{"id":3165,"date":"2021-09-15T10:36:23","date_gmt":"2021-09-15T02:36:23","guid":{"rendered":"https:\/\/blog.spotodumps.com\/?p=3165"},"modified":"2021-09-15T10:36:23","modified_gmt":"2021-09-15T02:36:23","slug":"part-2-try-free-pmp-practice-exam-2021-based-on-pmbok-6th","status":"publish","type":"post","link":"https:\/\/blog.spotodumps.com\/index.php\/2021\/09\/15\/part-2-try-free-pmp-practice-exam-2021-based-on-pmbok-6th\/","title":{"rendered":"Part 2: Try Free PMP Practice Exam 2021 Based on PMBOK 6th"},"content":{"rendered":"

If you approach the PMP exam<\/a><\/strong><\/em> solely as a knowledge-based test, you will fail. Yes, it has an extensive curriculum, and the questions are complex.<\/span><\/p>\n

As a result, you must write the practice tests<\/a><\/strong><\/em> to enter the psychological zone required to perform efficiently throughout the exam. Furthermore, practice exams allow you to track your progress and fine-tune your test-taking strategy. Is it possible for me to recall the concepts I learned? Is there any information I’m missing that’s causing me to make stupid mistakes? All of these questions are critical. And the only way to respond is to write the practice tests. You should give it a shot today!<\/span><\/p>\n

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Further Reading:<\/strong><\/p>\n

Download Free PMP Exam Questions and Answers for 2021-PMBOK 6th<\/a><\/p>\n

Part 2: Download Free PMP Exam Questions and Answers for 2021-PMBOK 6th<\/a><\/p>\n

Part 3: Download Free PMP Exam Questions and Answers for 2021-PMBOK 6th<\/a><\/p>\n

Part 4: Download Free PMP Exam Questions and Answers for 2021-PMBOK 6th<\/a><\/p>\n

Part 5: Download Free PMP Exam Questions and Answers for 2021-PMBOK 6th<\/a><\/p>\n

Part 1: Try Free PMP Practice Exam 2021 Based on PMBOK 6th<\/a><\/p><\/blockquote>\n

Question 11<\/strong><\/h3>\n

You are managing a project 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 session to show the project schedule status to the responsible team members?<\/span><\/p>\n

A. Gantt Chart<\/span><\/p>\n

B. Project Network Diagram<\/span><\/p>\n

C. Milestone Chart<\/span><\/p>\n

D. Responsibility Assignment Matrix<\/span><\/p>\n

Answer: A<\/span><\/p>\n

Question 11 Explanation:<\/span><\/strong>\u00a0In a meeting with team members, you need a tool that shows the schedule details such as delays, completion, and timeline.<\/span><\/p>\n

Question 12<\/strong><\/h3>\n

Which one of the following items determines the acceptable range of a process variation on a control chart?<\/span><\/p>\n

A. Mean<\/span><\/p>\n

B. Standard Deviation<\/span><\/p>\n

C. Upper and Lower Control Limits<\/span><\/p>\n

D. Specification Limit<\/span><\/p>\n

Answer: C<\/span><\/p>\n

Question 12 Explanation:<\/span><\/strong>\u00a0The control limits are set based on the company’s quality standard and indicate the acceptable range. Upper and lower control limits are usually positioned at +\/\u2212 3sigma.<\/span><\/p>\n

Question 13<\/strong><\/h3>\n

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?<\/span><\/p>\n

A. Project WBS<\/span><\/p>\n

B. Risk Register<\/span><\/p>\n

C. An activity network diagram<\/span><\/p>\n

D. Business Documents<\/span><\/p>\n

Answer: D<\/span><\/p>\n

Question 13 Explanation:<\/span><\/strong>\u00a0Business Documents are input to the Determine Budget process but not the Estimate Costs process.<\/span><\/p>\n

Question 14<\/strong><\/h3>\n

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?<\/span><\/p>\n

A. Poor communication planning<\/span><\/p>\n

B. Too many hierarchical levels in the project organization chart<\/span><\/p>\n

C. Use of zero-sum rewards in the project<\/span><\/p>\n

D. A poorly defined resource calendar<\/span><\/p>\n

Answer: D<\/span><\/p>\n

Question 14 Explanation:<\/span><\/strong>\u00a0According to the PMBOK\u00ae Guide (6th Edition), resource calendars identify times the project team members can participate in team development activities. The calendar has likely been poorly planned out if the team members cannot find time for such actions.<\/span><\/p>\n

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Question 15<\/strong><\/h3>\n

You are a junior project manager currently performing schedule controlling activities. You approach one of your experienced colleagues for advice on how to reanalyze the project and predict 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?<\/span><\/p>\n

A. Resource leveling<\/span><\/p>\n

B. Gantt chart<\/span><\/p>\n

C. Critical path method<\/span><\/p>\n

D. Precedence diagramming method<\/span><\/p>\n

Answer: C<\/span><\/p>\n

Question 15 Explanation:<\/span><\/strong>\u00a0The Gantt chart only represents the project schedule, not an analysis method. The precedence diagramming process 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.<\/span><\/p>\n

Question 16<\/strong><\/h3>\n

Tom is managing a project, and he has scheduled some 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 random training can happen?<\/span><\/p>\n

A. Project performance appraisals<\/span><\/p>\n

B. Observation<\/span><\/p>\n

C. Online<\/span><\/p>\n

D. Conversation<\/span><\/p>\n

Answer: C<\/span><\/p>\n

Question 16 Explanation:<\/span><\/strong>\u00a0According to the PMBOK\u00ae 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.<\/span><\/p>\n

Question 17<\/strong><\/h3>\n

As the project manager, you review 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?<\/span><\/p>\n

A. Find an assignable cause<\/span><\/p>\n

B. According to the rule of seven, this is normal, and no action is required<\/span><\/p>\n

C. Perform the quality measurements again to make sure about the data points correctness<\/span><\/p>\n

D. Modify the mean<\/span><\/p>\n

Answer: A<\/span><\/p>\n

Question 17 Explanation:<\/span><\/strong>\u00a0This is an example of applying 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.<\/span><\/p>\n

Question 18<\/strong><\/h3>\n

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 one of the following types of contracts has the most cost risk for your organization as a buyer?<\/span><\/p>\n

A. Fixed-price incentive fee<\/span><\/p>\n

B. Time and materials<\/span><\/p>\n

C. Cost plus award fee<\/span><\/p>\n

D. Cost plus the percentage of costs<\/span><\/p>\n

Answer: D<\/span><\/p>\n

Question 18 Explanation:<\/span><\/strong>\u00a0In a cost-plus percentage of costs contract, the buyer pays all costs while not limited. In a fixed price type of contract, the buyer has the least cost risk, as the seller bears any cost overruns.<\/span><\/p>\n

Question 19<\/strong><\/h3>\n

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?<\/span><\/p>\n

A. Look for other impacts that the change may have<\/span><\/p>\n

B. Since there are no time and cost effects, implement the change<\/span><\/p>\n

C. Raise the change to your management<\/span><\/p>\n

D. Ignore the change and ask the stakeholder to request a change formally<\/span><\/p>\n

Answer: A<\/span><\/p>\n

Question 19 Explanation:<\/span><\/strong>\u00a0Even 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 difference may increase risk, reduce quality, etc. As a project manager, the best thing to do is know all of the impacts of a change before taking any other action.<\/span><\/p>\n

Question 20<\/strong><\/h3>\n

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?<\/span><\/p>\n

A. Update Procurement Documentation<\/span><\/p>\n

B. Update Organizational Process Assets<\/span><\/p>\n

C. Update Procurement Contracts<\/span><\/p>\n

D. Conduct Procurement Audits<\/span><\/p>\n

Answer: B<\/span><\/p>\n

Question 20 Explanation:<\/span><\/strong>\u00a0Lessons 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.<\/span><\/p>\n

Conclusion<\/strong><\/h2>\n

You can be confident that you will pass the actual exam if you routinely score more than 75% on your practice tests. Use SPOTO 100% actual exam dumps<\/a><\/strong><\/em> as a feedback mechanism to fine-tune your strategy for exam success.<\/span><\/p>\n

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Latest SPOTO Candidates Pass Feedback<\/strong><\/h2>\n