PMP Sample Exam (200 Questions)

200 Questions | Total Attempts: 1061

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PMP Sample Exam (200 Questions)

200 randomly chosen PMP exam questions from various resources.


Questions and Answers
  • 1. 
    Being assigned as a project manager, you noticed during executing that conflicts arise in the team on both, technical and interpersonal level. What is an appropriate way of handling conflicts?
    • A. 

      Conflicts distract the team and disrupt the work rhythm. You should always smooth them when they surface.

    • B. 

      A conflict should be handled in a meeting so that the entire team can participate in solution finding.

    • C. 

      Conflict should be addressed early and usually in private, using a direct, collaborative approach.

    • D. 

      You should use your coercive power to quickly resolve conflicts and then focus on goal achievement.

  • 2. 
    What is the purpose of a Project charter?
    • A. 

      To formally authorize a project or a phase and document initial requirements that satisfy the stakeholder’s needs and expectations.

    • B. 

      To document how the project will be planned, executed, monitored/controlled, and closed.

    • C. 

      To link the project, which is going to be planned, executed, and monitored/controlled to the ongoing work of the organization.

    • D. 

      To describe the process of performing the work defined in the project management plan in order to achieve the project’s objectives.

  • 3. 
    The concept of the _________ states that changes related to one requirement— scope, time or cost—will at least influence one other element.3
    • A. 

      Three-point estimation

    • B. 

      Triple constraint

    • C. 

      Three wise men

    • D. 

      Three needs theory

  • 4. 
    Your organization discusses running a project which will entail an investment of $1,000,000. The product from the project is forecasted to create revenues of $250,000 in the first year after the end of the project and of $420,000 in each of the two following years.   What is true for the Net present value of the project over the three years cycle at a Discount rate of 10%?
    • A. 

      The net present value is positive, which makes the project attractive.

    • B. 

      The net present value is positive, which makes the project unattractive.

    • C. 

      The net present value is negative, which makes the project attractive.

    • D. 

      The net present value is negative, which makes the project unattractive.

  • 5. 
    What does the term Best practice often refer to?
    • A. 

      A standardized set of deliverables, like plans, reports, and checklists.

    • B. 

      A set of Tools and techniques that a project manager should master.

    • C. 

      The concept of State of the art applied to project management.

    • D. 

      A specific sequence of work, described in terms of Soft logic.

  • 6. 
    The Communications management plan is a document, which includes descriptions of
    • A. 

      Project level performance reports

    • B. 

      Activity level status reports

    • C. 

      Stakeholder communication requirements

    • D. 

      Responsibility assignments

  • 7. 
    _________ are/is usually not a manifestation of unique organizational cultures and styles.
    • A. 

      Shared visions, values, norms, beliefs, and expectations

    • B. 

      Individual traits and attitudes of co-workers

    • C. 

      View of authority relationships

    • D. 

      Policies, methods, and procedures

  • 8. 
    Which of the following is generally not regarded as an element of active listening:
    • A. 

      Making eye contact

    • B. 

      Paraphrasing

    • C. 

      Interpreting the information

    • D. 

      Interrupting when appropriate

  • 9. 
    You could obtain measuring equipment with very high accuracy and precision. You used it to make a sequence of measurements directly at a production process output and depicted the results on the following Control chart.           Which statement is the best conclusion from these results?
    • A. 

      The process has high precision but low accuracy. It should be adjusted.

    • B. 

      The process has high precision but low accuracy. It should be improved.

    • C. 

      The process has high accuracy but low precision. It should be adjusted.

    • D. 

      The process has high accuracy but low precision. It should be improved.

  • 10. 
    When should Lessons learned be organized?
    • A. 

      During the project lifecycle and at the end.

    • B. 

      At the end of the project during closing.

    • C. 

      After the end of the project at a project post-mortem meeting.

    • D. 

      Lessons learned can be organized when there is time available.

  • 11. 
    Which of the following documents is not used as input for the Verify scope process?
    • A. 

      The Project management plan, containing the scope baseline consisting of the project scope statement and its associated WBS and WBS dictionary.

    • B. 

      The Validated deliverables, completed and checked for correctness by the Perform quality control process.

    • C. 

      The Requirements traceability matrix, linking requirements to their origin and tracing them throughout the project lifecycle.

    • D. 

      The RACI matrix, describing accountabilities in case of product rejection.

  • 12. 
    • A. 

      Changes are generally not predictable, therefore planning for change management cannot be sensible.

    • B. 

      Planning for change management should be done while the various change control processes are being applied.

    • C. 

      Change management can be planned in a set of management plans or a specific change management plan.

    • D. 

      Changes are a sign of bad planning. One should avoid changes during a project thus eliminating the need to manage them.

  • 13. 
    According to Bruce Tuckmann, which are the stages of team development?
    • A. 

      Honeymoon, rejection, regression, acceptance, re-entry

    • B. 

      Forming, storming, norming, performing

    • C. 

      Tell, sell, consult, join

    • D. 

      Direct, support, coach, delegate

  • 14. 
    What is not a reason for companies to organize Lessons learned?
    • A. 

      Lessons learned databases are an essential element of the organizational process assets.

    • B. 

      Lessons learned should focus on identifying those accountable for errors and failures.

    • C. 

      Lessons learned sessions should bring about recommendations to improve future performance on projects.

    • D. 

      Phase-end lessons learned sessions provide a good team building exercise for project staff members.

  • 15. 
    How does a project management team stay in touch with the work and the attitudes of project team members?
    • A. 

      By observation and communication

    • B. 

      Using closed questions during team meetings

    • C. 

      Through third-party assessments

    • D. 

      Through the team members’ functional managers

  • 16. 
    Which document is developed along the risk management processes from Identify risks through Plan risk responses to Monitor and control risks?
    • A. 

      List of risk triggers

    • B. 

      Risk register

    • C. 

      Risk mitigation

    • D. 

      Decision tree

  • 17. 
    A customer requires from you a minor scope change and expects you to do this without delays and additional costs. You believe that you have adequate authorization to make the decision by yourself, but you are not quite sure.   What should be your next steps?
    • A. 

      A requested change is always an opportunity to get more money paid by the customer and to secretly solve schedule and quality problems. You should make some reasonable estimates on time, costs, risks etc. and then add a nice margin on top of that to calculate the new price.

    • B. 

      Customer satisfaction is your top priority. The customer gives you an opportunity to increase their satisfaction, which you should use to the maximum benefit. Most project managers have contingencies to cover risks; these can be used to pay the additional costs.

    • C. 

      Before making a decision you should have a look at the customer’s parking lot. If you find there many expensive, new models, it is likely that you can use the requested change to increase the profit from the contract. Otherwise you should reject the request.

    • D. 

      Handle the request according to the integrated change control processes described in your management plans. Then make a decision together with the appropriate change control body, whether the increased customer satisfaction will be worth the extra costs, work, risks etc.

  • 18. 
    A facilitator should…
    • A. 

      …be in full control of the discussion and its outcomes.

    • B. 

      …always take notes by herself.

    • C. 

      …avoid a flip chart Parking lot.

    • D. 

      …give guidance as required without interfering.

  • 19. 
    As the project manager in a software project which is currently being initiated, you want to assess high level risks. What should you do?
    • A. 

      Develop the Project charter and a Risk management plan to start identifying risks based on those and other documents.

    • B. 

      Identify and analyze risk events using qualitative and quantitative techniques.

    • C. 

      Develop contingency plans and fallback plans in case the original plan proves wrong.

    • D. 

      Discuss the risks documented in your Risk register with the project key stakeholders.

  • 20. 
    In most jurisdictions, a legally required order of formal statements establishing a contract is:
    • A. 

      Invitation to treat, offer, PO

    • B. 

      Inquiry, bid, order

    • C. 

      Offer, acceptance

    • D. 

      MoU, LoI, final agreement

  • 21. 
    What should managers consider before conducting a performance-evaluation interview with a project team member?
    • A. 

      Which management fallacies can most easily be delegated to the worker?

    • B. 

      How can discussion of the manager’s leadership style be avoided?

    • C. 

      Has the employee been provided with sufficient instructions and work tools?

    • D. 

      How can dispute related to unsatisfactory performance be avoided?

  • 22. 
    Which statement describes best handling of assumptions during the Initiating processes?
    • A. 

      It is the responsibility of the sales person in charge to identify all risks related to a customer project.

    • B. 

      Managing and organizing assumptions means avoiding risks right from the start of the project.

    • C. 

      Organizational, environmental and external assumptions should be addressed by the project charter.

    • D. 

      Risks are a sign of uncertainty. Avoiding all uncertainties means that a project should have no risks at all.

  • 23. 
    A WBS dictionary is a document which…
    • A. 

      …describes technical terms used for scope management.

    • B. 

      …describes the details for each component in the WBS.

    • C. 

      …translates essential WBS terms for global project teams.

    • D. 

      …helps translating functional into technical requirements.

  • 24. 
    You are in the process of contacting sellers to obtain bids and proposals. You found out that it might become a time-consuming procedure to ensure that the sellers get a clear and common understanding of the procurement process and of the needs of your project. Which technique may help you save time?
    • A. 

      Bidder conferences

    • B. 

      Advertising

    • C. 

      Qualified sellers list

    • D. 

      Four-eyes meetings

  • 25. 
    • A. 

      When you break down scope to create a Work breakdown structure (WBS).

    • B. 

      When you assign a human resources to do the work in a Schedule activity.

    • C. 

      When you develop acceptance criteria for work results to be achieved by the team members.

    • D. 

      When you decide upon recognition and awards during Team development