Project Manager question bank
100 questions. Filter by level and skill, track what you've solved, and see how many people get each one right.
- The triple constraint
- The 'A' in RACI
- What is the critical path
- Work breakdown structure
- What a project charter does
- Risk vs issue
- Purpose of the daily stand-up
- First steps on a new project
- Project or operations?
- The project sponsor's role
- The stakeholder register
- What scope creep means
- What a milestone is
- Reading a Gantt chart
- Finish-to-start dependency
- What total float means
- Scrum accountabilities
- Who orders the backlog
- Purpose of the retrospective
- The Definition of Done
- Why WIP limits
- When to capture lessons learned
- Counting communication channels
- Assumption or constraint?
- Jira work item hierarchy
- Amber in a RAG report
- Purpose of a change request
- What a baseline is
- When waterfall fits
- What velocity measures
- Probability and impact matrix
- Tuckman's storming stage
- Closing a project
- Maximum sprint length
- A 'small' extra request
- Reading earned value numbers
- A team member keeps missing deadlines
- Reporting a project in trouble
- Choosing a risk response
- Choosing a delivery approach
- Three-point estimate
- A slipping dependency
- Forward pass duration
- Free float of an activity
- Fast tracking
- Which activity to crash
- Interpreting CPI and SPI
- Schedule and cost variance
- Estimate to complete
- EAC after a one-off overrun
- Variance at completion
- PERT standard deviation
- Contingency vs management reserve
- Net expected monetary value
- Responding to an opportunity
- Transferring a risk
- Resource levelling vs smoothing
- Control chart rule of seven
- Using a Pareto chart
- Prevention costs
- Contract with most buyer risk
- When to use time and materials
- A flat burndown chart
- Burnup vs burndown
- Little's Law cycle time
- An item bigger than expected
- A resistant stakeholder
- Choosing a conflict mode
- The sponsor wants an earlier go-live
- Adding people to a late project
- Two department heads disagree
- Forecasting the final cost
- The business case has changed
- The team is burning out
- A vendor misses a key milestone
- Measuring project success
- To-complete performance index
- EAC using CPI and SPI
- Late start from a backward pass
- The near-critical path
- Merge bias in schedules
- Build or buy decision tree
- Point of total assumption
- Cost plus incentive fee price
- Forecasting with velocity
- Green on the outside
- Fixed date and budget, agile team
- A new sponsor arrives
- Committing to a date
- Tailoring the process
- An over-allocated key engineer
- When SPI looks fine
- SPI at project completion
- Comparing team velocity
- Output of PI Planning
- A vendor claims extra payment
- Sunk cost and stopping
- Growth in communication channels
- Secondary risk
- A resource pulled away