According to the PMI, why is scheduling overtime “extremely bad technique?”
Can there be more than one Critical Path? Why or why not?
Compare a WBS, Gantt, and PERT:
Does your organization use Earned Value, or something similar?
How are contractors and vendors handled in your organization?
How can a clearly defined project plan help handle “scope creep?”
How can an organization encourage the use of formal project management throughout the organization?
How can it be possible to have multiple critical paths? How does this change the way that this situation is managed?
How can one “influence without authority?”
How can one best handle unrealistic schedules (or estimates) set by stakeholders, without project team involvement?
How can one determine the proper task sequence?
How can teams be encouraged to move through this development cycle?
How can the team norm development process be made more simple or go smoother?
How can you plan for unknown/unknowns?
How does your organization assign project roles and responsibilities?
How does your organization determine the proper sequence of events in a project?
How effective is your organization in managing several projects at the same time? Why?
How is quality directly tied to project planning?
Ideally, how much time should a project manager or team member spend on updating and modifying a project file? On what do you base this opinion?
In a normal for-profit business environment, what seems to be the best method to add additional flexibility to a project plan?
In today’s economic environment, what are the key advantages for organizations that formally practice project management techniques?
In what ways can project quality and product quality be built-in to the project plan? How can this not only be encouraged, but also enforced?
In your opinion, what is the most difficult project constraint to address?
In your organization, how much effort is spent up-front planning a project?
In your organization, what differ