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PMP® Exam Self-Assessment Test
100 Free Sample Questions

Feedback (2003-today)
Mailed December 07, 2020 by Nycy V. (Canada, over LinkedIn):
"With your help only (those two sets of questions) I got my PMP. Thanks a lot for the great work you are doing, to help all the project managers around the world."
Mailed December 07, 2020 by Kristin B. G. (USA, over LinkedIn):
"Congrats, Oliver! Your coaching and exams were paramount in receiving my PMP!"
Mailed April 03, 2020 by Samuel Ofori O. (Ghana, over LinkedIn):
"Am happy to say that I used your products in my preparation towards obtaining my PMP.
Great content and guidance.
Many thanks
I’m honored to be finally joining this distinguished community of Project Management professionals."
Mailed February 20, 2020 by Elisabeth B. (USA, over LinkedIn):
"Hi Oliver.
Thank you for connecting! I actually just passed my PMP examination this morning. I have been using your exam practice questions to prepare. Thank you!
I’m honored to be finally joining this distinguished community of Project Management professionals."
Mailed October 24, 2019 by Maha T. (France, over LinkedIn):
"Hello Olivier,
Certification passed with success, I wanted to thank you for all your work and free exams, it was very helpful.
Thanks again,
Maha T., PMP"
Mailed July 17, 2019 by Renita D. (Canada, over LinkedIn):
"I wanted to send in a personal note, for your sample content and consolidated links to freely available test material were a tremendous help. Your time and thoughtfulness is much admired and greatly appreciated! I am happy to share with you that I just passed my PMP test this morning. Thank you again!"
Mailed May 07, 2019 by Robert E. (USA):
"I used some of your study materials to prepare for and pass my PMP exam last week. Thank you for all you do for the project management community."
Mailed Apr 27, 2019 by Jacqueline J. (Germany, over LinkedIn):
"I have passed my PMP today.
Thank you to Oliver F. Lehmann, MSc, PMP for the great preparation course last year.
I would advice any of you, to start studying directly after the course if this is possible. I am feeling very happy and relieved now.
Mailed Apr 26, 2019 by Florina N. (Romania):
"Dear Oliver,
I hope my email finds you well. I am happy to tell you that today I passed the PMP exam :-)
I take this opportunity to thank you very much for all the information you shared with us during PrepSeminar.
The questions from your book and from your website helped me a lot in preparation. I tried to remember a lot from your seminar.
Wishing you all the best!"
Mailed Dec 14, 2018 by Mihai N. (Romania, over LinkedIn):
"With the help of your materials I have prepared and obtained the PMP cerification this year. Thank you!"
Mailed Dec 04, 2018 by Kamayani U. (India):
"Hi Oliver,
I am glad to inform you that I passed my PMP exam successfully today. (Above Target performance).
Thanks for the last minute guidance from your end.
Kind regards"
Mailed Aug 18, 2018 by Waseem A. R. (USA, via LinkedIn):
"I can endorse that Mr Lehmann's Questions were one of the steps that led me to my PMP."
Mailed Aug 18, 2018 by Williams Brown A. (Nigeria, via LinkedIn):
"I saw the journey 6 months ago and I received it. Today I achieved. All thanks to God Almighty for helping me. Also thanks to you for your encouragement Oliver F. Lehmann, MSc., PMP (your head cracking questions)."
Mailed Mar 21, 2018 by Shanavaz S. (India):
"I would like to extend my sincere gratitudes for all your guidance on PMP exam preparation.
The simulator exam had definitely helped me to identify my knowledge gap areas and improve the same. I have passed the test on 19th of this month."
Mailed Mar 16, 2018 by Sharad S. (USA):
"I passed my PMP today in my first attempt.
Thanks a lot for you free questions. They really helped me in my preparation."
Mailed Feb 06, 2018 by Lynne H. (Canada):
"Thanks very much for posting these free PMP practice questions and the links to other practice exams!
I just passed my PMP yesterday (Above Target!) and I credit that to all the practice questions I did.
Thanks again!"
Mailed Jan 26, 2018 by Brad H. (USA, via LinkedIn):
"Oliver, I went through your 175 question primer before my exam and it was key to my success."
Mailed Sep 20, 2017 by Matt B. (USA):
"Just Passed!
I just wanted to drop a line to say thank you for your "pull communication" assistance with my PMP preparations. I am happy to report that I passed this morning."
Mailed Jul 5, 2017 by Rich O. (USA):
"Hi Oliver,
I wanted to let you know that I reviewed some of your exam questions during my PMP exam preparation and successfully passed the exam last December.
Mailed Jun 9, 2017 by Ademola O. (Nigeria):
"Hello Mr. Lehmann.
I have used your sample questions for some of my training participants prior to writing their PMP exams and none has failed after. It's 100% success."
Mailed Jun 5, 2017 by BJ A. (USA):
"Hello Oliver
I just want to express my gratitude and appreciation for the time you put in the questions on this website. I passed my exam on the first trial and you questions were the closest to the real exam questions.
Mailed Mar 30, 2017 by Arpit S. (India):
"Hi Oliver,
I am happy to inform you that I passed my exam in first attempt.
The questions on your site were extremely helpful. I got dejected at first as I could only score around 55% on your tests. But, they helped me eventually in the exam."
Mailed Feb 2, 2017 by Brad H. (USA, via LinkedIn):
"Hi Oliver,
I took your 175 question the day before my PMP test and I passed both.
You are an asset to the field of Project Management.
I'm looking forward to researching your PDU tips. I'd like to add you to my professional network on LinkedIn.
- Brad H###, PMP"
Mailed Oct 21, 2016 by Kripesh Krishnan V. (India):
"Hello Oliver,
cleared PMP in my first attempt yesterday. I had attempted the questions on your blog, your set of 175 questions and the iOS application with 555 questions, towards the end of my preparation.
Needless to say, they were extremely helpful in helping me pass the test. Thank you very much for helping us aspirants get a better grip on the concepts and get certified.
Regards, Kripesh "
Mailed Sep 19, 2016 by Marylise K. (United Kingdom):
"Over the past month, your website has been instrumental in helping me revise for my PMP exam.
I passed my exam yesterday from the first try and got 5 Ps. Thank you very much for the opportunities you gave me to understand and practice for this exam.
Wishing you all the best."
Mailed Aug 01, 2016 by Michael M. (USA):
"Thank you for your tough PMP questions, Oliver. They helped me pass the test."
Mailed Jun 14, 2016 by Ilan B. (Australia):
"A quick note of thanks for providing the 75 practice questions. They were very helpful for my study toward PMP."
Mailed Feb 26, 2016 by Sonja W. (Germany):
"Today, 01:15pm, I have passed the PMP exam.
Without practicing by answering the sample test questions, I would not have passed the test.
I am very happy!"
Mailed Dec 30, 2015 by Humaira R. (Canada):
"Hi Oliver,
Hope you are doing excellent.
I just wanted to let you know that with the help of your guidance and support, on 11/11, I passed my PMP exam.
Happy Holidays and Happy New Year!"
Mailed Oct 06, 2015 by Vinay K.G. (S. Korea):
"Dear Oliver F. Lehmann,
I passed the PMP test in first attempt.
I used the sample tests and other reference material from your site. Your test helped me lot in preparation for the exam and also to understand the concepts.
I also used the references on your site for other sample tests and other materials.
Thanks a lot for providing the site."
Mailed Aug 02, 2015 by Jean H. (Egypt, via LinkedIn):
"I passed today the PMP exam. I felt that your questions set help me a lot. Thank you"
Mailed Jun 15, 2015 by Yuvraj K. (India):
"Today, I have passed PMP exam and would like to thank you for exam questions and other resources provided in your website."
Mailed Oct 05, 2014 by Hassan F. (Oman):
"I am interested of having PMP Exam training, I already tried for once and failed where the questions were totally something else from the books I have read or studied, I have seen your trail exam and it looks similar to the real one."
Mailed May 06, 2014 by Amar G. (Sweden):
"Just a day before the exam, I have gone through your blog for 75 questions and 175 questions. They really helped me to clear PMP certification. Without going through those questions, I would definitely missed out few questions in the PMP. Thanks a lot."
Mailed May 05, 2014 by Eustaquio S. (Singapore):
"Hello Oliver
Today, I passed my PMP exam and I would like to thank you and your team for the Free PMP preparation tests."
Mailed January 05, 2014 by Marco D. (Germany, via LinkedIn, translated from German):
"Good day, Mr. Lehmann.
Indirectly, you have very much supported my preparation for the PMP exam. Your web page and your numerous responses answered many of my questions, so that I could pass the exam yesterday on the first attempt. I wish to thank you for your efforts.
Kind regards,
Marco D#####, now PMP"
Mailed November 13, 2013 by Bhupender C. (India):
"Dear Oliver,
I passed PMP examination recently. Your free questions and consolidation of links to other questions available on web helped me.
Great work and I really appreciate it!
Thanks! Best regards, Bhupender, India"
Mailed November 03, 2013 by Robert D. (Denmark):
"Thanks very much for the chance to test myself before the big exam....
Your site is great :-)"
Mailed October 28, 2013 by Sebastian E. (Nigeria):
"During the last 4 months preparing for my PMP exam, I practiced with your 175 questions exam bank and review all your tips and advise.
I am happy to inform you that I passed my PMP exam on 26/10/2013. Your materials contributed significantly to this success.
Please keep up your good work.
Mailed July 30, 2013 by Luay A. (USA):
Would like to thank you for the 75 PMP questions you have on your website.
They helped me a lot to pass the exam.
Mailed May 11, 2013 by Vijay K.R. (India):
"Dear Oliver,
I have passed my PMP exam yesterday (10-May). I would like to thank you for your advice and those valuable contents on your website - it has been a great help during my preparation.
You are great in this PM community and have been doing a wonderful job. Wish you more success in coming days.
Best Regards."
Mailed May 3, 2013 by Stuart B. (Australia, via LinkedIn):
I passed the PMP Exam in Sydney today and I used the practice exams from your website (the CAPM one included) as part of my preparation.
I just wanted to say that I thought the material was very well written and realistic of how the actual exam was structured and I certainly believe it helped me cross the line.
Many thanks."
Mailed April9, 2013 by Adhik K. (USA, via LinkedIn):
"Hello Oliver,
Yesterday I achieved my target of getting my PMP in first attempt.
Just wanted thank you for all your free questions that helped me preparing better for my goal.
Thanks & Regards."
Mailed January 23, 2013 by Ramesh Ch. (India):
"Respected Oliver Sir,
I'm glad to announce that I achieved the most coveted PMP credential on 21st Jan 2013. I'm even more glad and thankful to your free resources in which had enriched my PM knowledge and bridged the gaps in infinite number of ways.
Mailed July 24, 2012 by Christina W. (Canada):
"Hello Oliver;
Thanks for your links to the many practice tests.
I took the PMP exam on July 19th and did well.
Best Regards, Christina
Mailed July 09, 2012 by ChandraShekhar B. (India):
"This test is very helpful in evaluating weak areas."
Mailed January 26 2012 by Sandie Q. (USA):
"Hi there Oliver - your PMP sample exam is really great; it's given me a good sense of the remaining work I need to do. Vielen Dank und Grusse aus Washington DC."
Mailed November 04 2011 by Satish S. C. (India, via Google+):
"Hi Oliver
I've cleared the PMP in first attempt
Thanks for all your valuable guidance and help. Really much appreciated. "
Mailed October 27 2011 by Daniel C. (Australia, via LinkedIn):
on a side note I wish to say thank you for all the work you have put into to PMP training.
  I think it is safe to say that without your 175 free questions and the iPAD app that is also based on your questions I would not have passed the PMP exam as easily as I did. You really made a difference for me and I appreciate it.
  The most difficult part for me was getting into the PMP mindset and looking at everything from their way of thinking, not the actual contents of the exam.
  The way you phrased the questions and explained the answers helped me achieve the appropriate mindset. "
Mailed October 27 2011 by Harald G. (Switzerland, via LinkedIn):
"I just wanted to briefly let you know that I found your website with the sample PMP exam to be excellent and it was a crucial part in my preparation.
  Thanks very much for putting it together and for having made it available to everybody!"
Mailed September 07 2011 by David W. (UAE):
"I tried your questions a couple of times, particularly to get my head round the style of Qs & As. I found them extremely useful. [...] Many thanks once again. I passed the PMP exam 2 weeks ago."
Mailed July 05 2011 by Leland R. (USA):
"I have taken your battery of test as part of PMP Exam Prep.  It gave me the confidence I needed."
Mailed June 21 2011 by Sandeep T. (India):
"Thank you for your excellent question. It really gave me clear understanding about my sweet spot and weak areas."
Mailed April 02 2011 by Claudia S. (Switzerland):
"What helped me to prepare myself was to take a couple of test exams to get a feeling for the questions and specially for the time needed.
  The test exam provided by Oliver was the one that was nearest to the real test specially regarding timing."
Mailed May 03 2010 by Sandra J. (USA):
"I recently passed the PMP and found your site the single most helpful tool, after the PMBOK itself."
Mailed April 08 2010 by Sandy C. (USA):
"I'm proud to say that I passed the exam this week, thanks very much to your help."
Mailed September 15 2009 by Stephen H. (Canada):
"The test was very helpful, and highlighted areas where I needed further studies – thank you."
Mailed June 27 2009 by Bill C. (USA):
"I passed the PMP exam yesterday."
Mailed April 08 2009 by Mary K. Y. (USA):
"This was great practice. It highlighted some areas on which I need to focus."
Mailed August 25 2008 by Aarti S. (USA):
"Your tips and practice exams were really helpful and I was able to focus on areas that I was weak at and pass the exam."
Mailed October 10 2007 by Naji C. (Canada):
"I am glad that I did your tests online, the free 75q and the 175 one. The questions helped me pass the exam and really find gaps in my knowledge.
  By the way, you are the only one who covered the PTA questions. I had on my exam 3 PTA related questions."
Mailed October 10 2007 by Stefano B. (Italy):
"I would like to thank you again for the free and precious support provided by your tests. They were really close to the exam and helped much me and my other 2 colleagues to pass the PMP exam with a good score."
Mailed July 14 2007 by Belinda C. (USA):
"I did take the exam and passed it back in May. I believe that your questions were the closest to prep for the exam."
Mailed March 8 2007 by Pam H. (USA):
"I only whish I could have found you earlier. I missed this exam 3 times. I even went through #######'s Boot Camp... a good course but something went amiss for me when I really saw the questions on the test ... I have not been studying these type of questions given to me from the Boot Camp."

Mailed January 8 2007 by Joseph K. (UK):
"I did the test and had 54 correct answers. I then passed the exam. Your questions were a good preparation for the real thing. "

Mailed September 12 2006 by Claudia D. (USA):
"I just took (and passed) the PMP exam yesterday. Your test is the closest I have found to the real thing. I was getting fairly high scores from other practice tests and was quite shocked yesterday by how difficult the real exam was."

Mailed May 9 2006 by Rick M. (USA):
"I teach an 8 day PMP Prep Course. I have had over 120 of my students pass the PMP exam over the past 2 years. I have always encouraged my students to take your exam to test their knowledge."

Mailed April 20 2006 by Walid T. (Canada):
"I found some of the questions quite challenging and requiring more than the allocated 72 seconds to answer ... the sample test provided a good learning experience."

Mailed January 25 2006 by John C. (USA):
"Your test questions are very useful and helped me assessing where I need to do more."

Mailed August 1 2005 by Stephen L. (New Zealand):
"Good questions."

Mailed June 14 2005 by Saurabh V. (India):
"The test is the most comprehensive one that I have seen so far."

Mailed August 26 2004 by David S. (UK):
"I can start breathing again, score for the exam 158/200, thanks for the confidence boost from your test questions!"

Mailed June 29 2004 by Nadja V. (Finland):
"I took several practice exams. Your exam provided the best reality check both in terms of level of difficulty of the actual PMP exam and my score on the final exam. Thanks."

Mailed Jan 12 2004 by Andrea I. (Italy):
"I did the test two days before the exam and found it useful and also a good approximation of the real exam question, compared with other sample tests taken before. Moreover, the result reached was exactly the same as in the exam (84%)."

(Skip explanations and start right now)

Please note: These sample questions refer to the 2018 version of the PMP exam. An updated 2021 version is in preparation.


The free preparation test below covers the current PMP® exam version (as of March 2018).

Each question in this self assessment test has one best answer.

Time to finish the test: 120 Minutes.

There is a timer in the title bar (top of most browsers).

Click the dark blue button (below) to reset the timer to 00:00:00.

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PMI® has not participated in the development of this self assessment test.

References Marked for review
  1. A project manager is preparing two documents for risk management. One contains sources of overall project risk and also summary information on individual risks. The second describes individual risks identified. What name should the project manager give to the first document?
Risk register
Risk report
Risk management plan
Requirements traceability matrix

References Marked for review
  2. A company has to make a choice between two projects, because the available resources in money and kind are not sufficient to run both at the same time. Each project would take 9 months and would cost $250,000.
  1. The first project is a process optimization which would result in a cost reduction of $120,000 per year. This benefit would be achieved immediately after the end of the project.
  2. The second project would be the development of a new product which could produce the following net profits after the end of the project:
1. year:       $ 15,000
2. year: $ 125,000
3. year: $ 220,000

Assumed is a discount rate of 5% per year. Looking at the present values of the benefits of these projects in the first 3 years, what is true for their monetary attractiveness?

Both projects are equally attractive.
One cannot say based on the numbers.
The second project is more attractive.
The first project is more attractive.

References Marked for review
  3. A production process has been defined as part of an industrial equipment manufacturing project. The process is intended to produce steel bolts with a length of 20 cm. The control limits are 19.955cm and 20.045cm.

The measurements made at the end of the process yielded the following results:

20.033cm, 19.982cm, 19,995cm, 20.056cm, 19.970cm, 19.968cm, 19.963cm, 19.958cm, 19.962cm, 19.979cm, 19.929cm.

What should be done?

The process is under control. It should not be adjusted.
The process should be improved.
The control limits should be adjusted.
The measuring equipment should be recalibrated.

References Marked for review
  4. Your project management team includes two external consultants each from a different company. You found that repeated conflicts between the two consultants already slow down project progress and jeopardize achievement of objectives.

Which stage of team development can be difficult to overcome in such a situation?
Storming from Forming, Storming, Norming, Performing
Panic from Enthusiasm, Panic, Hope, Solution
Kickoff from Assignment, Kickoff, Training, Communicating
Frustration from Direction, Frustration, Cooperation, Collaboration

References Marked for review
  5. During a project, earned value analysis is performed, resulting in the following numbers:

EV: 523,000; PV: 623,000; AC: 643,000.

Which results are correct?

CV: +120,000; SV: +100,000
CV: +100,000; SV: +120,000
CV: -100,000; SV: -120,000
CV: -120,000; SV: -100,000

References Marked for review
  6. A project manager spent some days to create a multi-page document, which he called project charter. The document should have been issued by the project sponsor. The sponsor found the document outsized and asked for a condensed document.

Which of the following is usually not an element of the project charter and can therefore removed from the document?

The authority level of the project manager
Detailed control account and work package descriptions
The business need that the project was undertaken to address
High-level risks

References Marked for review
  7. A document called ____________ is created by decomposing the project scope into smaller, more manageable elements.
Scope Statement
Network Logic Diagram
Work Breakdown Structure
Requested Change

References Marked for review

A project management team decided to develop a risk management plan. What would be an appropriate occasion to create it?

A specific planning meeting
During a documentation review
When data precision is ranked
After selection of diagramming techniques

References Marked for review
  9. In order to speed up a project, you made a decision to fast-track a phase currently performed with five team members, and another one which was planned to begin in four weeks time with another five team members.

Which of the following activities should you do first?

Make sure that all exit criteria of the consecutive phase have been met to ensure the flow of communications in a team situation which is more complex by a factor of 2.
Make sure that all entry criteria of the previous phase have been met by planning and performing a phase gate meeting to assess technical aptness.
Make sure that all exit criteria of the previous phase have been met by planning and performing a phase gate meeting to assess technical performance.
Restructure your team and delegate tasks in order to ensure the effective flow of communications in a combined team that requires increased coordination efforts.

References Marked for review
  10. A project manager has been asked to support an internal project request by developing a business case.

What kind of information is the person expected to provide in the document?

The detailed information from a business standpoint to determine whether bidding for the customer project will be successful.

The detailed information from a project management standpoint to determine whether the project will be successful.
The detailed information from a technical standpoint to determine whether the project will be successful.
The necessary information from a business standpoint to determine whether the project is worth the investment.

References Marked for review

You found the following earned value analysis information for a project that was recently closed-out:

SPI = 0.7, CPI = 1.0

The project has been cancelled while it was executed. At that time the project was behind schedule and on budget.
The project's deliverables have all been finished. The project came in behind schedule but on budget.
The project's deliverables have all been finished. The project came in ahead of schedule but on budget.
The project's deliverables have all been finished. The project came in on schedule but over budget.

References Marked for review

Which should be included in a requirements management plan?

The document should trace requirements to project scope / WBS deliverables.

It should describe how requirements activities will be planned, tracked, and reported.

It should trace high-level requirements to more detailed requirements.

It should trace requirements to business needs, opportunities, goals, and objectives.

References Marked for review
 13. In a traditionally drawn decision tree, a circle represents ___________.
a chance to which no expected monetary value can be assigned so that a likely pay-off of a number of options can not be shown.
a decision to which no expected monetary value can be assigned so that the pay-off can be shown ignoring uncertainties.
a chance to which an expected monetary value may be assigned to calculate the average pay-off of two or more options.
a decision to which an expected monetary value may be assigned to calculate the most likely pay-off of consequential uncertainties.

References Marked for review

A project management team has subcontracted work to a service company. Which of the following tools is the best choice to assure that the contractor will adhere to the customer's policies, processes and procedures and will be able to meet the quality requirements of the project?

Quality audit
Deliverable inspection
Fixed price contract
Service level agreement

References Marked for review
 15. With your team you are using judgment from subject matter experts early during initiation to discuss perceived project risks. There is a number of experts from different disciplines available. You want to create a conversational setting to allow them to discuss their different views on the project and its risks.

Which of the following techniques can ensure best that the different perceptions and opinions are contributing to the expert discussion?

Peer review

SWOT analysis

Focus group

Monetary value calculation

References Marked for review
 16. You are managing a project for a customer based on a cost-reimbursable target cost contract with the following terms:
Target costs:     $ 1,000,000
Fixed fee: $ 100,000
Benefit/cost sharing: 80% / 20%
Price ceiling: $ 1,200,000

Which is the PTA (= point of total assumption, break point) of the project?


References Marked for review
 17. During execution of a project which is performed for a customer on a T&M (time and material) contract base, a new project manager is taking over the assignment. 

She discovers that two members assigned to the project have charged time without performing any work for the project customer. Upon further investigation, she determines that this occurred because there have been no other project assignments open for these employees and that her company wanted to keep their time billed to a customer. The customer is unaware of these facts. 

What should the project manager do?

Try to find some productive work for these staff members in the project and leave them on the team.
The best thing is to do nothing. The customer will not realize the problem anyway.
Try to find a responsible person for the over-assignment who can be made accountable.
Take the two people off the team immediately and arrange for the refund of the excess charges to the customer.

References Marked for review
 18. Start dates in the following network logic diagram are defined as early morning, finish dates are evening.

If tasks are scheduled to begin at early start date, what is true?


Activity B has a free float of 10 d.
Activity B has a total float of 10 d.
Activity A has a free float of 10 d.
Activity A has a total float of 10 d.

References Marked for review
 19. Your project is executed with a globally spread virtual team. The project progress has been found to be too slow. Which measure is most likely to immediately help team members act as a team and speed up the project?
Technical training for all team members
Daily phone conferences and detailed reporting
A team meeting at a location convenient to all team members
Collocation of team members at a suitable place

References Marked for review

A project management team wants to procure customized products which can be specified easily and are available in identical grade and quality from several vendors.

The procurement documents will probably have to support what main intention?

Describing the needs of the project in sufficient detail to enable vendors to make suitable proposals based on each one's specific strengths

Specifying attributes of the requested deliverables in detail to get identical bids from vendors and allow selection using the "Least cost method".

Helping to clarify the approved project scope statement and giving guidelines to break it down into the WBS and the WBS dictionary of the project

Developing the risk management plan and the risk reports from those risk management reviews which have been made so far eith the vendors

References Marked for review
 21. Which of the following becomes increasingly important in a virtual team environment?
Requirements engineering
Communication planning
Formal procurements closure
Network diagramming

References Marked for review
 22. You are assigned as the project manager to a project which is executed for a customer under FP contract. Your customer informed you this morning that they insist on certain "refinements" of the project scope. They consider them clearly part of the contractual price and require implementation without extra costs or delays.

You agree that the requested actions will be beneficial to the project, but believe that they constitute a major change increasing the project scope. What should you do next?

Accept the request of the customer. Diligently document the additional costs and working hours spent by yourself and the team on the implementation of the change and invoice these to the customer at appropriate rates.
Perform earned value analysis to assess the current status of the project and get all the numbers you need to communicate the case to the change control board which then will have to make the best decision regarding the customer request.
Check the contract, the project charter, the scope statement and other documents related to the project and the legal relationship. Implement ADR (alternative dispute resolution) procedures if the conflict cannot be resolved otherwise.
Talk to the project sales department and find a joint solution with them how to best reject the request considering the commercial and strategic value of the customer to the organization you are working for.

References Marked for review
 23. A prime contractor in a customer project under CPFF contract has run into unexpected technical problems through no fault of their own. Fixing these problems will require a lot of additional work to be done.

The company made a decision to book more staff and equipment from their subcontractors in order to increase productivity and adhere to the agreed timeline. The overhead work for the project is reimbursed by the customer with the fixed fee and will remain unchanged. The customer agreed to this decision.

What will most likely happen?
The contractor‘s indirect costs will increase and the customer‘s payment for them will increase, too.
The contractor‘s indirect costs will increase, but the customer‘s payment for them will not increase.
The contractor‘s indirect costs will not increase, but the customer‘s payment for them will.
Both the contractor's indirect costs and the customer‘s payment for them will not increase.

References Marked for review
 24. A project management team is evaluating the causes that might contribute to unsatisfactory performance and quality. They are discussing the influence of common causes (also called random causes) and special causes.

Which of the following statements should they use as a guidance to identify the types of causes of the problems found?
Special causes are generally easier to predict and cope with than common causes.
Normal process variation is attributable to common causes that are part of the system.
Common causes are unusual, fleeting events, which are difficult to foresee and often produce outliers.
Processes can not be optimized to limit the bandwidth of variations due to common causes.

References Marked for review
 25. The Project Management Office (PMO) of your company is performing a project management audit in your company and find that most of the various plans in the project are neither consistent nor up-to-date.

Which of the following statements is true?

Projects can easily be executed without a valid, updated and working project management plan as things are going to change anyway.
The consistency of the various plans is secondary because it is only the results that matter.
The lack of systematic planning leads to reactive behavior, miscommunications, conflicts, and often a need for continuous fire fighting.
Poor planning and insufficient updating of project management plans are rather uncommon as reasons for cost and time overruns.

References Marked for review
 26. Together with your project management team in a project to build a state-of-the-art power station, you want to perform active risk acceptance in your project.

What should you do?
Create contingency reserves in resources, money and time.
Develop a plan to minimize impact in case that an identified risk occurs.
Develop a plan to minimize the probability of occurrence for identified risks.
Make additional resources available to speed up the project.

References Marked for review
 27. A project manager made 3-point estimates on a critical path along a sequence of activities A through E and found the following results:

Assuming ±3 sigma precision level for each estimate, what is the calculated standard deviation of the allover path?
App. 4.2 days
App. 5.2 days
App. 6.2 days
You can not derive the path standard deviation from the information given.

References Marked for review

When do bidder conferences normally take place?

After the contract has been awarded to keep alternatives open.
After submission of bid or proposal, but before contract award.
Prior to the submission of a bid or proposal by the bidder.
After technical meetings with bidders to discuss contract requirements.

References Marked for review
 29. What is defined by control limits?
A measuring instrument solely used to describe process capability. The process is found capable if the ±3 sigma range is exceeded by not more than 0.3% of a tested sample lot.
The limits of the six sigma area on either side of a control chart to plot measured values; data found outside the area are out of specification and can lead to rejection of an entire batch.
The area on either side of a mean value of a control chart to plot measured values found in statistical quality control. Plots outside the area signal possible process instability.
The area consisting of typically three standard deviations on either side of a mean value of a control chart to plot measured values found in quality assurance

References Marked for review

The scope baseline is used to ídentify variance on the scope during the project. It consists of what?

Scope statement, WBS with work packages and planning packages, WBS dictionary
Cost baseline, quality baseline and schedule baseline
Configuration management plan and configuration identification document
Procurement statement of work and project scope statement

References Marked for review
 31. Activity 1 has a duration of 20 days, activity 2 of 10 days, activity 3 of 5 days and activity 4 of 6 days.

What is the minimum total duration between the milestones A and B?

36 days
37 days
39 days
42 days

References Marked for review

Which tools and techniques are used in the processes Create WBS and Define activities?

Nominal group technique
Human resource assignment
Expert judgement and decomposition

References Marked for review
 33. What kind of behavior do project managers refrain from?
  1. Theft, embezzlement
  2. Fraud
  3. Corruption
  4. Bribery
a, b, c, d
b, c, d
b, c

References Marked for review
 34. Which of the following statements is not true?
Attribute sampling is the process of assessing whether results conform to specifications or not.
Prevention means keeping errors out of the process by applying actions before the process starts changing its input.
Variables sampling means that the result is classified into one of the 3 categories:
"acceptable" - "acceptable after rework" - "rejected".
Inspection is often mainly done to keep errors out of the hands of the customer as an activity of process control.

References Marked for review
 35. Which statement describes best why you should document assumptions?
Assumptions might prove to be wrong. Knowing which assumptions were incorrect allows baseline adjustments in case of project crisis.
Assumptions recorded in the assumptions log may help identify individual project risks during risk identification.
Assumptions limit the project management team's options for decision making because they can not be controlled by the team.
In case of schedule or budget overruns, the documentation of assumptions supports a clear assignment of responsibility.

References Marked for review
 36. Which is normally not regarded as an element of cost of quality?
Prevention costs
Maintenance cost
Appraisal costs
Failure costs

References Marked for review
 37. You have recently been assigned as a project manager to a new B-O-T (build, operate, transfer) capital project. Your company will invest in public infrastructure today, then make profit from operating the infrastructure over 30 years, after which it is handed over to the government.

Reviewing the initial documentation you found out that the business case has been calculated with a very small margin during operations of the infrastructure. What should you do?
As you are not responsible for lifecycle costing, you don't have to worry about operation profits. Focus on project costs from initiation through handover.
Ensure maximum profits by buying the best and cheapest items, components and modules―potentially from a big number of different suppliers―and integrating them, while ignoring their effect on operation costs.
Create a realistic plan broken down to a sufficient level of detail. Perform all risk management processes. Ensure real-time communications with all relevant stakeholders.
Develop a plan to immediately leave the company, when the first signs occur that it may not survive the questionnable business case and go insolvent.

References Marked for review
 38. A project is managed by departments of an organization and expedited by a project coordinator. Which of the following statements is most likely to be true?
The performing organization is a weak matrix.
The performing organization is doing "management by projects".
The performing organization is a strong matrix.
The performing organization is projectized.

References Marked for review
 39. You are project manager in a global project with a team consisting of people from various countries. What can you try to prevent misunderstandings due to cross-cultural differences?
Use all communication methods available that are suitable for the team and follow up in writing when communicating verbally. Remember that cultural and individual diversity may help project teams solving unforeseen problems during the course of the project.
When you are about to form a team for your project, keep in mind that some cultures are developed, others are more primitive. Some have values, some not. You should consequently avoid choosing members from countries with cultures that are not similar to your own.
Cultural dilemmas can prevent any project from being successful. They should therefore be smoothed or suppressed so as to make sure that they cannot disrupt project work. Your effort should concentrate on communication that can help reach that goal.
As norms regarding communication habits differ significantly across various cultures, communicating between people from different countries should only be done using written or verbal language. The nonverbal dimension simply bears too many risks.

References Marked for review
 40. Which statement on conflicts is true?
Conflict resolution should focus on people, not issues.
A project manager should resolve conflicts in a timely and constructive manner.
Conflict should always be resolved in private and not in the team.
Too much openness to stakeholders is a common cause of conflict.

References Marked for review
 41. A change request in a project has been rejected some weeks ago. Yesterday, the project manager found out that it nevertheless has been implemented by team members, who had originally requested the change and therefore knew of it, but not of the rejection.

In order to avoid such a situation, rejected change requests should be consistently communicated to stakeholders through which process?

Report performance
Verify scope
Perform integrated change control
Monitor and control risks

References Marked for review
 42. What is a trigger in project risk management? 
An expected situation causing an unidentified risk to occur
A warning sign that a previously identified risk might be occurring or has occurred
An unexpected situation causing an identified risk to occur
An unexpected situation causing an unidentified risk to occur

References Marked for review
 43. According to the project plan, a contractor is scheduled to deliver some software components today afternoon. A regular monthly payment is due to be made to this contractor tomorrow.

You and your project team received a note this morning informing you that the software delivery will be delayed by 2 weeks.

What should you do right now?

You should delay the payment also for 2 weeks.
You must immediately find and change to a different contractor.
You should consult with the contractor to understand and possibly resolve the delivery issues. This may influence further payments.
You should make the payment and reschedule the project incorporating the delay. 

References Marked for review
 44. In a software company a large number of simultaneously performed projects utilize the same groups of human and other resources from a corporate resource directory.

What is the term commonly used for the resources inside the directory?

Unassigned staff
Project team
Resource pool
Program team

References Marked for review
 45. What does the acronym RACI commonly stand for in project management?
Responsible, Accountable, to be Consulted, to be Informed
Remote, Attached, Connected, Integrated
Risk Analysis and Caution Initiative
Randomly Accessible Cashflow Information

References Marked for review
 46. You have used estimates made by your team members and applied the critical path method to compute a network logic diagram for your project. Then you found out that it cannot be sufficiently optimized for scarce resources and fast progress towards a given deadline. What should you do next?
Apply resource leveling and smoothing heuristics to uncritical activities only.
Reduce estimates on duration and work efforts by an adequate percentage.
Search for opportunities to compress the schedule without jeopardizing the project.
Remove physical ánd legal constraints and replace hard logic with soft logic.

References Marked for review
 47. Liquidated damages (LDs) are contractually agreed payments in order to...
...give the contractor an incentive to meet an aggressive schedule or challenging quality objectives.
...penalize the contractor for late completion of a project or failure to meet specifications.
...cover the customer's costs caused by late completion or failure to meet specifications by the contractor.
...make a bid or proposal binding for the offerer while the customer has time to select among various bidders.

References Marked for review
 48. Together with your team, you are writing a risk management plan. In the team, discussions are occurring what should be covered by the plan and what not.

Finally, the team found out that _______ should NOT be covered by a risk management plan?
Roles and responsibilities for managing project risks
Timing of project risk management processes and activities
The methodological approach used for risk management
Individual risks and potential responses to them

References Marked for review
 49. You are assigned as the project manager to a project which had a one-time cost variance in the past caused by unexpected rework which has meanwhile been finished. You expect future costs of the project as was originally planned

You perform earned value analysis and get the following results:

EV: 250,000; PV: 200,000; AC 275,000

BAC is 500,000.

What is right?

EAC = 550,000
EAC = 525,000
EAC = 500,000
EAC = 425,000

References Marked for review
 50. An estimation has been made for a construction project that the construction of a residential home will cost a certain amount per square foot of living area.

This is an example of what type of estimating?
Analogous estimating
Bottom-up estimating
Top-down estimating
Parametric estimating

References Marked for review
 51. What is true for prototypes?
Prototyping causes significant costs and should be avoided wherever possible.
They are tangible and allow for early feedback on requirements by stakeholders.
Prototypes are mostly developed toward the end of a design or build phase.
Prototypes increase the risk of misunderstandings between developers and users.

References Marked for review
 52. Constructive changes are a common source for conflicts between customers and contractors in projects under contract. What is a constructive change?

A change request that helps improving the project and its product, service, or result and could be generally discussed in a friendly style.
A direction by the buyer or an action taken by the seller that either party may post hoc consider an undocumented change.
A field change or ad-hoc change mandated by the project customer in a public construction project.
A change request which will lead to the re-construction of an older version of the project performance baseline by the contractor.

References Marked for review
 53. Which of the following is generally not regarded to be a motivator according to Frederick Herzberg?
Working conditions and interpersonal relations
Responsibility for enlarged task
Interest in the task
Recognition for achievement

References Marked for review
 54. What is true for modern project management? Project managers need...
... to have a strict standing in negotiating
... to show experience in tricking business partners
... to be team players and facilitators instead of "bosses"
... to be strongly linked to local traditions

References Marked for review
 55. You are the project manager in an engineering project and have recently signed a contract with a software vendor for the development of a complicated control solution as a contractor of your project.

The software will be used to control machinery equipment which your project team is currently developing. The contract is a lump-sum contract. The contractor has a cost target based on estimates, which seem rather low to you. Which of the following statements is NOT true for this situation?
It is the contractor's risk in this type of contract that their profit may vanish if costs have been underestimated.
This form of contract should only be chosen when all requirements on the contractor's product are well-understood by all parties involved.
In a fixed-price contract, change requests can require adaptations to price, schedule and other contractual items for the changes to be applied.
It is likely that your organization may have to assume any unexpected additional costs for the software development that occur.

References Marked for review

A review to determine, whether the intended execution of project activities will comply with organizational and project policies, processes, and procedures is commonly called

Quality audit
Quality testing
Reject screening

References Marked for review
 57. Which of the following is true regarding the code of accounts?
It allows a project manager to easily identify the breakdown level of the item in the resource structure.
It describes the coding structure used by the performing organization to report financial information in its general ledger.
It is the collection of unique identifiers generally assigned to WBS items.
It defines ethical behavior in the project and the responsibilities to the customer and the profession.

References Marked for review
 58. You are the manager of your company's project management office. The company is running many concurrent projects; most of them share a resource pool of technical staff. Understanding how resources are utilized across projects has been found essential to overall project performance, including cost effectiveness and profitability.

This morning you received a message that the resource pool members will be unable to perform as planned for the next months because the overall work load has grown too high and while delays are adding up, the morale of the staff is going down.

What should you do next?

Ensure that quantitative information for all projects is made available in a uniform and reliable fashion and verify that the project management methodology is adhered to. Then consolidate the information to get an understanding of the problems and communicate them to management.
Implement an enterprise project management software solution which is able to  level the human resources across the various projects and which has the capability to model resource assignment on a percentage level thus optimizing resource utilization for the overall organization.
Do nothing related to the described problem unless you are explicitly requested by the organizations upper management. Supporting decision making on the level on which project portfolio management is done, is not the project management office's business.
Evaluate project management software which supports planning and scheduling across enterprise-wide project portfolios. Avoid managing the availability of shared enterprise resources for the projects run by an organization because this is not the business of a project management office.

References Marked for review

You have been criticized that certain specifications in your scope statement do not pass the test for SMART objectives. What are SMART objectives?

Objectives specified in far more detail than necessary for a execution of a successful project.
Easily achievable objectives which help you reducing the pressure on yourself and the team.
Objectives that should be achieved in order to attain formal recognition by both the customer and the project sponsor.
Objectives that are described using specific, measurable, assignable, realistic and time-related specifications.

References Marked for review
 60. You have been assigned as a project manager to a software project. While you and your team are working on a WBS (work breakdown structure), estimates for activity durations are already made. These are based on a preliminary activity list and vary significantly, obviously as the team members have different concepts of the work that needs to be done.

Which additional documents may help you clarify work requirements in this situation?

Final project schedule.
Project schedule network diagrams and human resource plan.
Activity cost estimates and scope baseline.
Activity attributes and project scope statement.

References Marked for review
 61. You are performing earned value technique on your project.

After budget approval, an additional and unexpected cost item has been identified, which made the project more expensive some weeks ago. The item has meanwhile been paid by the project, and it is expected that for the remaining duration of the project, costs will be as budgeted.

In this case, which is the best formula to calculate EaC (Estimate at Completion)?

EaC = BaC - CV
EaC = BaC / CPI
EaC = AC + BtC / CV
You can not compute the EaC.

References Marked for review
 62. During a company event, you had the opportunity to talk to a colleague project manager. He told you that in his current project actual costs are 15% under cumulated costs budgeted for today.

What do you think?

The information given to you by the colleague is not sufficient to assess project performance.
The project will probably be completed with total costs remaining under budget until the end.
A significant cost increase during the further course of the project will probably bring the costs back to baseline level.
Original cost forecasting and budgeting for the project must have been poor to allow this variance.

References Marked for review
 63. What is the meaning of Jerry B. Harvey's concept called the "Journey to Abilene"?
Project managers should visit their customers far more often than what is usual in order to avoid misunderstandings and bad emotions.
International projects may have an increased need for traveling which can lead to additional costs and troubles with time zones.
Group decisions can have the paradox outcome, that a decision is jointly made or approved that is not desired by any of the group members.
A project is a temporary endeavor undertaken to create a unique product, service or result. Repeating it would be similar to making the same journey twice.

References Marked for review
 64. Which of the following statements describes best the relationship between project phases and the project life cycle?
The project life cycle includes the time when the project is performed and the expected product lifespan after that.
In project management, a sequence of project phases and phase gates is often referred to as project life cycle.
The project life cycle is regarded as a sequence of project activities while phases are defined to control overlapping activities.
The project life cycle describes how iterations of project management processes are used when a project schedule is developed. 

References Marked for review

Which is an appropriate order in most project situations for the development of scope-related documents?

1. Project SOW (statement of work),
2. Project charter,
3. Project scope management plan,
4. Project scope statement,
5. WBS (work breakdown structure) and WBS dictionary.
1. Work breakdown structure,
2. Scope statement,
3. Project charter,
4. CSOW (contractual statement of work),
5. Contractual work breakdown structure
1. Feasibility study
3. Contract,
4. CWBS (contractual work breakdown structure),
5. Scope of work descriptions,
6. PID (project initiation document).
1. BOM (Bill of materials),
2. CAP (control account plan),
3. Project charter
4. Change management plan,
5. Scope baseline.

References Marked for review
 66. What is the S-curve in project management?


A graph that is generated if a normal curve is integrated.
A graph that is to be integrated to generate a normal curve.
A metaphoric description of the short term uncertainties that are present in every project.
The graph that describes the typical growth of earned value during the course of the project.

References Marked for review

An output of the process Estimate activity resources is the documentation of "resource requirements". It identifies the types and quantities of resources...

...while the term resources is limited to equipment and materials.
...required to perform each activity or work package.
...while the term resources is limited to human resources. be obtained solely from inside the performing organization.

References Marked for review

What is not the purpose of configuration control when configuration management is applied in a project?

Verification that the configuration identification for a configuration item is accurate, complete, and will meet specified program needs.

Ensuring that proposed and approved changes to configuration items are fully analyzed.

Ensuring that proposed and approved changes to configuration items are fully documented.
Managing and controlling the frequently requested changes to a project by applying agreed upon rules.

References Marked for review

Which statement describes best the meaning of the term cost baseline?

A cost baseline is always created by translating time-phased cost information into cost data on activity or work-package level.
A cost baseline is an approved time-phased budget that will be used to measure and monitor cost performance on the project.
Data to draw a cost baseline can be easily generated and updated as necessary from information related to actual project cost.
A cost baseline is usually displayed in the form of an inverse S-curve drawn from the beginning of the project until data date.

References Marked for review
 70. Which is NOT true in regard of RoI (return on investment) calculation for a project?
It defines the cumulated net income from an investment at a given point in time or during a defined period.
It includes investment, direct and indirect costs and may include allowances for capital cost, depreciation, risk of loss, and/or inflation.
It is most commonly stated as a percentage of the investment or as a dimensionless index figure.
It is the time when cumulated net income is equal to the investment.

References Marked for review

A project sponsor requested reports on two concurrent software projects from the project managers. Both projects are regarded as equally important and strategically beneficial and have been finished by over 80%.

The sponsor considers to shift some resources from the first project to the second to accelerate the second project, which is currently behind schedule.

What is the most likely outcome of such a measure?

Changing team assignments during late course of a project typically increases cost efficiency.

Changing team assignments during late course of a project typically increases time efficiency.

Project A will become slower. According to Brooks's law, Project B will also lose pace.

According to the law of diminishing returns, the consolidated cost variance of the two projects will increase.

References Marked for review
 72. Which of the following statements describes best the relationship of quality and grade?
Low grade is always a problem; low quality may be overcome by a good rework and repair process.
Grade is a category or rank given to entities having different functional requirements but the same need for quality.
Both quality and grade can often be improved through intelligent measuring, testing and examining.
Low quality is always a problem as it bears on the ability of an item to meet requirements; low grade may sometimes be acceptable.

References Marked for review

A project management team intends to develop a lifecycle for its new software development project on a continuum between the extremes of highly agile and highly predictive methods. What is a typical signal that the lifecycle chosen is located between the two extremes?

Requirements are elaborated repeatedly.
Requirements are developed upfront and kept static.
Requirements are developed during the course of the project.
Change is constrained as much as possible.

References Marked for review
 74. You have been asked to calculate the internal rate of return (IRR) of a project? What will you assess?
The time period needed to pay back the investment from a project when future income is discounted.
The inherent discount rate or investment yield rate produced by the project's deliverables over a pre-defined period of time.
The rate of negative risk that can be accepted for a project without turning the expected net present value negative.
The expected benefit from a project’s deliverable calculated as a percentage of the original investment over a specified time period.

References Marked for review

You have just created the following network logic diagram to describe the planned flow of activities for your project which will start tomorrow:

PMP sample question 75 Network diagram 

Which potential inconsistency in the diagram should you solve right now to ensure that the activities and the milestones "Start" and "A-F finished" are correctly linked?

Activity E is open ended (a "dangle") in relation to the finish milestone path convergence.
Activity F is open ended in relation to the path divergence after the start milestone.
You cannot calculate a critical path when lags and/or leads are calculated in percent.
  Activities E to F need another task drawn as a hammock to calculate level of effort.

References Marked for review

A project management team identified negative risks (threats) that cannot be responded to by avoidance or mitigation. An alternative risk response would be active acceptance. What would the team do to implement that?

Plan more risk management.
Monitor risks.
Allocate contingency reserves.
  Identify further risks.

References Marked for review

A project manager travels to a country whose culture is unknown to her. She realizes that her direct way of communicating creates discomfort for some people she interacts with. What could she consider improving?

The communications management plan
Her cultural awareness and cultural sensitivity
Her predisposition to culture shocks
  The stakeholder responsibility matrix

References Marked for review

A project manager is approached by a team of software programmers who work for her project.

The team requests a certain person to be released from other work to enhance the team with specific technical skills and enhance its productivity. The team also offers to introduce the person to the progress of development achieved so far and to the tasks that the person should take over in order to get the project work done.

Which management principle is applied by the project manager and the team?

Self-organizing teams
Norming teams
Micro-managed teams
  Competing teams

References Marked for review

A project manager ensures that a team of development engineers is freed from operational tasks, so that the team members can focus on self-organization and on getting the project work done. The person listens to the team’s concerns and removes obstacles and impediments whenever they occur. What is the best description for the leadership style of the project manager?

Autocratic leadership
Benevolent leadership
Responsible leadership
  Servant leadership

References Marked for review

A company’s management is discussing a project request created by one of its managers. but its mangers are uncertain, whether the project is worth the investment. A project manager has been assigned to develop a document to describe the potential benefits in monetary and other aspects. After acceptance of the project request, this document will to be used to track the realization of those benefits.

Which title will the project manager probably give to the document?

Project business case
Benefits management plan
Project charter
  Project statement of work

References Marked for review

A project manager is performing a project with contract partners in different countries. What should the person be aware of?

It is the seller’s responsibility to ensure that the procurement meets the specific needs of the project.
All differences in local laws can be overcome with clear contract language.
Local culture and laws may have influence upon the enforceability of a contract.
  The use of contracts with appendices and annexes should generally be avoided for projects.

References Marked for review

A project management team consolidates a number of planning documents to a collection called “project management plan” and ensures that these documents are consistent among each other.

What documents could become part of the project management plan?

Resource calendars and project schedule
Management plans and baselines
Lessons learned register and quality report.
  Resource management plan

References Marked for review

When does a project manager perform the integrated change control process to make sure the effects of change requests are under control?

During the course of the project
When baselines need to be altered
While the cost baseline is being created
  When the configuration management plan is developed

References Marked for review

During execution of a construction project to build a new bridge, it turns out that severe weather conditions are threatening adherence to the project schedule and overall project success. What kind of risk is this?

Complexity risk
Ambiguity risk
Variability risk
  Event-related risk

References Marked for review

A project was planned to take 5 months. The team is currently 3 months into it and has completed half of the work.

Applying Earned schedule technique, what are the performance data of the project?

SV: -0.5 months, SPI: 0.83
SV: 1.5 months, SPI: 1.5
SV: -2,5 months, SPI: 0.83
  SV: 0.5 months, SPI: 1.83

References Marked for review

A software development team works with a product owner, who routes influence by stakeholders on the software product. The product owner keeps a list of the work to be done in order to build the desired product.

What is this list referred to?

Activity attributes
  Product backlog

References Marked for review

A project management team identified the need to remove over-allocations of resources and optimize their usage. They are discussing whether to apply resource leveling or resource smoothing.

Which of the following statements is correct?

Resource leveling does not change the project schedule
Resource smoothing commonly changes the critical path
Resource smoothing may delay the completion date
  Resource smoothing may not optimize all resources

References Marked for review

A project management team has identified a large number of risks during its risk identification sessions. It noticed that it would not have the time and resources to quantitatively analyze all of them. The team also agreed that not all of these risks would justify the effort necessary to digg deeply into them.

What should the team do next?

Implement agreed upon risk response plans.
Plan risk responses for each of the identified risks.
Perform qualitative risk analysis to prioritize the risks.
  Perform quantitative risk analysis to numerically analyze risks.

References Marked for review

A project management team has identified, analyzed and prioritized a great number of individual project risks and also some overall risks. The team discusses strategies to respond to them.

What is true for strategies that can be used for individual risks?

They differ fundamentally from those used for overall risk.
They can also be used to respond to overall risk.
Only responses for threats can also be used for overall risk.
  Only responses for opportunities can also be used for overall risk.

References Marked for review

A project management team has identified, analyzed, prioritized risks and developed risk responses.

What should the team members take care of next?

Action should be taken to actually respond to the risks after their occurrence.
Action should be taken to respond to individual risks only. Overall risk can be escalated.
Documentation should be avoided to not wake up “sleeping dogs”.
  Action should be taken to actually respond to the risks in a proactive fashion.

References Marked for review

A project has been given into the hands of a contractor and will be performed against payments by the customer.

During contract development, it has been agreed that the buyer’s procurement statement of work (SOW) would become an appendix to the contract (CSOW), turning it into a part of the agreement.

From the contractor’s perspective, which should be among the next steps to initiate and plan the customer project?

The contractor can mostly disregard the SOW, because the language in the contract’s main document is the binding one for the project.
The contractor should ensure that the project management team understands how the CSOW becomes a key input to many of the seller’s processes.
The contractor should regard the requirements laid down in the CSOW as the only binding ones and focus solely on meeting them during the project.
  The contractor-side’s project team can do the project without knowledge of the contract and the SOW just by clarifying requirements directly with the customer.

References Marked for review

A project management team prepares contract development for a project that has major parts of the work outsourced to a number of contractors.

A question turns up, which risks should be assumed by contractors and which should remain the responsibility of the customer.

What would be good decision?

All risks should be agreed upon to be managed by the contractor, who after all gets paid for managing them.
Risks should generally remain with the customer to reduce the costs of outsourcing for the project.
Each risk should be accurately allocated to the respective party that is most capable of managing it.
  The allocation of a risk should not be decided during contract development, but after it has occurred.

References Marked for review

A project management team has identified a large number of sellers who seem capable to be taken as contractors into the project supply network and allocated to work items.

What should be the next step for the team?

Invite the sellers to contract negotiations.
Develop a short list of qualified sellers.
Conduct a technical evaluation of proposals.
  Sign contracts with the sellers.

References Marked for review

A project management team in a major infrastructure project is facing growing resistance from people living nearby. These people believe that they are stakeholders. They perceive that they will be affected by the execution of a project and/or by its results.

Should a project management team consider these people as actual stakeholders?

If they can influence the project, yes. The team should engage them as stakeholders.
No. Only people with vested interests should be regarded as stakeholders.
No. It is the decision of the team, who is regarded as a stakeholder and who is not.
  No. Stakeholders are limited to people that provide tangible input to the project.

References Marked for review

A project management team has decided to use an assumptions log for lower-level tasks and activities in a project to refurbish and modernize an old business building that should be rented out for upmarket customers.

The actual project work will mostly be done by contractors, and the task of the project team will be mainly contract development and management and the coordination of the contractors regarding technical and schedule matters.

In addition to assumptions, what other content may the team capture in the assumptions log?

Project contractors
Summary risks
Technical risks

References Marked for review

A project manager and the project management team have identified a number of stakeholders for a project to develop and implement a new software solution that would come with far-reaching changes inside the organization. They listed them up in a stakeholder register.

What is an appropriate next step?

Develop ground rules for meetings.
Monitor the engagement of stakeholders.
Actively engage stakeholders.
  Plan how to engage stakeholders.

References Marked for review

A project manager is discussing with the project management office the implementation of risk audits in the project.

What should be the purpose of a risk audit?

A risk audit gives the opportunity to verify the completeness of the risk register and risk report.
A risk audit gives the opportunity to validate the existence of a risk management plan.
A risk audit gives the opportunity to consider the effectiveness of the risk management response strategy.
  A risk audit gives the opportunity to consider the effectiveness of the entire risk management process.

References Marked for review

A project is performed by a company for another organization. The latter organization pays the first for the work performed and deliverables provided.

What kind of agreement is used between the two companies?

Project contract
Internal agreement
Memorandum of understanding
  Gentlemen agreement

References Marked for review

A company is writing a job advert to look for a project manager to lead and direct an urban development project. The mission of the project is to implement a bold architectural vision. It will be the project manager’s task to ensure that project work is accomplished through the project’s team members and other stakeholders.

What skills should the advertisement focus on?

Legal skills.
Technical skills.
Interpersonal skills.
  Engineering skills.

References Marked for review

An organizational change project is accompanied by a set of business documents, including a business case and a benefits management plan.

When a project manager has been assigned to the project, what should be the first step to get chartered for the project?

Collect requirements on the project to prepare the development of the project scope statement and the work breakdown structure.
Review the business documents to understand the project’s objectives and how it is expected to contribute to the business goals.
Develop a backlog of product components, features, functions, and develop a bill of materials from them for the project.
  Develop a human resource plan to capture team members assigned and their availability for the project.

Result: of 100, %



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PMI made a decision in 2006 to not publish passing scores for the exams any more. The actual score is estimated to be between 70% and 75%. I recommend to target 75% results or better in this and all other difficult prep tests you are taking, 82% in simple tests.
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More Providers of Free PMP (+CAPM) Preparation Questions

Christelle P. from Canada mailed me in Oct 11 2003:

"I passed the test! Thanks for the 75 prep questions. The only way to succeed is to write tons of practice exams!"

Oliver F. Lehmann, PMPSo true! In 2002, I was the first provider of 75 free PMP exam prep questions on the web. Today, they have grown to 100 (with the help of my daughter Antje, thanks!). In addition, you can find thousands of questions for free from a variety of sources, and many providers have great commercial offerings too.

Below are the links to these providers for your effective preparation. Use them to gain routine and speed, to identify and fill knowledge gaps and to measure your exam preparedness. Good luck!

Please note: Some providers are still in the process of updating their prep questions to the new exam version (3-2018). While the questions for the old exam are still valuable, I recommend to focus on the mock exams preparing for the new versions.

Provider URL # of  free test items Comment Level of
Alvari Systems 10    
CertChamp 200    
CertGear 6 Free trial of CertGear's exam simulator. 20 Questions based on Whizlabs' Exam Simulator software trial.  
Certmagic ? Failed to submit free questions, when I tried it (11-Aug-2015); may be a temporary problem (CAPM) ?  
Dan Ryan - PM Exam Coach 200 Requires registration. H*
DIG IT PTE. LTD. 30 Free questions for Apple iPhone and iPad. H* 30 Free CAPM questions for Apple iPhone and iPad. (CAPM) 30 Free questions for Android smartphones and tablets. H* 30 Free CAPM questions for Android smartphones and tablets. (CAPM) 30 Free questions for Windows smartphones and tablets. H*
EdWel Programs 200 Requires registration  
FreeSampleExams 100 Exam prep questions as videos. Why not? (CAPM) 100 Exam prep questions as videos. Why not?  
GreyCampus 200 Requires registration. Offers flash cards and other help.  
Head First Labs 200 Online practice exam from the authors of Head First PMP book. A PDF file with 2MB for download.  
JustAcedamy 200 Requires registration  
La Tha 206    
MeasureUp 7 Simulates a test environment online similar to the original environment.  
Mosaic Projects ? Daily sample question; the site allows review of the last seven questions posted.  
My PMP 90 Simulates a test environment online similar to the original environment. H*
Oliver F. Lehmann, PMP 200 PDF file (app. 1MB) for download.
H* (translation by Antje Lehmann-Benz) 200 German language aid for the 200 questions. H* (translation by Flavio de Trane) 200 Italian language aid for the 200 questions. H* (translation by Jesús Fernández Pérez ) 200 Spanish language aid for the 200 questions. H* 100 The 100 questions above, with a timer in the title bar. H*
(see also also DIG IT PTE)
30 Free questions for Apple iPhone and iPad. H*
(see also DIG IT PTE)
30 Free questions for Android smartphones and tablets. H*
(see also DIG IT PTE)
30 Free questions for Windows smartphones and tablets. H*
LinkedIn group: I want to be a PMP®   New PMP prep questions posted frequently by group members, very active. H*
PMP Preparation in Google+   New PMP prep question posted and discussed from time to time. H*
Project Management, PMI, PMP Certification in Google+   Visitors submit new PMP prep questions and discuss them. H* 1000 With exam simulator, weekly questions, and further helpful stuff H*
OSP International LLC 120 My friend Cornelius Fichtner and his company are happy to help project managers pass the PMP exam. Registration required. H* 60 Simulators help get familiar with PMP exam environments. H*
PassTheProjectExam 431 Simple simulator  
PM Aspire 400 Simulator, registration required, the candidate has then 5 days to answer the free questions.  
PMConnection 10 ? Order their free Daily Digest as an e-mail service. A great resource with intelligent questions. H* 12    
PMP Question
Bank 200 Good, difficult questions. H*
PM Study 200 Registration required. 150 Registration required. (CAPM)
PMTI 15 Registration required. 10 Nice little simulator for the real test. Good questions. H* 100 Registration required.  
Pmzilla 155 Registration required.  
Practical PM Pty. Ltd. 30 25   (CAPM)
Practice Quiz 40 Registration required. (CAPM)
PreparePM 165 High quality questions, which simulate the real test very well. H*
Project Management Academy 50 Mostly situtational questions H*
Project PMP 480   H*
ProXalt 20 Registration required.  
Skillset ~5500 Registration required.  
SSI Logic, Christopher Scordo, PMP, ITIL +1000 Free (for PMI members) online version of Christopher's book through PMI's eReads and Reference. Commercial version available in stores. H*
Simplilearn 200 Registration required. Tough stuff. Good. H*
Test Prep Review 15 5   (CAPM)
Threon 13   H*
Trial Exams 30 Registration required H*
Tutorials Point 200    
University High School Fresno 150   (CAPM)
Whizlabs 52 Digest for exam simulator. Registration required. H*

* Level of difficulty marked with H: If you achieve 75% in these tests, you should be well prepared for the real exam. Raise the number to 82% for the other tests. (back)


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