Level 2 exam — Project management

Exam — fresh questions

12 questions to validate planning: WBS, estimation, Gantt, critical path, resources and budget.
Answer everything, then click Check: your score and explanations will appear.

2.1 · Recall

1. What is the WBS?

A risk register A dated schedule The hierarchical breakdown of the project into tasks (work packages) A budget

It describes the WHAT, not the WHEN; 100% rule.

2.1 · Application

2. Bilal breaks “site redesign” into one-week packages each with an owner. What does he check next?

Developers' hourly rate The risk register The Gantt's color The 100% rule: all scope covered, no omission nor out-of-scope

Good breakdown covers all scope, adding nothing and forgetting nothing.

2.2 · Recall

3. What is the difference between effort and duration?

Effort is work (person-days); duration is calendar time Duration is effort Effort is in euros None

4 person-days by 2 people don't necessarily last 2 days (coordination, availability).

2.2 · Application

4. Why does Bilal estimate an uncertain package as optimistic / likely / pessimistic?

To go faster To factor in uncertainty instead of announcing false certainty To inflate the budget It's useless

Three-point estimation objectifies the margin; communicate a range.

2.3 · Application

5. What does a bar represent in a Gantt chart?

A cost A person A risk A task placed over time (duration)

The Gantt visualizes the schedule; sequencing = respecting dependencies.

2.3 · Arbitration

6. Bilal's Gantt shows everything in parallel from day 1, with no links. What to conclude?

That it's a wish list: dependencies are missing (often finish-to-start) That a pricier tool is needed That more tasks must be added That the project will end very early

A Gantt without dependencies is a wish list, not a schedule.

2.4 · Recall

7. What is the critical path?

The priciest task The longest task sequence, setting the project duration The riskiest task The project's 1st task

A delay on a critical (float-free) task delays the whole project.

2.4 · Application

8. Bilal must save one week. Where must he act?

By adding meetings On any late task On the critical path (crashing, fast tracking) By cutting the budget

Speeding a non-critical task changes nothing to total duration.

2.5 · Application

9. What does Bilal's workload plan reveal?

Project risks Deliverable quality The project budget Overloads: one person planned on too many tasks at once

Assigning resources reveals overloads, invisible on the raw Gantt.

2.5 · Arbitration

10. Bilal's developer is scheduled at 100% three weeks running. What decision?

Smooth toward ~80% via floats and reassignment: a saturated team is fragile Remove tracking to save time It's ideal: 100% = maximum efficiency Push to 150% to finish sooner

At 100%, the slightest contingency derails; aim for a sustainable load (~80%).

2.6 · Application

11. What must Bilal's prudent budget include, beyond estimated cost?

Nothing more than estimated cost A contingency reserve, sized to uncertainty Systematically double the cost Labor only

Contingencies always occur; with no reserve, the first one derails.

2.6 · Arbitration

12. Mid-project, actual exceeds plan on one package. What does Bilal do?

Silently cut quality to hold the budget Wait for project end to compare Analyze the cause then arbitrate (scope, reserve, extra budget) while he can act Remove the reserve to compensate

A variance detected early is corrected; discovered at the end, it becomes a crisis.

What's next?

Score ≥ 80%: move on to Level 3 — V3 (progress and remaining work, risks, scope changes, earned value, reporting).
Score < 80%: review the missed sections (WBS 2.1, estimation 2.2, Gantt 2.3, PERT 2.4, resources 2.5, budget 2.6), reread the explanations above, then retake the test.