Project Governance and Management CISA Practice Questions (Page 1)

Questions 1–5

1. 1foundation · easy

   What is the purpose of risk response planning in project management?

   • ATo assign a probability and impact to each risk
   • BTo identify all possible risks in the project
   • CTo develop actions to reduce threats and enhance opportunities
   • DTo track risks throughout the project lifecycle
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2. 2expert · hard

   A large organization is undertaking a complex, high-risk IT transformation. The project manager has strong technical skills but limited experience managing cross-functional teams. The organization is considering two structures: a strong matrix or a projectized structure. What is the MOST important consideration when choosing between them?

   • AThe strong matrix structure is better because it provides more checks and balances
   • BThe projectized structure is always more expensive and should be avoided
   • CThe strong matrix structure is always better because it maintains functional expertise
   • DThe projectized structure gives the project manager full authority over resources, which is beneficial for a high-risk project
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4. 3expert · hard

   A company is implementing a new HR system with a vendor. Midway through the project, the vendor requests a change that will increase the contract value by 20% and extend the timeline by two months. The project sponsor is concerned about the cost increase but the vendor claims it is necessary. What is the MOST appropriate governance action?

   • AConduct an independent impact analysis to verify the vendor's claim and evaluate alternatives before approving the change
   • BReject the change request outright to protect the budget
   • CAsk the vendor to absorb the additional costs to maintain the original contract value
   • DApprove the change immediately to avoid project delays
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5. 4application · medium

   An organization uses a matrix structure where project team members report to both functional managers and a project manager. During a critical system upgrade, the project manager discovers that two key developers are being pulled to work on urgent operational tickets by their functional managers, delaying the project. What is the MOST effective governance action?

   • ADirect the developers to ignore their functional managers and focus solely on the project
   • BEscalate the resource conflict to the steering committee to arbitrate priorities and reaffirm the project's authority
   • CRevise the project schedule to accommodate the operational work and extend the delivery date
   • DImmediately hire external contractors to replace the developers without informing anyone
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6. 5application · medium

   A company has completed a project to implement a new CRM system. The project was delivered on time and within budget. However, six months later, the sales team reports that the system has not improved lead conversion rates as expected. What does this indicate?

   • AThe project should be closed immediately since it is no longer relevant
   • BThe sales team is not using the system correctly and should be retrained
   • CThe project was a complete success because it was delivered on time and within budget
   • DThe project may have failed to realize its expected benefits, even though it met schedule and budget goals
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