Quiz PMP – Les Fondamentaux du Management de Projet
PMP Project Management Foundations — Practice Quiz
Chapter 3 · 20 questions · Org. structures, PMO, project selection & OPAs
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1
A company's IT team performs monthly server maintenance, applies security patches, and monitors system performance on an ongoing basis. A new manager calls this 'our monthly IT project.' How should a PMP-certified project manager classify this work?
A.A project — it occurs regularly and requires planning and coordination.
B.A program — it involves multiple related activities managed together.
C.Operational work — it is repetitive, ongoing, and does not produce a unique result.
D.A project — any work that requires resources and scheduling qualifies as a project.
Project vs Operations
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2
An organization is simultaneously managing three related IT projects: a new ERP system, an employee training program for the ERP, and a data migration initiative. A program manager coordinates all three to ensure benefits are delivered together. What is being described?
A.A portfolio — the projects are grouped under a common organizational strategy.
B.A program — related projects are managed in a coordinated way to achieve benefits not achievable independently.
C.An OPM framework — organizational project management is being applied.
D.A matrix organization — resources are shared across the three projects.
Project / Program / Portfolio
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3
A project manager complains that she cannot get team members to prioritize project work over departmental tasks. When she needs resources for a critical activity, the functional manager reassigns them to operational work. What type of organization is MOST likely described?
A.Project-oriented organization — the PM has full authority over resources.
B.Strong matrix — the PM has more power than the functional manager.
C.Balanced matrix — power is shared equally between the PM and functional manager.
D.Weak matrix or functional organization — the functional manager has more authority than the PM.
Organizational Structure
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4
A question describes a project scenario but does not mention the type of organizational structure. What should the candidate assume when answering?
A.Matrix organization — it is the most common structure and the default assumption on the exam.
B.Functional organization — it is the most traditional structure.
C.Project-oriented organization — it gives the PM the most authority.
D.Cannot be determined — the structure must be stated explicitly to answer correctly.
Organizational Structure
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5
A project manager proposes putting the entire project team in the same physical office space to improve communication and collaboration during a critical project phase. A colleague says this is called a 'tight matrix.' What does this term actually mean?
A.A form of matrix organization where the PM has very limited authority.
B.A matrix organization where resources are strictly controlled by the functional manager.
C.Colocation — placing team members in the same physical workspace to improve communication. It has nothing to do with matrix organizational structure.
D.A matrix organization where project and functional authority are tightly balanced.
Tight Matrix
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6
A PMO provides project managers with standard templates, a project management methodology guide, and a lessons learned repository. Project managers are free to adapt these as they see fit. The PMO does not assign project managers or enforce tool usage. Which type of PMO is described?
A.Directive — the PMO controls project management practices.
B.Supportive — the PMO provides tools and guidance with low control.
C.Controlling — the PMO ensures compliance with established processes.
D.Value Delivery Office — adapted for agile environments.
PMO Types
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7
An organization's PMO assigns a project manager to every new project, is responsible for the outcomes of those projects, and manages all projects above a certain budget threshold directly. What type of PMO is described?
A.Supportive — provides guidance and resources to project managers.
B.Controlling — ensures compliance with organizational policies.
C.Directive — directly manages projects and is accountable for their results.
D.Balanced — shares authority between the PMO and project managers.
PMO Types
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8
An organization must choose between two projects. Project Alpha has an NPV of $120,000 and will take 4 years. Project Beta has an NPV of $95,000 and will take 2 years. Based solely on NPV, which project should be selected?
A.Project Alpha — it has the higher NPV, meaning it creates more net value for the organization.
B.Project Beta — it has a shorter duration, making it less risky.
C.Project Beta — the shorter timeline means the NPV is more reliable.
D.Neither — the organization should wait for more accurate financial projections.
Project Selection — NPV
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9
A project has spent $800,000 of its $1,000,000 budget and is 40% complete. A new analysis shows the project will likely never achieve its original ROI. A team member argues: 'We've already spent $800,000 — we can't stop now.' What is wrong with this reasoning?
A.The team member is correct — sunk costs must be recovered before stopping a project.
B.The team member is wrong — sunk costs are already spent and should never influence the decision to continue or stop a project.
C.The team member is partially right — sunk costs should be weighted alongside future costs.
D.The project should continue since stopping would waste the remaining $200,000 budget.
Project Selection — Sunk Costs
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10
An organization is evaluating three potential projects: Project X (IRR = 8%), Project Y (IRR = 19%), Project Z (IRR = 14%). Resources allow selection of only one project. Based on IRR, which should be selected?
A.Project X — it has the most conservative return.
B.Project Z — it balances risk and return.
C.Project Y — it has the highest IRR, meaning it delivers the best return on investment.
D.Cannot be determined — IRR alone is insufficient for project selection.
Project Selection — IRR
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11
An organization must choose between Project A (NPV = $200,000) and Project B (NPV = $150,000). The organization selects Project A. What is the opportunity cost of this decision?
A.$200,000 — the value of the selected project.
B.$350,000 — the combined value of both projects.
C.$50,000 — the difference between the two projects.
D.$150,000 — the value of the project not selected.
Opportunity Cost
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12
A project manager is planning a new project and reviews past project reports, risk registers from similar projects, and the organization's standard WBS templates. What type of resource is she using?
A.Organizational Process Assets (OPAs) — internal organizational knowledge and tools that support project planning.
B.Enterprise Environmental Factors (EEFs) — contextual factors that influence but are not controlled by the team.
C.Project Management Information System (PMIS) — software tools for tracking and reporting.
D.Governance framework — organizational policies that must be followed.
OPAs vs EEFs
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13
A project manager must delay the launch of a new financial product because a new government regulation requires additional testing before release. This regulatory requirement was not anticipated during planning. What type of factor is this?
A.Organizational Process Asset — the regulation is now documented as a lesson learned.
B.Enterprise Environmental Factor — government regulations are external to the organization and generally outside the team's control.
C.Project constraint — it should have been captured in the assumption log.
D.Governance issue — the PMO should have identified this requirement.
OPAs vs EEFs
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14
A cost-benefit analysis of a proposed project yields a benefit-cost ratio of 0.6. What does this mean, and should the organization proceed?
A.The benefits are 60% greater than the costs — a good investment.
B.The costs and benefits are nearly equal — the project is borderline viable.
C.The costs exceed the benefits — the project is not financially justified as currently scoped.
D.The project will return $0.60 profit for every $1 invested — acceptable for most organizations.
Benefit-Cost Ratio
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15
During project execution, the project team encounters a resource conflict that cannot be resolved at the project manager's level — it requires executive-level intervention. Who should the project manager escalate this to FIRST?
A.The PMO — they manage resource allocation across the organization.
B.The project sponsor — they have executive authority and are accountable for the project's success.
C.The functional manager — they control the resources in question.
D.The program manager — they coordinate resources across related projects.
Project Roles
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16
During project planning, a project manager documents: 'We assume the key vendor will deliver the hardware components by Week 6.' Two months later, the vendor informs the team the delivery will be Week 12. What does this situation illustrate?
A.An incorrect assumption became a risk — assumptions that are not validated introduce uncertainty and should be tracked in the assumption log.
B.A scope change occurred — the vendor's delay changed the project scope.
C.A constraint was violated — schedule constraints cannot be changed without a formal change request.
D.A governance failure — the PMO should have monitored vendor deliveries.
Assumptions and Constraints
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17
A sponsor asks: 'Would you rather receive $500,000 today or $500,000 three years from now?' From a present value perspective, which is the better choice, and why?
A.$500,000 in three years — inflation will make money more valuable in the future.
B.$500,000 today — money available today is worth more than the same amount in the future, since it can be invested to generate returns.
C.Both are equal — the nominal value is the same in both cases.
D.Three years from now — the organization avoids the opportunity cost of spending the money today.
Present Value
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18
A project is 8 months into execution when the organization announces a major strategic pivot — the product the project is building will no longer be relevant to the new direction. What should the project manager do?
A.Continue the project as planned — the charter was approved and the scope is locked.
B.Pause the project and wait for the strategy to stabilize before continuing.
C.Evaluate the project's continued alignment with organizational strategy, present the situation to the sponsor, and recommend modification or cancellation if alignment no longer exists.
D.Submit a change request to update the project scope to align with the new strategy.
OPM and Strategic Alignment
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19
A company purchases a $10,000 piece of equipment with a 5-year useful life. Using straight-line depreciation, what is the annual depreciation amount?
A.$500 per year
B.$2,000 per year
C.$5,000 per year
D.Straight-line depreciation cannot be calculated without knowing the salvage value
Depreciation
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20
A project manager is managing a project in a functional organization. She needs a specialist from the engineering department for a 3-week analysis. The engineering manager agrees but keeps reassigning the resource to operational tasks. The project is falling behind. What is the MOST appropriate next step?
A.Escalate to HR and file a formal complaint against the engineering manager.
B.Hire an external consultant to replace the engineering resource.
C.Accept the situation — in a functional organization, the PM has no authority over resources.
D.Meet with the engineering manager to discuss the impact of the resource conflict on the project, negotiate a prioritized agreement, and escalate to the sponsor if resolution is not reached.
Situational — Functional Organization
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