Level 3 exam — Project management

Exam — fresh questions

12 new questions to validate steering: tracking and remaining work, risks, changes, earned value and communication.
Answer everything, then click Check: your score and explanations will appear.

3.1 · Recall

1. What is the most reliable progress indicator?

The felt percentage of each team member The remaining work, objectively re-estimated Time already spent on project tasks The number of meetings held each week

Remaining work avoids the 90% syndrome: re-estimated on concrete items, it predicts the true end date.

3.1 · Application

2. Bilal hears “90%” for 3 weeks with no deliverable. What does he do?

He drops all tracking to show trust He validates time spent as proof of progress He asks for remaining work in days, on concrete deliverables He keeps initial dates without checking anything

Ask for remaining work on concrete items, then reschedule: steer on facts, not impressions.

3.2 · Recall

3. How is a risk's criticality assessed?

By the risk identification date By crossing probability and impact At random, following the mood By its isolated cost, with no other criterion

Criticality = probability × impact: it prioritizes, then you choose avoid, reduce, transfer or accept.

3.2 · Application

4. A critical supplier risk threatens the date. What does Bilal do?

He ignores it hoping it will settle alone He notes it then forgets the register until the end He treats all risks equally, with no priority He reduces it (doubled skill) and prepares a plan B

Reduce then contingency: one owner, one action, one written trigger — a living register.

3.2 · Arbitration

5. Dilemma — Two major risks, a single 5-day reserve. Bilal rules…

He covers the major risk and accepts the other with a plan B He shares the reserve at random between both risks He treats both equally without ever prioritizing He keeps it intact and addresses neither risk

Trade-off: criticality decides — secure the major one, accept the other with a reserve and a plan B.

3.3 · Application

6. The client asks for “just a small addition” orally. What does Bilal do?

He refuses it on principle, without listening He ignores it hoping it will be forgotten He writes it, costs the impact, gets it decided He accepts it orally, on the spot

Even small, every request is formalized, assessed (cost, schedule, quality) then decided and traced.

3.3 · Arbitration

7. Dilemma — A useful addition that breaks the contractual deadline. Bilal rules…

He refuses any change to hold the date at all costs He proposes “yes, with an adjusted deadline” or postponement to phase 2 He integrates it secretly, with no costing and no trace He accepts unconditionally: the client is always right

Trade-off: “yes, and here is what it implies” — accept while adjusting the triangle, or postpone lucidly.

3.4 · Recall

8. What does a CPI or SPI below 1 signal?

That the project is finished and can be closed That time was gained on all lots Drift: overrun (CPI) or delay (SPI) That all is well, the project is ahead

SPI < 1 = delay, CPI < 1 = overrun: earned value alerts early, with figures.

3.4 · Application

9. SPI = 0.85 and CPI = 0.90 mid-project. What does Bilal do?

He confuses spent with done, then reassures himself He ignores the indices and waits until project end He drowns the committee under 20 raw indicators He analyzes the cause, acts, escalates to the committee

Analyze, act (help, arbitration, reserve), escalate: react as soon as the trend degrades.

3.4 · Arbitration

10. Dilemma — SPI at 0.9 but a client pushing an “urgent” addition. Bilal rules…

He costs the addition and gets it decided before integration He stacks the addition with no costing: schedule will follow He hides the SPI from the committee to stay optimistic He drops all dashboards to go faster

Trade-off: with proven drift, no addition without EVM costing and a decision — otherwise drift worsens.

3.5 · Application

11. A 10-day delay threatens delivery. How to announce it?

Tell nobody until delivery Wait for the closing meeting to reveal it Hide it hoping to catch up silently Announce it early, factual, with 2 options

Early, facts + impact + 2 options: alerting in time builds trust, hiding destroys it.

3.5 · Arbitration

12. Dilemma — Committee drowned in detail, team with no field info. Bilal rules…

He splits: synthetic committee, detailed team He drops all reporting to save time He only communicates at the end, all at once He sends the same technical brick to everyone

Trade-off: tailor to the audience — committee essentials and arbitrations, team operational detail.

What's next?

Score ≥ 80%: move to Level 4 — V3 (agility and the Agile Manifesto, Scrum, Kanban, backlog and steering tools).
Score < 80%: reread the explanations above — each re-explains the concept — then redo the 48h challenges of the 5 sections.