1.

Being assigned as a project manager, you noticed during project execution

that conflicts arise in the team on both technical and interpersonal levels. What
is an appropriate way of handling conflicts?1
o Conflicts distract the team and disrupt the work rhythm. You should always
smooth them when they surface.
o A conflict should be handled in a meeting so that the entire team can
participate in finding a solution.
o Conflicts should be addressed early and usually in private, using a direct,
collaborative approach.
o You should use your coercive power to quickly resolve conflicts and then focus
on goal achievement.

2. What is the purpose of a project charter? 2

o To formally authorize a project or a phase and document initial requirements
which satisfy the stakeholder’s needs and expectations.
o To document how the project will be planned, executed,
monitored/controlled, and closed.
o To link the project, which is going to be planned, executed, and
monitored/controlled to the ongoing work of the organization.
o To describe the process of performing the work defined in the project
management plan in order to achieve the project’s objectives.

5. What does the term best practice often refer to?5

o A standardized set of deliverables, like plans, reports, and checklists.
o A set of tools and techniques that a project manager should master.
o The concept of state of the art applied to project management.
o A specific sequence of work, described in terms of soft logic.

6. The communications management plan is a document which includes

descriptions of6
o Project level performance reports
o Activity level status reports
o Stakeholder communication requirements
o Responsibility assignments
7. _________ are usually not a manifestation of unique organizational cultures
and styles.
o Shared visions, values, norms, beliefs, and expectations
o Individual traits and attitudes of co-workers
o Views of authority relationships
o Policies, methods, and procedures

12. How should change management be planned for?12

o Changes are generally not predictable, therefore planning for change
management cannot be reasonable.
o Planning for change management should be done while the various change
control processes are being applied.
o Change management can be planned in a set of management plans or a
specific change management plan.
o Changes are a sign of bad planning. One should avoid changes during a project,
thus eliminating the need to manage them.

15. How does a project management team stay in touch with the work and the
attitudes of project team members?15
o By observation and communication
o Using closed questions during team meetings
o Through third-party assessments
o Through the team members’ functional managers

21. What should managers consider before conducting a performance-evaluation

interview with a project team member? 21
o Which management fallacies can most easily be delegated to the worker?
o How can discussion of the manager’s leadership style be avoided?
o Has the employee been provided with sufficient instructions and work tools?
o How can dispute related to unsatisfactory performance be avoided?

22. Which statement describes best handling of assumptions during the

initiating processes?22
o It is the responsibility of the sales person in charge to identify all risks related
to a customer project.
o Managing and organizing assumptions means avoiding risks right from the
start of the project.
 o Organizational, environmental and external assumptions should be addressed
by the project charter.
o Risks are a sign of uncertainty. Avoiding all uncertainties means that a project
should have no risks at all.

23. A WBS dictionary is a document which…23

o … describes technical terms used for scope management.
o … describes the details for each component in the WBS.
o … translates essential WBS terms for global project teams.
o … helps translate functional into technical requirements

25. As a project manager, when should you especially consider cultural

differences?25
o When you break down scope to create a work breakdown structure (WBS).
o When you assign a human resources to do the work in a schedule activity.
o When you develop acceptance criteria for work results to be achieved by the
team members.
o When you decide upon recognition and awards during team development.

26. At the beginning of project execution, you notice different opinions between
team members relating to project work and deliverables and to the level of
overall complexity. What should you do right now?26
o Give your team members some time to develop a common understanding of
the project scope and product scope. Upcoming interface problems may be
resolved later.
o Use the risk management processes to identify and assess risks caused by
misunderstandings and develop a plan with measures in order to respond to
them.
o Organize meetings to identify and resolve misunderstandings between team
members in order to avoid interface problems, disintegration and costly rework
early in the project.
o Use interviews in private with each individual team member to inform them of
your expectations and your requirements in an atmosphere of confidence.

27. You have just taken over as manager of a project that will create many
benefits for the performing organization, but you sense a high level of resistance
in various stakeholders right from the start. What is the most appropriate action
to resolve the problem?27
o Develop a responsibility assignment matrix (RAM) which clearly shows the
responsibility of each stakeholder for the various project activities and who
needs to be consulted and informed.
o Develop an organization diagram, which places each of the stakeholders at an
appropriate position inside the project and allows for certain lines of
communication while disallowing others.
o Schedule a meeting with these stakeholders to present the project, discuss and
establish ground rules, ensure their involvement and identify initial personal and
organizational issues.
o Do not talk to these stakeholders too much at this time, instead create faits
accomplis, which will later force the stakeholders to support the project due to a
lack of alternatives for them.

36. You recently took over the assignment for a project. The project charter has
been developed. What is an appropriate next step for you?36
o Develop the risk register.
o Develop the project milestone schedule.
o Develop management plans.
o Get approval for the project management plan.

39. Product acceptance criteria should be laid down in which document?39

o Project scope statement
o Work breakdown structure
o Resource assignments
o Project scope management plan

40. The cost baseline is developed during which process?40

o Perform integrated change control
o Estimate costs
o Develop schedule
o Determine budget

41. During project execution you found out that work is often not performed at
the right time and in the right order. Deliverables are made by one team member
that cannot be processed by another one. This already leads to timely rework
and bad morale among team members. Which project management tool is most
appropriate to deal with problems like this?41
o Organization chart
o RACI matrix
o Communications management plan
o Work authorization system

47. The scope baseline includes____.47

o The various management plans of the project
o Schedule baseline and cost baseline
o Product configuration ID and statement of work
o WBS dictionary, WBS, scope statement

48. During human resource planning you identified that your team members are
not sufficiently qualified for their tasks. Which may be an appropriate solution
to this problem?48
o Reduce level of effort
o Develop a training plan
o Plan quality audits
o Plan quality inspections

51. The ________ is a document which describes how the project management
team will implement the performing organization’s quality policy.51
o Quality assurance plan
o Quality management plan
o Quality commitment
o Quality audit

64. Crashing describes a technique to speed up a project by…64

o …reallocating existing resources or assigning additional resources to the
project.
o …overlapping activities which were originally planned to be done in sequence.
o …reducing the number of features of the product in order to reduce
development work.
o …reducing the duration estimates for activities to increase the pressure applied
to the staff.

66. During execution of a project, you observe that the performance of some of
your team members is dropping, while others are doing a consistently good job.
What should you try first to bring the team as a whole back to performance?66
o Organize a team meeting and discuss openly the bad performance of the weak
team members. Try to find a joint solution during the meeting.
o Introduce a competitive incentive system with a bonus for the 20% of your
team which is performing better than the other 80%.
o Do not interfere, but give the team some time to organize, and sort the
problem out by low-level conflict management.
o Introduce a system of formal and informal performance appraisals, research
causes for bad performance and solicit mutual feedback.

70. Which statement describes best the purpose of the communications

management plan?70
o The project management plan is a subsidiary document of the overall
communications management plan.
o The communications management plan describes rules of behavior and respect
for communications in cross-cultural teams.
o The communications management plan describes the information delivery
needs including format and level of detail.
o The communications management plan focuses on the use of communications
technologies by the project management team

74. While executing a project, you sense a slightly negative attitude in your team.
Which type of document do you now need, among others, to better understand
and then be able to improve the situation?74
o Project charter
o Team performance assessments
o Cost baseline
o Statement of work

76. A project charter is a document that…76

o …describes both the project scope and the product scope at detail level.
o …authorizes the project and the use of organizational resources to meet
project requirements.
o …breaks down the project scope over several steps to describe the project on
work package level.
o …describes all activities which are necessary to create the project deliverables

88. What is not true for project deliverables?88

o Project deliverables should be identified, described and agreed upon as early in
the project as possible.
o Project deliverables may be products, capabilities for services or other kinds of
results.
o Once project deliverables have been identified, their description should not be
changed any more.
o The acceptance process for deliverables and how rejection will be addressed
should be described in the contract.

100. Projects may be initiated by all of the following except____.100

o the project team
o a sponsor
o a PMO
o a portfolio review board

102. As a project manager you can assign any one of two team members to a
highly coveted task. Both are equally capable, but one of them is a member of
your in-group. To the other one, you have far more distance. How should you
behave? 102
o You disclose the situation to stakeholders and solicit a joint decision.
o You take the person not in your in-group to avoid misunderstandings.
o Chose the in-group person. The trustful relation will benefit the project.
o You delegate the decision to a third team member to avoid the conflict.

106. When finishing a project, which factors that influence customer satisfaction
the most should you be aware of? 106
o Attractive price of the project and low running costs of the product
o Friendly project manager and effective after-project service
o Efficiency of the project and skills of the project manager
o Conformance to requirements of the project and fitness for use of the
deliverables

114. When running a project as a project manager, what should you focus on
during the executing processes?114
o Doing project work
o Coordinating people and resources
o Ensuring accountability for errors
o Avoid third-party influence

126. Which statement describes best the meaning of leadership?126

o Ensuring predictability in an uncertain environment
o Sustaining an ongoing business over a long period of time
o Adhering to publicized standards and procedures
o Developing a vision and strategy and motivating people

127. As a project manager, you must demonstrate transparency

regarding…
o …confidential information.
o …proprietary information.
o …distribution of unproven information and gossip.
o …your decision-making processes.

128. Who should always issue the project charter?

o A person internal to the project organization
o A project initiator or sponsor
o A low-level manager of the performing organization
o A high-level manager of the performing organization

142. During execution of your project you have observed that a team member is
getting isolated by other team members. Which is a wrong approach in such a
situation?
o The interpersonal relationships between team members are their private issue.
You should not interfere.
o You should apply team building measures to improve the team’s effectiveness.
o You should try to get feedback from the isolated team member to understand
the situation.
o You should try to get feedback from the other team members to understand
the situation.

143. In an organization, project managers report directly to the head of a project

management office (PMO). In this case, which statement is probably not true?
o The head of the project management office can strengthen the matrix as a
manager of project managers.
o The project management office will actually be responsible for direct
management of the projects.
o Projects will be run by the functional organization and project managers
expedite change control.
o It will be easier for the PMO to ensure that the organizational process assets
provided are used.
152. Your project team is on its way to finish work on the project, while you have
the impression that a staff member is already negotiating the next assignment in
another project. You are afraid that the person may come under pressure to
start working on the other job before she has finished her work for your project.
Her task is very complex, and it would be hard for someone else to take up the
partial results and finish them. What action is most likely to resolve the
situation?
o Have a private meeting with the person and discuss your observations. Make
the person aware of the contract and of the legal consequences of unfinished
work.
o Have a meeting with the entire team and discuss the person’s expected early
leave. Use team dynamics to buy in the commitment from the person to finish
work orderly.
o Use your network of project managers to find another assignment for the
person which allows for smooth transition and does not conflict with your needs.
o Ignore your observations and let the team member do her job. It is quite
uncommon that staff drops work for a project before it is completely finished.

172. When should the project schedule be developed? 172

o As early into the project as possible. A committed schedule should be there
before any initiating or planning processes are applied for the project.
o During initiating. The definite project schedule should be developed
concurrently with the project contract (if applicable) and the project charter.
o Scheduling should be avoided. Agile approaches with a backlog and a weekly to
4-weekly meeting cycle are sufficient for modern project management.
o When most planning processes from time, scope, and procurement
management have been finished. These will then be iterated when necessary.