PMI – PMP Prep Questions

Multiple Choice Questions

1. During the execution of a project, a key team member is concerned with
the overall approach documented in the project management plan. The
member surprises the Project Manager with negative comments about
the approach during a weekly status meeting. How should the Project
Manager address the team member’s concerns?
a. Continue with the meeting, and ensure that the concerns are
added to the risk register after the meeting is finished.
b. Continue with the scheduled agenda items after reminding the
team member of expected meeting etiquette. Then, solicit
feedback about the etiquette expectations.
c. Remember that a project should not go forward when key team
members are in disagreement, and use the meeting to discuss the
members' concerns.
d. Make a short comment to acknowledge the team members'
concerns, continue with the meeting, and meet with the member
in private to discuss their concerns.

2. A Project Manager is faced with an updated schedule that requires

delivering a business result under a far more aggressive timeline. The
project’s technical resource manager has worked with the Project
Manager on previous projects. Still, a team member indicates that the
company does not have technical resources that could be added to the
project to meet the new timeline. What should be the Project Manager's
next step?
a. Let the project sponsor know that an issue with a technical
resource may put the project at risk.
b. Ensure that upper management is aware of the lack of needed
resources which may put the project at risk.
c. Ask the technical resource manager about the availability of
technical resources.
d. Work with a third-party vendor to quickly acquire the needed
resource.
3. A Project Manager has been asked to conduct a risk analysis that is
based on a high-level scope. As part of this analysis, the Project Manager
must use expert judgment to prepare a document. Which document-
based action is being performed?
a. Creating the project charter.
b. Preparing the scope statement document.
c. Creating a project management plan.
d. Documenting the risk management plan.

4. An agile approach meets the needs of the next phase in a team’s

project. As the team discusses the phase it becomes clear that some
team members have not received appropriate training in the agile
model. How should the Project Manager respond to this issue?
a. File a change request that includes the agile training that
members lack.
b. Use available funds in the contingency reserve to guarantee
training all team members.
c. Train team members on main agile topics by hosting training
sessions.
d. Identify and provide the most cost-effective agile training for team
members.

5. A Project Manager receives complaints from a project sponsor because

of a delay in developing a prototype. The Project Manager responds that
the delay was due to a lack of knowledge in a specific skill that was
needed by the cross-functional project team. How could the Project
Manager avoid this type of situation in the future?
a. Create training sessions at the start of the project, so all necessary
skills are learned.
b. List required skills for the project, and organize the project team
based on those skills.
c. Consult with the project sponsor to add training once the lack of a
specific skill becomes apparent.
d. Empower team members to problem solve where skills may be
lacking, using the skills they do have.
6. A projects’ daily stand-ups are long, often lasting more than two hours.
The project team uses the standup meetings for extended discussions
about solutions to project obstacles. What should the Project Manager
do to improve the daily standup meetings?
a. Invite department managers to participate in the team members’
discussions in order to identify solutions in a business-like manner.
b. Request shorter discussion time during each standup, leaving
more time for working.
c. Insert a new team member who will manage obstacles and
meetings to discuss possible solutions.
d. Coach team members that they have the opportunity to shorten
all standup meetings and improve their method for identifying
solutions.

7. A new resource is assigned to fill in for a resource who is leaving. The

new resource will be working on a small project that is critical to a larger
program milestone. Unfortunately, there is a rumor that the new
resource may be a problem, due to a lack of skills. In which manner the
Project Manager respond to this rumor?
a. Assess the new resource’s communication skills to evaluate their
ability to perform acceptably as part of the project team.
b. Meet with the new resource to discuss their skills and then
determine how they can contribute to the project.
c. Privately ask the project management office (PMO) to assign a
different resource with better skills.
d. Meet with the functional manager of the new resource to discuss
the rumor and see if it is true.
8. A team member has been absent for a week without providing
notification and could not be reached by email or phone. Due to the
absence, several successor activities are behind schedule, impacting the
project’s critical path. How should the Project Manager respond to this
situation?
a. Add a new resource who can complete the work package in a
professional manner.
b. Discuss the situation with the team member, and work with them
to identify a workable solution.
c. Require that the team member complete the work package more
quickly when they return.
d. Ask the functional manager for additional support on the project,
including assignment of a new resource.

9. The Project Manager is uncertain about the project's duration for a new
product and consults several groups of subject matter experts (SMEs).
The first group advises that development can be finished in 40 days. The
second group identifies some risks that could make the duration up to
60 days. The third group proposes a new development method that can
shorten the time to 20 days. What is the estimated development
duration for the new product?
a. 20 Days
b. 40 Days
c. 60 Days
d. 30 Days

10. The Project Manager is uncertain regarding the duration of a new

project and consults several subject matter experts (SMEs) groups. The
first group proposes that development can be finished in 29 days. The
second group identifies some risks that could make the duration up to
46 days. The third group offers a new development method that can
shorten the time to 18 days. Using the Triangular estimation technique,
what is the estimated development duration for the new product?
a. 28 Days
b. 31 Days
 c. 32 Days
d. 36 Days

11. The Project Manager is uncertain regarding the duration of a new

product development project and consults several subject matter
experts (SMEs) groups. The first group advises that development can be
finished in 14 days. The second group identifies some risks that could
make the duration up to 32 days. The third group suggests a new
development method that can shorten the time to 8 days. What is the
expected development duration for the new product using the Beta
estimation technique?
a. 12 Days
b. 16 Days
c. 14 Days
d. 20 Days

12. A product passes 99% percent of the functional requirements defined in

the scope. A customer is unwilling to accept the product since it did not
pass 100%. A Project Manager is assessing what could have been done
differently to avoid this. What should the Project Manager have done?
a. Properly evaluated the test management plan.
b. Produced the work breakdown structure (WBS).
c. Defined and communicated the quality metrics.
d. Verified the requirements documentation.

13. A project is utilizing a third-party contractor. A member of the

contractor's team raises an issue with a member of the project team.
The two individuals are not able to work out a solution. The Project
Manager is aware of the disagreement. Which type of communication
should the Project Manager use first when contacting the vendor about
this issue?
a. Face-to-face
b. Phone
c. Contractual Letter
d. Email
14. A software vendor is behind on a key project deliverable. There is a 21%
buffer in the budget for cost overruns. The Project Manager needs to
mitigate the issue. Which action should the Project Manager take next?
a. Evaluate alternative software vendors that can help project
deliverables despite resource constraints.
b. Remove the current vendor and have the new vendor send a
contract.
c. Ask the vendor to meet to discuss legal issues regarding the
slippage.
d. Accept the cost overrun and update the project schedule.

15. A project needs a specialized resource. A resource that fits the needs of
the project is identified, and can work onsite, but lives in another
country. The visa process was expected to take weeks but is now taking
months. What should the Project Manager do?
a. Ask the existing team to work overtime.
b. Place a limit on the project's scope.
c. Put the project on hold by an equivalent duration.
d. Request that the resource work virtually.

16. To determine which product to create, a project feasibility study was

conducted. However, a change request was recently approved to
develop another product that contradicts the original requirements.
Data specialists conducted an analysis before the change request was
approved. What is an appropriate action for the Project Manager to
take?
a. Perform the change request.
b. Do not accept the change request.
c. Review a detailed report of the data analysis.
d. Review a feasibility study of the new product.
17. A project that should have been 70 percent complete by now is only 55
percent complete. The total project budget is US$210,000, and the
actual cost spent to date is US$162,000. What is the scheduled
performance index (SPI) and cost performance index (CPI) of this
project?
a. The SPI is 0.79, and the CPI is 0.71.
b. The SPI is 1.27, and the CPI is 0.98.
c. The SPI is 0.82, and the CPI is 1.05.
d. The SPI is 0.99, and the CPI is 0.96.

18. A project that should have been 90 percent complete by now is only 84
percent complete. The total project budget is US$110,000 and the actual
cost to date is US$82,000. What is the schedule performance index (SPI)
and cost performance index (CPI) for this project?
a. The SPI is 0.93, and the CPI is 1.13.
b. The SPI is 1.07, and the CPI is 0.99.
c. The SPI is 1.15, and the CPI of 0.93.
d. The SPI is 0.96, and the CPI is 1.18.

19. A project that should have been 95 percent complete by now is only 80
percent complete. The total project budget is US$140,000 and the total
spent to date is US$95,000. What is the schedule performance index
(SPI) and a cost performance index (CPI) of the project?
a. The SPI is 0.86, and the CPI is 1.14.
b. The SPI is 1.19, and the CPI is 0.96.
c. The SPI is 0.84, and the CPI is 1.18.
d. The SPI is 0.94, and the CPI is 1.16.
20. A Project Manager is working on a software development project. Two
customers are repeatedly submitting new feature requests. The
completed scope definition for the product's next version release has
already been provided to stakeholders. What should the Project
Manager do next?
a. Ask to meet with the product manager, and discuss reducing the
number of new requests.
b. Meet with the sponsor immediately to discuss project boundaries.
c. Meet face-to-face with stakeholders to set expectations.
d. Assess the scope management plan to see how changes in scope
are managed.

21. A project has the following budgetary features:

I. Total budget of US$3 million
II. Planned value of US$630,000
III. Actual cost of US$650,000
IV. Earned value of US$540,000
Which statement is true about this project?
a. It is under budget, and ahead of schedule.
b. It is over budget and behind schedule.
c. It is over budget and ahead of schedule.
d. It is under budget and behind schedule.

22. A Project Manager receives the following information for a new project:
I. assumptions
II. preliminary scope
III. restrictions
After receiving this information, what is the first step the Project
Manager should take?
a. Discern the project goals as well as the business case.
b. Determine the project team and provide the team with tasks.
c. Decide on the project schedule and determine the critical path.
d. Seek approval for the project charter from the sponsor.
23. A Project Manager recently joined a new project. This project has the
following characteristics:
I. Deadlines that are tight
II. Global team that works virtually
III. Fixed budget
The Project Manager is in the planning stage, and wants to avoid scope
creep and keep the team focused on delivering a product that meets
requirements. What should the Project Manager do to achieve this goal?
a. Ensure that any changes to scope go through the formal approval
process.
b. Ensure that daily stand-ups occur, with all development teams.
c. Ensure that the development team leads generate detailed
requirements.
d. Ensure that stakeholders do not directly interact with the
development team leads.

24. After a project delay, the Project Manager determines that a change is
needed to the product deliverables in order to ensure quality. The
Project Manager takes the following steps:
I. A formal change request is issued.
II. The Project Manager communicates the change to all
stakeholders.
III. The Project Manager receives feedback that the communications
approach did not meet stakeholders' expectations.
What should the Project Manager do next?
a. Refer to the communications management plan, and issue a
status report.
b. Ensure stakeholders' expectations are included in the project
management plan by issuing a change request.
c. Hold a meeting with the project sponsor to better understand
stakeholders' expectations.
d. Review the communications management and stakeholder
engagement plans to see if the processes were followed. An
update to one or both plans might be warranted.
25. The project sponsor reports that an element of a product could lead to
moderate health issues in customers. Therefore, the sponsor asks to
modify production materials. Which action should the Project Manager
take?
a. Promptly implement the change and submit a change request for
formal documentation.
b. Refer to the Perform Integrated Change Control process to
examine the issue further.
c. Halt current production and initiate the Perform Integrated
Change Control process.
d. Do not fulfill the request because it will lead to scope creep.

26. There are necessary changes being requested to a project; however,

team members are not in agreement regarding how to implement the
changes. The Project Manager needs to address this issue. Which action
should the Project Manager take?
a. Use the change management plan and ensure all team members
and stakeholders understand and follow it.
b. Schedule an in-person meeting with the project sponsor and the
board to address the issue.
c. Hold a meeting with team members to assess the issues and
request changes where needed.
d. Ensure all requested changes are applied to the project and
communicate face-to-face with all team members.

27. A Project Manager with limited experience managing globally

distributed team members receives a project that has team members
from five countries, spanning three continents. To successfully manage
this project, the Project Manager needs to develop cultural sensitivity.
What should the Project Manager do?
a. Be flexible when working with team members, recognize that
culture is learned, and be aware of local customs.
b. Seek guidance from the human resource department, and request
to be certified in this topic.
 c. Request for another Project Manager to lead the project and
follow behind this person to gain necessary skills.
d. Gather requisite learning material to better understand every
detail of each team member's culture to be sensitive to their
needs.

28. A project is completed, but the Project Manager and project team
members are being asked to do the following:
I. Troubleshoot and resolve technical issues
II. Evaluate new requirements
III. Make minor adjustments
The Project Manager needs to ensure that the product developed by the
project now has operational support. What should the Project Manager
do?
a. Since the product is still under development, continue to fulfill the
requests.
b. Procure project acceptance.
c. Contact the project team, dismiss them from the project, and find
a new project.
d. Execute the project hand off.

29. A project has the following characteristics:

I. It's being executed by the project team.
II. 500 products have been developed based on the originally-
approved blueprint.
III. The project team randomly selected 50 products to evaluate
against the quality plan.
What is occurring in this scenario?
a. The project team is performing inspections.
b. The project team is utilizing statistical sampling.
c. The project team is conducting audits.
d. The project team is undertaking a manage quality measure.
30. A Project Manager has the following situation:
I. A very long project management plan is drafted.
II. Stakeholders on the project are spread across three continents.
III. The Project Manager needs the stakeholders to approve the plan
in as short of time as possible.
What is an appropriate course of action for the Project Manager to take?
a. Divide the plan into sections and based on their areas of expertise,
ask select stakeholders to review particular portions.
b. Send the plan to each stakeholder individually and ask them to
add their comments and return it for updating.
c. Arrange a meeting with all stakeholders and have the
stakeholders review the plan before the meeting.
d. Schedule individual meetings and invite only the key stakeholders,
and walk them through the plan.

31. A Project Manager has identified the following:

I. Four critical risks with a high-impact.
II. Four specific resources necessary for addressing the risks.
III. The resources are committed to another project with critical
deliverables.
The Project Manager must find a solution to address these risks
immediately. Which actions should the Project Manager take?
a. Check to see if the resources will be available when the risks are
scheduled to occur and work with the functional manager to see if
other resources are available to handle the risks if they happen.
b. Contract a third-party vendor and assign this vendor to these
tasks.
c. Accept the risks and monitor these risks often to reduce potential
impact.
d. Create a contingency reserve to solve the potential schedule delay
and mitigate the possible impact.
32. A project has a quality management plan in place. This plan states that
project deliverables must be reviewed for quality at least five business
days before the deadline. Four deliverables have missed this quality
requirement. What should the Project Manager do?
a. Generate a cause-and-effect diagram for analysis.
b. Re-write relevant portions of the quality management plan.
c. Inquire regarding the feasibility of an internal audit of the project.
d. Contact the project sponsor, and request advice.

33. Several team members frequently spend their time helping operations
and maintenance staff with a project feature that was just
commissioned. The Project Manager needs to ensure that the feature
was signed off on and that ownership was transferred. Which
documents should the Project Manager rely on for this purpose?
a. Procurement agreements, organizational process assets updates,
and final report.
b. Procurement agreements, organizational process assets updates,
and project document updates.
c. Stakeholder engagement plan, organizational process assets
updates, and procurement agreements.
d. Project document updates, organizational process assets updates,
and final report.

34. The Project Manager joins a project as a replacement on a project team.

During initial meetings, the Project Manager realizes there are many
differing opinions about how to address technical decisions. Team
members do not respect each other's ideas, and the environment is
becoming counterproductive. However, the team developed processes
and procedures and is now working smoothly and productively on the
project without conflict or interruption. In which phase of development
is the team?
a. Forming
b. Storming
c. Norming
d. Performing
35. A Project Manager is presented with the following situation:
I. An iteration just ended.
II. A team member tells the Project Manager that a planned task is
not complete due to an issue that appeared 4 days ago that was
not resolved.
The Project Manager wants to prevent this scenario in the future. When
is an appropriate time to discuss this issue?
a. During the retrospective.
b. In the demo.
c. During the next iteration planning meeting.
d. In the next daily standup meeting.

36. A project has the following characteristics:

I. Schedule performance issues are occurring due to expertise levels
of project resources.
II. Highly-experienced resources are reviewing unnecessary details.
III. Junior-level resources are not completing tasks in a timely
manner.
The Project Manager needs to enhance team performance. What should
the Project Manager do?
a. Where necessary, have the senior-level resources help the
inexperienced resources.
b. Where necessary, implement training, and design a checklist for
all team members.
c. Where necessary, replace specific junior-level resources, and
advise the senior-level resources.
d. Where necessary, conduct training for the junior-level staff
members.
37. An informal and unofficial blog was set up to enhance communication
and morale among project team members. The Project Manager was not
previously aware of the blog but has discovered that team members are
using it inappropriately. What should the Project Manager do?
a. Review the blog and assess the communications management
plan.
b. Reprimand all individuals involved, and report the issue to the
compliance office.
c. Close down the blog, as it is not part of the communications
management plan.
d. Identify an administrator who can monitor communications on
the blog.

38. A key project resource is discussing the complexity of project

deliverables with the Project Manager 1.5 weeks before the kick-off call.
The resource expresses nervousness and concern regarding the
deliverables. The Project Manager wants to ensure that the deliverables
are realistic. What is the appropriate action to take?
a. Implement a feasibility study, and then assess and review the
results.
b. Hold a meeting with the project sponsor to discuss the resource's
concerns, and revise the project charter.
c. Ensure that the concerns are documented in the issue log for later
review.
d. Start to identify threats and preventive actions by performing a
risk assessment.
39. Four new risks for a project are identified while the Project Manager is
preparing the monthly project status report. These four risks could affect
vital key milestones. What should the Project Manager do before
presenting this new risk information?
a. Review the risk report and lessons learned repository.
b. Review the organizational process assets and risk register.
c. Refer to the risk management plan and the risk report.
d. Add risks to the risk register, analyze them for impact to the
project and identify response plans.

40. A project that is nearing completion has the following characteristics:

I. It is very large.
II. It contains functional groups in five different countries.
III. Closeout documents are being prepared.
The Project Manager needs to gain acceptance of the project
deliverables. What should the Project Manager do?
a. Seek the project sponsor's sign off.
b. Contact the steering committee for sign off.
c. Seek sign off from the director of the Project Manager's business
unit.
d. Contact managers from the five countries involved in the project
for sign off.

41. During a kick-off, the Project Manager provided training for the entire
team regarding the specifics of the company operations that the project
supports. A year later, project productivity is suffering because members
who were added later in the project do not have the same level of
understanding. How should the Project Manager respond to this
challenge?
a. Tell the newer team members to ask for help from the long-term
members when they run into things they do not understand.
b. Ask current team members to provide training and support, and
hold a second kick-off meeting for new team members.
 c. Add new members who have the relevant experience, reassign
the newer team members, and log turnover issues in the lessons
learned register.
d. Recognize that this is a natural project progression, and revise the
schedule to allow for the slight decrease in productivity.

42. A project has increased in size. As a result, the project's single sponsor is
replaced by a steering committee. What should the Project Manager do
to accommodate this new development?
a. Ensure that the communications and stakeholder engagement
plans are revised to include the new steering committee
members.
b. Ensure that the initial project plan is followed, since the new
stakeholders will focus on the project’s progress to date.
c. Introduce the steering committee to the team and continue to
follow the initial project plan in order to meet project deadlines.
d. Make sure that the new steering committee members are
included when sending the current status report for the project.

43. During user testing, a client agrees to the final product. One day later
the client indicates that the final product may not be acceptable. What
should be the Project Manager’s first step for resolving this issue?
a. Discuss concerns with the client and consult the project’s
acceptance criteria.
b. Review the project's quality management plan.
c. Review the project’s requirements documentation.
d. Refer to the project charter and lessons learned register.

44. Both the project sponsor and project team assure a Project Manager
that the new project has a realistic schedule and an adequate budget.
The Project Manager worries that unplanned events could threaten the
project’s success. How should the Project Manager respond to this
concern?
a. Review the original project plan and focus on completing the plan
on schedule.
 b. Ask for additional funding to cover project planning.
c. Schedule a meeting with the functional manager to address the
potential impact of unplanned risks.
d. List and assess any project risks.

45.The Project Manager has a large project with functional groups in four
countries. Now that the project is close to completion, the Project
Manager needs to obtain the correct signoff on the acceptance of
project deliverables. What should be done to obtain the appropriate
signoff on this project?
a. Ask the project sponsor to sign off.
b. Ask the steering committee to sign off.
c. Ask the director of the Project Manager's business unit to sign off.
d. Ask for signoff from the managers of the four countries involved in
the project.