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ICDL Project Planning study materials
ICDL Project Planning study resources

ICDL Project Planning (ICDL) practice questions

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Question 1Project Planning Fundamentals

Which document formally authorises a project to begin and names the project manager?

  1. The work breakdown structure
  2. The lessons-learned log
  3. The project charter Correct answer.
  4. The risk register

Explanation

The project charter is the document that formally starts the project; it authorises the work and identifies the project manager and high-level objectives. Other planning artefacts are created after or alongside the charter and do not grant authority.

Question 2Project Planning Fundamentals

A project team is defining who is responsible for each task and who reports to whom. Which type of chart best shows reporting relationships?

  1. An organisation chart Correct answer.
  2. A Gantt chart
  3. A control chart
  4. A Pareto chart

Explanation

An organisation chart displays hierarchical and reporting relationships within a team or organisation. Gantt, Pareto and control charts serve scheduling, prioritisation and process-control purposes respectively.

Question 3Project Planning Fundamentals

In project planning, what does a milestone represent?

  1. A change request awaiting approval
  2. A task that consumes the largest share of the budget
  3. A significant point or event with zero duration Correct answer.
  4. A resource assigned to several tasks at once

Explanation

A milestone marks a significant event or achievement and has no duration; it is used to track progress at key points. It is not a costed activity, a resource assignment or a pending change.

Question 4Project Planning Fundamentals

Which statement best describes the purpose of a work breakdown structure (WBS)?

  1. It assigns cost accounts to each calendar month.
  2. It decomposes the total scope into manageable deliverable-oriented components. Correct answer.
  3. It records the quality tests performed on deliverables.
  4. It sequences activities and shows their dependencies.

Explanation

A WBS hierarchically decomposes the whole scope into smaller, manageable, deliverable-oriented pieces. Sequencing, cost scheduling and quality records are handled by other planning tools.

Question 5Project Planning Fundamentals

What is the main purpose of a project stakeholder register?

  1. To list the equipment needed for each activity
  2. To calculate the earned value of completed work
  3. To document the approved budget baseline
  4. To identify stakeholders and record their interest, influence and engagement needs Correct answer.

Explanation

The stakeholder register identifies the people and groups affected by or able to affect the project and records information such as their interests, influence and required engagement. Equipment lists, earned value and budget baselines are separate planning outputs.

Question 6Project Planning Fundamentals

Which of the following is an example of a project constraint?

  1. A team member's preferred working hours
  2. A fixed completion date imposed by the client Correct answer.
  3. An optional feature the team might add
  4. A suggestion from a lessons-learned review

Explanation

A constraint is a limiting factor such as a fixed deadline, budget cap or mandated standard that the project must respect. Preferences, suggestions and optional features are not binding limits.

Question 7Project Planning Fundamentals

What does the critical path of a project schedule represent?

  1. The activities that can be delayed without affecting the deadline
  2. The tasks performed by the most senior team members
  3. The list of activities with the highest risk ratings
  4. The sequence of activities with the longest total duration that determines the shortest project completion time Correct answer.

Explanation

The critical path is the longest-duration path through the network, so it sets the minimum time needed to finish the project. Any delay on it delays the whole project, which is why it has no float.

Question 8Project Planning Fundamentals

An activity has an early start of day 5, a duration of 4 days, and a late start of day 8. What is its total float?

  1. 4 days
  2. 3 days Correct answer.
  3. 1 day
  4. 8 days

Explanation

Total float equals late start minus early start (or late finish minus early finish). Here 8 − 5 = 3 days of float, meaning the activity can slip up to 3 days without delaying the project.

Question 9Project Planning Fundamentals

A project manager is estimating how long an activity will take by asking several experts to estimate independently and then discussing differences until agreement is reached. Which technique is this?

  1. Analogous estimating
  2. Delphi technique Correct answer.
  3. Parametric estimating
  4. Three-point estimating

Explanation

The Delphi technique gathers independent expert estimates and iterates anonymously until consensus emerges, reducing bias. Analogous and parametric methods rely on historical data or formulas, and three-point uses optimistic, pessimistic and most-likely values.

Question 10Project Planning Fundamentals

Which estimating approach uses the actual duration of a similar past project as the basis for the current estimate?

  1. Reserve analysis
  2. Parametric estimating
  3. Bottom-up estimating
  4. Analogous estimating Correct answer.

Explanation

Analogous estimating relies on historical data from a comparable project, making it fast but less precise. Bottom-up aggregates detailed component estimates, parametric uses formulas, and reserve analysis sets contingency buffers.

Question 11Project Planning Fundamentals

A dependency in which one activity must finish before the next can start is known as which relationship type?

  1. Start-to-start
  2. Finish-to-finish
  3. Start-to-finish
  4. Finish-to-start Correct answer.

Explanation

A finish-to-start relationship requires the predecessor to complete before the successor begins, the most common dependency type. The other options describe overlapping or lagging relationships.

Question 12Project Planning Fundamentals

A project manager wants to shorten the schedule by overlapping design and build activities so that building starts before design is fully complete. Which technique is being applied?

  1. Scope reduction
  2. Crashing
  3. Fast tracking Correct answer.
  4. Resource levelling

Explanation

Fast tracking compresses the schedule by performing activities in parallel that would normally run sequentially, which increases risk. Crashing adds resources, levelling smooths resource use, and scope reduction changes the product.

Question 13Project Planning Fundamentals

What is the primary purpose of a responsibility assignment matrix (RAM) such as a RACI chart?

  1. To record the cost of each resource
  2. To rank risks by probability and impact
  3. To clarify who is responsible, accountable, consulted and informed for each work package Correct answer.
  4. To show the schedule of each team member's leave

Explanation

A RACI chart is a responsibility assignment matrix that maps roles to work packages so that accountability and communication are clear. It does not schedule leave, rank risks or track costs.

Question 14Project Planning Fundamentals

A project has a budget at completion of 100,000 and has completed work worth 40,000 against actual costs of 50,000. What is the cost variance?

  1. +10,000
  2. +40,000
  3. −50,000
  4. −10,000 Correct answer.

Explanation

Cost variance equals earned value minus actual cost: 40,000 − 50,000 = −10,000, indicating the project is over budget. A positive value would indicate cost savings.

Question 15Project Planning Fundamentals

Which of the following best defines a project as opposed to routine operations?

  1. It is managed by a functional department only.
  2. It is temporary and produces a unique result. Correct answer.
  3. It is repetitive and ongoing.
  4. It requires no defined start or end.

Explanation

A project is a temporary endeavour undertaken to create a unique product, service or result, with a defined start and end. Operations are ongoing and repetitive, which distinguishes them from projects.

Question 16Project Planning Fundamentals

Which document defines what is and is not included in a project's scope?

  1. The communications plan
  2. The scope statement Correct answer.
  3. The quality checklist
  4. The project schedule

Explanation

The scope statement describes the project's deliverables and explicitly states inclusions and exclusions. The schedule, communications plan and quality checklist address timing, information flow and verification rather than scope boundaries.

Question 17Project Planning Fundamentals

A team is building a plan for how they will ensure deliverables meet agreed requirements. Which subsidiary plan is this?

  1. The procurement plan
  2. The quality management plan Correct answer.
  3. The risk response plan
  4. The staffing plan

Explanation

The quality management plan sets out how the project will meet quality requirements and how compliance will be verified. Procurement, staffing and risk response plans address purchasing, people and threats respectively.

Question 18Project Planning Fundamentals

In a project schedule, what does a 'lag' represent?

  1. The amount of time a successor is delayed after a predecessor Correct answer.
  2. The amount of time an activity can slip without affecting the deadline
  3. The total duration of the critical path
  4. The difference between planned and actual cost

Explanation

A lag is inserted waiting time between linked activities, such as a delay before a successor can start. Float is allowable slippage, the critical path is a duration, and cost difference is a variance.

Question 19Project Planning Fundamentals

Which of the following is a tool commonly used to identify the root causes of a problem during project quality planning?

  1. A resource histogram
  2. A fishbone diagram Correct answer.
  3. A burn-down chart
  4. A Gantt chart

Explanation

A fishbone (Ishikawa) diagram organises possible causes of a problem into categories to find the root cause. Histograms, Gantt charts and burn-down charts serve resourcing, scheduling and progress tracking.

Question 20Project Planning Fundamentals

A project manager records an uncertain event that, if it occurs, would delay delivery, along with its probability and impact. Where should this be recorded?

  1. In the risk register Correct answer.
  2. In the change log
  3. In the issue log
  4. In the stakeholder register

Explanation

The risk register documents identified risks with attributes such as probability, impact and planned responses. Issue logs track problems that have already occurred, change logs track change requests, and the stakeholder register lists people and groups.

Question 21Project Planning Fundamentals

Which response strategy for a negative risk involves shifting the impact to a third party, for example through insurance?

  1. Mitigate
  2. Avoid
  3. Accept
  4. Transfer Correct answer.

Explanation

Transferring a risk shifts the financial or other impact to another party, such as an insurer or contractor. Mitigation reduces probability or impact, avoidance removes the threat, and acceptance retains the risk.

Question 22Project Planning Fundamentals

A project plan includes a reserve set aside for known risks with identified responses. What is this reserve called?

  1. Cost baseline
  2. Contingency reserve Correct answer.
  3. Funding limit
  4. Management reserve

Explanation

A contingency reserve covers known risks that have been identified and analysed. Management reserve covers unknown risks outside the baseline, while the cost baseline and funding limit are budget reference values.

Question 23Project Planning Fundamentals

Which planning artefact specifies how information will be shared with stakeholders, including frequency, format and audience?

  1. The communications management plan Correct answer.
  2. The requirements traceability matrix
  3. The procurement statement of work
  4. The resource calendar

Explanation

The communications management plan defines who receives what information, in what format and how often. Resource calendars, traceability matrices and statements of work address availability, requirement tracking and procurement scope.

Question 24Project Planning Fundamentals

During planning, a project manager must decide whether to buy a component or produce it internally. Which analysis supports this decision?

  1. Stakeholder analysis
  2. Earned value analysis
  3. Root-cause analysis
  4. Make-or-buy analysis Correct answer.

Explanation

Make-or-buy analysis compares the cost and capability of producing an item internally against purchasing it. Earned value, stakeholder and root-cause analyses address performance, engagement and problem causes.

Question 25Project Planning Fundamentals

A project manager wants to smooth resource demand so that no team member is over-allocated, even if this extends the schedule. Which technique is being used?

  1. Scope creep control
  2. Fast tracking
  3. Resource levelling Correct answer.
  4. Crashing

Explanation

Resource levelling adjusts activity start and finish dates to balance demand against available capacity, often extending duration. Crashing and fast tracking compress time, and scope creep control manages unapproved changes.

Question 26Project Planning Fundamentals

Which statement best describes the relationship between a project's business case and its project charter?

  1. The business case is produced after the charter and records the actual benefits achieved at project closure.
  2. The business case justifies why the project should be undertaken, while the charter formally authorizes the project and its manager. Correct answer.
  3. The business case and the charter are the same document issued under two different names at different stages.
  4. The charter justifies why the project should be undertaken, while the business case formally authorizes the project and its manager.

Explanation

The business case is a pre-approval document that sets out the justification, expected benefits and options considered. The charter is issued by the sponsor to authorize the project and name the project manager, and it typically references the approved business case.

Question 27Project Planning Fundamentals

A project manager is sequencing activities and needs to record that activity B may start only after activity A has started, without waiting for A to finish. Which logical relationship expresses this?

  1. Start-to-start Correct answer.
  2. Finish-to-finish
  3. Start-to-finish
  4. Finish-to-start

Explanation

A start-to-start relationship means the successor can begin once the predecessor has begun, and it is often combined with a lag to avoid overlap that is too tight. The other relationship types tie the successor's start or finish to the predecessor's finish or start in ways that do not match this condition.

Question 28Project Planning Fundamentals

A project manager is producing a network diagram and wants to show that a milestone must be reached before a payment can be claimed, with no work performed in between. Which schedule component represents the milestone itself?

  1. A recurring task repeated at fixed intervals
  2. A resource assignment linking a person to a task
  3. A zero-duration activity marking a significant point or event Correct answer.
  4. A summary task that groups related work packages

Explanation

A milestone is a significant point or event in the schedule and is normally represented as a zero-duration item, so it consumes no time or resources. Summary tasks, resource assignments and recurring tasks describe grouping, staffing or repetition rather than a point-in-time checkpoint.

Question 29Project Planning Fundamentals

A project manager is preparing a cost baseline and must decide how to treat a contingency allowance for identified risks that have agreed responses. Which treatment is consistent with good planning practice?

  1. Include it in the cost baseline so that it is controlled through the same change process as the rest of the budget. Correct answer.
  2. Exclude it from the baseline and hold it outside the project budget entirely.
  3. Record it only in the risk register and never reflect it in any budget figure.
  4. Add it to the management reserve so that it is released only by the sponsor.

Explanation

Known risks with planned responses are covered by contingency reserves, which form part of the approved cost baseline and are therefore subject to change control. The management reserve, by contrast, covers unknown risks and sits outside the baseline, usually requiring sponsor approval to release.

Question 30Project Planning Fundamentals

A project manager is building a work breakdown structure and wants each lowest-level element to be estimable, assignable and controllable. Which principle is being applied?

  1. The 100 percent rule for scope completeness
  2. Progressive elaboration of product requirements
  3. The work package decomposition guideline Correct answer.
  4. Rolling wave elaboration of the schedule

Explanation

Decomposition breaks deliverables into work packages that are small enough to be estimated, assigned and controlled, with a common guideline being the 8 to 80 hour rule. The 100 percent rule concerns completeness of the hierarchy, while rolling wave and progressive elaboration concern detail developed over time rather than the size of the lowest-level element.

Question 31Project Scope and Work Breakdown

Which document formally authorizes a project and gives the project manager authority to begin work?

  1. The scope management plan
  2. The project charter Correct answer.
  3. The work breakdown structure
  4. The resource calendar

Explanation

The project charter is the document issued by the sponsor that formally recognizes the project's existence and authorizes the project manager to apply organizational resources. A WBS decomposes work but does not authorize the project.

Question 32Project Scope and Work Breakdown

In a work breakdown structure, what is the lowest level of decomposition called?

  1. A milestone
  2. A control account
  3. A work package Correct answer.
  4. A deliverable

Explanation

The work package is the smallest unit of work in a WBS and can be estimated, scheduled, and assigned to a single owner. Control accounts sit at higher levels and roll up multiple work packages.

Question 33Project Scope and Work Breakdown

Which approach organizes the top levels of a WBS by project phases?

  1. Deliverable-oriented decomposition
  2. Geographic decomposition
  3. Organizational decomposition
  4. Phase-based decomposition Correct answer.

Explanation

Phase-based decomposition uses the project life cycle stages as the first level of the WBS. Deliverable-oriented decomposition instead organizes by products or outputs.

Question 34Project Scope and Work Breakdown

What is the primary purpose of creating a scope baseline?

  1. To record the approved scope, WBS, and WBS dictionary for comparison against actual performance Correct answer.
  2. To list the names of team members assigned to each task
  3. To document the lessons learned from previous projects
  4. To estimate the total cost of the project budget

Explanation

The scope baseline combines the approved scope statement, the WBS, and the WBS dictionary. It is used to detect and manage scope changes during execution.

Question 35Project Scope and Work Breakdown

Which term describes work that is added to a project without going through formal change control?

  1. Scope creep Correct answer.
  2. Scope planning
  3. Scope validation
  4. Scope rework

Explanation

Scope creep is the uncontrolled expansion of project scope, often through small unapproved additions. It typically results in schedule and cost overruns.

Question 36Project Scope and Work Breakdown

Who typically approves the final project scope statement?

  1. The procurement officer
  2. The quality assurance team
  3. The project sponsor and key stakeholders Correct answer.
  4. The project manager alone

Explanation

The scope statement requires formal approval from the sponsor and key stakeholders to establish a shared understanding of the project's boundaries. The project manager drafts it but does not unilaterally approve it.

Question 37Project Scope and Work Breakdown

A WBS dictionary entry typically includes which of the following?

  1. The full contract text of the project
  2. A description of the work package, its acceptance criteria, and its responsible owner Correct answer.
  3. The organization's marketing strategy
  4. The personal performance ratings of team members

Explanation

The WBS dictionary provides detailed information about each WBS component, such as scope description, acceptance criteria, and assigned owner. It supports accurate estimation and execution.

Question 38Project Scope and Work Breakdown

Which of the following is an example of a project constraint that must be reflected in the scope statement?

  1. A fixed regulatory deadline for completion Correct answer.
  2. An informal suggestion from a colleague
  3. A preference for a particular team meeting time
  4. A brainstorming list of optional features

Explanation

Constraints are limiting factors such as fixed deadlines, budgets, or regulatory requirements that restrict the project team's options. They must be documented in the scope statement.

Question 39Project Scope and Work Breakdown

A project manager decomposes a large deliverable into two lower-level components. Which WBS principle is being applied?

  1. Decomposition Correct answer.
  2. Progressive elaboration of the charter
  3. Rolling wave planning
  4. Scope verification

Explanation

Decomposition is the technique of subdividing project deliverables into smaller, more manageable components until they reach the work package level.

Question 40Project Scope and Work Breakdown

A project manager is unsure how far to decompose the WBS. Which guideline best determines when to stop decomposing?

  1. Stop when the WBS contains exactly ten work packages
  2. Stop when the project sponsor requests a new version
  3. Stop when every team member has an equal number of tasks
  4. Stop when each work package can be reliably estimated, scheduled, and assigned to one owner Correct answer.

Explanation

The 8/80 heuristic and similar guidance suggest decomposing until work packages are small enough to estimate and control, typically 8 to 80 hours of effort. The key criterion is manageability, not a fixed count.

Question 41Project Scope and Work Breakdown

A stakeholder asks to add a new reporting module to an in-progress project. What is the correct first step?

  1. Add the module to the schedule and inform the team
  2. Reject the request because scope is frozen
  3. Submit the request through the integrated change control process Correct answer.
  4. Assign the work to the least busy team member

Explanation

All scope changes must pass through integrated change control so their impact on scope, schedule, cost, and quality can be assessed and approved or rejected. Implementing the change first bypasses this control.

Question 42Project Scope and Work Breakdown

Which technique involves reviewing a WBS with stakeholders to confirm that all project work is captured and nothing extraneous is included?

  1. WBS quality review Correct answer.
  2. Reserve analysis
  3. Cost-benefit analysis
  4. Earned value analysis

Explanation

A WBS quality review checks completeness and correctness, ensuring the 100 percent rule is satisfied and that no work outside the project scope is included.

Question 43Project Scope and Work Breakdown

The 100 percent rule in WBS construction means that:

  1. The project must be 100 percent complete before closure
  2. The WBS must capture all work required to complete the project scope and nothing more Correct answer.
  3. Every team member must be 100 percent allocated
  4. Each work package must consume 100 percent of the budget

Explanation

The 100 percent rule states that the sum of the work at each level of the WBS must equal 100 percent of the work at the parent level, capturing all scope and excluding work outside it.

Question 44Project Scope and Work Breakdown

Which document defines how scope will be defined, validated, and controlled throughout the project?

  1. The requirements traceability matrix
  2. The stakeholder register
  3. The scope management plan Correct answer.
  4. The project charter

Explanation

The scope management plan describes the processes for preparing the scope statement, creating the WBS, validating deliverables, and controlling scope changes.

Question 45Project Scope and Work Breakdown

A project manager groups requirements by their source and links each to the WBS deliverable that satisfies it. Which tool is being used?

  1. Requirements traceability matrix Correct answer.
  2. Risk register
  3. Resource histogram
  4. RACI chart

Explanation

The requirements traceability matrix maps each requirement back to its origin and forward to the deliverable or test that satisfies it, supporting scope verification.

Question 46Project Scope and Work Breakdown

In a WBS, a control account is best described as:

  1. A management point where scope, cost, and schedule are integrated for performance measurement Correct answer.
  2. A temporary task with zero duration
  3. The final deliverable handed to the customer
  4. A document listing project assumptions

Explanation

A control account is a WBS level where scope, budget, and schedule are integrated and compared against earned value for performance measurement.

Question 47Project Scope and Work Breakdown

Which of the following best describes a product scope versus a project scope?

  1. Product scope defines the features of the deliverable, while project scope defines the work to create it Correct answer.
  2. Product scope applies only to manufacturing projects
  3. Product scope defines the work, while project scope defines the deliverable features
  4. Product scope and project scope are identical concepts

Explanation

Product scope refers to the characteristics and functions of the product or service, while project scope refers to the work required to deliver it. Both must be managed to meet requirements.

Question 48Project Scope and Work Breakdown

A project manager is planning a long project where detailed requirements for later phases are not yet known. Which approach is most appropriate for the WBS?

  1. Use rolling wave planning to elaborate later phases progressively Correct answer.
  2. Assign later phases to the sponsor
  3. Decompose all phases in full detail at the outset
  4. Exclude later phases from the WBS entirely

Explanation

Rolling wave planning allows the near-term work to be decomposed in detail while later work is planned at a higher level and elaborated as more information becomes available.

Question 49Project Scope and Work Breakdown

Which of the following is a valid reason to formally close a project phase before the next phase begins?

  1. To reduce the total number of work packages
  2. To avoid documenting lessons learned
  3. To confirm that phase deliverables meet acceptance criteria and to release resources Correct answer.
  4. To skip the phase gate review

Explanation

Phase closure confirms that deliverables meet acceptance criteria, captures lessons learned, and releases resources before the next phase begins. It is a control point rather than a way to avoid governance.

Question 50Project Scope and Work Breakdown

A WBS shows a deliverable labeled '1.2.3'. What does this numbering typically indicate?

  1. The version number of the WBS document
  2. The third work package under the second component of the first level Correct answer.
  3. The priority ranking of the deliverable
  4. The total budget code of the project

Explanation

WBS numbering uses a hierarchical scheme where each digit represents a level in the structure, so 1.2.3 refers to the third item under the second item of the first level.