PMP Practice Exam

During which of the following project development life cycles are the project scope, schedule and budget determined in the early phases of the life cycle?

Adaptive Life Cycle
Predictive Life Cycle
Incremental Life Cycle
Iterative Life Cycle

You are helping an organization uplift its project management practices. You have recommended developing a business case for each of the organizational projects followed by the development of a project benefits management plan. Who would you recommend to be the owner of the business case?

Chief Financial Officer (CFO)
Project Sponsor
Project Manager
Program Manager

As the manager of a small construction project, you are nearing project closing when a previously unidentified risk is identified by one of the team members. The risk could affect the project success and on time completion. What should your next action be?

Qualify the risk
Request additional funding to cover any potential impacts from the risk.
Ignore the risk, since the project is already nearing completion.
Immediately implement a contingency plan without further analysis.

The finance department in your organization approves a number of capital projects on an annual basis. These projects are then funded by the finance department. You are responsible for constructing a new manufacturing facility that would require construction of a plant, a couple of warehouses, and a few storage and distribution locations across the state. Your role at this organization is of a:

Project Manager
Chief Operations Officer (COO)
Program Manager
Financial Analyst

You are managing a design project and you should gradually submit to your customer the project deliverables including drawings and documents as they get completed. One of your designers approaches you and gives you a completed document to be submitted to the customer. When skimming through the document you realize that the document is shorter than what you expect according to your past experience. What should be your first action in this situation?

Immediately send the document to the customer for review, assuming the designer knows best.
Store the document without sending it to the customer, planning to deal with it later.
Perform scope verification against the baseline
Ask another designer to add more content to the document without reviewing its compliance with the project scope.

In what type of organization does the project manager have little or no authority?

Functional
Projectized
Matrix
Composite

In what type of organization is the project manager likely to have a variety of possible budgetary control models?

Balanced Matrix
Strong Matrix
Functional
Projectized

Jim is a project manager within the ABC Company. Within his organization, there are departments, but these groups provide support services to the various projects. In what kind of organization does Jim work?

Balanced Matrix
Functional
Projectized
Matrix

You as the project manager observe that a team member is repeatedly completing tasks with errors, resulting in rework. On investigation of the team member’s past track record, it is established that the individual does not have a skill gap. What would be your first action in this situation?

Discuss the concern with the individual to figure out the cause.
Ignore the errors, assuming they will self-correct over time.
Immediately assign the team member to less critical tasks to avoid further errors.
Recommend disciplinary action to senior management without further discussion.

A very seasoned project manager leaves a position in an organization that was highly projectized for a job in an organization that is a balanced matrix. His new manager is very senior in the organization. Based on this information, he can expect communication to be:

Simplified
Minimal
Direct
Complex

Two project managers in a weak matrix organization argue over which of them is more senior. Eventually, they determine that one of them is actually a project manager and the other is a project expeditor. How is the expeditor different from the project manager?

The expeditor has more authority over project resources.
The expeditor manages the project schedule.
The expeditor cannot make decisions.
The expeditor is responsible for the project budget.

The expeditor manages the project schedule.
The expeditor cannot make decisions.
The expeditor has more authority over project resources.
The expeditor is responsible for the project budget.

During Project AS kickoff phase, the project manager provided training for the entire team regarding the specifics of the company operations that the project supports. A year later, project productivity is suffering because members who were added after in the project do NOT have the same level of understanding. How should the project respond to this challenge?

Tell the newer team members to ask for help from the long-term members when they run into things they do NOT understand
Add new members who have the relevant experience, reassign the newer team members, and log turnover issues in the lessons learned register.
Recognize that this is a natural project progression, and revise the schedule to allow for the slight decrease in productivity.
Ask current team members to provide training and support, and hold a second kick-off meeting for new team members.

During the execution of a project, a key team member is concerned with the overall approach documented in the project management plan. The member surprises the project with negative comments about the approach during a weekly status meeting. How should the project address the team member's concerns?

Continue with the meeting, and ensure that the concerns are added to the risk register after the meeting is finished
Make a short comment to acknowledge the team members concerns, continue with the meeting, and meet with the member in private to discuss their concerns.
Remember that a project should NOT go forward when key team members are in disagreement Use the meeting to discuss the members concerns.
Continue with the scheduled agenda items after reminding the team member of expected meeting etiquette. Then, solicit feedback about the etiquette expectations.

A project manager is working on multiple projects. One project has new team members and is in early stages. The other projects are in various states of execution for the next few weeks. How can the project manager develop the new project team over the next few weeks?

Keep the team informed by sending short daily project status updates.
Suggest that the team engage in multiple team-building events to normalize the team.
Help the team members create a set of agreed rules for working, or social contract, that encourages team cohesion.
Engage in face-to-face personal conversations with each team member to build relationships.

Who owns the quality of the software in a change-driven, agile project?

The Chief Technology Officer (CTO)
The Scrum Master
The Product Owner
The cross-functional team

An efficient, empowered agile innovation team does NOT understand why required approvals from the legal department are allowed to delay their progress. Eventually the team confronts the product owner in a heated exchange. The product owner replies that the approvals are needed to check for existing patents which would block the product from going to market. How should a project manager prevent such conflicts?

Ensure that the product owner presents the team the rationale behind the refinement work flow.
Require the team to move a story to the Kanban blocked column if they have concerns about progress.
Require that supporting department stakeholders attend the daily meetings to report progress.
Ensure that the product owner can be easily approached to respond to team questions and concerns.

During a product walk-through at the end of a project phase, the customer asks for another color option to be added for future items produced. What steps should the project manager take next?

Decline the customer's request, stating that the project phase is already complete.
Immediately agree to the customer's request without checking the project scope.
Ask the project team to start working on the new color option without formal approval.
Check the project scope statement and acceptance criteria for whether these changes are in scope and submit a change request to the change control board.

During sprint planning, some new backlog items are prioritized but NOT estimated. The product owner requires a new set of tests to verify the unique properties of the items. What should happen before adding It to the sprint backlog?

Add the relevant acceptance criteria in the Definition of Ready before estimating.
The product owner should provide the initial estimate to be refined by the team.
Use analogous estimating based on similar tests on similar stories.
The product owner defines a new epic to allow testing in the next sprint.

A project is preparing the charter for a project. The project aims to automate 30 percent of product testing. The project sponsor advises the project to assign senior test engineers to identify the tests that can be automated. The test department manager, however, is NOT cooperative because they believe that the project will lead to downsizing in their department. Which two actions are suitable In this scenario? (Choose TWO.)

Request for the project sponsor to provide a rationale for test automation.
Work with the project sponsor to create a project charter that the test department manager will NOT perceive as threatening.
Have a meeting with the test department manager to discuss mutual expectations.
Raise the risk that the senior testing engineers will NOT be available for the testing.
Present data-driven, cost-benefit evidence of test automation to the test department manager.

A project manager observes that team members are in a low mood after demos. Feedback from stakeholders is constantly causing concern for the team. As a result, the team rushes through product demos, and the interaction between the team and stakeholders is minimal. Which action should the project manager take?

Verify that the project requirements are suitable and that the team members can do the work.
Consult the stakeholder matrix and identify whether any of these people are known to be difficult.
Coach the team to be more confident in their work and communicate properly with the stakeholders.
Meet with the stakeholders and find out the root cause of their feedback. Work with the stakeholders to rectify the problems.

The IT department of a glassware manufacturer enthusiastically approved the agile team's mid- project demo of quality-checking software for assembly line workers. However, the final product was considered UNUSABLE because the workers gloves are too thick to press the machinery's small buttons. What should the project do to avoid this kind of failure in the future?

Plan for end users to test prototypes and incremental releases in their production environments.
Ensure that all software releases include adjustable accessibility features.
Create a realistic simulation of end-user conditions for developers testing the software.
Contract directly with the customer department that defines the product requirements.

A global organization sponsors a project that involves six (6) different companies. When the project is partially complete. the project learns that one stakeholder is ill and needs to decrease their level of involvement. What should the project manager do?

Ask the project sponsor to replace the stakeholder.
Update the stakeholder register and then the stakeholder engagement plan.
Revise the project charter with the new stakeholder information.
Update the stakeholder engagement plan.

A security-classified, agile software project requires outside expertise and delivery to add a module based on machine learning. An approved supplier asks the project manager to join the daily meeting with the supplier's agile team, but the project manager's schedule is too full with internal meetings. How could the two teams synchronize Interactively but somewhat less frequently?

Align iterations for common retrospectives.
Set up fishbowl windows at each site.
Add and execute a Scrum of Scrums layer.
Share a common electronic Kanban.

After missing two (2) consecutive major deadlines because of delayed glass deliveries, a manufacturing company changes its glass supplier to meet production deadlines. Three (3) months later, production reports quality problems with the new glass. The project manager determines that the supplier change caused quality problems. How should the project manager avoid this Issue In future?

Confirm that an implemented risk response is effective.
Update the risk information to the lessons learned register.
Review the assumption log to revisit or change current assumptions.
Evaluate new risks and update the probability and impact matrix.

Who is responsible for organizing training of the new staff on a project?

Project Manager
Team Lead
Training Coordinator
Human Resources Manager

Which tool or technique is used in the Plan Scope Management process?

Benchmarking
Variance Analysis
Expert Judgment
Critical Path Method

Your project has just passed its finish date and the customer has accepted the completed project scope. However, the lessons learned which are required according to your company’s project management procedures are still under preparation. What is the status of the project in your opinion?

The project's status is pending based solely on financial closure.
The project is temporarily on hold until further notice from the customer.
The project is incomplete until all project and product deliverables are complete and accepted.
The project is complete as the customer has accepted the completed project scope.

Which tool or technique is an examination of industry and specific vendor capabilities?

Benchmarking
SWOT Analysis
Focus Groups
Market Research

Regression analysis, failure mode and effect analysis (FMEA), fault tree analysis (FTA), and trend analysis are examples of which tool or technique?

Delphi Technique
Expert Judgment
Analytical Techniques
Brainstorming

Enterprise environmental factors are an input to which process?

Perform Integrated Change Control
Control Scope
Direct and Manage Project Work
Plan Scope Management

The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule is known as:

Control Schedule
Develop Project Charter
Define Activities
Plan Schedule Management

During which process does a project manager review all prior information to ensure that all project work is completed and that the project has met its objectives?

Perform Integrated Change Control
Monitor and Control Project Work
Initiate Project
Close Project or Phase

A project manager providing information to the right audience, in the right format, at the right time is an example of which type of communication?

Effective
Passive
Aggressive
Assertive

What is the schedule performance index (SPI) if the planned value (PV) is $100, the actual cost (AC) is $150, and the earned value (EV) is $50?

0.75
1.5
1.0
0.5

Which quality management and control tool is useful in visualizing parent-to-child relationships in any decomposition hierarchy that uses a systematic set of rules that define a nesting relationship?

Fishbone (Ishikawa) Diagram
Scatter Diagram
Tree Diagram
Pareto Chart

The iterative and interactive nature of the Process Groups creates the need for the processes in which Knowledge Area?

Project Integration Management
Project Cost Management
Project Scope Management
Project Quality Management

When a backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during a forward pass calculation, this causes which type of total float?

Zero
Free
Negative
Positive

Which process involves developing an approximation of the monetary resources needed to complete project activities?

Estimate Costs
Determine Budget
Control Costs
Plan Procurement Management

Whose approval may be required for change requests after change control board (CCB) approval?

Team Members
Project Manager
Suppliers
Customers or Sponsors

What is a deliverable-oriented hierarchical decomposition of the work to be executed to accomplish the project objectives and create the required deliverables?

Resource Breakdown Structure (RBS)
Project Scope Statement
Work Breakdown Structure (WBS)
Gantt Chart

The CPI is .92, and the EV is US$172,500. What is the actual cost of the project?

US$180,000
US $187,500
US$158,000
US$200,000

During a meeting, a project manager learns that a business result needs to be delivered in four weeks, although the original plan was sixteen weeks. The project manager also hears that there is no available technical resource who might be able to join the team. The project manager knows the technical resource manager because they worked together on a previous project. What is the first thing the project manager should do?

Redistribute the existing work among the current team members to meet the new deadline.
Inform the client that the deadline cannot be met without additional resources.
Check with the technical resource manager to see if there is an available technical resource.
Immediately escalate the issue to senior management without further inquiry.

A project manager with limited experience managing globally-distributed team members receives a project that has team members from five countries, spanning three continents. To successfully manage this project, the project manager needs to develop cultural sensitivity. What should the project manager do?

Delegate the responsibility of cultural integration to the team members themselves without the project manager's involvement.
Assume that all communication and work habits are uniform across different cultures.
Require all team members to follow the project manager's local working hours regardless of their time zone.
Be flexible when working with team members, recognize that culture is learned, and be aware of local customs.

You are the newly appointed project manager of a high-profile, critical project for your organization. The project team is structured outside your normal organizational structure, and you have full authority for this project. What type of organization does this describe?

Functional
Hybrid/Composite
Matrix
Projectized

You are starting a new project using an agile methodology. During the project, you know there will be a large amount of collaboration, especially during the period where your team members will be working in pairs on project tasks. You are concerned that lessons learned during this collaboration will not be captured appropriately to benefit other areas of the project and organization. To alleviate this, you decide to outline an expectation for the working environment for how your team will capture and report lessons learned. Where should you document this expectation?

The Agile Manifesto
The Project Scope Statement
The Team Charter
The Project Management Plan

A customer is not satisfied with the delivered product, saying that it was not what they expected. The project manager is surprised because the agile development team delivered the product several iterations early. What is one way that the project manager could have avoided this result?

Relied solely on written requirements without customer feedback
Reduced the number of iterations to speed up delivery
Waited until the final product was complete before showing it to the customer
Made sure that the customer was aware of the value of demos

Developing an accurate project schedule is an important part of the planning process. You have used the Critical Path Method to ensure that you identify the critical path within your schedule network. Which of the following statements is true?

The project schedule is generated by a computer Planning - Schedule Management Answer is A The project schedule is often a graphical representation showing activities, start and finish dates and is used to show what has actually happened with regards to the scheduled work. The baseline is described in Answer B. Answers C and D are there as distractions, as we can build a schedule
The project schedule is often a graphical representation showing activities, start and finish dates and is used to show what has actually happened with regards to the scheduled work.
The project schedule is often a graphical representation showing the approved activities, start and finish dates and is used to compare what has actually happened
The project schedule is always a Gantt Chart generated from a computer program

In a meeting with the project stakeholders you are presenting a performance report which was produced using the following data: EAC = 350, BAC = 300, ETC = 200 and AC=150. Variances to date are expected to continue. You are asked by the project sponsor if it's possible for you to complete the project within your original cost performance baseline, and if so, at what efficiency rate would you need to perform. What is the best answer to this question?

Because the EAC is more than the BAC, you will complete the project over budget
You can still complete the project within budget, if your Cost Performance Index is at or above 1.14 the rest of the way
Because the BAC is less than the EAC, you will complete the project under budget
You do not have enough data to answer this question

You are managing a project and one of your vendors submits a deliverable that you feel is incomplete. He disagrees and insists that his work is done and refuses to do any further work on it. How should you handle this situation?

Have a mediator help resolve the issue.
File a lawsuit to force the vendor to complete the work or pay you damages.
Involve your procurement specialists, then refer to applicable claims administration procedures
Accept the work as completed.

Check Answers

Retake Quiz

The PMP exam is a challenging test for Project Management Professionals administered by the Project Management Institute (PMI).

Contents hide

1 How Long Is The PMP Exam?

2 What Is The Cost Of The PMP Exam?

Here are some key points about the PMP practice exams and the certification exam:

The PMP exam consists of 180 questions to be answered within 230 minutes, covering three domains: People (42%), Process (50%), and Business Environment (8%).
The exam includes various question formats like multiple-choice, multiple-response, matching, hotspot, and fill-in-the-blank.
The new version of the exam emphasizes agile and hybrid approaches.
Candidates are recommended to spend about 35 hours preparing for the exam.
The PMI offers an online PMP practice exam with immediate feedback on each question and a performance summary.
Feedback from test-takers on Reddit suggests that the actual PMP exam may be easier than some practice exams, with a more straightforward format and clear answers.

Preparing adequately for the PMP exam is crucial to passing this challenging certification test.

How Long Is The PMP Exam?

The PMP exam is 230 minutes long, allowing candidates to complete 180 questions within this time frame.

Additionally, there is a 15-minute tutorial session to familiarize test-takers with the exam environment before the exam starts.

What Is The Cost Of The PMP Exam?

The cost of the PMP exam varies depending on whether you are a PMI member or not. For PMI members, the exam fee is $405, while for non-members, it is $575.

Preparing for the exam incurs additional costs for study materials, training courses, and practice exams. These can range from $50 to $150 for mock questions and $100 to $180 for books.