Project Management Professional PMI-001 (PMBOK6) Practice Test

PMP test Format | Course Contents | Course Outline | test Syllabus | test Objectives

Analytical skills
 Benefit analysis techniques
 Elements of a project charter
 Estimation tools and techniques
 Strategic management
 Change management planning
 Cost management planning, including project budgeting tools and techniques
 Communications planning
 Contract types and selection criteria
 Estimation tools and techniques
 Human resource planning
 Lean and efficiency principles
 Procurement planning
 Quality management planning
 Requirements gathering techniques (e.g., planning sessions, brainstorming, and focus groups)
 Regulatory and environmental impacts assessment planning
 Risk management planning
 Scope deconstruction (e.g., WBS, Scope backlog) tools and techniques
 Scope management planning
 Stakeholder management planning
 Time management planning, including scheduling tools and techniques
 Workflow diagramming techniques

Continuous improvement processes
 Contract management techniques
 Elements of a statement of work
 Interdependencies among project elements
 Project budgeting tools and techniques
 Quality standard tools
 Vendor management techniques

Performance measurement and tracking techniques (e.g., EV, CPM, PERT, Trend Analysis)
 Process analysis techniques (e.g., LEAN, Kanban, Six Sigma)
 Project control limits (e.g., thresholds, tolerance)
 Project finance principles
 Project monitoring tools and techniques
 Project quality best practices and standards (e.g., ISO, BS, CMMI, IEEE)
 Quality measurement tools (e.g., statistical sampling, control charts, flowcharting, inspection, assessment)
 Risk identification and analysis techniques
 Risk response techniques
 Quality validation and verification techniques

Archiving practices and statutes
 Compliance (statute/organization)
 Contract closure requirements
 Close-out procedures
 Feedback techniques
 Performance measurement techniques (KPI and key success factors)
 Project review techniques
 Transition planning technique

Active listening
 Applicable laws and regulations
 Benefits realization
 Brainstorming techniques
 Business acumen
 Change management techniques
 Coaching, mentoring, training, and motivational techniques
 Communication channels, tools, techniques, and methods
 Configuration management
 Conflict resolution
 Customer satisfaction metrics
 Data gathering techniques
 Decision making
 Delegation techniques
 Diversity and cultural sensitivity
 Emotional intelligence
 Expert judgment technique
 Facilitation
 Generational sensitivity and diversity
 Information management tools, techniques, and methods
 Interpersonal skills
 Knowledge management
 Leadership tools, techniques, and skills
 Lessons learned management techniques
 Meeting management techniques
 Negotiating and influencing techniques and skills Organizational and operational awareness
 Peer-review processes
 Presentation tools and techniques
 Prioritization/time management
 Problem-solving tools and techniques
 Project finance principles
 Quality assurance and control techniques
 Relationship management
 Risk assessment techniques
 Situational awareness
 Stakeholder management techniques
 Team-building techniques
 Virtual/remote team management

Marking
1. Initiating 13%
2. Planning 24%
3. Executing 31%
4. Monitoring and Controlling 25%
5. Closing 7%
Total Number of Scored Questions 175
Total Number of Unscored (Pretest) Questions 25
Total Number of Questions 200

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Question: 992
ch of the following is the primary purpose of a project kick-off meetin
assign project tasks to team members introduce the project team to stakeholders review the project's scope and objectives establish project communication channels
wer: B
anation: The primary purpose of a project kick-off meeting is to intro roject team to stakeholders. The kick-off meeting serves as an opport ing together key project team members, stakeholders, and other releva es to establish a shared understanding of the project's goals, objectives ctations. It provides a platform for project stakeholders to meet and en he project team, fostering relationships, building rapport, and alignin yone towards a common vision. While assigning project tasks, reviewi roject's scope and objectives, and establishing project communication nels may be components of a kick-off meeting, the primary focus is o
Whi g?
1. To
2. To
3. To
4. To
Ans
Expl duce
the p unity
to br nt
parti , and
expe gage
with t g
ever ng
the p
chan n the
introduction and collaboration between the project team and stakeholders.
Question: 993
A project manager is using a network diagram to represent the project's activities and their dependencies. What is the critical path in a network
diagram?
1. The sequence of activities that must be completed in the shortest duration.
2. The longest path of activities that determines the project's overall duration.
3. The path of activities with the highest resource requirements.
anation: The critical path in a network diagram is the longest path of ities that determines the project's overall duration. It represents the ence of activities that, if delayed, would directly impact the project's pletion date. Activities on the critical path have zero slack or float, ning any delay in their completion would result in a delay in the projec pletion. The critical path is important for project scheduling and helps ify activities that require close monitoring and management to ensure y project delivery. The critical path may or may not have the highest urce requirements and the most dependencies.
stion: 994
re managing a project that involves working with a vendor to deliver al component. However, the vendor informs you that they are riencing unexpected delays in manufacturing the component. What sh o?
The path of activities with the most dependencies. Answer: B
Expl activ sequ com
mea t's
com ident timel reso
Que
You a a
critic
expe ould
you d
1. Accept the delay and inform the project stakeholders about the revised timeline
2. Find an alternative vendor to manufacture the component
3. Negotiate with the vendor to expedite the manufacturing process
4. Assess the impact of the delay on the project schedule and explore mitigation options
Answer: D
elay and informing stakeholders about the revised timeline may be ssary, it is important to first evaluate the consequences and consider ble mitigation strategies. Finding an alternative vendor or negotiating urrent vendor to expedite the manufacturing process can be potential ns, but they should be explored after assessing the impact and determ easibility of such actions. Therefore, option D is the most appropriate onse in this situation.
stion: 995
oject manager is using the earned schedule (ES) technique to assess pr ormance. What is the primary advantage of using earned schedule ove ed value management (EVM)?
provides more accurate cost estimates
includes the effect of schedule performance in addition to cost ormance
is easier to calculate and interpret
Explanation: When a vendor experiences unexpecteddelays in manufacturing a critical component for a project, the project manager should assess the impact of the delay on the project schedule and explore mitigation options. Understanding the potential impact of the delay is crucial for making informed decisions and minimizing the project's overall schedule risk. While accepting the d
nece
possi with
the c
optio ining
the f resp
Que
A pr oject
perf r
earn
1. It
2. It
perf
3. It
4. It measures the value of completed work Answer: B
Explanation: The primary advantage of using earned schedule (ES) over earned value management (EVM) is that ES includes the effect of schedule performance in addition to cost performance. While EVM focuses on
measuring the value of completed work based on cost, ES incorporates the concept of time and provides insights into the project's schedule performance. This can help project managers better understand project progress and make informed decisions regarding schedule adjustments.
Question: 996
holders has ceased supporting the project and is calling for its termin ch of the following is the most appropriate action to take?
his information should be given directly to the project sponsor so they his stakeholder from terminating the project.
his information is of little value to the project sponsor because they w ent in the meeting and should already be aware of the project's status. his information should be analyzed, and its impact should be clearly rstood before reporting it to the project sponsor.
his information should be shared with the project team at the next tea ing.
wer: C
anation: The most appropriate action in this situation is to analyze the mation and gain a clear understanding of its impact before reporting it roject sponsor. It is important to assess the severity of the stakeholder ion and evaluate its potential consequences for the project. By analyzi
During the execution of a project, you discover that one of your key
stake ation.
Whi
1. T can
stop t
2. T ere
pres
3. T
unde
4. T m
meet Ans
Expl
infor to
the p 's
decis ng
the information, you can provide the project sponsor with a comprehensive report that outlines the implications of the stakeholder's withdrawal and enables informed decision-making. Simply forwarding the information without analysis may not supply the project sponsor a complete understanding of the situation.
Question: 997
During the planning phase of a project, the project manager identifies several risks that could impact the project's success. What should the project manager do next to effectively manage these risks?
1. Create a risk register and develop risk response strategies.
2. Communicate the risks to the project team and stakeholders.
mplement contingency plans for all identified risks. wer: A
anation: In order to effectively manage project risks, the project mana ld create a risk register, which is a document that lists all identified ris with their potential impacts and likelihoods. Additionally, the projec ager should develop risk response strategies, which are specific action to address each identified risk. By creating a risk register and develo esponse strategies, the project manager can proactively mitigate and tor the risks throughout the project lifecycle, increasing the chances o
ct success.
stion: 998
ng the execution phase of your project, your team has been diligently ing on the project plan and is now preparing to meet with the custom is the primary purpose of this meeting?
Monitor the risks throughout the project lifecycle.
3. I
Ans
Expl ger
shou ks
along t
man s or
plans ping
risk r
moni f
proje
Que
Duri
work er.
What
1. To review and confirm that all approved project scope has been incorporated
2. To verify that the final product meets the specified quality requirements
3. To conduct testing on the final product
4. To obtain formal acceptance of the deliverables from the customer or sponsor
Answer: D
rect because reviewing and confirming the approved project scope is ally done during project planning, not during the meeting with the omer. Option B is incorrect because verifying the quality requirements
f the quality control process and is typically done before the meeting ustomer. Option C is incorrect because testing the final product is par uality control process and is typically done before the meeting with th omer.
stion: 999
ch of the following is an input to the Control Communications process ommunication management plan
akeholder engagement plan roject charter
sue log
Explanation: The primary purpose of this meeting is to gain formal acceptance of the deliverables from the customer or sponsor. This involves presenting the Tested deliverables to the customer and obtaining their formal approval, signifying that the deliverables meet the agreed-upon criteria and are acceptable to the customer. This is an important milestone in the project closure process and ensures that the customer's expectations have been met. Option A is
incor typic
cust is
part o with
the c t of
the q e
cust
Que
Whi ?
1. C
2. St
3. P
4. Is
Answer: A
Explanation: The communication management plan is an input to the Control Communications process. This process is part of the project communications management knowledge area and focuses on monitoring and controlling the project's communications throughout its lifecycle. The communication management plan provides guidelines and procedures for how communication
should be planned, executed, monitored, and controlled within the project. It outlines the communication requirements, stakeholders' information needs, communication methods, and the timing and frequency of communication activities.
Question: 1000
rtainty and complexity. The project team is using an iterative approac age the project, with frequent feedback and adaptation. Which project agement approach is the team most likely following?
aterfall gile
ean
ix Sigma wer: B
anation: The project team is most likely following an Agile project agement approach. Agile methodologies, such as Scrum or Kanban, ar suited for projects characterized by high uncertainty and complexity. motes iterative and incremental development, with frequent feedback a tation based on customer or stakeholder input. It emphasizes flexibilit
boration, and continuous improvement. The Waterfall approach is a ential and linear methodology that may not be suitable for uncertain a
A project manager is leading a project that involves a high degree of
unce h to
man man
1. W
2. A
3. L
4. S
Ans Expl
man e
well- Agile
pro nd
adap y,
colla
sequ nd
complex projects. Lean and Six Sigma are process improvement methodologies that focus on eliminating waste and reducing defects, respectively, but they may not provide the iterative and adaptive project management approach needed for this scenario.
Question: 1001
Which of the following is a component of the Perform Integrated Change Control process?
1. Quality control measurements
2. Project management information system
3. Project schedule network diagram
wer: B
anation: The Perform Integrated Change Control process is part of the ct integration management knowledge area and focuses on reviewing, uating, and approving or rejecting changes to the project baselines. A ponent of this process is the project management information system on B), which provides tools and techniques for collecting, storing, and minating project information. It helps in tracking and managing chan ests, documenting decisions, and communicating the impact of change holders. Quality control measurements (option A) are used in the Con ity process. The project schedule network diagram (option C) is a hical representation of the project's logical relationships between activ is used in the Develop Schedule process. Work performance data (opti
generated throughout the project and provides information on the pro ress and performance. Therefore, the appropriate component of the orm Integrated Change Control process is the project management mation system (option B).
Work performance data Ans
Expl proje eval com (opti
disse ge
requ s to
stake trol
Qual
grap ities
and on
D) is ject's
prog Perf infor
Question: 1002
What is the purpose of the "Focus on Benefits and Value" principle in the PRINCE2 methodology?
1. To ensure effective monitoring and control of project activities
2. To align the project with the organization's strategic objectives
3. To optimize the allocation of project resources
4. To maximize the project's social and environmental sustainability Answer: B
ness case throughout the project, ensuring that the project's outputs an omes contribute to the expected benefits and value for the organizatio
stion: 1003
ch of the following is an input to the Develop Project Charter process? roject Management Plan
akeholder Register
roject Statement of Work (SOW) nterprise Environmental Factors
wer: C
anation: The Project Statement of Work (SOW) is an input to the Dev ect Charter process. It provides a narrative description of the project's ctives, deliverables, and high-level requirements.
Explanation: The purpose of the "Focus on Benefits and Value" principle in the PRINCE2 methodology is to align the project with the organization's strategic objectives. This principle emphasizes the need to define and maintain a clear busi d
outc n.
Que
Whi
1. P
2. St
3. P
4. E
Ans
Expl elop
Proj obje
Question: 1004
A project manager is using the Earned Value Management (EVM) technique to assess project performance. Which of the following EVM metrics indicates the cost efficiency of the project?
1. Cost Performance Index (CPI)
2. Schedule Performance Index (SPI)
3. Estimate to Complete (ETC)
4. Variance at Completion (VAC) Answer: A
ulated by dividing the earned value (EV) by the actual cost (AC). A C greater than 1 indicates that the project is performing better than pla
rms of cost, while a CPI value less than 1 indicates that the project is o et. The CPI provides insight into the project's cost performance and c to forecast the final cost of the project based on current performance s.
stion: 1005
oject management, what is the purpose of a lessons learned register? document the risks identified during the project.
capture and document the knowledge gained from project experienc track the progress of project activities and tasks.
record the financial transactions related to the project. wer: B
Explanation: The Cost Performance Index (CPI) is an Earned Value Management (EVM) metric that indicates the cost efficiency of a project. It is calc PI
value nned
in te ver
budg an be
used trend
Que
In pr
1. To
2. To es.
3. To
4. To
Ans
Explanation: The purpose of a lessons learned register is to capture and document the knowledge gained from project experiences. It serves as a repository of valuable insights, best practices, and lessons learned throughout the project lifecycle. By documenting lessons learned, project teams can identify what worked well, what didn't, and make improvements for future projects. It helps to avoid repeating mistakes, leverage successful strategies, and enhance overall project performance and organizational learning.
Question: 1006
Which of the following best describes the purpose of the "Build Incrementally" guiding principle in the PMBOK 7th edition?
1. To establish a governance framework for project decision-making
deliver project value incrementally and iteratively optimize project scope and minimize change requests
wer: C
anation: The "Build Incrementally" guiding principle in the PMBOK on focuses on delivering project value incrementally and iteratively. It motes an iterative approach to project execution, where work is divided ler increments or iterations that provide tangible value to stakeholders
rinciple aligns with agile methodologies and emphasizes the benefit and frequent delivery of project outcomes.
stion: 1007
is the purpose of a Change Control Board (CCB)? assess and prioritize project risks
review and approve project changes
To ensure compliance with project management standards and practices
2. To
3. To
Ans
Expl 7th
editi
pro into
smal .
This p s of
early Que What
1. To
2. To
3. To manage and resolve project issues
4. To monitor and control project quality Answer: B
Explanation: The purpose of a Change Control Board (CCB) is to review and approve project changes. It is responsible for evaluating change requests,
assessing their impact on the project's objectives, and making decisions on whether to approve or reject the proposed changes.
Question: 1008
learly define expectations and requirements in the vendor contracts. eek the lowest-cost vendors to maximize cost savings.
inimize communication and interactions with vendors to reduce plexity.
ely on the vendors to independently manage their own activities. wer: A
anation: The key consideration for effective vendor management whe ourcing activities to external vendors is to clearly define expectations a rements in the vendor contracts. The contracts should outline the sco deliverables, quality standards, timelines, and any other relevant ter onditions. Clear expectations and requirements set the foundation for essful collaboration and ensure that the vendors understand and meet t ct's needs. Seeking the lowest-cost vendors may compromise quality ormance. Minimizing communication and relying solely on the vendor
age their activities can lead to misalignment and potential issues.
A project manager is responsible for managing a project that involves outsourcing certain activities to external vendors. What is the key consideration for effective vendor management in this scenario?
1. C
2. S
3. M
com
4. R
Ans
Expl n
outs nd
requi pe of
work, ms
and c
succ he
proje and
perf s to
man
Question: 1009
During the initiation phase of a project, the project sponsor asks the project manager to provide a high-level estimate of the project's duration and cost. Which of the following techniques is most appropriate for the project manager to use in this situation?
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
anation: The most appropriate techniquefor the project manager to us iding a high-level estimate of the project's duration and cost during th tion phase is analogous estimating. Analogous estimating is a techniq ses historical data from similar projects as a basis for estimating the ion, effort, or cost of the current project. It relies on the assumption th urrent project shares similarities with past projects, and therefore, the rical data can provide a reasonable estimate.
rt judgment (option A) involves seeking input and insights from subj er experts to make informed estimates. Parametric estimating (option C
tatistical relationships between historical data and project variables t ulate estimates. Three-point estimating (option D) involves using mistic, pessimistic, and most likely estimates to determine a range of ble values.
stion: 1010
is the purpose of a project quality management plan?
Three-point estimating Answer: B
Expl e in
prov e
initia ue
that u
durat at
the c histo
Expe ect
matt )
uses s o
calc opti possi
Que
What
1. To identify and document project risks
2. To monitor and control project quality
3. To determine the project's budget and cost estimates
4. To track and manage project risks Answer: B
Explanation: A project quality management plan describes how quality will be planned, executed, and controlled throughout the project. It outlines the quality objectives, standards, metrics, and processes to ensure that project deliverables meet the required quality criteria.
Question: 1011
ng the project initiation phase, the project manager is responsible for loping the project charter. Which of the following is NOT typically ded in the project charter?
roject objectives roject budget
akeholder roles and responsibilities roject risks and mitigation strategies
wer: B
anation: The project charter typically includes project objectives, holder roles and responsibilities, and project risks and mitigation egies. However, the project budget is not typically included in the proj er. The budget is usually developed during the project planning phase the project charter has been approved. The project charter serves as a level document that outlines the project's purpose, objectives,
holders, and key considerations, providing a foundation for the projec
Duri deve inclu
1. P
2. P
3. St
4. P
Ans Expl
stake
strat ect
chart ,
after high-
stake t
planning and execution.
Question: 1012
You have just been assigned a software project and are considering adopting the Scrum methodology for delivery. You know the maximum size for a Scrum team is 9 developers, but this project will require at least 3 times that to meet
the externally imposed deadline. You discuss this with the Scrum Master, and he suggests that there is a technique to coordinate deliverables across several Agile teams. What did he likely suggest?
1. Flow based agile management
2. Product Backlog controls
3. Monte Carlo controls
wer: D
anation: The Scrum Master likely suggested implementing the "Scru ms" technique to coordinate deliverables across several Agile teams. m of Scrums is a scaled agile framework that enables coordination an boration between multiple Scrum teams working on a large project. It ves representatives from each team meeting regularly to discuss progr ndencies, and potential issues. This technique allows for effective dination and integration of work across multiple teams, ensuring that erables are aligned and the project progresses smoothly. Flow-based a agement focuses on optimizing workflow and reducing bottlenecks, w uct Backlog controls and Monte Carlo controls are not specific techni oordinating deliverables across teams in Scrum.
Scrum of Scrums Ans
Expl m of
Scru
Scru d
colla
invol ess,
depe coor
deliv gile
man hile
Prod ques
for c

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