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MODULE 3
| Question | Answer |
|---|---|
| 1. What is the primary purpose of a project charter? | |
| A. To schedule activities | |
| B. To authorize the project and give the PM authority ✔️ | |
| C. To assign team members | |
| D. To create the WBS | |
| 2. The project charter is created during which process group? | |
| A. Planning | |
| B. Executing | |
| C. Initiating ✔️ | |
| D. Monitoring | |
| 3. A well‑written project charter helps prevent: | |
| A. Cost overruns | |
| B. Political interference and scope creep ✔️ | |
| C. Team conflict | |
| D. Risk events | |
| 4. The business case in a charter explains: | |
| A. The project schedule | |
| B. Why the project was selected ✔️ | |
| C. The WBS | |
| D. The team structure | |
| 5. Which section identifies high‑level problems or opportunities? | |
| A. Background | |
| B. Business Case ✔️ | |
| C. Milestones | |
| D. Risks | |
| 6. The background section answers: | |
| A. Why the project was selected | |
| B. What the project is and where it originated ✔️ | |
| C. Who the sponsor is | |
| D. How much the project costs | |
| 7. Which section defines how success will be measured? | |
| A. Goals ✔️ | |
| B. Risks | |
| C. Assumptions | |
| D. Constraints | |
| 8. Key stakeholders in the charter include: | |
| A. Only the project team | |
| B. Anyone paying for or benefiting from the project ✔️ | |
| C. Only the sponsor | |
| D. Only the PMO | |
| 9. Milestones represent: | |
| A. Tasks requiring resources | |
| B. Zero‑duration checkpoints ✔️ | |
| C. Work packages | |
| D. Risks | |
| 10. The project budget section includes: | |
| A. Detailed cost breakdown | |
| B. Summary of initial budget and how it was estimated ✔️ | |
| C. Only contingency funds | |
| D. Only labor costs | |
| 11. Constraints refer to: | |
| A. Unknown risks | |
| B. Limitations on the project or product ✔️ | |
| C. Optional requirements | |
| D. Stakeholder opinions | |
| 12. Assumptions are: | |
| A. Guaranteed truths | |
| B. Things believed to be true for planning purposes ✔️ | |
| C. Risks | |
| D. Constraints | |
| 13. Risks in the charter are: | |
| A. Fully analyzed | |
| B. High‑level risks identified early ✔️ | |
| C. Only financial | |
| D. Only technical | |
| 14. The charter should ideally be: | |
| A. 50–100 pages | |
| B. Less than 5 pages, clear and concise ✔️ | |
| C. A detailed plan | |
| D. A full WBS | |
| 15. Who signs the project authorization section? | |
| A. The project team | |
| B. The project sponsor ✔️ | |
| C. The customer only | |
| D. The PMO | |
| 16. The charter gives the project manager: | |
| A. Unlimited authority | |
| B. Formal authority to apply resources ✔️ | |
| C. Hiring power | |
| D. Budget approval power | |
| 17. A charter helps align: | |
| A. Only the PM and sponsor | |
| B. All key stakeholders on project vision ✔️ | |
| C. Only the customer | |
| D. Only the PMO | |
| 18. Which of the following is NOT a purpose of the charter? | |
| A. Define major goals | |
| B. Identify high‑level risks | |
| C. Provide detailed activity durations ✔️ | |
| D. Summarize constraints | |
| 19. The charter is used as an input to: | |
| A. All later planning documents ✔️ | |
| B. Only the WBS | |
| C. Only the schedule | |
| D. Only the budget | |
| 20. A charter helps prevent scope creep by: | |
| A. Listing detailed tasks | |
| B. Setting clear boundaries early ✔️ | |
| C. Adding extra features | |
| D. Reducing team size | |
| 21. Which section identifies who benefits from the project? | |
| A. Goals | |
| B. Stakeholders ✔️ | |
| C. Risks | |
| D. Constraints | |
| 22. The charter should be written so that: | |
| A. Only technical staff understand it | |
| B. Anyone can understand it regardless of background ✔️ | |
| C. Only the sponsor understands it | |
| D. Only the PM understands it | |
| 23. Which of the following is a high‑level document? | |
| A. WBS | |
| B. Charter ✔️ | |
| C. Network diagram | |
| D. Activity list | |
| 24. The charter helps the PM understand: | |
| A. Required team skills ✔️ | |
| B. Exact task durations | |
| C. Detailed resource assignments | |
| D. Daily schedules | |
| 25. A charter is created by: | |
| A. Only the PM | |
| B. Key stakeholders (with PM assistance) ✔️ | |
| C. Only the sponsor | |
| D. Only the customer | |
| 🔥 Chapter 7 — Time & Resource Estimation (Questions 26–50) | |
| 26. Top‑down estimates are also called: | |
| A. Micro estimates | |
| B. Macro estimates ✔️ | |
| C. Detailed estimates | |
| D. Bottom‑up estimates | |
| 27. Top‑down estimates are used for: | |
| A. Detailed planning | |
| B. Early feasibility and funding decisions ✔️ | |
| C. Final budgeting | |
| D. Scheduling | |
| 28. Analogous estimating uses: | |
| A. Expert judgment only | |
| B. Data from a similar past project ✔️ | |
| C. Statistical modeling | |
| D. Three‑point estimates | |
| 29. Parametric estimating uses: | |
| A. Cost per unit × project size ✔️ | |
| B. Team consensus | |
| C. Delphi technique | |
| D. Weighted averages | |
| 30. Learning curves apply when: | |
| A. Work is done only once | |
| B. Repetitive tasks become faster with experience ✔️ | |
| C. Costs increase over time | |
| D. Only machines are used | |
| 31. Bottom‑up estimates are: | |
| A. Less accurate | |
| B. More detailed and accurate ✔️ | |
| C. Used only in Agile | |
| D. Always cheaper | |
| 32. Single‑point estimates use: | |
| A. One value ✔️ | |
| B. Three values | |
| C. A weighted average | |
| D. A consensus | |
| 33. Three‑point estimates use: | |
| A. Best, average, worst | |
| B. Optimistic, most likely, pessimistic ✔️ | |
| C. High, medium, low | |
| D. Fast, normal, slow | |
| 34. The formula for expected time (Te) in PERT is: | |
| A. (a + m + b) / 3 | |
| B. (a + 4m + b) / 6 ✔️ | |
| C. (m + b) / 2 | |
| D. (a + b) / 2 | |
| 35. PERT analysis helps determine: | |
| A. Cost overruns | |
| B. Probability of meeting a schedule ✔️ | |
| C. Team performance | |
| D. Stakeholder influence | |
| 36. Rough Order of Magnitude (ROM) estimates are accurate to: | |
| A. ±5% | |
| B. ±10% | |
| C. ±50% ✔️ | |
| D. ±2% | |
| 37. Budget estimates are accurate to: | |
| A. –10% to +25% ✔️ | |
| B. ±50% | |
| C. ±5% | |
| D. ±2% | |
| 38. Definitive estimates are accurate to: | |
| A. ±50% | |
| B. –5% to +10% ✔️ | |
| C. ±25% | |
| D. ±2% | |
| 39. Padding estimates (“Scotty Factor”) should be: | |
| A. Encouraged | |
| B. Avoided ✔️ | |
| C. Required | |
| D. Ignored | |
| 40. Overestimating time can: | |
| A. Improve efficiency | |
| B. Cause resource overallocation ✔️ | |
| C. Reduce risk | |
| D. Speed up the project | |
| 41. Underestimating time can: | |
| A. Improve morale | |
| B. Cause delays and overruns ✔️ | |
| C. Reduce cost | |
| D. Increase accuracy | |
| 42. Bottom‑up estimates are based on: | |
| A. The WBS ✔️ | |
| B. The charter | |
| C. The network diagram | |
| D. The milestone list | |
| 43. Delphi technique involves: | |
| A. One expert | |
| B. Anonymous expert consensus ✔️ | |
| C. Customer voting | |
| D. Team brainstorming | |
| 44. Parametric estimating is most accurate when: | |
| A. Units vary widely | |
| B. The model is stable and historical data is reliable ✔️ | |
| C. The project is unique | |
| D. The team is inexperienced | |
| 45. Learning curves assume: | |
| A. Costs increase with repetition | |
| B. Time decreases with repetition ✔️ | |
| C. Quality decreases | |
| D. Risk increases | |
| 46. Top‑down estimates are least accurate when: | |
| A. Projects are similar | |
| B. Conditions are stable | |
| C. Projects differ significantly ✔️ | |
| D. Data is available | |
| 47. Bottom‑up estimating is performed: | |
| A. Before the charter | |
| B. After the WBS is created ✔️ | |
| C. During closing | |
| D. During initiation | |
| 48. PERT is especially useful for: | |
| A. Highly uncertain activities ✔️ | |
| B. Repetitive tasks | |
| C. Fixed‑duration tasks | |
| D. Tasks with no risk | |
| 49. A three‑point estimate reduces: | |
| A. Cost | |
| B. Schedule uncertainty ✔️ | |
| C. Stakeholder conflict | |
| D. Scope creep | |
| 50. The main purpose of estimation is to: | |
| A. Guarantee accuracy | |
| B. Provide the best possible prediction for planning ✔️ | |
| C. Reduce team size | |
| D. Increase project scope |
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