagramming method (ADM), __________ do not consume time or resources: # A Events B Activities C Float D Arrows

10. In a three time estimate using PERT, if the optimistic estimate for a task is 6 days and pessimistic estimate is 12 days, what is the most likely estimate if the mean is 7 days: A 7 days B 8 days # C 6 days D 12 days 11. A negative float is present when? A The late start date is earlier than the early start date # B The critical path supports the imposed end date C The early finish date is equal to the late finish date D The late start date is later than early start date 12. Task B cannot begin until 10 days after task A begins is best described as a: A Finish to start relationship B Start to start relationship # C Start to start with a 10 days lag D Start to start with a 5 day lead 13. Amongst all of the following, the most important component of project control is the: # A Project charter B Project schedule C Work breakdown structure D Assignment of responsibility for work 14. Which of the following is most frequently used to indicate task relationships? A Bar chart # B Network diagram C Gantt chart D Work breakdown structure 15. Preliminary cost estimates are meaningful during the _______ phase of the project: A Conceptual # B Planning C Control D Execution 16. Your project work requires that you must wait for 3 days before you can begin the subsequent activity. What is this relationship called? A Lead B External dependency # C Lag D Discretionary dependency 17. If you are a project team member how could you make use of floats? A Use the floats to crash the project # B Utilize the floats to optimize use of resources C Fast track the activities that have floats D All of the above 18. When can a non-critical activity become a critical activity? A Not possible

B If the activity does not start by it's Latest Start date C When the project progress shows the activity has a negative float # D B and C 19. Project trade-offs vary between: A Risk, cost and schedule B Direct cost, indirect cost and resource availability # C Cost, quality and schedule D Quality, procurement and time 20. Bar charts are easy to use for: A Establishing the logical relationships between the activities B Paying more attention to the details # C Reviewing progress at a summary level D Assigning various tasks to team members Test-2 1. 'A task can start only after it's predecessor task has started' is a ------------ relationship. A Critical # B Start to start C Concurrent D Finish to start 2. The positioning of work package inside a work breakdown structure is ______________: A Insignificant as it is a set of activities which need to be carried out and not work packages B The highest level within the structure C The middle level within the structure # D The lowest level within the structure 3. You notice that your client has made a calculation mistake and made an excess payment to you. What should you do? A It is not your problem. Client should have used computers # B Bring it to the clients attention C Do not worry as any way you were loosing money on this contract, extra money will help you to recover some losses D Ignore it until matter comes into notice 4. Activity C is part of an on-going project. The activity has a total duration of 15 days, the early start is day 25 and the late start is day 30. Two activities D and F both have a finish to start dependency with activity C. Activity D is the critical activity. This implies that activity C: # A Is a critical activity as activities D and F are dependent on it B Will delay the project end date if it does not begin on day 25 of the project C Does not lie on the critical path D Has a float of 15 days 5. Complex projects that require a multi disciplinary approach will be most suited to which of the following structures: A CEO driven B A functional organization # C A strong matrix organization D A weak matrix organization

6. You are required to examine the consequences of a scope change. To do this you should view its impact on the projects: A Schedule B Cost C Quality # D All of the above 7. When you are contemplating how to recover a delay in the project schedule, the last thing you should consider is to _______: A Look at the critical path carefully # B Apply more resources C Fast track the project D Adjust the project end date to adjust the time delay 8. One should have an attitude of ____________ in order to be successful in negotiating across global cultures: A Forcing your position B Distrust # C Mutual trust and cooperation D Showing your company is the best 9. If the project manager does not allow the team members to provide extra items as an addon to please the customers while in execution phase, is she//he following the principles of good scope management to complete all the work and only the work required? A May be yes or no B No C Yes # D It depends 10. Configuration management is a technique used in: # A Change control B Project control C Time control D Scope control 11. You are involved in identifying risks using the Delphi technique. Which statement is true about this technique? A Participants should be known to each other B Participants cannot be in different locations C Participants are generally anonymous # D Delphi technique is generally not used to identify risks 12. You are required to prepare reports for top management that only show the start/end dates and likely durations of the critical path activities. To do this you would use: A Bar charts B PDM network # C Milestone charts D Pert networks 13. The 80/20 rule often used in projects is depicted as a: A Control chart B Attribute variable # C Pareto chart D Run chart

14. The project manager of a large multidisciplinary engineering project is evolving a RAM (Responsibility Assignment Matrix) to assign the different roles and responsibilities for her team members. She must use: # A The projects WBS and the organizational chart B The WBS C The network schedule D The staff productivity 15. In a project, quality control helps to: A Prevent production of defective material B Identify established specifications and influence results through specific data C Check for quality compliance by monitoring project results # D All of the above 16. During the execution of a project two team members get into a serious disagreement about how to proceed with a task that they are working on. This disagreement is seriously affecting the work on the project. The project manager holds a meeting with both of them to sort out the issues. He discusses the best way to approach the task and both team members agree with him. This method of settling differences can best be described as: A Compromising B Forcing C Smoothing # D Confronting/problem solving 17. Which of the following is NOT the responsibility of the project manager? A Monitoring project progress B Project Integration C Budgeting project costs # D Developing the Project charter 18. Normally, increased complexities in a project will _______ uncertainties: A Have nothing to do with B Reduce C Increase # D Can not say any thing about 19. Project plans are primarily developed by the: A CEO B Functional managers # C Project manager with involvement of the project team D Project team alone 20. When communicating, project managers spend most of their time _______: A Reporting # B Exchanging information C On the phone D Solving problems Test-3 1. A very common pitfall in effective communication is: A Not selecting the correct medium B Not considering the position of the receiver

# C Assuming that because a message is sent, it has been received D Not selecting the correct audience to receive the message 2. Which is the single most important ingredient for building an effective team? # A Effective communications skills B Appropriate experience C Trust D Willingness to accept change 3. Each project is divided into several project phases. Project management follows this approach in order to: A Improve management control of the project B Provide links to the organizations ongoing operations C Better control on resource deployment as resource requirements may vary from phase to phase # D All of the above 4. In the beginning of a project, the probability of successfully completing the project is ______ , risk is _____ and uncertainty is _______: A Lowest, lowest, lowest B Highest, highest, highest C Lowest, highest, highest D Highest, lowest, lowest 5. Project stakeholders are defined as those who can _________: # A Involved in the project and /or can have positive or negative influence on their interests due to project execution B Only be involved in the project execution C Have only the influence in the investment decisions D Be the member of the Board of a corporation 6. All of the following techniques consider time value of money except: A Payback period B Discounted cash flow C Net present value # D Internal rate of return 7. What is not true of standard deviation? A A larger standard deviation means the spread of uncertainty is greater B A smaller standard deviation means the spread of uncertainty is smaller C Standard deviation of an activity is calculated using the formula (Pessimistic - Optimistic) / 6 # D PERT is used for estimating costs and time duration 8. As a project is being closed out, a common source of conflict arises in: A Determining the best use of the time of design personnel # B Different interpretations between buyer and contractor as to whether the terms and conditions have been met C Determining whether the cost-plus-actual fee (CPAF) or cost-plus-incentive fee (CPIF) contract structure is most appropriate D Identifying the primary causes of monthly variances on the project

9. Lessons learned is an important part of project management. These are documented by the project team in order to: A Assess each team members competence B Know who to blame for errors # C Use them to improve future projects D Review the projects cost and schedule 10. Project A has a probability of scope change of .70, and a .20 probability that the project will be terminated. What is the probability the project will have scope changes and will not be terminated? A 0.24 # B 0.56 C 0.14 D 0.06 11. Your project is an important one for the company and it was a feather in your cap to be selected as the project manager. Unfortunately, the project is not progressing as well as planned and it will be reviewed in the next board meeting. Which of the following is not a common format for performance reporting and should not be used by you for management reporting? A Bar charts # B S-curves C Histograms D Precedence diagrams 12. Written change orders are recommended: # A For all size of projects B For small projects only C For large projects only D For those projects where CEO is personally interested 13. Project Management is most suitable for: A Optimizing repetitive operations B Introduction of new control procedures C Introducing change # D B and C 14. Project phasing is done to: A Overlap project work B For better access of project by team members # C Break down the project into more manageable blocks D Break down the project finances 15. Project management should be applied: # A Throughout the project life cycle B During Concept definition C During Execution and Operations D During Execution, Operations and Maintenance 16. The Business Case is owned by the A Project manager B Finance manager # C Sponsor D Customer 17. A WBS is used to: A Define the project's schedule B To identify the project's stakeholders # C To organize and define the total scope of the project D To define key parts of the project 18. Decomposition of project deliverables involves:

# A Identifying the elements of the deliverable B Identifying major elements of the project C Verify the decomposition is correct D All of above 19. The project manager has least level of direct authority in a ........... organization: A Weak matrix # B Functional C Projectised D Strong matrix 20. Environmental constraints should be considered: A For manufacturing projects # B For construction projects C For all projects D Only for social and political projects Test-4 1. The critical path is the: A Shortest path in the network B Longest path in the network C Path in which some activities contain floats # D Path which has the maximum float 2. What items should be considered when selecting a supplier? A Dependability B Product quality C Location # D All of above 3. Project integration involves: A Efficient use of network schedules # B Effective coordination and control C Making the responsibility matrix D Meetings of all the stakeholders 4. The Project Management Plan is owned by the: A Sponsor B Customer C Project manager # D A and C 5. A project is a: A Repetitive process B Unique and temporary endeavour C Has a definite beginning and end # D B and C 6. A sequence of phases through which the project evolves is known as: # A The Project Life Cycle B Project Gates C Milestone charts D Project Management Plan 7. The Project Management Plan establishes the: # A Why, what, how, and when of the project B What, how, how much and when of the project C Why, what, how, how much and when of the project D Why, what, how and how much of the project 8. A good project manger does not have to be a good: # A Technocrat B Communicator C Integrator D Risk manager

9. Which of the following is necessary for a project manager? # A The responsibility, authority and accountability for the project B The responsibility and accountability for the project C The responsibility through line management for the project D The responsibility through the client-sponsor for the project 10. A project phase is: A An endeavor of considerable scope encompassing a number of projects B A sub project C The state of the project at a given time D Marked by completion of one or more deliverable 11. The Business case should include: A Criteria to judge whether the project is a success or failure B Why the project is required C The major project risks # D All of the above 12. _____________defines why the project is required and what the project will do: A Project Management Plan B Project Charter C Marketing & Sales # D Business Case 13. Project life cycle phases are used to: A Avoid the need for a project manager B Lessen the conflict in project teams # C Ensure that resources are not wasted D Better define the Business case 14. Which of the following is not true about analogous estimating technique? A Estimate is based on past projects. B It is not very accurate. # C It uses bottom-up approach D It is a form of an expert judgment

15. An S curve: A Shows cumulative values B Describes allocation of resources # C An output of cost estimating D Shows interrelationships between projects 16. A Work Breakdown Structure: A Is a key tool used in project management B Forms the basis for planning the project, networks and bar chart C Criteria used for calculating Earned Value is determined from the WBS # D All of the above 17. The project is likely to be delayed if: # A There are too many changes B If proper planning is carried out in the beginning C There is a no shortage of cash D There are no quality assurance functions 18. I cannot test the software until I code the software. This expression describes which of the following dependencies? A Discretionary B Soft # C Mandatory or hard D Regulated 19. On large projects, detailed documentation: A Should be avoided to the extent possible since it adds to bureaucracy and project costs B Has costs that typically lie in the 10%-15% range # C Is needed to keep track of what is happening D A and B 20. The Project Management Plan should be formally accepted by the: A Project Manager B Project Manager, Sponsor and project team C Project Manager and Sponsor # D Customer