PMP Test 02: Integration & Quality

Q: A project manager is starting a complex project with high uncertainty. What is the most effective way to manage the project plan as new information appears?

Rolling wave planning is used for uncertainty. It allows the manager to plan the near future in detail while keeping the distant future at a higher level.

Q: A team is struggling because different parts of the project are not working together. Which action should the project manager take to fix this issue?

Integration management is the core of a manager’s job. It ensures that every part of the project works together to reach the final goal and deliver value.

Q: Tom is a Project Manager using the Payback period method. Which one of the four projects should his company select?

Project D pays back the investment in ten months. This is much faster than the other projects. In this method, the shortest time is always best.

Q: Mary is a Project Manager using the Benefit Cost ratio (BCR) method. Which one of the four projects should her company select?

Project B has a BCR of 1.25. This is higher than all other projects. A higher ratio means you get more value for every dollar spent.

PMP Test 02: Key Concepts

This exam reviews Economic Models, Conflict Resolution, and Risk Response strategies.

Financial Choice: For NPV and IRR, always choose the project with the highest value. For Payback Period, always choose the shortest time.

The Charter: Remember that the Project Manager does not sign the charter. It is issued by the sponsor or someone above the project.

Quality vs. Grade: Quality is how well a product works. Grade is the category of features. High quality is a must; high grade is optional.

Edited by: Test-Questions.com

Last Updated: April 21, 2026

Q:1A project manager is starting a complex project with high uncertainty. What is the most effective way to manage the project plan as new information appears?

Create a final plan at the very start of the project.

Use rolling wave planning to add details as they are known.

Wait until the end of the project to document the plan.

Only plan the tasks for the first week of work.

Q:2A team is struggling because different parts of the project are not working together. Which action should the project manager take to fix this issue?

Ask each team member to work harder on their own tasks.

Use integration management to link all project activities.

Hire a new team member to check the schedule daily.

Tell the team to ignore the other departments.

Q:3Tom is a Project Manager using the Payback period method. Which one of the four projects should his company select?

Project A: One million investment; $50K profit per month after six months.

Project B: $100K investment; $5K returns per year.

Project C: One million investment; $40K returns per month.

Project D: $500K investment; $50K returns per month.

Q:4Mary is a Project Manager using the Benefit Cost ratio (BCR) method. Which one of the four projects should her company select?

Project A: Cost $1M; Sale $1.2M.

Project B: Cost $2M; Sale $2.5M.

Project C: Cost $5M; Sale $6M.

Project D: Cost $10M; Sale $11.5M.

Q:5Tim is a Project Manager using the Net Present Value (NPV) method. Which one of the four projects should his company select?

Project A has a net present value of $300K.

Project B has a net present value of $400K.

Project C has a net present value of $500K.

Project D has a net present value of $600K.

Q:6Chen is a Project Manager reviewing Opportunity Cost. Which one of the following is true when choosing between projects?

Opportunity cost is the value of the project that was not selected.

The project with the highest opportunity cost should be selected.

Opportunity cost is the total cost of all project tasks.

A project with zero opportunity cost is the most profitable.

Q:7Kumar is a Project Manager using the Payback period method. Which one of the four projects should his company select?

Project A has a Payback period of three years.

Project B has a Payback period of four years.

Project C has a Payback period of five years.

Project D has a Payback period of twenty-four months.

Q:8Jim is a Project Manager using the Internal Rate of Return (IRR) method. Which one of the four projects should his company select?

Project A has an internal rate of return of 5%.

Project B has an internal rate of return of 6%.

Project C has an internal rate of return of 7%.

Project D has an internal rate of return of 8%.

Q:9Samantha is a Project Manager. The project cost $100,000. It made $20,000 revenue. Operational costs were $5,000 and tax was $5,000. What is the return on invested capital (ROIC)?

5%.

10%.

20%.

0%.

Q:10Which of the following is true about the project charter?

The project manager signs the project charter.

The charter is an output of the project management plan.

The charter includes the detailed schedule of the project.

Project charter includes a high level view of project requirements, budget and milestones.

Q:11AOA (Activity-on-Arrow) diagrams represent which type of dependency relationship?

start-to-start.

start-to-finish.

finish-to-start.

finish-to-finish.

Q:12A project manager needs an honest estimate from experts who have different opinions. Which method best avoids one expert from pressuring others?

Hold a public meeting to discuss all the ideas.

Use an anonymous survey to gather expert opinions.

Ask the loudest expert to make the final decision.

Use a voting system where everyone sees the results.

Q:13Typically, signing the project charter is the responsibility of the:

Project Sponsor.

Senior Management.

Project Manager.

Project stakeholders.

Q:14A key component was found defective mid-way through a project. The team fixed the issue without a previous plan. This is an example of:

Risk mitigation.

Transfer of risk.

Work-around.

Accepting the consequences passively.

Q:15According to contemporary standards, the most common cause of conflicts in a project is:

Schedules.

Technical opinions.

Personal Issues.

Project priorities.

Q:16The most long-lasting conflict resolution is caused by which of these techniques?

Smoothing.

Confrontation.

Compromising.

Forcing.

Q:17You buy insurance for earthquakes because your project is in a high-risk area. This is an example of:

Risk mitigation.

Transfer of risk.

Risk contingency planning.

Accepting the consequences passively.

Q:18Which of these is correct with respect to a product developed or a service performed?

Bad quality is acceptable, but bad grade is not.

Bad grade is acceptable, but bad quality is not.

Neither bad grade nor quality is acceptable.

Grade and quality is the same thing.

Q:19The team finds a quality issue that will cost the company money in the long run. Which approach adds the most value to the business environment?

Ignore the issue if it is not in the original scope.

Use continuous improvement to fix the root cause now.

Wait for the customer to find the error and complain.

Blame the team member who made the mistake.

Q:20A project team is delivering work that meets all requirements, but the customer is still unhappy with the result. What should the project manager do?

Tell the customer that the work meets the agreed plan.

Meet with the customer to understand their needs and value expectations.

Ask the team to stop working until the customer changes their mind.

Ignore the customer and focus only on the project schedule.

Test 02 Study Summary

1. Conflict Resolution Problem-solving or 'Confronting' is the best way to handle conflict. It leads to a win-win and lasting results.

2. Risk Management Buying insurance is 'Risk Transfer.' You shift the financial impact to a third party like an insurance company.

3. Planning Group The Planning process group is unique because it includes processes from all ten knowledge areas of project management.

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