Peter has been assigned to build a new office facility for his organization. Peter finds out that there are a big number of key stakeholders that are neutral to the project. Peter’s stakeholder management strategy must focus on?

A. Reducing the number of project stakeholders.
B. Ensuring these neutral stakeholder remain neutral till the project closure.
C. Ensuring these neutral stakeholders do not convert to resistant stakeholders till the project closure.
D. Converting these neutral stakeholders to supportive stakeholders.

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Which of the following statements are NOT true considering the planned value, the earned value, the schedule variance and the cost variance of a project?

A. The cost variance is the difference between the earned value and the actual cost
B. The schedule variance is the difference between the earned value and the planned value
C. The earned value is the value of work to be completed in terms of the approved budget
D. The planned value is the budget authorized to the work to be performed

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The scope of work in a project could not be clearly defined. There was also a strong possibility that the scope would be altered during the course of the project. Which type of contract would suit this type of situation?

A. Fixed price with economic price adjustment contract
B. Fixed-price contract
C. Cost-reimbursable contract
D. Fixed price incentive contract

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A project comprises of a virtual team with team members located in different offices in the same city as well as across different cities. The project manager wishes to built trust and good working relationships. One of the best ways to do this is:

A. To use team-building strategies.
B. Write a memo to the team, detailing out the need for good working relationships.
C. Plan for job-rotation on a weekly basis.
D. To encourage the use of telephonic conversations as much as possible.

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You are two days late on reporting status for a project that you are managing. The status report indicates that the project is lagging behind schedule. During the current week, you are confident of making up some of the lost time. How should you report project status?

A. Since the status report is already due, do nothing. Send out the status report next week when the project is back on track.
B. Since the status report is already 2 days overdue, you may communicate to stakeholders that you will send a consolidated status report next week. In this manner, you can avoid being untruthful or falsifying reports.
C. Send out a status report to all stakeholders indicating that the project is on track. Once this week goes by, things will be fine and the status reports will be back to normal from next week.
D. You should report project status exactly as it is. You may also mention that you expect to make up some of the lost ground, but will truthfully represent current status.

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Joel is managing a high priority project for his organization. The project has recently lost the support of the key stakeholders. Despite a number of efforts, Joel has failed to realign the stakeholders and regain their support. What should he do now?

A. Terminate the project
B. Continue trying to regain the support but keep progressing on the project
C. Seek the project sponsor’s assistance
D. Remove the stakeholders from the stakeholder register

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What BEST describes the role of the project team members?

A. To perform the project work
B. To approve the change requests
C. To be ultimately responsible for the project’s success
D. To authorize the project

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As part of the Plan Risk Management process, a project manager is looking at the activity of preparing a risk management plan. Which of the following is true about risks?

A. A risk may have one or more causes and, if it occurs, may have one or more impacts.
B. A risk usually has a single cause and, if it occurs, may have one or more impacts.
C. A risk usually has a single cause and if it occurs usually has a single impact.
D. A risk usually has more than one cause, and if it occurs, may have one or more impacts.

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