Tracy has recently taken over a website development project. The project is already in execution and half of the project work has been completed. Tracy finds out that the stakeholder register does not contain any information about key stakeholders from the buyer of the product. What is the potential root cause of this issue?

A. Project stakeholders change over time.
B. The previous project manager was not competent.
C. This is an unknown risk that has just occurred.
D. The Identify Stakeholders process was not properly carried out in the past.

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A Probability and Impact Matrix contains risks prioritized according to their potential implications for meeting the project’s objectives. The typical approach is:

A. To use a look-up table or Probability and Impact Matrix with specific combinations of Probability and impact that lead to a risk being rated as “high”, “moderate” or “low” importance. The importance for planning responses to the risk are usually set by the organization.
B. To create a Risk Breakdown Structure with the probabilities and Impacts listed on the individual boxes. The higher the risk, the closer it is towards the Start Node.
C. To use a look-up table or Probability and Impact Matrix with specific combinations of Probability and impact that lead to a risk being rated as “high”, “moderate” or “low” importance. The importance for planning responses to the risk are usually set by the project manager.
D. To create a matrix with the Cost, Time, Scope and Quality on one axis and probability of occurrence on the other.

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Jonathan has recently been hired in a company as a business improvement manager. Jonathan has been asked to reorganize the company’s meetings and reporting structure. Jonathan is currently identifying all key project stakeholders. Which of the following enterprise environmental factors is least likely to be used as an input to this process?

A. Organizational culture and structure
B. Existing human resources
C. Project management information system.
D. Industry standards

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Your project is slightly behind schedule, and you have not yet made a full impact assessment to make associated project changes to accommodate it. The weekly project status meeting is this afternoon, and because of your conference call schedule this morning you will not be able to complete the assessment to report to in the meeting. However, this is only a minor delay and you do not want anyone to worry unnecessarily. What is the best response?

A. Use contingency reserves to compensate for the delay and report that progress is as planned.
B. Report the actual status of the project in the meeting, and assure the project team that additional updates will be coming soon.
C. Inform the project team the progress is slightly behind schedule, and use the contingency reserves to cover the delay.
D. Say nothing about the delay at this time, and report that there are no major issues.

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You have just been assigned a project with an unrealistic deadline. What do you do?

A. Do the best you can to deliver the project on time.
B. Ask for more resources
C. Insist that the deadlines for the project be changed.
D. Ask for a larger budget.

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You are managing a multi-million dollar project, and discover several critical pieces of data in the project information repository have been modified without authorization. What should you do?

A. Determine the extent of the data breach, and implement security procedures to prevent a recurrence.
B. Determine the extent of the data breach and notify the appropriate project and company staff of the incident.
C. Determine the extent of the data breach, and restore the modified data from a backup.
D. Determine the extent of the data breach, and setup auditing to track further unauthorized access.

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To control the schedule, a project manager is re-analyzing the project to predict project duration. This is done by analyzing the sequence of activities with the least amount of flexibility. What technique is being used?

A. Leads and lags
B. Work Breakdown Structure
C. Flowchart
D. Critical Path Method

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James has been managing a hotel construction project in a busy street. He is in the process of estimating activity durations for building walls and calculates the most likely estimate as 15 days. If pre-fabricated material is used, it would take no more than 12 days to finish the work. However, the work may be delayed and could take up to 18 days if less experienced construction workers are used to build the walls. But, the engineer in-charge of the work estimates the duration as 8 days when pre-fabricated material is used. What is the expected duration of building walls using the three-point (PERT) estimate, if the engineer’s estimation is assumed correct?

A. 12 days
B. 11 days
C. 16 days
D. 14 days

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A project was randomly picked up for a quality audit and a number of issues and non-conformances were found by the external auditor. The project manager lodged a protest with the quality department that this was incorrect procedure and he should have been given notice since an external auditor was involved. What is your view?

A. The project manager is correct. Quality audits need to be scheduled when an external auditor is involved so that the project manager has time to prepare for them.
B. The project manager is correct. All quality audits need to be performed by the project team.
C. The project manager has no case. Quality audits may be random and performed by internal or external auditors.
D. The project manager has no case. Quality audits are always carried out by external auditors.

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The organization’s safety and health policy, ethics policy, project policy, and quality policy can be used in a project to influence it’s success. All these policies are a part of:

A. Organizational process assets
B. The project management plan
C. Enterprise environmental factors
D. Historical databases

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