
PMP (Fundamental Management) Questions
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- Q1
A project team is discussing the benefits and drawbacks of working on projects within their organization now that it has become project oriented. They can agree on many advantages for the team and for the organization, but also agree there are some drawbacks relative to the strong matrix structure the organization used to have. In a project-oriented organization, the project team:
Will not always have a "home“
Reports to many managers
Reports to the functional manager
Has no loyalty to the project
120s - Q2
A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work, and the project manager has little authority to assign resources. What form of organization must the project manager be working in?
Expediter
Matrix
Coordinator
Functional
120s - Q3
You are managing a project to develop an online course in teaching English as a second language. The project charter includes a requirement that the course include complex interactive games, like the courses offered by your competitors. Since your organization's current learning management system will not support these features, one team member is researching new learning platforms while the others start work on the course outline and learning goals. What kind of project is this?
This is a hybrid project since the team already knows how to build an online course and only the technology will be new.
This is a change-driven
This is a hybrid project since the team members need to both adopt anew technology and deliver a new product.
This is a change-driven project since the technology and the product scope are emerging as the work is being done.
120s - Q4
A project manager has little project experience, but she has been assigned as the project manager of a new project. Because she will be working in a matrix organization to complete her project, she can expect communications to be:
Simple
Hard to automate
Complex
Open and accurate
120s - Q5
A project team member is talking to another team member and complaining that many people are asking him to do things. If he works in a functional organization, who has the power to give direction to the team member?
The project manager
The PMO
The team
The functional manager
120s - Q6
A plan-driven organization is trying to move toward a more agile approach. As part of this process, you have been asked to manage the organization's first hybrid project. W hat can you expect?
You will plan the project with the usual predictive process, then the team will use agile practices to implement the plan.
The team will be using both agile and predictive practices in eachiteration.
For each part of the project, you will need to choose either agile practices or plan-driven practices.
You will need to design the best balance of agile and plan-driven practices based on the needs of the project and the organization.
120s - Q7
Two project managers have just realized that they are in a weak matrix organization and that their power as project managers is quite limited. One figures out that he is really a project expediter, and the other realizes she is really a project coordinator. How is a project expediter different from a project coordinator?
The project expediter can make more decisions.
The project expediter reports to a higher-level manager.
The project expediter has some authority.
The project expediter cannot make decisions.
120s - Q8
All the following are characteristics of a project except:
It is temporary.
It repeats itself every month.
It has a definite beginning and end.
It has interrelated activities.
120s - Q9
A framework for keeping an organization focused on its overall strategy is:
The PMBOK· Guide
Organizational project management
Project governance
Portfolio management
120s - Q10
A project manager's primary responsibility is to deliver the product of the project within project constraints. Actions taken and changes made to the benefit of one constraint could negatively affect another. Which of the following best describes the major constraints on a project?
Scope, number of resources, and cost
Scope, cost, and schedule
Scope, schedule, cost, quality, risk, resources, and customer satisfaction
Schedule, cost, and number of changes
120s - Q11
Your corporate compliance office has just issued a new requirement that a complex security checklist must be submitted before the release of every high-criticality product. Since this form wasn't originally required, you didn't make plans for completing it. Your release date is approaching and the checklist is due soon. W hat should you do?
Ask the PMO to complete the checklist.
Delegate the task of completing and submitting the checklist to the business analyst for your project.
Complete the checklist yourself, based on historical records.
Ensure that the checklist is filled out accurately and submitted on time.
120s - Q12
Your project involves redesigning an online training portal in order to enhance the learner experience. The project performance will be measured based on customer feedback surveys. The redesign is being delivered incrementally, over multiple releases. What will be the best way to measure the business value delivered over the course of the project?
Analyze customer satisfaction improvement after all releases have been delivered.
Once all the releases are completed, compare pre-project revenue to post-project revenue.
Analyze the customer feedback after each release, comparing the results to predefined targets
Divide the expected improved satisfaction by the number of releases, and monitor whether each release delivers its share of the improvement.
120s - Q13
If a project manager is concerned with gathering, integrating, and disseminating the outputs of all project management processes, she should concentrate on improving the:
Communications management plan
Work breakdown structure (WBS)
Project management information system (PMIS)
Scope management plan
120s - Q14
A project manager is managing his second project. It started one month after the first one did, and both projects are still in process. Though his first project is small, the new project seems to be quickly growing in size. As each day passes, the project manager is feeling more and more in need of help. The project manager has recently heard that there was another project in the company last year that was similar to his second project. What should he do?
Obtain historical records and guidance from the project management office (PMO).
Make sure the scope of the project is agreed to by all the stakeholders.
Wait to see if the project is impacted by the growth in scope.
Contact the project manager for the other project, and ask for assistance.
120s - Q15
To obtain support for the project throughout the performing organization, it's best if the project manager:
Correlates the need for the project to the organization's strategic plan
Ensures there is a communications management plan
Connects the project to the personal objectives of the sponsor
Confirms that the management plan includes the management of team members
120s