Some Sample PMP Exam Questions

1. Question 1
   • Your project isn't going well. You have just left your managers office with a very bad feeling in your stomach. She was ranting about the project team and starting to point fingers in every direction trying to put blame on others. This is an example of:
   • Noise in the communication
   • The Expectancy Theory
   • Politics
   • A Theory X manager
2. Answer 1
   • D.) A Theory X manager
   • The Theory X manager tends to believe that everything must end in blaming someone. He or she thinks all prospective employees are only out for themselves. Usually these managers feel the sole purpose of the employees interest in the job is money. They will blame the person first in most situations, without questioning whether it may be the system, policy, or lack of training that deserves the blame.
3. Question 2
   • If CPI = 1 how much is the Cost Performance Index?
   • 1
   • -1
   • 0
   • Cannot be determined
4. Answer 2
   • A.) 1
   • CPI is the abbreviation of Cost Performance Index. Therefore, if CPI = 1, the Cost Performance Index is also = 1
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5. Question 3
   • In which format are results of a sensitivity analysis normally displayed?
   • Logic Diagram
   • Influence Diagram
   • Arrow Diagramming Method
   • Tornado Diagram
6. Answer 3
   • D.) Tornado Diagram
   • The tornado diagram is a typical display format of the sensitivity analysis.
7. Question 4
   • You are the PM of a fairly large project. Your team recently finished their risk identification and your risk register lists around 900 separate risks. In your next step you will be analyzing what impact these risks will have on your project. Looking forward you know that you will have to present the results to your sponsor. Prior to this presentation what tool will you be using to identify the group of risks that will have the most impact on your project?
   • Sensitivity Analysis
   • Pareto Chart
   • Probability and Impact Matrix
   • Assumption Analysis
8. Answer 4
   • B.) Pareto Chart
   • The question asks: "How do you identify the group of risks that have the most impact on your project". The Probability and Impact Matrix will show you the impact for each individual risk, so you will have to group them together and display them as a Pareto Chart in order to find those 20% of risks that will have 80% of impact.
9. Question 5
   • Crosby said…
   • Quality is free
   • Stills and Nash are already on stage
   • Plan, Do, Check, Act
   • Rule of 7
10. Answer 5
    • A.) Quality is free
    • “ Quality Is Free” is probably the best known book and quality principle by Philip Crosby.
    • We certainly hope that you didn't select answer B.), referring to Crosby, Stills and Nash. They are a folk rock group and have nothing to do with the PMP Exam… 
11. Question 6
    • What is the difference between quality and grade?
    • Quality is conformance to requirements while grade refers to different technical characteristics of the product or service.
    • Quality and grade are the same.
    • Grade is conformance to requirements while quality refers to different technical characteristics of the product or service.
    • Grade refers to the technical descriptions of quality.
12. Answer 6
    • A.) Quality is conformance to requirements while grade refers to different technical characteristics of the product or service.
    • Quality is defined as how the characteristics of your product or service fulfill customer requirements. Grade refers to the technical rank or category - for instance, glass can be shatter proof or bullet proof.
13. Question 7
    • You notice during the team meeting that there seems to be "something in the air" about a technical problem on the project. Two of your team members are making odd remarks at each other and their body language signals a problem to you. After the team meeting you invite both of them into your office to confront the problem. What is your approach.
    • You listen to both of their stories and then tell them that it is only half as bad as they think. They should sleep on it and reconsider tomorrow.
    • You tell them that their behavior is outside of the acceptable norm. Then you listen to both of their arguments and you decide which of their arguments has more weight. You instruct them to follow this path.
    • As you walk into your office you tell them that you forgot an important meeting with the CIO. You tell them that you will get back to them later.
    • You give each an opportunity to talk about the issue. Then you all proceed to lay out the possibilities on flipcharts to define your path.
14. Answer 7
    • D.) You give each an opportunity to talk about the issue. Then you all proceed to lay out the possibilities on flipcharts to define your path.
    • The best way to deal with a conflict is to confront it. Confronting means to resolve the problem. Discussing the problem in a constructive way is the best approach. The other answers describe smoothing, withdrawal and forcing. Please note that the question says that you want to confront the problem. If the question had said that you want to smoothe over the problem, then answer A.) "it's not so bad" would be correct.
15. Question 8
    • Your project has met with an unexpected problem. An important component of your final product has been lost in shipping. Your supplier has been informed and it will take them 10 days to produce and deliver this component again. However, you have an important trade show coming up in 3 days at which your product will have to be shown. You are now bringing your team together for an all-hands meeting. The goal is to make the product work without this component for the trade show. What are you trying to create?
    • A prototype
    • A risk mitigation strategy
    • A workararound
    • A risk transference plan
16. Answer 8
    • C.) A Workaround
    • Your team is meeting to devise a way how they could make the product work even though components are missing. This is an unplanned response to a negative risk that has occurred, which is the definition of a workaround.
17. Question 9
    • Your customer calls you on the phone and informs you of a minor change to a requirement on the project. What is the best thing to do?
    • Analyze the request and its consequences on the project.
    • Instruct your engineer to implement this minor change.
    • Request a documentation for this change.
    • Note it in the weekly status report.
18. Answer 9
    • C.) Request a documentation for this change.
    • PMBOK Guide page 96-98. All changes on a project must be documented and then formally approved via the Integrated Change Control Process.
19. Question 10
    • Planned Value = €32,000. Earned Value = €31,000.
    • CPI = 0.96.
    • The project is ahead of schedule.
    • The project has a positive Cost Variance.
    • The project is behind schedule.
20. Answer 10
    • D.) The project is behind schedule.
    • Answer D is correct because a Planned Value that is greater than Earned Value shows that you are not where you had planned to be on your schedule. Also, if you calculate the SPI (EV/PV) you will find that it is 0.96, indicating that you are behind schedule.
21. Question 11
    • As a project manager, which of the following tools will you consider for managing stakeholder expectations?
    • Communication requirement analysis & communication technology
    • Communication methods & people skills
    • Status review meetings & time reporting system
    • Lesson learned process & communication skill
22. Answer 11
    • B.) Communication methods & people skills
    • These are the recommended tools & techniques listed in the PMBOK® Guide for the Manage Stakeholder Expectations process.
    • Please note that the Guide uses the term “Interpersonal Skills”
    
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