PMP SAMPLE QUESTIONS

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BASED ON PMBOK 5TH EDITION
Here are 200 more o!ecti"e type sample questions an# their answers are gi"en !ust elow
to them. $his exam is !ust to gi"e you an i#ea o% type o% questions which may e as&e# in
'(' Certi%ication )xams. )"en we ha"e ta&en %ull care to gi"e correct answers %or all the
questions ut it is recommen#e# to "eri%y these answers.
*n examination you will get each question one y one on computer screen
151 +essons learne# are ,)-$ complete# y:
1. 'ro!ect manager
2. $eam
3. -ponsor
4. -ta&ehol#ers
.nswer :/
Hint: 0ecor#ing lessons learne# in a collaorati"e acti"ity. *t requires rainstorming an#
contriutions %rora all team memers.
152 $he 'ro!ect Communications input use# in Control Communications process
inclu#e all except:
5. 'rogress report templates.
6. /eli"erales -tatus.
7. -che#ule 'rogress.
8. Costs *ncurre#.
.nswer :.
Hint: '(,12 34 'age 5034 60.5.6.2
153 .ccor#ing to /eming an# 7uran most o% the quality prolems that exist are #ue to a
#e%ect or %ailure in processes that are controlle# y:
9. $he pro!ect manager.
10. $he procurement manager.
11. $he management.
12. -ta&ehol#ers.
.nswer :C
Hint: $he quality policy is #e%ine# accor#ing to an organi8ation9s top management.
154 :or& per%ormance #ata4 quality chec&lists4 quality metrics4 an# the pro!ect
management plan are:
13. *nputs to control quality.
14. 1utputs %rom control quality.
15. *nputs to per%orm quality assurance.
16. 1utputs o% per%orm quality assurance.
.nswer :.
Hint: '(,12 34 'age 2504 ;igure <-6
155 $he primary ene%its o% meeting quality requirements are:
17. Cost an# #elays are re#uce#4 pro#uction impro"es4 cost to customer goes up4 an#
pro%its go up.
18. Cost an# #elays are re#uce#4 pro#uction impro"es4 mar&et share increases4 an#
pro%its go up.
19. Cost an# #elays are re#uce#4 capital expen#itures go #own4 mar&et share
increases4 an# pro%its go up.
20. Cost an# #elays are re#uce#4 pro#uction impro"es4 mar&et share increases4 an#
pro%its are maintaine#.
.nswer :.
Hint: =uality increase e%%iciency an# enhances the "alue o% pro#uct or ser"ice #eli"ere#
156 $he outputs o% the process Control procurements #oes not inclu#e:
21. Change 0equests.
22. 0esource Calen#ars.
23. :or& 'er%ormance *n%ormation.
24. 'ro!ect (anagement 'lan >p#ates.
.nswer :,
Hint: '(,12 34 'age 53?4 -ec. 62.5
157 $he *-1 @000: 2000 stan#ar# is use# to:
25. ;ormali8e the tools o% quality management.
26. -et international stan#ar#s %or quality con%ormance in organi8ations.
27. -et -et national stan#ar#s %or quality con%ormance in organi8ations ase# in the
>.-.
28. /e"elop stan#ar#s o% excellence %or manu%acturing %acilities.
.nswer :,
Hint: *-1 stan#s %or *nternational 1rgani8ation %or -tan#ar#i8ation. *t #e"elops stan#ar#s
to #e%ine4 estalish4 an# maintain an e%%ecti"e quality assurance system %or manu%acturing
an# ser"ice in#ustries
158 . pro!ect is %acing a ma!or change to its pro!ect #eli"erales. *% the pro!ect manager
is in"ol"e# in #etermining which quality stan#ar#s are rele"ant to the change4 the
pro!ect manager must e in"ol"e# in:
29. quality management.
30. per%orm quality assurance.
31. 'lan =uality (anagement.
32. Control =uality .
.nswer :C
Hint: '(,12 34 'age 22A4 0ea# <.6'lan =uality (anagement
159 :hat #oes 9cost o% qualityB meanC
33. $he cost o% estalishing an# maintaining the quality %unction
34. $he li%e cycle cost o% the pro!ect
35. $he $he cost o% inspection an# re-inspection4 quality assurance4 con%ormance4 an#
noncon%ormance.
4. $he cost o% meeting pro!ect o!ecti"es
.nswer :C
Hint: '(,12 34 'age 2534 -ec <.6.2.2 Cost o% =uality
160 *n which pro!ect management process group is the #etaile# pro!ect u#get
create#C
36. *nitiating
37. 'lanning
38. )xecuting
39. Controlling
.nswer :,
Hint: ,u#get is estimate# as a part o% planning
161 $he technique o% rearranging resources so that a constant numer o% resources are
use# each month is calle#:
40. crashing.
41. %loating.
42. le"eling.
43. %ast trac&ing.
.nswer :C
Hint: '(,12 34 'age 33@4 /e%inition o% 0esource +e"eling
162 *n the -hewhart an# /eming cycle4 the letters ' / C . stan# %or:
44. 'urchase4 #eli"er4 cost4 an# acquisition.
45. 're"ent #e%ects cause# y anyone.
46. 'lan4 #o4 chec&4 an# act.
47. 'lease #on.t cause acci#ents.
.nswer :C
Hint: /eming Cycle is also &nown as /eming :heel or -hewhart Cycle. *t uses the 4-step
metho# %or continuous impro"ement.
163 . pro!ect manager must ma&e a narrati"e #escription o% the pro!ect. $his narrati"e
#escription co"ers the items that will e supplie# un#er the contract with the client. *t
is calle#:
48. $he pro!ect plan.
49. $he statement o% wor&.
50. $he exception report.
51. $he progress report.
.nswer :,
Hint: -1: #etails the pro#ucts4 ser"ices or results that will e #eli"ere# a%ter the
pro!ect.
164 $he pro!ect manager is consi#ering contracting some o% the wor& o% the pro!ect to
a ser"ice ureau. $he ser"ice ureau has een use# in the past y this pro!ect manager.
$he manager has se"eral choices o% contracts that can e use# to sucontract this
wor&. :hich o% the %ollowing is not a type o% contract that the pro!ect manager might
chooseC
52. ;irm %ixe# price
53. (a&e or uy
54. Cost plus incenti"e %ee
55. >nit price
.nswer :,
Hint: (a&e or uy #ecision has to e ma#e e%ore #eci#ing to contract wor&.
165 ,i##er con%erences are part o%:
56. 'lan 'rocurement (anagement.
57. contract a#ministration.
58. Con#uct 'rocurements.
59. Control 'rocurements..
.nswer :C
Hint: '(,12 34 'age 53?4 ;igure 62-6
166 $he contractual agreement un#er ;ixe# 'rice Contracts4 which in%luences the 'lan
'rocurement pro!ect an# is use# whene"er the seller9s per%ormance perio# spans a
consi#erale perio# o% years4 as is #esire# with many long-term relationships is calle#:
60. ;ixe# 'rice with )conomic 'rice .#!ustment Contracts D;'- )'.E.
61. ;irm ;ixe# 'rice Contracts D;;'E.
62. $ime F (aterials.
63. ;ixe# +ong $erm D;+$E.
.nswer :.
Hint: '(,12 34 'age 5?5
167 $he use o% rainstorming as a communications technique encourages which o% the
%ollowingC
6. $eam uil#ing an# con"ergent thin&ing
2. /i"ergent thin&ing
64. .nalytical results
65. >se o% the scienti%ic metho#
.nswer :,
Hint: /i%%erent people usually gi"e "arying or #i"ergent i#eas in rainstorming.
168 :hich o% the %ollowing techniques allows %or the participants to e anonymousC
66. ,rain washing
67. Gominal group
68. /elphi technique
69. Craw%or# slip
.nswer :C
Hint: $he participants in /elphi technique gi"e inputs to a %acilitator4 pri"ately an# in
written.
169 *n the communications mo#el4 communications etween the sen#er an# the
recei"er o%ten are a%%ecte# y communications arriers. $hese inclu#e all o% the
%ollowing except:
70. Cultural #i%%erences.
71. /i%%erences in personalities.
72. )#ucational #i%%erences.
73. $elecon%erencing.
.nswer :/
Hint: $elecon%erencing isn9t a communication arrier.
170 $he pro!ect status meeting is not going well. )"eryone is tal&ing at the same time4
there are people who are not participating an# many topics are eing #iscusse# at
ran#om. :hich o% the %ollowing rules %or e%%ecti"e meetings is not eing a#here# toC
74. /emonstrate courtesy an# consi#eration o% each other4 control who is allowe# to
spea&.
75. -che#ule meetings in a#"ance.
76. Ha"e a purpose %or the meeting4 with the right people in atten#ance.
77. Create an# pulish an agen#a an# a set o% rules %or controlling the meeting.
.nswer :/
Hint: .n e%%ecti"e meeting requires an agen#a an# #ocumentation o% points #iscusse# an#
outcomes.
171 $he pro!ect manager has a "ery complex communication to prepare %or the
program manager. *n or#er to ensure that the communication will e un#erstoo# as
completely as possile4 what metho# o% communication shoul# e use#C
78. Heral
79. :ritten
80. Gon"eral
81. :ritten4 "eral4 an# non"eral
.nswer :/
Hint: )%%ecti"e communication uses all the metho#s.
172 ;ormal acceptance y the client or the sponsor o% the pro!ect in#icates that they
ha"e accepte# the pro#ucts o% the pro!ect. $his #ocument shoul# e signe# o%% #uring
what part o% the pro!ectC
82. .#ministrati"e closure
83. .s the last tas& in the pro!ect plan
84. .%ter the pro!ect is close#
85. :hen requeste# y the program manager
.nswer :.
Hint: .cceptance o% wor& is otaine# as a part o% a#ministrati"e closure
173 . pro!ect manager has six people in a team. *t is important that each o% them
communicates in%ormation to each o% the others. How many lines o% communication
are there in this group o% peopleC
86. ;i%teen
87. $wenty-one
88. -e"en
89. -ix
.nswer :.
Hint: Communication lines are calculate# using the %ormula: GDG-6E/2
174 . pro!ect manager is consi#ering how her time is eing spent in the pro!ect. 1ne
o% the things that concerns her is how much time she will e spen#ing
communicating. $he percent o% time that is generally spent communicating y pro!ect
managers is:
90. 60 percent.
91. 20 percent.
92. 30 percent.
93. @0 percent.
.nswer :/
Hint: @0 percent o% a pro!ect manager9s time is spent communicating.
175 :hat is one o% the 2)I o!ecti"es #uring negotiationsC
94. 1tain a %air an# reasonale price.
95. Gegotiate a price un#er the seller9s estimate.
96. )nsure that all pro!ect ris&s are thoroughly #elineate#.
97. )nsure that an e%%ecti"e communications management plan is estalishe#.
.nswer :.
Hint: Gegotiations are ma#e to get a promising an# acceptale #eal.
176 .ll o% the %ollowing are the types o% communication except:
98. *nternal an# )xternal.
99. Hertical an# Hori8ontal.
100. 0eal an# Hirtual.
101. ;ormal an# *n%ormal.
.nswer :C
Hint: '(,12 34 'age 2<A4 last para.
177 Iou are the pro!ect manager %or a high "isiility pro!ect. $he u#get o% this pro!ect
is low4 an# it is extremely important that the cost estimates %or the wor& on the pro!ect
e accurate. :hile re"iewing the cost estimates %or this pro!ect you notice that one o%
the cost estimates %or an element in the :,- is 60 percent higher than two pre"ious
pro!ects %or "ery similar wor&. :hat shoul# you #oC
102. .ccept the estimate ecause you trust all o% the people on your pro!ect team4
an# they are responsile %or estimates.
103. 0e#uce the estimate an# a## the a##itional u#get to the management
reser"e.
104. .s& the person responsile %or the estimate to explain the #i%%erence an#
ring supporting in%ormation to you.
4. 0e#uce the estimate an# a## the a##itional u#get to the contingency reser"e.
.nswer :C
Hint: $he responsile team memer must e as&e# to !usti%y the estimate with regar# to
historical in%ormation he use#.
178 $he %loat o% an acti"ity is #etermine# y:
105. per%orming a (onte Carlo analysis.
106. the waiting time etween acti"ities.
107. #etermining lag.
108. #etermining the amount o% time the acti"ity can e #elaye# e%ore it #elays
the critical path.
.nswer :/
Hint: '(,12 34 'age 3?3 Jlossary #e%inition: $otal ;loat
179 'ro!ect Cost Control exclu#esC
109. ,ringing expecte# cost o"erruns within acceptale limits
110. )stalish the earne# "alue management techniques
111. (onitoring Cost 'er%ormance
112. *n%orming appropriate sta&ehol#ers
.nswer :,
Hint: '(,12 34 'age 26?4 -ec. A.4
180 Iou are the manager o% a research group that is #e"eloping a new chemical
material. Iou hire a person %rom a competing company who has a great #eal o%
expertise in this area. $he person contriutes greatly to the progress o% your pro!ect.
/uring con"ersations with the person you #etermine that many o% this person9s i#eas
were #e"elope# y the competing company. :hat #o you #oC
113. $ell the person that he or she shoul# not mention that the i#eas came %rom
another company.
114. -ign a non#isclosure agreement with this person e%ore he or she lea"es
your company.
115. .ccept the new i#eas.
116. *n"estigate the employee %or security reasons.
.nswer :C
Hint: .ccept the i#eas as the new employee is sharing his experience.
181 $he pro!ect li%e cycle #i%%ers %rom the pro#uct li%e cycle in that the pro!ect li%e cycle:
117. #oes not incorporate a metho#ology.
118. is #i%%erent %or each in#ustry4 pro!ect type an# organi8ation.
119. can spawn many pro!ects.
120. #escries pro!ect management acti"ities.
.nswer :,
Hint: . pro!ect cycle "aries accor#ing to type o% pro!ect eing un#erta&en an# many other
"ariale %actors.
182 . manager an# the hea# o% engineering #iscuss a change to a ma!or wor& pac&age.
.%ter the meeting4 the manager contacts you an# tells you to complete the paperwor&
to ma&e the change. $his is an example o%:
121. management attention to scope management.
122. management planning.
123. . manager acting as pro!ect coor#inator.
124. a change control system.
.nswer :C
Hint: '(,12 34 'age 254 6st 'ara.
183 . team memer noti%ies the pro!ect manager that the acti"ities comprising a wor&
pac&age are no longer appropriate. *t woul# e ,)-$ %or the pro!ect manager to e in
what part o% the pro!ect management processC
125. Correcti"e action
126. *ntegrate# change control
127. (onitoring an# controlling
128. 'ro!ect closing
.nswer :C
Hint: *#enti%ying any e"ents or scenarios that may alter the expecte# pro!ect outcome is
#one un#er monitoring an# controlling.
184 . pro!ect is plague# y changes to the pro!ect charter. :ho has the primary
responsiility to #eci#e i% these changes are necessaryC
6. 'ro!ect manager
129. 'ro!ect team
130. -ponsor
131. -ta&ehol#ers
.nswer :C
Hint: 'ro!ect sponsor is a &ey sta&ehol#er an# #ecision ma&er.
185 .ll o% the %ollowing are parts o% #irect an# manage pro!ect wor& exceptC
132. *#enti%ying changes
133. >sing a wor& rea&#own structure
134. *mplementing correcti"e actions
135. -etting up a pro!ect control system
.nswer :/
Hint: Change control is #one in 'er%orm *ntegrate# Change Control.
186 /uring a pro!ect team meeting4 a team memer suggests an enhancement to the
scope that is eyon# the scope o% the pro!ect charter. $he pro!ect manager points out
that the team nee#s to concentrate on completing all the wor& an# only the wor&
require#. $his is an example o%:
136. change management process.
137. scope management.
138. quality analysis.
139. scope #ecomposition.
.nswer :,
Hint: -cope (anagement is all aout %ocusing on all the wor& an# only the wor&
require# %or a pro!ect.
187 /uring acti"ity #e%inition4 a team memer i#enti%ies an acti"ity that nee#s to e
accomplishe#. Howe"er4 another team memer elie"es that the acti"ity is not part o%
the pro!ect as he interprets the pro!ect scope statement. :hat is the thing %or the
pro!ect manager to #oC
140. $ry to uil# a consensus o% the team.
141. .s& the customer.
142. 0e%er to the scope aseline .
4. .s& sKnior management %or clari%ication.
.nswer :C
Hint: -cope aseline inclu#es :,-4 which can e use# to get more clarity.
188 *% the estimate# total cost o% a construction pro!ect is L 643004000 an# a%ter six
months only 50M has een complete#4 the )xpecte# Halue is :
143. L4004000.
144. L2634000.
145. L4304000.
146. L4234000.
.nswer :C
Hint: 50 percent o% u#get at completion
189 *n a %ixe# price D;'E contract4 the %ee or pro%it is:
147. un&nown.
148. part o% the negotiation in"ol"e# in paying e"ery in"oice.
149. applie# as a line item to e"ery in"oice.
150. #etermine# with the other party at the en# o% the pro!ect.
.nswer :.
Hint: /ue to asence o% any %lexiility4 the %ee or pro%it #epen#s on the seller9s cost.
190 *% the optimistic estimate %or an acti"ity is 62 #ays4 an# the pessimistic estimate is
6< #ays4 what is the stan#ar# #e"iation o% this acti"ityC
151. 6
152. 6.5
153. ?
154. 5
.nswer :.
Hint: >se stan#ar# #e"iation %ormula: Dpessimistic optimisticE / ?
191 *% a pro!ect has a ?0 percent chance o% a >.-. L6oo4ooop pro%it an# a 40 percent
chance o% a >.-. L6oo4ooo loss4 the expecte# monetary "alue %or the pro!ect is:
155. L6oo4ooo pro%it
156. L?04000 loss
157. L204000 pro%it
158. L404000 loss
.nswer :C
Hint: $he #i%%erence o% "alues gi"es a pro%it o% L204000
192 $he prece#ence #iagramming metho# Dacti"ity-on-no#eE is #i%%erent %rom the
arrow #iagramming metho# Dacti"ity-on-arrowE ecause a prece#ence #iagram:
159. can use ')0$.
160. has %our relationships among acti"ities.
161. has only %inish-to-%inish relationships.
162. may use #ummy acti"ities.
.nswer :,
Hint: .cti"ities on arrow D.1.E #iagrams are limite# to show only the %inish-to-start
relationships.
193 /uring pro!ect executing4 a large numer o% changes are ma#e to the pro!ect. $he
pro!ect manager shoul#:
163. wait until all changes are &nown an# print out a new sche#ule.
164. ma&e appro"e# changes as nee#e#4 ut retain the sche#ule aseline.
165. ma&e only the changes appro"e# y management.
166. tal& to management e%ore any changes are ma#e.
.nswer :,
Hint: 1riginal sche#ule aseline must always e retaine# %or monitoring progress.
194 1ne common way to compute estimate at completion D).CE is to ta&e the u#get
at completion D,.CE an#:
167. #i"i#e y -'*.
168. multiply y -'*.
169. multiply y C'*.
170. #i"i#e y C'*.
.nswer :/
Hint: ).C N ,.C/C'*
195 .ssuming that the en#s o% a range o% estimates are O/- 5 sigma %rom the mean4
which o% the %ollowing range estimates in"ol"es the +).-$ ris&C
171. 50 #ays4 plus or minus 3 #ays
172. 22-50 #ays
173. 1ptimistic N 2? #ays4 most li&ely N 50 #ays4 pessimistic N 55 #ays
174. (ean o% 2< #ays
.nswer :C
Hint: $he #e"iation in option C lies in the 5-sigma range.
196 . pro!ect per%orme# un#er a cost reimursale contract has %inally entere# the
closing process. :hat must the uyer rememer to #oC
175. /ecrease the ris& rating o% the pro!ect.
176. .u#it seller9s cost sumittals.
177. )"aluate the %ee he is paying.
178. (a&e sure that the seller is not a##ing resources.
.nswer :,
Hint: -eller9s cost sumittals must e au#ite# %or sanity chec&
197 . large4 complex construction pro!ect in a %oreign country requires coor#ination to
mo"e the require# equipment through crow#e# city streets. $o ensure the equipment
is transporte# success%ully4 your contact in that country in%orms you that you will ha"e
to pay the local police a %ee %or coor#inating tra%%ic. :hat shoul# you #oC
179. /o not pay the %ee ecause it is a rie.
180. )liminate the wor&.
181. 'ay the %ee.
182. /o not pay the %ee i% it is not part o% the pro!ect estimate.
.nswer :C
Hint: 'ay the %ee in accor#ance with the law o% that country
198 . ma!or negotiation with a potential sucontractor is sche#ule# %or tomorrow
when you #isco"er there is a goo# chance the pro!ect will e cancelle#. :hat shoul#
you #oC
6. /o not spen# too much time preparing %or the negotiations.
2. Cut the negotiations short.
183. 1nly negotiate ma!or items.
184. 'ostpone the negotiations.
.nswer :/
Hint: *n case o% such an uncertainty4 it is est to hol# on the #ealings.
199 :hich o% the %ollowing is G1$ an input to the initiating process groupC
185. Company processes
186. $he company culture
187. Historical :,-s
188. 'ro!ect scope statement
.nswer :/
Hint: 'ro!ect scope statement is part o% planning process group
200 . pro!ect manager #oes not ha"e much time to spen# planning e%ore the
man#atory start #ate arri"es. He there%ore wants to mo"e through planning as
e%%ecti"ely as possile. :hich one o% the %ollowing woul# you recommen# as most
importantCC
189. (a&e sure you ha"e a complete# preliminary pro!ect scope statement an#
then start the :,-.
190. Create an acti"ity list e%ore creating a networ& #iagram.
191. /ocument all the &nown ris&s e%ore you #ocument the high-le"el
assumptions.
192. ;inali8e the quality management plan e%ore you #etermine quality metrics.
.nswer :,
Hint: . networ& #iagram helps #etermine the critical path
201 $he primary o!ecti"e o% contract negotiations is to:
193. get the most %rom the other si#e.
194. protect the relationship.
195. get the highest monetary return.
196. #e%ine o!ecti"es an# stic& to them.
.nswer :,
Hint: $he primary o!ecti"e is to protect the usiness interests o% oth the parties.