This the first of our four PMP practice exams. These questions are designed to help you prepare for your Project Management Professional certification exam. There are 50 challenging questions on this practice test covering a wide range of topics. It is based on the PMBOK® Guide 6th Edition. Start your test prep right now with our free PMP practice exam!
Since this is only a probability it does not need an immediate action. Just try to gather more information as the project goes ahead and decide later on.
This requires a scope change notification that should be written immediately.
Your first and immediate action is to disclose your discovery to the project stakeholders and solicit their viewpoints.
As a seasoned construction project manager, contact the regulatory body to find out some workarounds for your project.
Deliverables can be at any level of the WBS.
WBS starts with deliverables at the highest level and ends with activities at the lowest one.
Project deliverable list is a document independent from project WBS.
Deliverables are defined at the lowest level of the hierarchical WBS.
n(n − 1)/2, where n is the number of stakeholders including yourself.
In your project, 10(10 − 1)/2 = 45.
Stick to your original schedule and tell the customer that once the contract is signed the project duration won’t change under any circumstances.
Inform the customer of the impacts of his requirement to project constraints and, after getting the required approvals, crash the project.
Accept the customer’s request and cut parts of the project scope to meet the new deadline.
Cut the duration of all project activities across the board to meet the requirement.
Since the person is assigned by your client you don’t have any authority over him, so don’t do anything.
Confront the person about his behavior and its impact on the project. Also, inform the customer about the issue.
You unilaterally decide to isolate the person and don’t let him in the project meetings.
Ask the customer to replace the person.
Leads and Lags
The Actual Cost (AC) = $25,000
Earned value (EV) = (2/5) * 50,000 since 40% of the project is complete, i.e. 2 months out of 5.
Earned Value (EV) = $20,000
This is an instance of an atypical situation in the project. Delay in the shipment of the server does not mean that all subsequent activities will finish late. Hence, the calculation used for ETC is:
ETC = BAC − EV
ETC = $50,000 − $20,000
ETC = $30,000.
Project Statement of Work (SOW)
The best approach is to ignore conflicts because they are common and unavoidable in all of the projects.
The best approach is to address the conflicts immediately and in a direct way involving both members, but preferably in private.
Conflicts are harmful to the project's progress, therefore you need to smooth them when they happen.
It’s suggested to handle conflicts in the team meetings so that everybody in the project team learns from them.
Risk Mitigation Plan
Used as a glossary to define the acronyms used in the project scope statement
Used as a glossary to define the acronyms used in the project WBS
It is used for the planning of the project resources
Describes the details of each component in the project WBS
- Actual Cost: $2,000,000
- Cost Variance: $-200,000
- SPI: 1.1
- Budget at Completion (BaC): $5,200,000
−200,000 = EV − 2,000,000
EV = 1,800,000
The project is getting 87 cents out of each dollar spent.
The progress of your project is only 87% of what it is planned, so you are behind the schedule.
Your project is running according to the budget.
You are ahead of schedule.
Responsibility Assignment Matrix (RAM)
Project Resources Matrix (PRM)
Resource Planning Chart (RPC)
Indirect and direct costs
Indirect and variable costs
Variable and fixed costs
Direct and variable costs
Monitoring & Controlling
Refer to Project Closure Guidelines in Organizational Process Assets
Release the Project Team
Perform Inspections & Audits
Perform Procurement Audits
Questionnaires & Surveys
Finish-to-start with a 15-day lag
Start-to-finish with a 15-day lead
Finish-to-finish with a 15-day lag
Finish-to-start with a 15-day lead
- Earned Value = $500,000
- Actual Cost = $550,000
- Planned Value = $600,000
Ahead of schedule and under budget
Behind schedule and under budget
Ahead of schedule and over budget
Behind schedule and over budget
SV = 500,000 − 600,000
SV = $−100,000
Since SV is negative the project is behind schedule.
CV = EV − AC
CV = 500,000 − 550,000
CV = $−50,000
Since CV is negative the project is over budget.
Project team assignments
Staffing Management Plan
Organizational Process Assets
- Business Case
- Enterprise Environmental Factors
- Organizational Process Assets
Work Performance Reports
Project document updates
- Work Performance data
- Issue log
- Change requests
- Project management plan updates
- Project document updates
- Organizational process assets updates
Default of one party
Convenience of the buyer provided in the contract
Mutual agreement of both parties to terminate
Cause or convenience outside the terminations clause of the contract
Monitor & control project work
The critical path consumes the biggest portion of the project budget compared to other paths
The critical path has zero total float and it shows the earliest possible time to complete the project
The critical path has zero or negative total float
A project can have only one critical path
Multicriteria Decision Analysis
Water fall planning
Rolling wave planning
Tasks D & E & F
Tasks B & D
Tasks C & E
Task A = 6,500
Tasks C & E = 2,000 + 3,500 = 5,500
Tasks B & D = 2,500 + 3,500 = 6,000
Tasks D & E & F = 3,500 + 3,500 + 4,000 = 11,000
Comply with the manager’s request since it is critical to the project success.
Explain to the manager that the change should be handled through the formal change management process and it should be documented.
Perform the changes according to the manager’s request because they are crucial to the project success, but document them later on when the project is on track and there are no more changes to be made.
Since what the manager has asked you is unethical you should refuse the changes.
Perform Qualitative Risk Analysis
Plan Risk Response
Measuring the project scope against the project management plan.
Performing activities such as finalizing open claims, updating records to reflect final results, and archiving such information for future use.
If a project is terminated before completion, starting procedures to investigate and document the reasons for this early termination.
Finalizing all activities across all of the Project Management Process Groups.
Project Management Plan
Project Risk Register
Negotiate with the functional manager
Change the sequence of activities so that he can cope with the resource limitations
Raise the issue to higher level managers who can decide on project priorities
Record this as a risk in the risk register
Issue a Change Request
Raise the issue to the project sponsor
Update the project risk register
Analyze the impacts of the change
A better project management plan
A more accurate risk response planning
A more accurate stakeholder identification
A clearer communication management plan
Stakeholder engagement assessment matrix (SEAM)
SV% = ($470,000 − $560,000) / $560,000
SV% = −16%
Strategies for positive risks or opportunities
Strategies for negative risks or threats
Contingent response strategies
Earn Value = (Total Cost / Total Project Months) * Total Months Completed
Earn Value = ($1,000,000 / 12) * 5
Earn Value = 416,667
CV = 416,667 − $480,000
CV = −$63,333.
Establishing Ground Rules
Initiate a change request
Raise the risk to the Sponsor
Perform inspection & audit
Perform claim administration
Project detailed schedules
Project management plans