PMP Practice Exam – Part 2/8 – 22 Questions with Answers
Practice for the PMP exam with 22 multiple-choice questions. Answer each question before the reveal, then review the explanation to understand the reasoning.
This is Part 2/8 in the CertPunch PMP practice exam series.
Topics covered: scope, schedule, risk, stakeholders, agile delivery, change control, team leadership, and project governance.
More practice: certpunch.com
Chapters:
00:00 Intro
00:14 Question 1 of 22
00:59 Question 2 of 22
01:52 Question 3 of 22
02:40 Question 4 of 22
03:23 Question 5 of 22
04:14 Question 6 of 22
05:01 Question 7 of 22
05:53 Question 8 of 22
06:43 Question 9 of 22
07:32 Question 10 of 22
08:27 Question 11 of 22
09:16 Question 12 of 22
10:19 Question 13 of 22
11:15 Question 14 of 22
12:05 Question 15 of 22
13:09 Question 16 of 22
13:49 Question 17 of 22
14:34 Question 18 of 22
15:21 Question 19 of 22
16:17 Question 20 of 22
17:09 Question 21 of 22
17:58 Question 22 of 22
What you will practice
- While managing the project team the agile project manager is having a very difficult time understanding why t…
- While constructing a new office space, the sponsor has requested the project manager complete the project soo…
- During a new smartphone development project, the customers are given a prototype of the product for them to d…
- What is the main benefit for conducting the project using agile methodology versus traditional methodology?
- The sponsor makes it clear that he does not want any of the team members to be overworked while working on a…
- The project manager has noticed that a few team members are having a difficult time following the inspection…
Answers and explanations
Tap a question to expand the answer and the exam reasoning. Try to commit to your own pick first.
Q1. While managing the project team the agile project manager is having a very difficult time understanding why team members are always frustrated when communicating with him. What critical soft skills does this project manager lack?
Answer: D. Emotional intelligence
Emotional intelligence is the core competency for managing team relationships and reactions. Other skills are components of it.
Q2. While constructing a new office space, the sponsor has requested the project manager complete the project sooner. While analyzing the work, the project manager has noticed that some of the work can start before the predecessor work is done…
Answer: B. Add lead times between project activities
A lead allows an activity to start before its predecessor finishes. Lag adds delay, the opposite of what's needed.
Q3. During a new smartphone development project, the customers are given a prototype of the product for them to demo. They inform you that the phone constantly reboots, and sometimes the touch screen does not work. What tool can the project te…
Answer: A. Ishikawa diagram
An Ishikawa diagram identifies potential root causes for a problem. The other tools analyze different aspects of the project.
Q4. What is the main benefit for conducting the project using agile methodology versus traditional methodology?
Answer: D. Agile delivers value incrementally
Agile delivers value incrementally throughout the project. Traditional methods often defer value delivery until the very end.
Q5. The sponsor makes it clear that he does not want any of the team members to be overworked while working on a project. This means that no team member is allowed to work overtime. The sponsor is okay with the project being delayed due to thi…
Answer: D. Resource leveling
Resource leveling resolves resource overallocation by changing the schedule. Resource smoothing only works with existing slack.
Q6. The project manager has noticed that a few team members are having a difficult time following the inspection process to check the quality of new software. What is the best tool to help them see the process, making it easier to follow?
Answer: D. Flowchart
Flowcharts visually map processes for clarity. Distractors like histograms or control charts measure data, not guide step-by-step procedures.
Q7. The datacenter redesign project is currently 30% complete. The project manager is not happy with the way processes are being followed by the team in ensuring that the network wiring will meet its quality requirements. What should the proje…
Answer: A. Manage quality
Manage quality improves processes through audits. Other options measure against baselines rather than enhance workflows.
Q8. While developing a new smartphone, the project team has identified a specific set of performance measurements that the phone should meet when it is complete. The measurement looks at how fast the phone can boot up and how fast it can shut…
Answer: D. Quality metrics
Quality metrics define measurable performance criteria. Checklists guide inspections, but metrics quantify standards.
Q9. While installing the new virtual server, the team discovers a new method that they can use on this project and future projects that can get the installation done in about half the time. This new method involves prepping the server image an…
Answer: A. Lessons learned register
Lessons learned register captures new knowledge for reuse. Risk registers track threats, not improvements.
Q10. The project manager and team are currently working to create a list of activities needed to complete the project. They have come to one particular work package that they cannot decompose because they do not know enough about the work yet…
Answer: C. Rolling Wave Planning
Rolling wave planning defers detailed planning for future work. Decomposition breaks down known work now, not later.
Q11. A project manager is currently working with the team to complete the office redesign project when a sponsor tells him to finish it 2 weeks sooner than planned. The project manager will need 4 new people to join the team to complete the wor…
Answer: D. Crashing
Crashing adds resources to shorten the schedule. Fast tracking overlaps activities, but here resources are explicitly added.
Q12. The project team has finished 60% of the deliverables when management informs the project manager that the project will be canceled immediately and the team will be reassigned to work on a new project that management feels is more importan…
Answer: D. Inform the project team, conduct a lesson learned session, and formally release the team from the project
Project closure requires formally releasing the team and conducting lessons learned. Ignoring the closure process violates standard project management procedures.
Q13. The project manager and the project team are reviewing the completed deliverables to see if they meet the performance requirements outlined in the requirements documentation. This is done so that when the customers are invited to inspect t…
Answer: C. Verified deliverables
Control quality produces verified deliverables, which are formally inspected before customer acceptance. Accepted deliverables result from a separate validate scope process.
Q14. While monitoring and controlling a project, the project manager has been comparing the work performance data to the project management plan to see if there is any variance. What process did the project manager finish to get the work perfor…
Answer: A. Direct and manage project work
Work performance data is the primary output of executing Direct and Manage Project Work, not from control or monitoring processes.
Q15. The project team and the project manager held a meeting to discuss a few issues related to the project. The meeting was very productive and led to most of the issues being resolved. A few weeks later, one team member brought up one of the…
Answer: B. Distributed detailed meeting minutes
Meeting minutes are the official record of resolutions, preventing miscommunication. Other meeting best practices do not ensure everyone knows the outcome.
Q16. You are having an issue with the software crashing consistently on the project. What should you use to identify the cause of this issue and the effect it may have on your project?
Answer: D. Ishikawa Diagram
An Ishikawa diagram identifies causes and effects. Flowcharts and histograms analyze data but do not find root causes.
Q17. While working on a project, the project manager notices that most of their time is spent resolving conflicts between members of the project team. What is the best tool the project manager can use to resolve the problems amongst the team me…
Answer: B. Interpersonal and team skills
Conflict management is an interpersonal skill. Training and colocation are team development techniques, not conflict resolution tools.
Q18. While conducting a risk assessment on a project, the project manager has identified a new regulatory risk. If the project is not completed by July 31, the company will have to scrap the project. What best describes this?
Answer: B. Project constraint
This describes a time constraint. Project constraints include scope, cost, time, resources, risk, and quality.
Q19. While monitoring a large construction project, the project manager has calculated the SPI of the project to be 1.2. A contractor has informed the project manager that a delivery will be 1 week late. The 1-week delay is 10% of the project s…
Answer: D. The project will finish ahead of schedule
With an SPI of 1.2, the project is 20% ahead of schedule. A 10% delay would not change the final outcome of finishing ahead of schedule.
Q20. A change request has been made by a senior stakeholder to add a new reporting function to the current financial software development project. The change was assessed by the project team and approved by the sponsor. What process should the…
Answer: D. Direct and manage project work
The correct answer proves that execution follows approved changes. Direct and manage project work is for executing approved changes, while integrated change control is for the assessment process.
Q21. The project has managed to build about half of the deliverables needed to complete the project. The project has spent $50,000 on materials and labor. This money that has already been spent is generally referred to as what?
Answer: A. Sunk cost
The correct answer proves sunk costs are irrelevant to future decisions. Sunk costs are past expenditures that should not influence go/no-go decisions, unlike opportunity costs.
Q22. The project has just been initiated, and the project sponsor calls the project manager to ask approximately when he thinks the project will be completed. The project manager replies that they have been unable to thoroughly analyze the work…
Answer: A. Analogous estimates
The correct answer proves analogous estimates use historical data. Analogous estimation is top-down and fast, relying on past similar projects rather than detailed analysis.
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