PMBOK® PMP Study Guide FAQs

1. Project Management Fundamentals

Aligned to PMP Domains & PMBOK 7th Edition

Q1. What is a project in project management?

A1. A project is a temporary endeavor undertaken to create a unique product, service, or result. It has a defined beginning and end and differs from ongoing operations. PMP candidates should know this definition cold—it's foundational to the exam.

Q2. What distinguishes a project from operations?

A2. Projects are temporary and unique, while operations are ongoing and repetitive. Operations sustain the business, but projects create change. For example, implementing a new EHR system is a project; managing patient admissions is operational.

Q3. What are the five process groups in project management?

A3. The five process groups are:

1. Initiating

2. Planning

3. Executing

4. Monitoring and Controlling

5. Closing
   These are not the same as phases—process groups are cyclical and applied as needed throughout the project lifecycle.

Q4. What are the ten knowledge areas in project management?

A4. The PMBOK defines 10 knowledge areas:

1. Integration

2. Scope

3. Schedule

4. Cost

5. Quality

6. Resource

7. Communications

8. Risk

9. Procurement

10. Stakeholder
    These help structure processes and tools used throughout the project.

Q5. What is a project charter and why is it important?

A5. A project charter is a formal document that authorizes the project and gives the project manager authority to apply resources. It includes objectives, high-level scope, stakeholders, and key constraints. It’s created during the Initiating phase.

Q6. Who creates the project charter?

A6. Typically, the project sponsor creates and signs the charter. The project manager may help draft it, but it’s the sponsor who gives formal authorization.

Q7. What is a stakeholder in project management?

A7. A stakeholder is anyone who is impacted by or can impact the project—including customers, team members, sponsors, suppliers, and regulators. Stakeholder management is a core PMP topic.

Q8. What is the role of the project manager?

A8. The project manager is responsible for meeting project objectives by leading the team, managing constraints (scope, time, cost), and communicating with stakeholders. They’re the glue between strategy and execution.

Q9. What is the triple constraint in project management?

A9. The triple constraint refers to scope, time, and cost. A change to one affects the others. Sometimes, quality is added as the fourth constraint.

Q10. What is the difference between a deliverable and a milestone?

A10. A deliverable is a measurable product or result (e.g., software module), while a milestone marks a point in time (e.g., "Design Complete"). Milestones track progress; deliverables track outputs.

Q11. What is progressive elaboration?

A11. Progressive elaboration means the project is developed in steps, with increasing detail as more is learned. It allows flexibility in early planning and refinement as scope clarifies.

Q12. What is a project lifecycle?

A12. The project lifecycle describes the phases a project goes through—typically: Concept → Planning → Execution → Closure. It's tailored by organization or industry.

Q13. What is organizational process assets (OPAs)?

A13. OPAs are internal assets like templates, policies, lessons learned, or historical data that can guide project planning and execution. Tools like ezRACI help manage and apply OPAs consistently.

Q14. What are enterprise environmental factors (EEFs)?

A14. EEFs are external or internal conditions that affect the project—like laws, culture, tech infrastructure, or market conditions. They influence planning but are outside your control.

Q15. What is the difference between functional, matrix, and projectized organizations?

A15.

• Functional: Projects are siloed by department.

• Matrix: Shared resources; project managers and functional managers coexist.

• Projectized: PM has full authority; teams are built around projects.

Q16. What is a RACI matrix and why is it useful in projects?

A16. A RACI matrix defines who is Responsible, Accountable, Consulted, and Informed for each task or deliverable. It ensures role clarity and reduces confusion. Tools like ezRACI let you create dynamic, shareable RACI matrices aligned to PMBOK principles.

Q17. What is a project management plan?

A17. It’s the central document that integrates all subsidiary plans (scope, schedule, cost, etc.). It’s not a single plan, but a collection of documents guiding execution and control.

Q18. What’s the difference between monitoring and controlling?

A18. Monitoring is observing progress; controlling is taking corrective actions when things go off track. They’re linked but distinct.

Q19. What are baselines in project management?

A19. A baseline is the approved version of scope, schedule, or cost that is used for performance comparison. For example, if your cost baseline is $100k, you compare actuals to that to track variance.

Q20. What is lessons learned, and when is it collected?

A20. Lessons learned are insights captured after a phase or project to improve future efforts. It’s formally documented during Closing, but smart teams like those using ezRACI gather them continuously and assign action owners in real time.

2: Project Integration Management

PMBOK Knowledge Area: Integration Management

Q21. What is Project Integration Management?

A21. It’s the coordination of all project elements into a unified whole. Integration ensures that planning, execution, and changes are aligned to meet project objectives.

Q22. What are the key processes in Integration Management?

A22.

1. Develop Project Charter

2. Develop Project Management Plan

3. Direct and Manage Project Work

4. Manage Project Knowledge

5. Monitor and Control Project Work

6. Perform Integrated Change Control

7. Close Project or Phase

Q23. What does it mean to "Develop the Project Charter"?

A23. It’s the process of formally authorizing the project. It identifies the PM, outlines the high-level scope, and gives the PM authority to begin project work.

Q24. Who signs the project charter?

A24. The project sponsor typically signs it, signaling official project kickoff and buy-in from leadership.

Q25. What is the Project Management Plan?

A25. It’s the master document integrating all subsidiary plans (scope, schedule, cost, quality, etc.) and guides project execution and control.

Q26. What is “Direct and Manage Project Work”?

A26. It’s the execution of the tasks defined in the PM plan to achieve project goals. It involves coordinating people, processes, and resources.

Q27. What is “Manage Project Knowledge”?

A27. This involves capturing and using both explicit knowledge (documents, databases) and tacit knowledge (experience, insights) to benefit the current and future projects.

Q28. How do you “Monitor and Control Project Work”?

A28. By tracking, reviewing, and reporting project progress to meet performance objectives. This includes variance analysis, forecasts, and trend reviews.

Q29. What is “Perform Integrated Change Control”?

A29. It’s the process of reviewing, approving, and managing changes to project scope, cost, and schedule. All change requests must be evaluated before implementation.

Q30. Who is responsible for change control?

A30. The Change Control Board (CCB) or project sponsor typically decides, but the PM facilitates the process and ensures documentation and communication.

Q31. What tools are used in change control?

A31. Tools include change request forms, impact assessments, tracking logs, and change control systems—like those integrated with ezRACI, which can assign change roles using RACI matrices.

Q32. What happens in “Close Project or Phase”?

A32. Final deliverables are verified, contracts closed, lessons learned documented, and team members released. It ensures formal closure and knowledge transfer.

Q33. What is configuration management in project integration?

A33. Configuration management ensures that product specifications and deliverables remain consistent and are properly documented and controlled throughout the project lifecycle.

Q34. What’s the difference between corrective, preventive, and defect repair actions?

A34.

• Corrective: Align performance with plan

• Preventive: Avoid future deviations

• Defect Repair: Fix existing product issues

Q35. What is a Change Control Board (CCB)?

A35. A group of stakeholders who review and approve or reject change requests. Members may include the sponsor, PM, key customers, and SMEs.

Q36. What is a project knowledge repository?

A36. A centralized database of past project lessons, documentation, risks, and outcomes. Tools like ezRACI can link tasks to knowledge entries for context-rich decision-making.

Q37. What are some examples of explicit vs tacit knowledge?

A37.

• Explicit: Process docs, reports, charts

• Tacit: Know-how, instincts, interpersonal insights

Q38. Why is integration management often seen as the PM's core function?

A38. Because it involves bringing everything together—schedules, budgets, quality, risks—and ensuring alignment across all areas of the project.

Q39. What does a project change log include?

A39. Description of the change, requestor, date, impact, decision, and implementation status. It’s a living document and part of the PM Plan.

Q40. How does ezRACI help with Integration Management?

A40. ezRACI helps define and track role accountability for integrated actions (like change approvals, issue response, phase closure) through RACI matrices and Gantt timelines—ensuring alignment across stakeholders.

Project Scope Management

PMBOK Knowledge Area: Scope Management

Q41. What is project scope?

A41. Project scope refers to the work required to deliver a product, service, or result with the specified features and functions. It defines what is included—and what is not.

Q42. What is the difference between project scope and product scope?

A42.

• Product Scope: The features and functions of the product/service/result

• Project Scope: The work required to deliver the product
  Product scope is the “what,” project scope is the “how.”

Q43. What are the key processes in scope management?

A43.

1. Plan Scope Management

2. Collect Requirements

3. Define Scope

4. Create WBS

5. Validate Scope

6. Control Scope

Q44. What is the purpose of the Scope Management Plan?

A44. It defines how the project team will plan, execute, validate, and control the project scope. It’s a subsidiary plan within the overall PM Plan.

Q45. What are some methods used to collect requirements?

A45. Interviews, focus groups, surveys, brainstorming, observation, document analysis, and prototypes. Requirements gathering is critical for stakeholder satisfaction.

Q46. What is the Requirements Traceability Matrix (RTM)?

A46. The RTM links requirements to deliverables, tests, and objectives, ensuring nothing is missed. It supports scope validation and control.

Q47. What is the project scope statement?

A47. A detailed narrative that includes project scope, product scope, deliverables, exclusions, constraints, and assumptions. It becomes the reference for validating and controlling scope.

Q48. What is a Work Breakdown Structure (WBS)?

A48. A hierarchical decomposition of the total project scope into manageable deliverables (work packages). It enables better planning, estimating, and tracking.

Q49. What are work packages in a WBS?

A49. The lowest-level deliverables in the WBS, where cost and duration can be estimated and responsibility can be assigned. Think: “doable chunks.”

Q50. What is the WBS Dictionary?

A50. It provides detailed descriptions of each work package in the WBS, including deliverables, milestones, risks, and resources required.

Q51. What is scope validation?

A51. It’s the process of formally accepting completed deliverables. Usually involves the customer or sponsor reviewing and approving outcomes.

Q52. Who validates project scope?

A52. Usually, the customer, sponsor, or key stakeholder signs off on deliverables to confirm they meet agreed-upon requirements.

Q53. What is scope creep?

A53. The uncontrolled expansion of project scope without changes to time, cost, or resources. It usually occurs when changes are made without formal approval.

Q54. How do you prevent scope creep?

A54. Use a formal change control process, clear documentation, stakeholder alignment, and tools like ezRACI to assign who can approve or reject scope changes.

Q55. What is the difference between scope creep and gold plating?

A55.

• Scope Creep: Unauthorized scope additions from stakeholders

• Gold Plating: The team adds extras that weren’t requested—usually to impress, but it adds risk

Q56. What is control scope?

A56. Monitoring project scope and managing changes to it. It ensures that all requested changes are evaluated and only approved ones are implemented.

Q57. How does the WBS support schedule and cost planning?

A57. It breaks work into components that can be estimated and scheduled. Work packages lead to activities (for scheduling) and cost estimates (for budgeting).

Q58. Why is the WBS considered a critical planning tool?

A58. It’s the foundation for project planning. It ensures nothing is forgotten, enables RACI assignment, and feeds schedule and budget planning. Tools like ezRACI support WBS-to-RACI alignment.

Q59. What’s the role of stakeholders in defining scope?

A59. Stakeholders help define, clarify, and validate requirements. Their early and continuous engagement prevents rework and improves satisfaction.

Q60. How does ezRACI help manage project scope?

A60. ezRACI lets you assign RACI roles to each WBS work package and requirement. This helps clarify who owns what, reduces rework, and ensures stakeholder alignment—key to successful scope delivery.

Project Schedule Management

PMBOK Knowledge Area: Schedule Management

Q61. What is project schedule management?

A61. It involves the processes required to manage timely completion of the project. This includes planning, developing, and controlling the schedule.

Q62. What are the six key processes in schedule management?

A62.

1. Plan Schedule Management

2. Define Activities

3. Sequence Activities

4. Estimate Activity Durations

5. Develop Schedule

6. Control Schedule

Q63. What is the Schedule Management Plan?

A63. It defines how the schedule will be developed, managed, executed, and controlled—including formats, thresholds, and reporting frequency.

Q64. What is an activity in project scheduling?

A64. An activity is a distinct task that must be performed to produce a project deliverable. It is derived from work packages in the WBS.

Q65. What is activity sequencing?

A65. Determining the logical order of activities, identifying dependencies using tools like network diagrams or dependency lists.

Q66. What are the four types of activity dependencies?

A66.

1. Finish-to-Start (FS) – Most common

2. Start-to-Start (SS)

3. Finish-to-Finish (FF)

4. Start-to-Finish (SF) – Rare

Q67. What are leads and lags in scheduling?

A67.

• Lead: Allows an activity to start before the previous one finishes

• Lag: Adds delay between two activities

Q68. What is a critical path?

A68. The longest path through the project, determining the shortest time to completion. If any activity on the critical path is delayed, the entire project is delayed.

Q69. How do you calculate float (or slack)?

A69. Float = Latest Start (LS) – Earliest Start (ES)
Or
Float = Latest Finish (LF) – Earliest Finish (EF)
It tells you how much time an activity can be delayed without delaying the project.

Q70. What is the difference between total float and free float?

A70.

• Total Float: Time an activity can slip without delaying project

• Free Float: Time it can slip without delaying the next activity

Q71. What are common schedule development techniques?

A71. Critical Path Method (CPM), Program Evaluation Review Technique (PERT), Monte Carlo simulations, and resource optimization (leveling/smoothing).

Q72. What is fast tracking in scheduling?

A72. Performing tasks in parallel that were planned in sequence to save time. It increases risk of rework.

Q73. What is crashing in schedule compression?

A73. Adding more resources to shorten the schedule without changing scope—often increases cost and may impact quality.

Q74. What is schedule baseline?

A74. The approved version of the schedule, against which progress is measured. It’s locked down after initial planning.

Q75. What is resource leveling?

A75. Adjusting the project schedule to resolve resource conflicts. It may extend the schedule to avoid overloading resources.

Q76. What is schedule variance (SV)?

A76. SV = Earned Value (EV) – Planned Value (PV)
It indicates if the project is ahead or behind schedule.

Q77. What is schedule performance index (SPI)?

A77. SPI = EV / PV

1 = ahead of schedule,
<1 = behind schedule
=1 = on schedule

Q78. What is a milestone chart?

A78. A visual summary of major events or deliverables in the project. It’s used to report progress to senior stakeholders.

Q79. How does a Gantt chart help in schedule management?

A79. Gantt charts visualize activities over time, show task dependencies, and make it easy to track schedule status. ezRACI includes built-in Gantt views with RACI overlays for better collaboration.

Q80. How does ezRACI support schedule accountability?

A80. ezRACI allows PMs to assign deadlines and RACI roles to each task on a Gantt timeline—so teams know who owns what, by when, across cross-functional initiatives. This keeps schedules visible and on track.

Project Cost Management

PMBOK Knowledge Area: Cost Management

Q81. What is project cost management?

A81. It involves planning, estimating, budgeting, financing, funding, and controlling costs so that the project is completed within the approved budget.

Q82. What are the key processes in cost management?

A82.

1. Plan Cost Management

2. Estimate Costs

3. Determine Budget

4. Control Costs

Q83. What is the Cost Management Plan?

A83. A document that outlines how costs will be estimated, tracked, reported, and controlled. It includes units of measure, thresholds, and rules of performance measurement.

Q84. What is cost estimation in project management?

A84. Forecasting the monetary resources needed to complete project work. It includes labor, materials, equipment, and contingency.

Q85. What are common cost estimation techniques?

A85.

• Analogous Estimating

• Parametric Estimating

• Bottom-Up Estimating

• Three-Point Estimating

• Expert Judgment

Q86. What is the difference between direct and indirect costs?

A86.

• Direct Costs: Tied directly to project work (e.g., team salaries, software tools)

• Indirect Costs: Shared costs like admin or overhead (e.g., electricity, HR staff)

Q87. What is the difference between CAPEX and OPEX?

A87.

• CAPEX (Capital Expenditures): Long-term assets (e.g., equipment, buildings)

• OPEX (Operational Expenditures): Day-to-day operations (e.g., salaries, utilities)

Q88. What is the cost baseline?

A88. The approved, time-phased budget for the project. It includes all authorized costs and is used for comparison during performance tracking.

Q89. What is a funding requirement?

A89. Funding requirements describe when and how much money will be needed. This includes reserves and contingency funding.

Q90. What is earned value management (EVM)?

A90. A technique that combines scope, schedule, and cost performance to assess project health. It uses metrics like EV, PV, AC, SV, and CPI.

Q91. What is Planned Value (PV)?

A91. The authorized budget for the work scheduled to be done at a specific point in time. Also called Budgeted Cost of Work Scheduled (BCWS).

Q92. What is Earned Value (EV)?

A92. The value of work actually completed at a specific point in time. Also called Budgeted Cost of Work Performed (BCWP).

Q93. What is Actual Cost (AC)?

A93. The total cost incurred for work completed. Also known as Actual Cost of Work Performed (ACWP).

Q94. What is Cost Variance (CV)?

A94. CV = EV – AC
It shows whether you're under or over budget.

0 = under budget
<0 = over budget

Q95. What is Cost Performance Index (CPI)?

A95. CPI = EV / AC
CPI > 1 = cost-efficient
CPI < 1 = over budget
CPI = 1 = on budget

Q96. What is Estimate at Completion (EAC)?

A96. A forecast of the total project cost at completion. Common formulas:

• EAC = BAC / CPI (if current trend continues)

• EAC = AC + Bottom-up Estimate to Complete (new estimate)

Q97. What is Variance at Completion (VAC)?

A97. VAC = BAC – EAC
If positive, you're projected to finish under budget. If negative, over budget.

Q98. What is To-Complete Performance Index (TCPI)?

A98. TCPI = (BAC – EV) / (BAC – AC)
It shows the cost performance required to finish on budget.

Q99. What is reserve analysis in cost planning?

A99. A technique to identify and manage contingency and management reserves for unexpected risks and cost overruns.

Q100. How does ezRACI support cost control and accountability?

A100. ezRACI allows you to assign RACI roles to cost planning, approvals, and variance tracking tasks—ensuring that finance, PMs, and stakeholders stay aligned on who owns what budget-wise. Gantt views and audit logs also improve traceability for financial compliance.

Project Quality Management

PMBOK Knowledge Area: Quality Management

Q101. What is project quality management?

A101. It ensures that the project and its deliverables meet stakeholder expectations and quality standards. It focuses on process effectiveness and product fitness.

Q102. What are the three key processes in quality management?

A102.

1. Plan Quality Management

2. Manage Quality

3. Control Quality

Q103. What is the difference between Manage Quality and Control Quality?

A103.

• Manage Quality: Ensures that processes are being followed (process-oriented)

• Control Quality: Focuses on deliverables meeting specs (product-oriented)

Q104. What is the Cost of Quality (CoQ)?

A104. CoQ includes:

• Prevention Costs (training, process improvement)

• Appraisal Costs (inspection, testing)

• Failure Costs (rework, defects)

Q105. What is the difference between prevention and inspection?

A105.

• Prevention: Keep errors from occurring

• Inspection: Identify errors after they’ve occurred

Q106. What are internal vs external failure costs?

A106.

• Internal Failure: Defects found before delivery (e.g., rework)

• External Failure: Found after release (e.g., recalls, lawsuits)

Q107. What tools are used in Plan Quality Management?

A107.

• Cost-benefit analysis

• Benchmarking

• Design of experiments

• Cost of quality

• Logical models

Q108. What tools are used in Manage Quality?

A108.

• Process analysis

• Root cause analysis

• Quality audits

• Design for X (DfX)

• Problem-solving techniques

Q109. What tools are used in Control Quality?

A109.

• Inspections

• Statistical sampling

• Control charts

• Checklists

• Defect analysis

Q110. What is a quality audit?

A110. A structured, independent review to determine whether project activities comply with organizational policies, processes, and procedures.

Q111. What is Six Sigma in project management?

A111. A methodology aimed at reducing defects and variability using statistical techniques. It’s often used in quality-focused industries like healthcare and manufacturing.

Q112. What is a control chart?

A112. A graphical display showing process stability over time, with upper and lower control limits. Useful for identifying trends or out-of-control conditions.

Q113. What is a Pareto chart?

A113. A bar graph that shows which causes contribute most to a problem (80/20 rule). Helps prioritize quality issues.

Q114. What is the difference between quality assurance and quality control?

A114.

• Assurance: Proactive process improvement (Manage Quality)

• Control: Reactive product evaluation (Control Quality)

Q115. What are quality metrics?

A115. Specific measures used to assess quality (e.g., defect density, uptime, rework percentage). They are defined in the quality management plan.

Q116. What is design of experiments (DoE)?

A116. A statistical technique used to identify which variables influence outcomes. Often used in manufacturing and product development.

Q117. What is statistical sampling?

A117. Selecting a random subset of outputs for inspection to reduce costs. Often used in Control Quality processes.

Q118. What is the rule of seven in quality control?

A118. If seven consecutive data points fall on one side of the mean in a control chart, it signals a non-random issue—even if within control limits.

Q119. Why is stakeholder satisfaction a key quality focus?

A119. Because perceived quality can influence project acceptance more than technical quality. A deliverable must meet both technical and customer expectations.

Q120. How does ezRACI support quality management?

A120. ezRACI enables you to assign ownership to quality planning, reviews, audits, and approvals using RACI matrices. It ensures that QA and QC roles are clearly defined and traceable—supporting compliance-heavy industries like healthcare and finance.

Project Resource Management

PMBOK Knowledge Area: Resource Management

Q121. What is project resource management?

A121. It involves planning, acquiring, managing, and leading the project team and physical resources. It ensures the right people and materials are in place at the right time.

Q122. What are the key processes in resource management?

A122.

1. Plan Resource Management

2. Estimate Activity Resources

3. Acquire Resources

4. Develop Team

5. Manage Team

6. Control Resources

Q123. What is a Responsibility Assignment Matrix (RAM)?

A123. A RAM shows how project activities are assigned to roles or people. A RACI matrix is a type of RAM. ezRACI automates this process to clarify ownership and reduce miscommunication.

Q124. What is the RACI model in resource management?

A124. It clarifies who is:

• Responsible for doing the work

• Accountable for final decisions

• Consulted for input

• Informed about progress
  This improves team coordination.

Q125. What is the difference between organizational charts and RACI?

A125.

• Org Charts show hierarchy

• RACI maps roles to specific tasks or deliverables
  Together, they provide clarity across teams.

Q126. What is a resource breakdown structure (RBS)?

A126. A hierarchical representation of resources by category and type (e.g., labor, materials, equipment). It’s similar to a WBS but for resources.

Q127. What is the difference between physical and human resources?

A127.

• Human Resources: Team members, SMEs, PMs

• Physical Resources: Equipment, tools, supplies, space

Q128. What is team acquisition?

A128. The process of securing the necessary team members, either from within the organization or externally (contractors, vendors).

Q129. What is resource leveling?

A129. Adjusting the schedule to address resource conflicts or overallocations. It may extend project duration but prevents burnout and bottlenecks.

Q130. What is resource smoothing?

A130. Adjusting activities so that resources are used evenly, without extending the project timeline. Often less disruptive than leveling.

Q131. What are common team development strategies?

A131.

• Training

• Team-building exercises

• Recognition and rewards

• Clear communication of goals and roles

Q132. What is the Tuckman model of team development?

A132.

1. Forming – Team meets

2. Storming – Conflict and competition

3. Norming – Collaboration grows

4. Performing – Productive, self-directed

5. Adjourning – Project ends, team disbands

Q133. What is the difference between leadership and management in a project?

A133.

• Leadership: Motivating, inspiring, guiding vision

• Management: Planning, organizing, controlling day-to-day execution

Q134. How do you handle conflict within a project team?

A134. Use conflict resolution techniques:

• Collaborating

• Compromising

• Accommodating

• Forcing (if urgent)

• Avoiding (if necessary short-term)

Q135. What are some ways to motivate project teams?

A135.

• Recognition programs

• Goal alignment

• Skill development opportunities

• Regular feedback

• Empowerment and autonomy

Q136. What is the difference between responsibility and accountability?

A136.

• Responsibility: Doing the task

• Accountability: Owning the outcome
  In RACI, there can be multiple Responsible, but only one Accountable.

Q137. What is the role of a resource calendar?

A137. It shows availability of people and equipment—including holidays, planned absences, or maintenance downtime.

Q138. What is performance appraisal in projects?

A138. A formal or informal review of a team member’s performance. Helps identify growth areas, training needs, or recognize top contributors.

Q139. How does stakeholder influence affect resource planning?

A139. High-influence stakeholders (like sponsors or functional managers) can affect resource availability, priorities, or team structure. Their support is critical.

Q140. How does ezRACI support resource management?

A140. ezRACI allows you to visually assign and track resource responsibilities across workstreams using RACI matrices and integrated timelines. It prevents duplication, clarifies ownership, and improves handoffs—especially across cross-functional teams.

Project Communications Management

PMBOK Knowledge Area: Communications Management

Q141. What is project communications management?

A141. It involves planning, managing, and monitoring communications so stakeholders receive the right information at the right time, in the right format.

Q142. What are the three key processes in communications management?

A142.

1. Plan Communications Management

2. Manage Communications

3. Monitor Communications

Q143. Why is communication considered a critical success factor?

A143. Because poor communication is the leading cause of project failure. Clear, timely, and targeted communication ensures alignment and minimizes confusion.

Q144. What should be included in a communications management plan?

A144.

• Stakeholder communication requirements

• Communication methods (email, meetings, dashboards)

• Frequency and format

• Responsible senders/receivers

• Escalation procedures

Q145. What are some common communication methods?

A145.

• Push: Email, newsletters

• Pull: Intranet, shared folders

• Interactive: Meetings, calls, chats

Q146. What is the 5 C’s of communication?

A146.

1. Correct

2. Concise

3. Clear

4. Coherent

5. Controlling (the flow of information)

Q147. What is stakeholder communication requirement analysis?

A147. A process to identify who needs what information, when, and how, based on their role, influence, and interest in the project.

Q148. How do you tailor communication strategies to stakeholders?

A148. By using a stakeholder engagement matrix and adjusting for:

• Power/influence

• Location/time zone

• Level of interest

• Technical vs. executive roles

Q149. What’s the difference between formal and informal communication?

A149.

• Formal: Reports, presentations, status meetings

• Informal: Hallway chats, ad-hoc calls, Slack messages
  Both are valuable—informal often reveals emerging issues faster.

Q150. What is a communication model in project management?

A150. A model showing how messages are encoded, transmitted, received, and decoded—emphasizing feedback loops and noise barriers.

Q151. What is a communication method vs. a communication technology?

A151.

• Method: Interactive, push, or pull

• Technology: Email, MS Teams, Zoom, dashboards
  Choose the right method and tech for the stakeholder and message type.

Q152. What is the difference between communications and communications management?

A152.

• Communications: The actual exchange of information

• Communications Management: The structured planning and control of those communications

Q153. What are key communication barriers in a project?

A153.

• Language or cultural differences

• Technical jargon

• Time zone or location issues

• Emotional noise (stress, burnout)

Q154. How do you manage communication in virtual teams?

A154. Use scheduled standups, shared workspaces (like ezRACI), and real-time collaboration tools. Set communication expectations and norms early.

Q155. How do you ensure transparency in communication?

A155. Use open dashboards, frequent status updates, and shared visibility into progress. Assigning RACI roles in ezRACI helps ensure communication flows clearly by role.

Q156. What is performance reporting?

A156. Consolidating data into project reports, dashboards, and presentations to communicate progress, risks, and results to stakeholders.

Q157. How does communication relate to stakeholder engagement?

A157. Effective communication drives engagement by keeping stakeholders informed, involved, and satisfied. It reduces resistance and increases buy-in.

Q158. How do you track communication effectiveness?

A158.

• Feedback from stakeholders

• Survey results

• Meeting attendance and participation

• Missed deliverables due to miscommunication

Q159. How does ezRACI improve communication on projects?

A159. ezRACI assigns RACI roles, timelines, and status updates—so everyone knows who is responsible, what’s due, and when to follow up. It reduces noise and keeps communication role-aligned.

Q160. How does a RACI matrix reduce communication overhead?

A160. It clarifies communication paths—who to consult, who to update, and who must take action—so you're not emailing 15 people hoping someone replies.

Project Risk Management

PMBOK Knowledge Area: Risk Management

Q161. What is project risk?

A161. A risk is an uncertain event or condition that, if it occurs, could have a positive or negative effect on one or more project objectives such as scope, time, cost, or quality.

Q162. What is project risk management?

A162. The process of identifying, analyzing, responding to, and monitoring risks throughout the project lifecycle. It includes both threats and opportunities.

Q163. What are the seven risk management processes?

A163.

1. Plan Risk Management

2. Identify Risks

3. Perform Qualitative Risk Analysis

4. Perform Quantitative Risk Analysis

5. Plan Risk Responses

6. Implement Risk Responses

7. Monitor Risks

Q164. What is the difference between qualitative and quantitative risk analysis?

A164.

• Qualitative: Prioritizes risks based on probability and impact

• Quantitative: Assigns numerical values to estimate risk exposure or potential cost/time impact

Q165. What is a risk register?

A165. A document that lists identified risks, along with details such as probability, impact, owner, responses, and status.

Q166. What is a risk breakdown structure (RBS)?

A166. A hierarchical decomposition of risk sources (e.g., technical, external, organizational) that helps categorize and track risks.

Q167. What is a risk appetite vs. risk tolerance?

A167.

• Risk Appetite: The degree of uncertainty an organization is willing to accept

• Risk Tolerance: The specific range of variation acceptable before action is triggered

Q168. What is a risk owner?

A168. The person responsible for monitoring the risk and executing the risk response strategy. Assigned during the planning stage—easily tracked using ezRACI roles.

Q169. What are the common risk response strategies for threats?

A169.

1. Avoid

2. Mitigate

3. Transfer

4. Accept

Q170. What are the risk response strategies for opportunities?

A170.

1. Exploit

2. Enhance

3. Share

4. Accept

Q171. What is a contingency reserve?

A171. A buffer added to the schedule or budget to address identified risks. It’s managed by the project team and is separate from the management reserve.

Q172. What is residual risk?

A172. The remaining risk after a response strategy has been implemented.

Q173. What is secondary risk?

A173. A new risk that arises as a result of implementing a risk response.

Q174. What is risk probability and impact matrix?

A174. A matrix that plots risks based on likelihood and consequence, used in qualitative risk analysis to prioritize risk response planning.

Q175. What is Monte Carlo simulation?

A175. A quantitative risk analysis technique using random sampling and probability distributions to model the impact of risks on project outcomes.

Q176. What is sensitivity analysis?

A176. A method to determine which risks have the greatest impact on project outcomes—often visualized with a tornado diagram.

Q177. How often should you update the risk register?

A177. Continuously. Risks evolve throughout the project, so the register should be updated at every planning cycle or major change.

Q178. How can project teams monitor risks during execution?

A178. Through risk audits, status meetings, performance indicators, and reviewing triggers for identified risks.

Q179. How does assigning RACI roles improve risk management?

A179. It clarifies who is Responsible for monitoring and responding to each risk, who is Accountable for escalation, and who should be Informed or Consulted—this is where ezRACI shines.

Q180. How does ezRACI support risk tracking and escalation?

A180. ezRACI allows PMs to assign RACI roles to each risk entry, define escalation paths, and integrate deadlines—making risk ownership and mitigation fully transparent.

Project Procurement Management

PMBOK Knowledge Area: Procurement Management

Q181. What is project procurement management?

A181. It involves the processes required to acquire products, services, or results from outside the project team, including contract management and purchasing.

Q182. What are the key processes in procurement management?

A182.

1. Plan Procurement Management

2. Conduct Procurements

3. Control Procurements

Q183. What is a make-or-buy analysis?

A183. A decision process used to determine whether project work should be done in-house or outsourced, based on cost, expertise, timeline, and capacity.

Q184. What is a procurement management plan?

A184. A document that outlines how procurement will be handled—including contract types, vendor selection criteria, documentation, and contract management approach.

Q185. What are common contract types in procurement?

A185.

• Fixed Price (FP) – Firm cost

• Cost-Reimbursable (CR) – Seller reimbursed for costs + fee

• Time & Materials (T&M) – Hourly/daily rate + expenses

Q186. What is a firm fixed price (FFP) contract?

A186. The seller agrees to a set price, regardless of cost changes. This puts more risk on the seller.

Q187. What is a cost-plus-fixed-fee (CPFF) contract?

A187. The buyer pays the actual costs plus a fixed fee. This is often used when scope is not fully defined.

Q188. What is a time and materials (T&M) contract?

A188. A hybrid model where the buyer pays for actual hours worked and materials used—often used for consultants or short-term services.

Q189. What is a procurement statement of work (SOW)?

A189. A detailed description of the work to be performed by the vendor. It must be clear and complete to avoid disputes.

Q190. What is bidder conference (pre-bid conference)?

A190. A meeting with potential vendors to clarify project requirements and allow equal understanding before submitting bids.

Q191. What are proposal evaluation techniques?

A191.

• Weighting systems

• Screening systems

• Independent estimates

• Expert judgment

• Negotiation

Q192. What is a contract change control system?

A192. A formal system used to manage changes to contracts, ensuring proper documentation, review, and approval.

Q193. What is a procurement audit?

A193. A structured review of the procurement process to identify lessons learned, best practices, and contract performance issues.

Q194. What is a closed procurement?

A194. A procurement is considered closed when all contract terms have been fulfilled, deliverables accepted, and documentation finalized.

Q195. What risks are associated with procurement?

A195.

• Delivery delays

• Scope misalignment

• Legal disputes

• Cost overruns

• Vendor bankruptcy
  Risk responses should be included in both the contract and project risk plan.

Q196. What is vendor management?

A196. The process of overseeing external suppliers, including relationship building, performance evaluation, compliance tracking, and issue resolution.

Q197. What is the difference between procurement and outsourcing?

A197.

• Procurement: Purchasing goods/services

• Outsourcing: Transferring internal functions to an external provider

Q198. How is procurement linked to project cost and schedule?

A198. Procurement decisions directly affect budget, timeline, and risk exposure. Delays or overruns from vendors can derail project performance.

Q199. How can RACI matrices help with procurement accountability?

A199. By clearly identifying who is Responsible for vendor engagement, who is Accountable for final approvals, and who must be Consulted or Informed at each step—this is easy to do in ezRACI.

Q200. How does ezRACI support procurement visibility?

A200. ezRACI allows PMs to assign roles to contract drafting, approvals, invoice tracking, and vendor reviews, creating a collaborative procurement workflow that ensures alignment and avoids bottlenecks.

Project Stakeholder Management

PMBOK Knowledge Area: Stakeholder Management

Q201. What is stakeholder management in project management?

A201. It involves identifying all stakeholders, analyzing their needs and expectations, and developing strategies to engage and influence them throughout the project lifecycle.

Q202. What are the four key processes in stakeholder management?

A202.

1. Identify Stakeholders

2. Plan Stakeholder Engagement

3. Manage Stakeholder Engagement

4. Monitor Stakeholder Engagement

Q203. Who is considered a stakeholder?

A203. Any person or organization that can affect or be affected by the project, including team members, customers, sponsors, vendors, and even the public.

Q204. What is a stakeholder register?

A204. A document that contains information about identified stakeholders, including contact details, roles, influence, interest level, and engagement strategies.

Q205. What is stakeholder analysis?

A205. The process of categorizing and assessing stakeholders based on their level of interest, power, influence, and impact on the project.

Q206. What is a power/interest grid?

A206. A visual tool used to categorize stakeholders based on:

• High Power / High Interest: Manage closely

• High Power / Low Interest: Keep satisfied

• Low Power / High Interest: Keep informed

• Low Power / Low Interest: Monitor only

Q207. What is the salience model?

A207. A stakeholder classification method based on:

• Power

• Legitimacy

• Urgency
  It helps identify which stakeholders should receive the most attention.

Q208. What is stakeholder engagement vs communication?

A208.

• Engagement involves fostering participation and buy-in

• Communication is about information exchange
  Engagement is more strategic and relationship-focused.

Q209. What is the stakeholder engagement plan?

A209. A plan that outlines how to involve stakeholders effectively, including goals, channels, timing, messaging, and role assignments.

Q210. What is the key to effective stakeholder engagement?

A210. Early involvement, tailored communication, transparency, and regular feedback. Use of RACI matrices helps stakeholders understand their role and accountability.

Q211. What are the typical stakeholder engagement levels?

A211.

• Unaware

• Resistant

• Neutral

• Supportive

• Leading
  The goal is to move stakeholders toward “Supportive” or “Leading.”

Q212. What causes stakeholder resistance?

A212.

• Fear of change

• Lack of communication

• Misalignment of expectations

• Competing priorities
  Address these through proactive engagement.

Q213. How often should stakeholder engagement be reviewed?

A213. Continuously—especially during phase transitions, major deliverables, or change events. Use your RACI and ezRACI dashboards to update accountability as needed.

Q214. What is stakeholder mapping?

A214. A visual technique to categorize stakeholders and tailor your engagement strategy. This often includes power-interest or influence-impact grids.

Q215. How do you handle conflicting stakeholder interests?

A215. Prioritize based on project objectives, influence levels, and organizational alignment. Use RACI matrices to clarify who has authority and who is a consultative voice.

Q216. Why is trust important in stakeholder relationships?

A216. Trust builds openness and reduces resistance. It enhances collaboration and increases the likelihood of support during tough project phases.

Q217. What is stakeholder buy-in and why does it matter?

A217. Buy-in means stakeholders support and believe in the project goals and outcomes. Without it, even a well-executed project may fail to be adopted or sustained.

Q218. How can you track stakeholder satisfaction?

A218.

• Surveys

• One-on-one interviews

• Feedback forms

• Stakeholder sentiment analysis (qualitative)

• Adoption/usage metrics for project outcomes

Q219. How does ezRACI support stakeholder engagement?

A219. ezRACI lets you assign stakeholders to RACI roles per task or milestone, making engagement transparent and structured. It also tracks timelines and communication status so nothing falls through the cracks.

Q220. How can RACI matrices improve stakeholder alignment?

A220. By showing each stakeholder their expected involvement, RACI matrices reduce confusion, avoid duplication of effort, and help manage expectations from day one.

Agile & Hybrid Methodologies

Aligned to PMBOK 7th Edition and PMP Agile Content

Q221. What is Agile in project management?

A221. Agile is a value-driven, iterative approach to managing work, where teams deliver working solutions in small increments, respond to change quickly, and emphasize collaboration over rigid plans.

Q222. What are the 4 values of the Agile Manifesto?

A222.

1. Individuals and interactions over processes and tools

2. Working software over comprehensive documentation

3. Customer collaboration over contract negotiation

4. Responding to change over following a plan

Q223. What are the 12 principles of Agile?

A223. Key principles include:

• Early and continuous delivery

• Welcome changing requirements

• Frequent delivery of working solutions

• Close collaboration

• Empowered individuals

• Face-to-face communication

• Sustainable pace

• Technical excellence

• Simplicity

• Self-organizing teams

• Regular reflection and adaptation

Q224. What is Scrum?

A224. Scrum is a lightweight Agile framework based on sprints, with defined roles (Scrum Master, Product Owner, Team), artifacts (backlog, increments), and ceremonies (daily standups, retrospectives, etc.).

Q225. What is Kanban?

A225. Kanban is a visual workflow management method that focuses on limiting work in progress (WIP), continuous delivery, and improving flow efficiency.

Q226. What is Lean in Agile?

A226. Lean focuses on eliminating waste, optimizing processes, and maximizing value. Lean principles influence Agile by emphasizing efficiency and flow.

Q227. What is a sprint in Scrum?

A227. A sprint is a time-boxed iteration (typically 1–4 weeks) where a team delivers a usable, potentially releasable product increment.

Q228. What is a product backlog vs sprint backlog?

A228.

• Product Backlog: Ordered list of all desired features

• Sprint Backlog: Subset of backlog items selected for the current sprint

Q229. What is a Scrum Master?

A229. A servant leader who removes impediments, facilitates meetings, and protects the team from distractions—ensuring Scrum values are upheld.

Q230. What is a Product Owner?

A230. The person responsible for maximizing the value of the product, managing the product backlog, and ensuring the team builds the right thing.

Q231. What is velocity in Agile?

A231. Velocity is the amount of work a team completes in a sprint—measured in story points, hours, or number of items. It's used to forecast future capacity.

Q232. What is a burndown chart?

A232. A visual representation showing work remaining over time during a sprint. It helps track progress and identify scope creep.

Q233. What are user stories?

A233. Short descriptions of a feature from an end-user perspective, usually formatted as:

“As a [user], I want [feature] so that [benefit].”

Q234. What is the INVEST model for user stories?

A234.

• Independent

• Negotiable

• Valuable

• Estimable

• Small

• Testable

Q235. What is definition of done (DoD)?

A235. A shared understanding of what it means for work to be complete—including coding, testing, documentation, and acceptance criteria.

Q236. What are hybrid project management approaches?

A236. Combining predictive (waterfall) and adaptive (Agile) approaches. For example, planning is done upfront, while execution uses Agile sprints.

Q237. When should a hybrid model be used?

A237. When a project has both known and unknown elements—such as compliance needs (predictive) alongside evolving requirements (Agile).

Q238. How does stakeholder involvement differ in Agile vs predictive?

A238.

• Agile: Continuous engagement

• Predictive: Formal checkpoints
  Agile promotes faster feedback and adaptability.

Q239. How do you manage risk in Agile projects?

A239. Risks are addressed continuously via:

• Short feedback loops

• Backlog refinement

• Frequent testing

• Early delivery

• Regular retrospectives

Q240. How does ezRACI support Agile and hybrid teams?

A240. ezRACI lets Scrum and Agile teams define roles for Epics, Features, Stories, and Tasks using RACI matrices—even across departments or vendors. It complements tools like JIRA or Azure DevOps with visible responsibility, improving collaboration across the sprint lifecycle.

Project Environment & Governance

Aligned with PMBOK 7 Performance Domains + Organizational Systems

Q241. What is the project environment?

A241. The project environment includes internal and external factors that influence project success—such as organizational structure, company culture, and regulatory constraints.

Q242. What are Enterprise Environmental Factors (EEFs)?

A242. EEFs are conditions outside the PM's control that influence the project, like:

• Market conditions

• Legal regulations

• Infrastructure

• Organizational culture

Q243. What are Organizational Process Assets (OPAs)?

A243. Internal tools, templates, historical data, policies, and procedures that can be leveraged on current projects. Tools like ezRACI help organize and reuse OPAs efficiently.

Q244. What is organizational governance in project management?

A244. A framework of rules, policies, and decision-making hierarchies that guide how projects are initiated, executed, and controlled.

Q245. What is a project governance framework?

A245. A structure that defines who makes what decisions, approval thresholds, and how oversight is maintained—especially important in regulated or high-risk projects.

Q246. What are examples of governance documents?

A246.

• Project charters

• Stage gate review templates

• Decision authority matrices (often paired with RACI)

• Audit trail logs

• Escalation plans

Q247. What is the difference between governance and management?

A247.

• Governance: Defines structure, direction, and policies

• Management: Executes plans, manages teams, delivers outcomes
  Both must align for project success.

Q248. What are tailoring considerations in PMBOK 7?

A248. PMs must tailor methods and artifacts based on project size, complexity, culture, delivery approach (Agile vs Predictive), and industry needs.

Q249. What is a system in systems thinking?

A249. A collection of interrelated elements working together to achieve a goal. Projects are systems that interact with other systems in the organization.

Q250. What is systems thinking in project management?

A250. It means looking at the project as part of a bigger picture, considering dependencies, feedback loops, and unintended consequences.

Q251. How does systems thinking benefit project managers?

A251. It helps PMs anticipate ripple effects, manage complexity, and engage stakeholders holistically—especially in change-heavy or matrixed environments.

Q252. What is a value delivery system?

A252. A collection of portfolios, programs, projects, and operations that work together to deliver value to stakeholders. This is a major theme in PMBOK 7.

Q253. What is the difference between project success and product success?

A253.

• Project success: Met objectives (on time, budget, scope)

• Product success: Solved the right problem or met user needs
  A project can be on time but still fail if the product doesn't provide value.

Q254. What are performance domains in PMBOK 7?

A254.

1. Stakeholders

2. Team

3. Development Approach and Lifecycle

4. Planning

5. Project Work

6. Delivery

7. Measurement

8. Uncertainty

Q255. What is the stakeholder performance domain?

A255. It focuses on engaging stakeholders effectively, ensuring alignment with project goals and timely feedback.

Q256. What is the delivery performance domain?

A256. Ensures that intended outcomes are met and value is delivered consistently through output, capability, or benefit.

Q257. How does governance support stakeholder trust?

A257. By creating transparency, defining accountability, and offering structured decision-making—tools like ezRACI reinforce this by showing who owns what.

Q258. What is a PMO (Project Management Office)?

A258. A centralized body that standardizes project practices, supports governance, manages portfolios, and provides guidance and tools for PMs.

Q259. What types of PMOs exist?

A259.

• Supportive: Provides templates and training

• Controlling: Enforces compliance

• Directive: Directly manages projects
  Tailor the model based on maturity and scale.

Q260. How does ezRACI support project governance?

A260. ezRACI provides visual governance frameworks through dynamic RACI matrices and timeline-based accountability. It enables project audits, approvals, stakeholder visibility, and role-based control—all core to effective governance.

PMP Exam Strategy & Application

Based on PMI's PMP Exam Content Outline & Application Process

Q261. Who offers the PMP certification?

A261. The Project Management Institute (PMI), a global nonprofit professional organization based in the U.S., offers and administers the PMP certification.

Q262. What are the eligibility requirements for the PMP exam?

A262. You need:

• A 4-year degree, 36 months leading projects, and 35 hours of project management education
  OR

• A high school diploma or associate’s degree, 60 months leading projects, and 35 hours of education

Q263. What counts as project management education hours?

A263. Any formal course, workshop, or training covering project management processes and knowledge areas (in person or online, including bootcamps).

Q264. What is the PMP application process?

A264.

1. Create an account on pmi.org

2. Submit application with experience details

3. Wait for approval (5–10 days)

4. Pay the fee and schedule your exam

Q265. What is the cost of the PMP exam?

A265.

• PMI Members: $405

• Non-members: $555
  Membership costs about $139 and provides other benefits too.

Q266. What is the format of the PMP exam?

A266.

• 180 questions

• 230 minutes

• 2 breaks

• Question types include: multiple choice, multiple response, matching, hotspot, and fill-in-the-blank

Q267. How many questions are scored vs unscored?

A267. Out of 180 questions, 175 are scored and 5 are pretest/unscored, used to validate future questions.

Q268. What domains are covered on the PMP exam?

A268.

1. People (42%) – Leadership, communication, conflict

2. Process (50%) – PM processes and techniques

3. Business Environment (8%) – Strategy, compliance, and value

Q269. What percentage of questions are Agile or Hybrid?

A269. Over 50% of the PMP exam now includes Agile and hybrid methodologies, in line with real-world trends and PMBOK 7.

Q270. What is the best way to study for the PMP exam?

A270.

• Follow a structured study plan

• Use PMBOK + Agile Practice Guide

• Enroll in a prep course

• Take mock exams

• Review weak areas systematically

Q271. What are the best PMP exam prep resources?

A271.

• PMBOK Guide 7th Edition

• Agile Practice Guide

• Rita Mulcahy’s PMP Prep

• PM PrepCast

• LinkedIn Learning PMP Path

• PMP mock tests (e.g., PrepCast, Udemy)

Q272. How long should I study for the PMP exam?

A272. Most candidates spend 60–120 hours over 6–12 weeks preparing, depending on experience and availability.

Q273. What is a good study strategy for working professionals?

A273.

• Daily 1-hour focused sessions

• Weekly mock tests

• Flashcard reviews during downtime

• Use tools like ezRACI to structure your study schedule with roles and deadlines

Q274. Is the PMBOK Guide enough to pass the exam?

A274. No. The PMP exam is scenario-based, and the PMBOK is just one reference. You'll need to combine it with Agile frameworks, real-world application, and exam simulators.

Q275. What is the role of the Agile Practice Guide in PMP prep?

A275. It provides foundational Agile concepts that appear heavily on the exam—especially around roles, ceremonies, mindset, and Agile planning techniques.

Q276. How important is situational judgment in the PMP exam?

A276. Very important. Most questions are real-world scenarios requiring judgment and understanding of leadership, ethics, and trade-offs—not just definitions.

Q277. What is the passing score for the PMP exam?

A277. PMI does not disclose a fixed score, but most experts estimate a passing score of around 70–75%. Scoring is based on psychometric analysis.

Q278. What happens if I fail the PMP exam?

A278. You can retake the exam up to 3 times in one year. Analyze your performance report and focus on weaker domains before reattempting.

Q279. What is the PMP audit process?

A279. A random selection process where PMI verifies your experience and education claims. You’ll be asked to submit documentation—just be honest and keep records!

Q280. How can ezRACI help PMP candidates stay organized?

A280. ezRACI can serve as a study plan accountability tracker—assigning yourself or a peer Responsible/Accountable roles for sections, milestones, and review sessions. You can also create Gantt timelines to structure weekly goals.

Project Tools, Templates & Documentation

Includes RACI, Gantt charts, and practical project documentation use

Q281. What are project management tools?

A281. Software or systems that help project managers plan, execute, monitor, and control projects—including Gantt charts, task boards, RACI matrices, dashboards, and resource trackers.

Q282. What is a RACI matrix?

A282. A Responsibility Assignment Matrix that maps each task or deliverable to who is:

• Responsible

• Accountable

• Consulted

• Informed

It’s critical for role clarity and reducing ambiguity in execution.

Q283. When should a RACI matrix be used?

A283. Use it at the start of any project or phase, especially during planning, role changes, or cross-departmental handoffs. It’s also useful when stakeholder confusion or delays begin to surface.

Q284. What are the benefits of a RACI matrix?

A284.

• Clarifies responsibilities

• Prevents duplicate work

• Improves communication

• Increases stakeholder accountability

• Reduces conflict and confusion

Q285. What tools can be used to create a RACI matrix?

A285. Spreadsheets, project templates, whiteboards—or specialized software like ezRACI, which offers dynamic, real-time, shareable RACI matrices with Gantt overlay capabilities.

Q286. What is a Gantt chart?

A286. A Gantt chart is a timeline view of project tasks, showing start/end dates, dependencies, progress, and resource assignments. It's essential for visualizing project timelines.

Q287. What are the key components of a Gantt chart?

A287.

• Tasks or milestones

• Start and end dates

• Duration

• Dependencies

• Progress tracking

• Resource assignments (optional)

Q288. What are the benefits of using a Gantt chart?

A288.

• Easy timeline visualization

• Highlights overlaps and critical path

• Enhances stakeholder communication

• Assists with deadline and dependency tracking

• Supports progress monitoring

Q289. When should you use a Gantt chart?

A289. During project planning and tracking, especially for longer or complex efforts involving multiple teams, phases, or dependencies.

Q290. How do Gantt charts and RACI matrices work together?

A290. Gantt charts show what’s being done and when, while RACI shows who’s doing what. Together, they provide a complete view of ownership and timing, which ezRACI integrates natively.

Q291. What is a project charter?

A291. A formal document that authorizes the project, names the PM, defines high-level scope, objectives, constraints, and identifies key stakeholders.

Q292. What is a work breakdown structure (WBS)?

A292. A hierarchical breakdown of project deliverables into smaller, manageable work packages. It's the basis for estimating, scheduling, and assigning RACI roles.

Q293. What is a project schedule baseline?

A293. The approved version of the schedule that’s used to measure progress and control variances throughout execution.

Q294. What is a RAID log?

A294. A tool used to track:

• Risks

• Assumptions

• Issues

• Dependencies
  It’s often part of a PM’s regular reporting process.

Q295. What is a lessons learned register?

A295. A log of experiences, challenges, and solutions documented throughout the project, typically updated during retrospectives or closing phases.

Q296. What is a communication management plan?

A296. A document that outlines how communication will be handled, including frequency, formats, channels, audiences, and who is responsible.

Q297. What is a stakeholder register?

A297. A document listing all stakeholders, including their role, power, interest, communication needs, and preferred engagement method.

Q298. What is a project management plan?

A298. A comprehensive document that integrates all subsidiary plans (scope, schedule, cost, quality, etc.) to guide project execution and control.

Q299. Why are templates important in project management?

A299. Templates reduce startup time, promote consistency, ensure nothing is forgotten, and support compliance—especially valuable in regulated environments.

Q300. How does ezRACI help with documentation and templates?

A300. ezRACI includes pre-built templates for RACI matrices, Gantt timelines, compliance frameworks, and stakeholder workflows, making it easy to standardize operations, speed up planning, and ensure every project starts with clarity.

Project Lifecycle & Delivery Phases

Aligned to PMBOK lifecycle models and common delivery frameworks

Q301. What is a project lifecycle?

A301. A series of phases that a project goes through from start to finish. Each phase represents a logical progression of work and decision points, tailored to organizational needs.

Q302. What are the typical phases in a project lifecycle?

A302.

1. Initiation

2. Planning

3. Execution

4. Monitoring & Controlling

5. Closing

These phases may be iterative, sequential, or overlapping.

Q303. What is the difference between the project lifecycle and the product lifecycle?

A303.

• Project Lifecycle: Focuses on the work to build the product

• Product Lifecycle: Focuses on the product's existence from launch to retirement

Q304. What is a phase gate or stage gate?

A304. A checkpoint between project phases where the project is evaluated before proceeding. It involves go/no-go decisions based on performance, ROI, or compliance.

Q305. What is the difference between predictive, iterative, and adaptive lifecycles?

A305.

• Predictive (Waterfall): Scope is known; work follows a defined sequence

• Iterative: Feedback drives progressive refinement

• Adaptive (Agile): Work is broken into small increments with regular reviews and re-planning

Q306. When should a predictive lifecycle be used?

A306. When requirements are stable and well-defined, like infrastructure or compliance-driven projects.

Q307. When should an Agile or adaptive lifecycle be used?

A307. When requirements are evolving, when rapid feedback is needed, or the final solution is uncertain (e.g., software development, innovation projects).

Q308. What is an incremental delivery model?

A308. A model where the project delivers usable chunks of the product in each iteration. Each increment builds on the previous one until completion.

Q309. What is rolling wave planning?

A309. A progressive elaboration technique where near-term work is planned in detail, while future work is kept at a higher level and detailed later.

Q310. What is fast-tracking in project lifecycles?

A310. Performing phases or activities in parallel instead of sequentially to compress the schedule. It introduces risk if rework is needed.

Q311. What is crashing in a project lifecycle?

A311. Adding additional resources to critical tasks to accelerate the schedule. It increases cost and potentially reduces quality.

Q312. What is a milestone in a project?

A312. A significant point or event in the project. Milestones are often used to mark phase transitions, approvals, or key deliverables.

Q313. What is a deliverable?

A313. Any tangible or intangible output produced as part of the project, such as reports, software modules, designs, or prototypes.

Q314. What does it mean to close a phase or project?

A314. Finalizing all activities to formally complete the phase or project. This includes deliverable acceptance, resource release, and lessons learned.

Q315. What is progressive elaboration?

A315. The practice of continuously refining the plan and deliverables as more information becomes available.

Q316. What is phase overlapping, and when is it used?

A316. Starting the next phase before the current one is fully complete. Used to compress schedules, though it increases risk.

Q317. What is a kickoff meeting?

A317. A formal meeting to align stakeholders, introduce the project team, and review the project charter, scope, and high-level plan.

Q318. What is the critical path in the project schedule?

A318. The sequence of tasks that determines the shortest possible project duration. Delay on any critical path task delays the project.

Q319. How are lifecycle models selected?

A319. Based on:

• Stakeholder involvement

• Risk tolerance

• Requirement stability

• Team experience

• Industry standards

Q320. How does ezRACI support project lifecycle management?

A320. ezRACI enables teams to define RACI roles across lifecycle phases, visualize dependencies using Gantt charts, and document decisions, deliverables, and phase transitions clearly—supporting both Agile and traditional approaches.

Change Management in Projects

Focused on change control, impact analysis, and stakeholder alignment

Q321. What is change management in project management?

A321. Change management is the structured approach to controlling, evaluating, and implementing changes to a project’s scope, timeline, budget, or quality.

Q322. What triggers a project change request?

A322.

• New stakeholder requirements

• Unexpected risks

• Resource constraints

• External regulations

• Shifting business priorities

Q323. What is the change control process?

A323.

1. Identify change

2. Document the request

3. Perform impact analysis

4. Review and approve/reject

5. Implement change

6. Update documentation

Q324. What is a change request form?

A324. A formal document used to submit and evaluate proposed changes, often including origin, reason, impact, and urgency.

Q325. What is impact analysis in change management?

A325. A process to assess how a proposed change would affect:

• Scope

• Schedule

• Budget

• Resources

• Risks

• Stakeholders

Q326. What is a change control board (CCB)?

A326. A designated group that reviews and approves/rejects change requests based on the project’s impact and alignment with goals.

Q327. What is the role of the project manager in change management?

A327. The PM ensures that:

• All changes are documented

• Impact is assessed

• Stakeholders are informed

• Approved changes are implemented and tracked

Q328. What is configuration management vs change control?

A328.

• Configuration Management: Ensures consistency of product specifications

• Change Control: Ensures project changes are tracked and controlled
  They work together to preserve system integrity.

Q329. What is scope creep?

A329. Uncontrolled expansion of project scope without corresponding adjustments to time, cost, or resources. It’s often caused by poor change control or unclear RACI roles.

Q330. How does a change log help?

A330. It records all changes, including their status, decisions, and justifications. It serves as a historical audit trail for compliance and lessons learned.

Q331. How do you communicate project changes to stakeholders?

A331.

• Use structured communication plans

• Tailor messages to roles

• Update dashboards, send formal notices

• Use RACI matrices to clarify impact and next steps

Q332. What are the types of change requests?

A332.

• Corrective actions

• Preventive actions

• Defect repairs

• Scope changes

• Schedule or cost adjustments

Q333. What are preventive actions?

A333. Changes initiated to avoid potential future issues, like updating outdated processes or increasing test coverage.

Q334. What’s the best way to avoid scope creep?

A334.

• Have a clear scope baseline

• Use a RACI matrix to assign change control roles

• Implement a formal change request process

• Involve key stakeholders in early reviews

Q335. What is change fatigue?

A335. Stakeholders or teams become overwhelmed or disengaged from too many project changes, often due to poor prioritization or communication.

Q336. What is the difference between approved and implemented changes?

A336.

• Approved: Sanctioned by CCB or sponsor

• Implemented: Changes that have been fully executed in the plan

A gap between the two causes confusion.

Q337. What role does change play in Agile projects?

A337. Agile embraces change by design, using short cycles (sprints), product backlogs, and continuous feedback—making it less disruptive than in predictive models.

Q338. How is change handled differently in waterfall vs Agile?

A338.

• Waterfall: Requires formal review and documentation

• Agile: Change is built into iterations and backlog refinement

Q339. What are best practices for managing change in hybrid projects?

A339.

• Use Agile for flexible components

• Use formal change control for fixed elements

• Sync changes through integrated tools like ezRACI that show who owns what in both Agile and traditional streams

Q340. How does ezRACI improve change management?

A340. ezRACI allows you to:

• Assign RACI roles to each change request

• Track approvals and dependencies on Gantt charts

• Show which stakeholders are Informed or Consulted
  This visibility streamlines change implementation and avoids bottlenecks.

Work Breakdown Structure (WBS) & Project Decomposition

Core topic for scoping, estimating, and planning effectively

Q341. What is a Work Breakdown Structure (WBS)?

A341. A WBS is a hierarchical decomposition of project deliverables into smaller, manageable components called work packages.

Q342. What is the purpose of a WBS?

A342. To break complex work into smaller, more manageable tasks, making it easier to estimate cost and duration, assign resources, and track progress.

Q343. What are the components of a WBS?

A343.

• Levels (phases or deliverables)

• Work packages (lowest level tasks)

• WBS codes (numbering system)
  Each level provides greater detail.

Q344. What is a work package?

A344. The lowest-level element in a WBS that can be estimated, assigned, scheduled, and tracked independently.

Q345. What is the 100% rule in WBS design?

A345. The WBS must include 100% of the project scope—nothing more, nothing less. Every deliverable must be accounted for.

Q346. How does a WBS support cost estimating?

A346. By identifying all work packages, it allows PMs to accurately estimate costs, assign budgets, and control scope creep.

Q347. What is the difference between a WBS and a task list?

A347.

• WBS: Focuses on deliverables

• Task list: Focuses on actions
  WBS is structured by outcomes; tasks are derived from WBS items.

Q348. What is a WBS dictionary?

A348. A supporting document that explains each work package—including scope, deliverables, responsible parties, resources, risks, and acceptance criteria.

Q349. What is the benefit of using a WBS dictionary?

A349. It eliminates ambiguity, ensures clarity, and helps prevent rework or overlap by detailing exactly what is included in each component.

Q350. How is a WBS linked to scheduling?

A350. Work packages from the WBS become activities in the project schedule, forming the foundation for timeline and Gantt chart creation.

Q351. What is decomposition in project management?

A351. The process of subdividing project deliverables into smaller, more manageable parts to enable better estimation and assignment.

Q352. What are the steps to create a WBS?

A352.

1. Identify major deliverables

2. Break down deliverables into smaller components

3. Continue until manageable work packages are formed

4. Assign WBS codes

5. Define in the WBS dictionary

Q353. When should a WBS be created?

A353. During the planning phase, right after scope definition. It’s a foundational input to cost, schedule, and resource planning.

Q354. What happens if a WBS is too detailed?

A354. It becomes hard to manage, track, and maintain—resulting in micromanagement and unnecessary complexity.

Q355. What happens if a WBS is not detailed enough?

A355. It leads to missed deliverables, vague assignments, inaccurate estimates, and increased risk of rework and scope creep.

Q356. Can Agile teams use a WBS?

A356. Yes! Agile teams can use a WBS to decompose features into epics, stories, and tasks. It's compatible with story mapping and backlog refinement.

Q357. How do RACI matrices align with WBS?

A357. RACI roles can be assigned at the work package level to show exactly who is responsible, accountable, consulted, and informed for each deliverable.

Q358. How does a WBS support quality planning?

A358. It provides clarity on what needs to be verified or validated and defines deliverables that will undergo quality reviews and sign-offs.

Q359. How does a WBS reduce project risk?

A359. It enables early identification of work scope gaps, promotes better estimates, and ensures ownership is assigned to all parts of the project.

Q360. How does ezRACI support WBS implementation?

A360. ezRACI allows users to import or create WBS structures and assign RACI roles to each work package, track progress via Gantt timelines, and ensure stakeholder accountability at every level.

Time Management, Critical Path & Float

Key for planning, tracking, and accelerating project timelines

Q361. What is time management in project management?

A361. It’s the process of planning, estimating, scheduling, and controlling the time allocated for project tasks to ensure timely completion of the project.

Q362. What is activity definition?

A362. Identifying and documenting the specific actions needed to produce deliverables. Activities are derived from WBS work packages.

Q363. What is activity sequencing?

A363. Determining the logical order of activities, considering dependencies and constraints. It creates the foundation of the project schedule.

Q364. What is dependency determination?

A364. Classifying how tasks relate:

• FS (Finish-to-Start)

• SS (Start-to-Start)

• FF (Finish-to-Finish)

• SF (Start-to-Finish)
  These are used to build the project network diagram.

Q365. What is a project network diagram?

A365. A visual representation of activity sequencing, showing dependencies and paths from project start to finish. It's used for critical path analysis.

Q366. What is the critical path method (CPM)?

A366. A technique to identify the longest sequence of dependent tasks that determines the shortest time to complete the project. Any delay here delays the project.

Q367. How do you calculate critical path?

A367.

1. List all activities

2. Estimate durations

3. Define dependencies

4. Map out paths

5. Identify the path with the longest duration

Q368. What is float or slack in scheduling?

A368.

• Float (or slack) is the amount of time a task can be delayed without delaying the project

• Calculated as LS – ES or LF – EF

Q369. What is total float vs free float?

A369.

• Total Float: Time a task can be delayed without affecting the project end date

• Free Float: Time a task can be delayed without delaying the start of the next dependent task

Q370. Why is the critical path important?

A370. It shows the most time-sensitive tasks—those with zero float. Managing these tightly is essential for on-time delivery.

Q371. How can you reduce the project timeline?

A371.

• Fast-tracking: Overlapping tasks

• Crashing: Adding more resources
  Both increase risk and cost but can compress schedules.

Q372. What is a milestone in time management?

A372. A key point in the schedule, often marking the completion of a phase, approval, or external dependency. Milestones have zero duration.

Q373. What is a baseline in scheduling?

A373. The approved version of the schedule, used to measure performance and track variance during execution.

Q374. What is schedule variance (SV)?

A374. SV = EV – PV
A measure of how much ahead or behind schedule the project is in terms of value earned.

Q375. What is the Schedule Performance Index (SPI)?

A375. SPI = EV / PV

1 means ahead of schedule, <1 means behind. It's a key Earned Value metric.

Q376. What is a Gantt chart used for in time management?

A376. It shows tasks, start/end dates, durations, and dependencies over time. Gantt charts help track progress, overlaps, and schedule adherence.

Q377. How does float impact resource allocation?

A377. Tasks with float can be deferred or shifted, helping PMs optimize resource use without affecting deadlines.

Q378. What is the difference between baseline and actual schedule?

A378.

• Baseline: Original approved plan

• Actual: What really happened
  The comparison reveals delays or early finishes.

Q379. What tools are used for time tracking and visualization?

A379.

• MS Project

• Primavera

• Smartsheet

• JIRA

• ezRACI (combines Gantt + RACI role tracking for timelines)

Q380. How does ezRACI support time management?

A380. ezRACI allows users to define tasks, assign RACI roles, and visualize all dependencies via Gantt charts. This makes schedule accountability crystal clear—perfect for PMs juggling complex timelines.

Stakeholder Communication, Engagement & Conflict Resolution

Real-world soft skills that PMP test and real PMs need every day

Q381. Why is stakeholder communication critical in project management?

A381. Because miscommunication is the #1 reason projects fail. Clear, consistent, and tailored communication builds trust, engagement, and alignment.

Q382. What are the three types of communication methods?

A382.

• Interactive: Meetings, calls, chats

• Push: Emails, memos, status reports

• Pull: Shared dashboards, portals, wikis

Q383. How do you identify stakeholder communication needs?

A383. Analyze stakeholders’ power, influence, interest, and role, then tailor communication frequency, tone, and format accordingly.

Q384. What tools help manage communication with stakeholders?

A384.

• Communication plans

• RACI matrices

• Stakeholder registers

• Dashboards

• ezRACI timelines with communication responsibilities

Q385. What is the difference between active and passive communication?

A385.

• Active: Two-way exchange (calls, meetings)

• Passive: One-way consumption (status reports, dashboards)

Q386. What is a stakeholder engagement plan?

A386. A formal document outlining how stakeholders will be engaged, what messages they’ll receive, and what channels will be used.

Q387. What are typical stakeholder engagement levels?

A387.

• Unaware

• Resistant

• Neutral

• Supportive

• Leading
  Your goal is to move everyone closer to “Supportive” or “Leading.”

Q388. What is the best way to handle an uncooperative stakeholder?

A388.

• Identify root cause (e.g., unmet need, lack of clarity)

• Listen empathetically

• Involve them early

• Use a RACI matrix to define boundaries and expectations

Q389. What are common causes of stakeholder conflict?

A389.

• Competing priorities

• Misaligned goals

• Poor communication

• Role ambiguity

• Lack of involvement

Q390. What are common conflict resolution techniques?

A390.

1. Collaborate (win-win)

2. Compromise (partial satisfaction)

3. Force (authority-based)

4. Withdraw (delay resolution)

5. Smooth (downplay differences)
   Collaboration is usually best.

Q391. What’s the difference between escalation and conflict resolution?

A391.

• Conflict resolution: Handled by PM or team internally

• Escalation: Raised to higher authority due to scope, authority, or risk

Q392. How can you prevent stakeholder conflict?

A392.

• Set clear roles and expectations using RACI

• Communicate early and often

• Encourage transparency

• Document decisions

Q393. What is stakeholder alignment?

A393. Ensuring all stakeholders understand and agree on goals, roles, and scope. Misalignment leads to rework, delays, and dissatisfaction.

Q394. What is stakeholder fatigue?

A394. When stakeholders become disengaged due to overcommunication, constant changes, or unclear progress. Fix it with streamlined updates and clear accountability.

Q395. How do you engage stakeholders in Agile environments?

A395.

• Invite them to demos and reviews

• Include them in backlog refinement

• Keep communication frequent and transparent

• Use tools like ezRACI for shared visibility into ownership and progress

Q396. What is influence mapping?

A396. A technique to visualize stakeholder influence, interests, and relationships. Helps PMs identify power dynamics and build effective engagement strategies.

Q397. How do you measure stakeholder engagement?

A397.

• Survey feedback

• Participation in meetings

• Speed of approvals

• Willingness to contribute resources

• Sentiment tracking

Q398. How does RACI help manage stakeholder conflict?

A398. By clearly showing who makes decisions and who provides input, RACI matrices reduce overlap, clarify responsibilities, and improve transparency.

Q399. How does ezRACI support stakeholder communication?

A399. ezRACI assigns RACI roles to every initiative, making stakeholder communication intentional and trackable. You can use Gantt views, notes, and real-time updates to inform and align key stakeholders.

Q400. What’s one of the fastest ways to resolve project misalignment?

A400. Build a project-level RACI matrix and review it with all key stakeholders. It instantly clarifies roles, prevents finger-pointing, and creates shared understanding.

Metrics, KPIs & Reporting for Project Managers

Helping PMs prove value, track progress, and drive data-informed decisions

Q401. What are project KPIs?

A401. KPIs (Key Performance Indicators) are quantifiable metrics used to assess project performance in areas like schedule, budget, quality, and stakeholder satisfaction.

Q402. What is a good KPI?

A402. A KPI should be:

• Specific

• Measurable

• Achievable

• Relevant

• Time-bound
  (aka: SMART)

Q403. What are common project KPIs?

A403.

• Schedule Variance (SV)

• Cost Variance (CV)

• Earned Value (EV)

• Customer Satisfaction

• % Tasks Completed

• Risk Exposure

• Resource Utilization

• Budget Burn Rate

Q404. What is Earned Value Management (EVM)?

A404. A technique that integrates scope, schedule, and cost data to assess performance. It includes metrics like EV, PV, AC, SPI, and CPI.

Q405. What is Planned Value (PV)?

A405. The authorized budget assigned to scheduled work at a point in time. It’s the baseline to compare against actuals.

Q406. What is Earned Value (EV)?

A406. The budgeted value of the work actually completed by the status date. It shows true project progress.

Q407. What is Actual Cost (AC)?

A407. The real cost incurred for work performed by the reporting date. Used to assess budget efficiency.

Q408. What is Cost Performance Index (CPI)?

A408. CPI = EV / AC

• CPI > 1 = under budget

• CPI < 1 = over budget

• CPI = 1 = on budget

Q409. What is Schedule Performance Index (SPI)?

A409. SPI = EV / PV

• SPI > 1 = ahead of schedule

• SPI < 1 = behind schedule

Q410. What’s the difference between lagging and leading indicators?

A410.

• Lagging: Reflect past performance (e.g., variance, quality defects)

• Leading: Predict future performance (e.g., velocity trends, risk exposure)

Q411. How often should project metrics be reported?

A411. Depends on project complexity and stakeholder needs—weekly for tactical updates, monthly for strategic reviews, and real-time dashboards for critical data.

Q412. What is a project health dashboard?

A412. A visual display that shows current status of schedule, budget, scope, risks, and issues—often using red/yellow/green indicators (RAG status).

Q413. What are risk-related KPIs?

A413.

• Number of open risks

• % of mitigated risks

• Average time to close a risk

• Risk exposure by category

• Risk response effectiveness

Q414. What are quality-related KPIs?

A414.

• Defect density

• % of tests passed

• Rework effort

• Customer-reported issues

• Compliance to acceptance criteria

Q415. What are resource utilization metrics?

A415.

• % capacity used

• Actual hours vs planned

• Team member allocation

• Task completion rate by role

Q416. What’s the difference between status reporting and progress reporting?

A416.

• Status reporting: Point-in-time snapshot

• Progress reporting: Compares actuals against baseline over time

Q417. What is variance reporting?

A417. Reporting that shows differences between planned and actual performance, helping PMs investigate root causes and corrective actions.

Q418. How do you measure stakeholder satisfaction?

A418.

• Feedback surveys

• Net Promoter Score (NPS)

• Qualitative interviews

• Engagement levels (attendance, input, collaboration)

Q419. How does ezRACI improve project reporting?

A419. ezRACI provides automated role-based reporting, dynamic RACI views, and Gantt overlays—making it easy to visualize ownership, deadlines, and blockers for stakeholders at every level.

Q420. How can RACI matrices be used to support KPI accountability?

A420. By assigning who is Responsible and Accountable for each KPI, RACI matrices prevent finger-pointing and ensure timely metric updates across workstreams—especially in cross-functional teams.

PM Ethics, Professional Responsibility & Leadership

Critical for PMP success and leading high-performing teams

Q421. Why is ethics important in project management?

A421. Ethics builds trust, transparency, and credibility—essential qualities for stakeholder support, team alignment, and long-term success.

Q422. What is PMI’s Code of Ethics and Professional Conduct?

A422. A guideline that outlines expected behavior in four key areas:

1. Responsibility

2. Respect

3. Fairness

4. Honesty

Q423. What does “Responsibility” mean in PMI’s Code of Ethics?

A423. Owning decisions and their consequences—accepting accountability and avoiding blame-shifting.

Q424. What does “Respect” mean in PMI’s Code of Ethics?

A424. Valuing diverse perspectives, cultural differences, and individual contributions, and treating everyone professionally.

Q425. What does “Fairness” mean in PMI’s Code of Ethics?

A425. Making impartial decisions, avoiding favoritism, and disclosing conflicts of interest.

Q426. What does “Honesty” mean in PMI’s Code of Ethics?

A426. Providing truthful information, avoiding deception, and setting realistic expectations.

Q427. How should a PM handle a conflict of interest?

A427. Disclose the conflict immediately, avoid decision-making in affected areas, and follow your organization's escalation procedures.

Q428. What is integrity in project leadership?

A428. Acting in alignment with values, standards, and agreements, even when it's hard or unpopular.

Q429. How should a PM handle unethical behavior on their team?

A429.

• Document observations

• Address privately and respectfully

• Escalate via appropriate channels if behavior continues

• Use PMI’s Code of Ethics as a reference

Q430. What is servant leadership in project management?

A430. A leadership philosophy where the PM supports, empowers, and enables their team—putting others’ needs ahead of their own authority.

Q431. What is emotional intelligence (EQ) and why is it important?

A431. EQ is the ability to recognize, understand, and manage emotions—your own and others’. High EQ leads to better collaboration, leadership, and conflict resolution.

Q432. What are the components of emotional intelligence?

A432.

1. Self-awareness

2. Self-regulation

3. Motivation

4. Empathy

5. Social skills

Q433. What is ethical decision-making?

A433. Choosing actions that are not only effective, but also morally sound and aligned with organizational and societal values.

Q434. What should a PM do when asked to "cut corners" to meet a deadline?

A434. Assess the ethical, quality, and legal risks. Communicate concerns to stakeholders and escalate if necessary. Prioritize long-term integrity over short-term gain.

Q435. What is inclusive leadership?

A435. Creating a culture where all voices are heard and valued, regardless of background, role, or style. This enhances creativity and decision-making.

Q436. How can a PM lead by example?

A436. By demonstrating honesty, punctuality, empathy, follow-through, and transparency. Teams mirror what leaders model.

Q437. What is the impact of unethical leadership?

A437. It erodes trust, increases turnover, undermines stakeholder confidence, and can lead to project failure or reputational damage.

Q438. What is whistleblowing in project management?

A438. Reporting unethical or illegal activity within the organization—ideally through a protected and anonymous process.

Q439. How do PMs promote psychological safety on teams?

A439. By encouraging open communication, not punishing mistakes, listening actively, and respecting diverse viewpoints. Safe teams are high-performing teams.

Q440. How does ezRACI support ethical project leadership?

A440. ezRACI promotes transparent responsibility and accountability, eliminates role confusion, and reduces bias by ensuring roles are assigned by function, not favoritism—creating a fairer, more trust-driven project culture.