The new PMP exam pattern, which was in effect on January 2, 2021, was centered on three domains: People, Process, and Business Environment, and was designed to fulfill the demand for more diversified skills and approaches than ever before. It has 180 questions that blend multiple choice, multiple response, matching, hotspot, and fill-in-the-blank questions to cover the revised three domains. However, SPOTO only provides 200+ questions to help you prepare for the actual test.
With our PMP exam prep, there is no need to waste time retaking the PMI exam. This PMP exam practice exam, based on the PMBOK guide, covers every area of the PMP exam, allowing you to assess your knowledge in project management and prepare for the real thing. Today, give it a try!
If you have thoroughly studied the latest version of the PMBOK® Guide and achieve a score of at least 75% – 80% on the mock examinations below, you have a perfect chance of passing the PMP® Exam!
1. As a project manager, you are using an Ishikawa Diagram to figure out what could have caused the potential risks in the project. Which process best describes the process in which you are involved?
A. Plan Risk Responses
B. Plan Quality
C. Identify Risks
D. Control Quality
Explanation: Cause and effect diagrams (also known as Ishikawa or fishbone diagrams) are used on quality management and risk management. However, the situation explained in this question refers only to the information gathering techniques of the Identify Risks process.
2. You are a construction project manager. In a formal project management training, you are told that you need to collect information on contract schedule, scope, quality, cost performance, and all contract change documentation, payment records, and inspection results. Your instructor also tells you that this information can be used for lessons learned and as a basis for evaluating contractors for future contracts. Which document is your instructor talking about?
A. Procurement Documentation
B. Claims Administration
C. Close Project or Phase
D. Inspections and Audits updates
Explanation: According to the PMBOK® Guide (6th Edition), to close the contract, all procurement documentation is collected, indexed, and filed. Information on contract schedule, scope, quality, and cost performance, along with all contract change documentation, payment records, and inspection results, are cataloged. This information can be used for lessons learned and as a basis for evaluating contractors for future contracts.
3. You are managing an IT project, and currently, you are involved in the process of activity cost estimation. The software testing activity will cost you $150 with the probability of 30%, $170 with the possibility of 50%, and $220 with the chance of 20%. What is the Expected Monetary Value of the activity cost?
Explanation: The Expected Monetary Value of the activity cost is:
(150 × 0.3) + (170 × 0.5) + (220 × 0.2) = 174
You may also like: PMBOK 7: Last Update on PMBOK Guide 7th Edition
4. Your project has a budget of $1,000,000 and is expected to last for one year. The work and funding are spread evenly across all months. Right now, the CPI is 0.8. What is Variance at Completion in this case?
Explanation: Variance at Completion = BAC − EAC
Estimate at Completion (EAC) = BAC / CPI
= $1,000,000 / 0.8
Variance at Completion = $1,000,000 − $1,250,000
5. According to the latest update of the project schedule, you realize that the project will be completed one month after the desired completion date. You have extra resources on hand, and the activity dependencies are preferential. The project is not of high risk, and the SPI up to now is 0.89. As a project manager, what would be your best course of action under these circumstances?
A. Eliminate some of the activities which are of lower importance
B. Leveling the resources
C. Make more activities concurrent
D. Shift some of the resources from the preferential dependencies to the external ones.
Explanation: Leveling the resources would generally increase the project duration. Removing the activities under some conditions and using the project change process (discretionary dependency) might be possible. Still, considering that dependencies are preferential and you have extra resources, the first thing could be to make more activities concurrent.
6. Conflicts are common and unavoidable in projects. Which of the following are the three most common sources of conflicts in projects?
A. Schedules, Project priorities, Resources
B. Cost, Resources, Personalities
C. Project priorities, Resources, Cost
D. Schedules, Cost, Resources
Explanation: Conflict can come from seven primary sources, of which the first three account for 50%:
- Project priorities
- Manpower/human resource availability
- Technical opinions
- Procedural or project administration
7. As the manager of a highly critical project, you walk into your office and receive a phone call from your client notifying you that they need an urgent review meeting about the delay in delivering one of the significant pieces of equipment for the project. You open your email, and you get bombarded with the emails coming from two of your team about a conflict that started between them this morning. After a few minutes, you get a phone call from one of them while the other one shows up at your office. Which conflict resolution technique would you use immediately?
Explanation: Collaborating or problem-solving is the best way to resolve conflict but not in this situation. Since you should choose a technique to deal with the conflict immediately and explain an urgent meeting on an essential issue in your critical project that you need to take care of, the best method in this situation would be to delay the conflict resolution, i.e., smoothing.
Is your preparation for PMP certification exam on track? Take up the PMP Exam Prep Practice Test and assess your skills!
8. You have recently been assigned as the manager of a highly critical national project that should be finished briefly compared to similar projects. After developing the first draft of the project network diagram, you see that the project cannot be completed on time. If the network diagram cannot be changed anymore and you have extra human resources, what would be the best approach?
A. Fast tracking
B. Risk analysis
C. Leveling the resources
Explanation: In this situation, leveling the resources will generally increase the duration. Since the network diagram cannot be changed, the fast-tracking option is also not feasible. So crashing remains the best option in this situation to decrease the duration.
9. You have just been hired as the project manager in a large company and given the approved project charter. You know that your company always undertakes very challenging projects, and your project is not an exception. What should be your first course of action?
A. Start developing a project management plan
B. Confirm that all of the stakeholders have contributed to the scope
C. Identify project risks
D. Plan risk management
Explanation: Read the question carefully. As the project manager, you have not been involved in the project charter development; therefore, it is your responsibility to make sure that the charter is complete and all of the stakeholders have their inputs in it before proceeding with the next step in project planning.
10. As the manager of a large project, including a considerable part of procurement activities, you are about to start project closure activities. All final deliverables of the project are validated. What should be your first step in project closure?
A. Start Claims Administration
B. Start closing out contracts
C. Start Administrative Closure
D. Ensure completion of scope as per Project Management Plan
Explanation: According to the PMBOK® Guide (6th Edition), when closing the project, the project manager must review all the prior information from the previous phase closure to ensure that all project work is completed and that the project has met its objectives. Since project scope is measured against the scope management plan, the project manager reviews the scope baseline (part of the project management plan) to ensure completion before considering the project closed.
11. You are managing a project that is facing some minor delays in submitting a few project deliverables. You have been asked to a meeting with the team members in charge of the delayed deliverables. Which one of the following tools do you think is the best to be used during the meeting to show the project schedule status to the responsible team members?
A. Project Network Diagram
B. Responsibility Assignment Matrix
C. Milestone Chart
D. Gantt Chart
Explanation: In a meeting with team members, you need a tool that shows the schedule details such as delays, completion, and timeline.
12. Which one of the following items determines the acceptable range of variation of a process on a control chart?
B. Standard Deviation
C. Specification Limit
D. Upper and Lower Control Limits
Explanation: The control limits are set based on the company’s quality standard and indicate the acceptable range. Upper and lower control limits are usually set at +/− 3sigma.
13. As the project manager, you are in the planning process group of your project. You know that planning is an ongoing task throughout the project life. Currently, you have started the Estimate Costs process. Which one of the following is not needed to come up with cost estimates?
A. Project WBS
B. Business Documents
C. Risk Register
D. An activity network diagram
Explanation: Business Documents are input to the Determine Budget process but not to the Estimate Costs process.
You may also like: [Collect Them Quickly] Top 5 Must-Read PMP Prep Books for PMP Study
14. You have recently been assigned as the manager of a project after the previous manager quit the company. From the first meetings with the project team, you discover that the team’s morale is very low. You speak to some of the team members in private. You feel that they were not given opportunities to participate in team development activities and did not grow. Which of the following is a primary factor for this situation?
A. Use of zero-sum rewards in the project
B. Poor communication planning
C. Too many hierarchical levels in the project organization chart
D. A poorly defined resource calendar
Explanation: According to the PMBOK® Guide (6th Edition), resource calendars identify when the project team members can participate in team development activities. If the team members cannot find time for such activities, the calendar has likely been poorly planned out.
15. You are a junior project manager currently performing schedule controlling activities. You approach one of your experienced colleagues for advice on reanalyzing the project and predicting the project’s remaining duration. She tells you to analyze the sequence of activities with the least amount of scheduling flexibility. Which technique is she referring to?
A. Gantt chart
B. Resource leveling
C. Critical path method
D. Precedence diagramming method
Explanation: The Gantt chart is only a representation of the project schedule, not an analysis method. The precedence diagramming method is a diagramming technique that deals with the relationship between activities, not schedule flexibility. Resource leveling is used to smooth the use of the resources over some time. The only option that deals with schedule flexibility are the critical path method which uses activity floats.
16. Tom is managing a project, and he has scheduled several training programs for his team. However, he knows that apart from planned training, unplanned training also takes place in some ways. Which of these is not one of how unplanned training can happen?
A. Project performance appraisals
Explanation: According to the PMBOK® Guide (6th Edition), scheduled training occurs as stated in the Human Resource plan and could include online, classroom, on-the-job, etc. Unplanned training, however, takes place through conversation, observation, and project performance appraisals conducted during the controlling process of managing the project team.
17. As the project manager, you are reviewing the control chart related to one of the project deliverables, and you find seven data points in a row on one side of the mean. What should be your following action?
A. According to the rule of seven, this is normal, and no action is required
B. Find an assignable cause
C. Modify the mean
D. Perform the quality measurements again to make sure about the data points correctness
Explanation: This is an example of the application of the rule of seven in control charts. If you have seven data points in a row on the same side of the mean, statistically, the mean has shifted, calling for action to correct the problem. Therefore, the first action is to find the cause of the errors.
18. As the manager of a large construction project, you are currently meeting with the project management team to decide on a procurement contract. There are opposing views among the team members on the type of contract that best suits your situation. Which of the following types of contracts have the most cost risk for your organization as a buyer?
A. Time and materials
B. Cost plus award fee
C. Fixed price incentive fee
D. Cost plus the percentage of costs
Explanation: In a cost-plus percentage of costs contract, the buyer pays all costs while the costs are not limited. The buyer has the least cost risk in a fixed price type of contract, as the seller bears any cost overruns.
You may also like: Part 2: Top Project Management Interview Questions and Answers in 2021
19. As a project manager, you are approached by one of the project stakeholders asking for a change in the project work breakdown structure. The stakeholder brings enough reasons to show that the change does not affect the project time or cost. What is the best action for you in this situation?
A. Ignore the change and ask the stakeholder to request a change formally
B. Since there are no time and cost effects, implement the change
C. Raise the change to your management
D. Look for other impacts that the change may have
Explanation: Even though it may not directly affect the time or cost of the project, you need to look at all the impacts of a change on other project constraints. The change may increase risk, reduce quality, etc. As a project manager, the best thing to do is to know all of the impacts of a change before taking any other action.
20. As a project manager, Tom is currently involved in the Control Procurements process. According to the records, one of the vendors has not delivered the items on time. The root-cause analysis shows that the problem was in the proposal evaluation activities that could have been done more accurately. What should Tom do at this point?
A. Update Organizational Process Assets
B. Conduct Procurement Audits
C. Update Procurement Documentation
D. Update Procurement Contracts
Explanation: Lessons learned are a part of Organizational Process Assets. The Project Manager should update this with the procurement experience so that future projects can benefit. Organizational Process Assets Updates are an output of Control Procurements.
Other Free Resources for Your PMP Exam Prep
- PMP® Glossary Flashcard – explaining important terms in an interactive format ([Free PMP Resources] PMP Flashcards (Glossary A–D) — Quickly Memorize Your PMP Study)
- Commonly Confused Terms – the terms appear rather unclear to many Aspirants. Can you tell the difference between them? (Free PMP Cheat Sheets and Formulas in 2021)
- PMP® Formulas – An in-depth explanation is provided for the Earned Value Management formulas in particular (How is Earned Value Calculated in Project Management?)
If you want more free learning resources about PMP exam, join our PMP study group where you can access the latest news, free practice tests & sample questions, etc.
Suppose you’re considering studying for the PMP exam. In that case, SPOTO offers a multitude of study materials and the best service, including training courses, real-time updated exam dumps, only 200+ questions covering authentic exam questions, approval applications, and online PDUs packages for PMP® Certificate renewal.
Allow SPOTO to clear the path for you!