This the third of our free PMP practice exams. It includes another 50 challenging PMP practice questions. These are written in the same style as the actual questions that are found on the Project Management Professional certification exam. This is an interactive practice test with detailed explanations for all of the answers.
Project scope management plan and WBS
Project scope statement and WBS
Project scope management plan and project scope statement
Project scope statement in addition to schedule and cost baselines
Monitor and Controlling
Find an effective way to gather the requirements of all stakeholders.
Try to find the most important stakeholders and make sure to satisfy them.
Collect the requirements of the most influential stakeholders.
Not all stakeholders are really important, so eliminate some of them to increase your efficiency.
None, the project manager has always less power than the functional manager.
Report this accurately on the status report and ensure that activities are re-estimated as necessary, to keep the team completely occupied.
Report on the status report that each team member was busy for 37.5 hours, and use the time saved for other activities not related to the project.
Avoid mentioning these kinds of savings on status reports.
Report the accurate status to your manager and send a separate report stating that each team member was busy for 37.5 hours.
Design for X
Root cause analysis
Ask the project team members to work overtime in order to compensate for their low level of competency.
Inform the stakeholders that the project is behind schedule.
Modify the activity duration estimations and the schedule considering the actual competency levels.
Keep the schedule as it is because no delay has happened yet.
Updated project management plan
Updated organizational process assets
Contingent response strategy
Normal or Common Cause
Special or Assignable Cause
Common or typical Cause
Project Performance Report
Get the stakeholder involved in the project as early as possible
Escalate the problem to the stakeholder’s manager to direct his activities to other projects
Resist against the changes that this stakeholder initiates so he/she realizes that you do not accept any changes
Try to get this stakeholder eliminated from your project
Funding Limit Reconciliation
The quality of work will be affected
The resource utilization schedule will be affected
The start of the successor activity will be delayed
Project duration increases
Risk Response plan
Begin creating a project scope statement
Begin estimating the activities required to complete the scope of work
Acquire the project team and start working
Create an activity list
According to the other project manager, examine project expenses to see if any are indirect expenses that could be taken off your project.
Use your contingency reserves.
Re-estimate the project costs.
Crash the project.
Project financial closure
Project formal acceptance
Record the project lessons learned
Release the project resources
Contingent response strategies
Meet with your managers and inform them that the project cannot be completed on time.
Cut some of the product scope.
Investigate to find schedule compression options and then present your managers with those options.
Increase the working hours of the project staff.
Project Staffing Plan
Project Execution Plan
Work Performance Data
- Work performance data
- Issue log
- Change requests
- Project management plan updates
- Project documents updates
- Organizational process updates
The project manager is responsible for managing stakeholders’ expectations
The project manager is accountable for the project's ultimate success or failure
The project manager is assigned after the project charter is created
The project manager may initiate changes to the project scope
Ask your manager if that information was simply a typographical error.
Do nothing because your manager is responsible for the information that he has provided to his managers.
Quit the company because you might be blamed for presenting false information.
Notify the appropriate management immediately.
Organizational process assets
The team member should have presented the standard deviation of the estimations.
The Activity Duration Estimate should have also mentioned the predecessor or successor activity to which the lag or lead is attached.
Activity duration estimates should not include any lag or lead information.
All the estimates should have the same units of measure.
Consider a larger contingency reserve to compensate for such happenings
Review the project charter more thoroughly, examining the business case for shortcomings
Do a better job on stakeholders management
Do a more thorough job of estimating
Check the CPI
Check the SPI
Meet with the team and review your expectations
Develop a management strategy
Project scope baseline
Project scope statement
Ongoing throughout the project
During the Perform Qualitative Risk Analysis process
During the Perform Quantitative Risk Analysis process
During the Plan Risk Management process
WBS, Updates to Requirements traceability matrix
Project scope statement, WBS
Project scope statement, Updates to Requirements traceability matrix
Project scope statement, Project charter
Individual and Team Assessments
Observation and Conversation
Ahead of schedule
Not enough information
Since SPI is less than 1 we can conclude the project is behind schedule.
Cover the delay with your schedule reserves
Fast track the project
Crash the project
Notify the project stakeholders immediately
Document the situation
Inform your management about the issue
Talk to the company lawyer to start the legal process
Ask the project team to recheck the deliverables
Resource Leveling can increase the length of the critical path.
Resource leveling is necessary when some resources have been over-allocated.
The primary purpose of resource leveling is to keep resource usage at a constant level.
Resource leveling is applied to a schedule before it has been analyzed by the critical path method.
Further compress the schedule
Refuse the request
Add project resources
Cancel all meetings
Inside the normal distribution curve
Close to the statistical independence point
Within the specification limits
Above and below the specification limits
- Planned value = $500,000
- Actual cost = $530,000
- Earned value = $520,000
SV = EV − PV
SV = 520,000 − 500,000
SV = $20,000
Requirements as to which subcontractors can be used
A force majeure clause
A clear contract statement of work
hire the best.
move people into project management because they have had project management training.
promote from within.
move people into project management because they are good in their technical fields.
Plan Risk Response
Implement the change control process
Find the cause of cost overrun
Determine the budgeted cost
Inform the stakeholders
A project coordinator has some authority and can make some decisions
A project expeditor reports to a higher-level manager
A project coordinator cannot make any decisions
They are both the same and they have lower authority than a project manager