Question 1

You are working on a project and it has become apparent that part of the product your company was creating they won’t be able to complete. You decide to outsource it to a vendor, and offer a bonus to the vendor if the work is completed in two months. What type of contract will you use?

A)  CPFF (Cost plus fixed fee)
B)  FPWEA (Fixed price with economic price adjustments)
C)  T & M (Time and materials)
D)  FPIF (Fixed price incentive fee)

Question 2

You are working on the schedule of your project and have just created a schedule network diagram. You have noted the duration, early start and early finish dates for each activity. What will you do next?

A)  Perform a “forward pass”, noting the Late Start and Late Finish for each activity.
B)  Perform a “backward pass”, noting the Late Start and Late Finish for each activity
C)  Break down the scope into smaller work packages you can assign to your teams
D)  Perform a “backward pass”, noting the float and positions of each activity

Question 3

You are working on a project that is outsourcing part of development to a third party. Your project sponsor wants to keep the risk to the organisation low. What sort of contract will you use to outsource this work?

A)  CPFF (Cost plus fixed fee)
B)  T & M (Time and Material)
C)  FFP (Firm Fixed Price Contract)
D)  CPIF (Cost plus Incentive fee)

Question 4

You have acquired your project team, and are ready to distribute the work to your team for them to begin. You will use your project’s outlined work authorisation system, which:

A)  Manages the timing and sequence of when activities need to be performed, and by whom.
B)  Tracks and manages work defects as they arise
C)  Identifies the resources needed to complete activities
D)  Is used for comparing actual work against the baselines

Question 5

You are managing a project to build a new meeting hall. Half way through, one of the stakeholders advises the stage is not big enough, it must be twice as big. This was not originally planned for. What will you do next?

A)  Get the work done immediately and start executing
B)  Update the impacted baselines – scope , cost and schedule
C)  Update the work performance reports and share with stakeholders
D)  Analyse the impact to the cost , schedule and scope, then submit the change request to the change control board for approval.

Question 1

You are in the process of creating the Scope Baseline of your project and have broken the high level features into assignable work packages. What will you do next?

A)  Create a Schedule Network Diagram to show where those work packages will fit in your project schedule
B)  Create an Activity List of activities needed to complete the work packages
C)  Assign the work packages to people on a first come, first served basis.
D)  Create the WBS Dictionary, and assign each activity a unique identifier, acceptance criteria and milestones.

Question 2

Your project is about three fourths done when the site engineer reports that due to inherent complexities a certain deliverable will be delayed as they work through the solution. He makes a request for this new work to be added to the scope and schedule of your project. You work with the engineer to analyse the impact of this change to cost, and write up a change request for approval from change control board. They have approved the change. What will you do next?

A)  Start work immediately, you shouldn’t delay any further
B)  Determine the impact of this change to scope , schedule and cost before making any change
C)  Perform Quality Assurance on the change, so it doesn’t happen again
D)  Before implementing the change, update the scope and schedule baseline and note the approved change in the change log.

Question 3

You are in reviewing the defect list with your project team and have found that many of the issues could have been prevented by using a simple code review checklist. You prepare a code review checklist and ensure the code is reviewed as per the checklist. This is called:

A)  Preventive Action
B)  Corrective Action
C)  Defect Repair
D)  Quality Control

Question 4

Your team is performing quality inspection and testing of the product, and some defects have been raised. Because they are small, the quality manager wants to just fix them immediately and keep quality testing – she doesn’t want to have to make extra paperwork. What will you do next?

A)  Ask your quality manager to fix the defects quickly and move on, so there is no delay
B)  Ask your quality manager to calculate the adjustments to schedule and cost and update the project management plan
C)  Analyse the impact to cost and schedule, then ask your quality manager to raise a change request for the change to the product.
D)  Remove the items from the project. If they are no longer in scope, no paperwork is needed.

Question 5

You are a project manager working closely with the customers of the project. During one conversation, a key customer executive mentioned they will need a particular feature not mentioned in the project scope statement. What should you do next?

A)  Explain the change procedure and ask them to submit a request for change
B)  Add the additional requirements to the project plan – the customer is most important.
C)  Go ahead and create the main features and then see if the customer still wants the extra feature when they see it.
D)  Discuss the feature with the other customer representatives to see if they change their mind.

Question 1

You are working through your project and performing quality inspections on the product. During inspection, a key part of the product was found defective. This was not planned for, and the team brainstormed and managed to make the product work without the defective component. This is:

A)  Risk mitigation
B)  Transfer of risk
C)  Risk avoidance
D)  Work-around

Question 2

You have a problem in the project you are working on, where a group of stakeholders from one part of the business are not receptive to the change brought on by your project. What is the best approach to resolve this conflict to assure longer lasting resolution?

A)  Smoothing or accommodating them
B)  Collaborating or problem solving with them
C)  Compromising or reconciling with them
D)  Forcing or directing them

Question 3

You are working on a new parkland project in New Zealand, where heavy earthquakes have been known to occur. You meet with your project sponsor and risk team, and agree on an action to “Transfer the risk.” What will you do next?

A)  Ask the executive team to change project sponsors, so your current sponsor is not exposed to the risk.
B)  Purchase insurance for earthquakes to transfer the risk to another company.
C)  Form a shell company to transfer the risk of liability to, if anything bad happens.
D)  Transfer the risk to the people using the park, by placing a “Caution” sign out front.

Question 4

You are working with the quality manager in your project, where your product has limited features in order to reduce the price, but you still want it to work well and correctly. The quality manager has asked you for advice on the quality and grade of the product. What will you tell her?

A)  Bad quality is acceptable, but bad grade is not
B)  Bad grade is acceptable, but bad quality is not
C)  Neither bad grade nor quality is acceptable
D)  Grade and quality are the same thing

Question 5

You are speaking with the quality manager of your project, and he has suggested a quality approach for the quality management plan process that was made popular by Deming. What is he referring to?

A)  Apply continuous small improvements to reduce costs and ensure consistency
B)  Perform inspections on every product that is made
C)  X and Y Theory – only hire Y type workers as they are highly engaged
D)  Plan-do-check-act to improve quality iteratively

Question 1

Your project sponsor has asked for an update so she can advise her executive team on the project progress. What will you tell her if your project has an EV of $98,000, PV of $90,000 and AC of $85,000? You are:

A)  Ahead of planned schedule and under budget
B)  Behind planned schedule and under budget
C)  Ahead of planned schedule and over budget
D)  Behind schedule and over budget

Question 2

The Estimate at Completion (EAC) is the forecast cost of the project once finished. Your project has a budget of $100,000, and 30% of the work has been completed against 40% planned. You have spent $40,000 so far. If future work will be accomplished at the planned rate, Estimate At Completion (EAC) would be:

A)  $90,000
B)  $140,000
C)  $70,000
D)  $110,000

Question 3

You have gathered the requirements and scope for your project, broken them down into work packages for your project teams and then into activities that need to be completed and scheduled. What will you use to find the minimum duration for your project, and any flexibility you have between activities?

A)  Qualitative analysis
B)  Critical path method
C)  Resource leveling
D)  Variance analysis

Question 4

You are in charge of a new building project where the project plan is in place and work is currently in progress. A critical concreting task is coming up in the next three months. Your company employs concreters specifically for this type of work. When asking them about their availability they do not wish to commit and cannot give a straight answer. What should you do next?

A)  Review the project milestone list and put concreting later in the project to allow you time to get the right people.
B)  Review the issue register and raise the lack of resources in the issue log.
C)  Review the project scope and remove concreting for now to avoid the conflict.
D)  Review the project resource calendars regarding their availability, then have the right conversation with their leader to bring them on board at the right time.

Question 5

You are working through the schedule for your project after gathering the requirements, scope, breaking them down into work packages and then activities. You now need to estimate how long each activity will take, so you can place them in your Gantt Chart. What should you do next?

A)  Use your best guess for each and estimate for each activity so you can complete your Gantt Chart quickly
B)  Involve people who will be doing the work to get estimates
C)  Ask your boss to estimate, that way they will have to explain if it’s wrong
D)  Write down each activity time without buffers – it will look more accurate this way