PMP SAMPLE QUESTIONS

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BASED ON PMBOK 4TH EDITION

Here are 200 objective type sample questions and their answers are g iven just below to them. T his exam is just to g ive you an idea of type of questions which may be asked in PMP Certification Exams. Even we have taken full care to g ive correct answers for all the questions but it is recommended to verify these answers. In examination you will g et each question one by one on computer screen

Previous 5 0 Q uestions Next 5 0 Q uestions 100 A project is considered complete when the : 1. BAC is equal to the PV. 2. T he EV is equal to the AC. 3. T he PV is equal to the AC. 4. T he BAC is equal to the EV. Answer D 101 A particular stakeholder has a reputation for making many chang es on projects. What is the best approach a project manag er can take at the beg inning of the project to manag e this situation? 1. Say "No" to the stakeholder a few times to dissuade him from submitting more chang es. 2. Get the stakeholder involved in the project as early as possible. 3. T alk to the stakeholder's boss to find ways to direct the stakeholder's activities to another project. 4. Ask that the stakeholder not be included in the stakeholder listing . Answer B 102 One of the thing s that the project manag er will not have to worry about in preparing this estimate is: 1. Activity listing s. 2. Scaling the estimate. 3. Quantifying the estimate. 4. Historical support for the fig ures used Answer A 103 A major neg otiation with a potential subcontractor is scheduled for tomorrow when you discover there is a g ood chance the project will be cancelled. What should you do? 1. Do not spend too much time preparing for the neg otiations. 2. Cut the neg otiations short. 3. Only neg otiate major items. 4. Postpone the neg otiations. Answer D

104 A project manag er is preparing the budg et for the project. T here are several inputs to the budg eting process that the project manag er will use. One of the thing s that the project manag er will not use is the: 1. Cost estimates. 2. Project schedule. 3. Cost baseline. 4. Work breakdown structure. Answer C 105 T he project status report is an example of which form of communication? 1. Formal written communication 2. Formal verbal communication 3. Informal written communication 4. Informal verbal communication Answer A 106 What are the major advantag es of the functional type of org anization? 1. Sing le point of contact for the customer 2. Stable org anizational structure 3. Project orientation 4. Multifunctional teams are easy to form Answer B 107 T he project manag er.s leadership style should be matched to the corresponding developmental level of the project team and should move throug h successive steps in the following order: 1. Disciplinary, autocratic, participative. 2. Projectized, matrix, functional. 3. T eam building , team development, responsibility assig nment. 4. Directing , coaching , supporting , deleg ating . Answer D 108 In matrix manag ement org anizations, if the org anization maintains many of the characteristics of the functional org anization and the project manag ers are considered more like project coordinators or expediters, it is called a: 1. Strong matrix. 2. Project team. 3. Weak matrix. 4. Project office. Answer C 109 All of the following are part of the scope baseline EXCEPT the: 1. project scope manag ement plan.

2. project scope statement. 3. work breakdown structure. 4. work breakdown structure dictionary. Answer A 110 You are asked to select tools and techniques to implement a quality assurance prog ram to supplement existing quality control activities. Which of the following would you choose? 1. Quality audits 2. Statistical sampling 3. Pareto charts 4. T rend analysis Answer A 111 T he project manag er is allocating overall cost estimates to individual activities to establish a baseline for measuring project performance. What process is this? 1. Cost manag ement 2. Cost estimating 3. Cost budg eting 4. Cost control Answer C 112 During what part of the project manag ement process is the project scope statement created? 1. Initiating 2. Planning 3. Executing 4. Monitoring and controlling Answer B 113 One of the most important duties that the project manag er can perform is the function of: 1. Risk manag ement. 2. Quality manag ement. 3. Cost manag ement. 4. Integ ration. Answer D 114 With a clear contract statement of work, a seller completes work as specified, but the buyer is not pleased with the results. T he contract is considered to be: 1. null and void. 2. incomplete. 3. complete.

4. waived. Answer C 115 T he org anization that is a formalized structure directed toward the support of the project community within the org anization is called 1. Matrix org anization. 2. Project office. 3. Project team. 4. Project manag ement office. Answer B 116 You have always been asked by your manag ement to cut your project estimate by ten percent after you have g iven it to them. T he scope of your new project is unclear and there are over 30 stakeholders. Manag ement expects a 25 percent reduction in downtime as a result of the project. Which of the following is the BEST course of action in this situation? 1. Re-plan to achieve a 35 percent improvement in downtime. 2. Reduce the estimates and note the chang es in the risk response plan. 3. Provide an accurate estimate of the actual costs and be able to support it. 4. Meet with the team to identify where you can find lo percent saving s. Answer C 117 Which of the following is the best project manag ement tool to use to determine the long est time the project will take? 1. WBS 2. Network diag ram 3. Bar chart 4. Project charter Answer B 118 In a larg e org anization a project expediter is being used to manag e a project for an important client. T he position of project expediter would be found in what kind of an org anization? 1. Strong matrix 2. Weak matrix 3. Functional 4. Projectized Answer B 119 Herzberg divided motivation factors into two classes: satisfiers and dissatisfiers. Examples of satisfiers are: 1. Vacation time, assig nment of a personal staff assistant. 2. Work satisfaction, fring e benefits. 3. Plush office space, performance based salary raise.

4. Sense of personal achievement, work satisfaction. Answer D 120 T he project sponsor has just provided the preliminary project scope statement. What is the NEXT thing to do? 1. Beg in to complete work packag es 2. Complete scope verification 3. Start integ rated chang e control 4. Start to create manag ement plans Answer D 121 T wo people are arg uing about what needs to be done to complete a work packag e. if the project manag er wants to know what is g oing on, she should pay MOST attention to: 1. what is being said and when. 2. what is being said, who is saying it, and the time of day. 3. physical mannerisms and what is being said. 4. the pitch and tone of the voices, and physical mannerisms. Answer D 122 T he skill of listening involves more than just hearing the sounds. One of the characteristics of a g ood listener is that he or she: 1. Finishes the speaker.s sentences. 2. T akes g ood notes. 3. Repeats some of the thing s said. 4. Ag rees with the speaker. Answer C 123 A manufacturing project has a schedule performance index (SPI) of 0.89 and a cost performance index (CPI) of 0.91. Generally, what is the best explanation for why this occurred? 1. T he scope was chang ed. 2. A supplier went out of business and a new one needed to be found. 3. Additional equipment needed to be purchased. 4. A critical path activity took long er and needed more labor hours to complete. Answer D 124 T he new software installation project is in prog ress. T he project manag er is working with the quality assurance department to improve everyone's confidence that the project will satisfy the quality standards. Which of the following MUST they have before they start this process? 1. Quality problems 2. Quality improvement 3. Quality control measurements 4. Rework

Answer C 125 T he project is not completed until: 1. the project scope is completed, administrative closure is completed and payment is received. 2. formal acceptance is received, and any other requirements for project closure as stated in the contract are met. 3. the customer is satisfied and final payment is received. 4. lessons learned are completed. Answer B 126 Primary outputs from team development are: 1. Input to performance appraisals. 2. Hig h project team morale. 3. Reduced project cost. 4. Greater customer satisfaction. Answer A 127 All of the following are the responsibility of a project manag er EXCEPT ? 1. Maintain the confidentiality of customer confidential information. 2. Determine the leg ality of company procedures. 3. Ensure that a conflict of interest does not compromise the leg itimate interest of the customer. 4. Provide accurate and truthful represeqtations in cost estimates. Answer B 128 One of the mandatory thing s that a project manag er must have in order to have g ood team building is: 1. Commitment from top level manag ement. 2. Co-location of team members. 3. Establishment of clear neg otiated g oals. 4. Open discussion of poor individual performance. Answer A 129 A project manag er for the seller is told by her manag ement that the project should do whatever possible to be awarded incentive money. T he primary objective of incentive clauses in a contract is to: 1. reduce costs for the buyer. 2. help the seller control costs. 3. synchronize objectives. 4. reduce risk for the seller by shifting risk to the buyer. Answer C 130 A project manag er is manag ing a project where there will be a number of persons working tog ether. She wants to enhance the ability of the team to work tog ether and perform as a team. One of the thing s that she can do to maximize the ability of the team to do this is:

1. Cohabitation. 2. Co-location. 3. Staffing plan. 4. Work breakdown structure. Answer B 131 A project manag er will manag e a larg e complicated project that is located in a remote part of Africa. T he project will last for five years and will have the product of producing a nuclear reactor that will g enerate 900 meg awatts of power at start-up. T he best kind of org anization for manag ing this project is: 1. Strong matrix manag ement. 2. Weak matrix manag ement. 3. Projectized org anization. 4. Functional org anization. Answer C 131 During project executing , a team member comes to the project manag er because he is not sure of what work he needs to accomplish on the project. Which of the following documents contain detailed descriptions of work packag es? 1. Work breakdown structure (WBS) dictionary 2. Activity list 3. Preliminary project scope statement 4. Project scope manag ement plan Answer A 132 According to McGreg or.s concept of theory X and theory Y, which of the following statements is true? 1. T heory Y manag ers view their subordinates as lazy, irresponsible, and resistant to chang e. 2. T heory Y manag ers view their subordinates as creative, imag inative,and ag reeable to chang e. 3. T heory X manag ers tend to deleg ate authority. 4. McGreg or did not conceive of theory X and theory Y. Answer B 133 You are asked to prepare a budg et for completing a project that was started last year and then shelved for six months. All the following would be included in the budg et except ? 1. Fixed costs 2. Sunk costs 3. Direct costs 4. Variable costs Answer B 134 You have just been assig ned as project manag er for a larg e manufacturing project. T his one-year project is about halfway done. It involves five different sellers and 20 members of your company on the project team. You want to quickly review where the project now stands. Which of the following reports would be the most helpful in finding such information?

1. Work status 2. Prog ress 3. Forecast 4. Communications Answer B 135 T he customer on a project tells the project manag er he has run out of money to pay for the project. What should the project manag er do first? 1. Shift more of the work to later in the schedule to allow time for the customer to g et the funds. 2. Enter administrative closure. 3. Stop work. 4. Release part of the project team. Answer B 136 Which of the following is true of manag ement by objectives (MBO)? 1. T he supervisor establishes performance objectives. 2. T he supervisor sets the g eneral objectives and the subordinate reviews and ag rees to them. 3. Objectives do not need to be quantifiable. 4. T he supervisor and the employee jointly establish performance objectives. Answer D 137 T he Monte Carlo technique can be used to: 1. Determine the amount of conting ency budg et needed for the project. 2. Determine the amount of the manag ement reserve. 3. Determine the criticality index for an activity in the schedule. 4. Determine the risk index for a risk in the project. Answer C 138 A project manag er has been overwhelmed with problems on his project. He would like to identify the root cause of the problems in order to determine where to focus his attention. Which of the following tools would be BEST for the project manag er to use? 1. Pareto chart 2. Conflict resolution techniques 3. Fishbone diag ram 4. T rend analysis Answer C 139 T he client demands chang es to the product specification that will add only two weeks to the critical path. Which of the following is the best thing for the project manag er to do? 1. Compress the schedule to recover the two weeks. 2. Cut scope to recover the two weeks.

3. Consult with the sponsor before taking any action. 4. Advise the client of the impact of the chang e. Answer C 140 Lag means: 1. the amount of time an activity can be delayed without delaying the project finish date. 2. the amount of time an activity can be delayed without delaying the early start date of its successor. 3. waiting time. 4. the product of a forward and backward pass. Answer C 141 A routine audit of a cost reimbursable (CR) contract determines that overcharg es are being made. If the contract does not specify corrective action, the buyer should: 1. continue to make project payments. 2. halt payments until the problem is corrected. 3. void the contract and start leg al action to recover overpayments. 4. chang e the contract to require more frequent audits. Answer A 142 A project manag er is in the middle of the executing process of a verylarg e construction project when he discovers that the time needed to complete the project is long er than the time available. What is the BEST thing to do? 1. Cut product scope. 2. Meet with manag ement and tell them that the required date cannot be met. 3. Work overtime. 4. Determine options for schedule compression and present manag ement with your recommended option. Answer D 143 You are a new project manag er who has never manag ed a project before. You have been asked to plan a new project. It would be BEST in this situation to rely on during planning in order to improve your chance of success. 1. your intuition and training 2. stakeholder analysis 3. historical information 4. config uration manag ement Answer C 144 During the project life cycle, in which part of the life cycle will risk be the lowest? 1. Initiation 2. Planning 3. Execution

4. Closeout Answer D 145 A project manag er is manag ing a project where a risk occurs. T here is no plan to respond to this risk. T he response to a neg ative risk event that has no plan is called: 1. Repair order. 2. Workaround. 3. Risk mitig ation. 4. Risk deflection. Answer B 146 A project manag er is dealing with risk analysis on a software development project. T here is a risk that the module that creates the most important report that the system will create will not work properly and will require 200 person-hours to correct. T he project manag er decides to do nothing about this risk. Which of the following risk strateg ies is the project manag er employing ? 1. Acceptance 2. Avoidance 3. Mitig ation 4. Deflection Answer A 147 A trucking company expects to purchase 525 truck tires over the next year for their fleet. T he company places a blanket order for the tires to a local tire vendor. At the end of a year the company has only purchased 500 of the tires. What should be done to close the contract? 1. T he trucking company should pay for the 25 tires and the tire vendor should deliver them. 2. T he total price of the blanket order should be adjusted. 3. T he contract should be closed because the year is up and no adjustments are necessary. 4. A new blanket order should be neg otiated. Answer A 148 You are the project manag er for a larg e project under contract with the g overnment. T he contract for this two year, multi-million dollar project was sig ned six months ag o. You were not involved in contract neg otiations or setting up procedures for manag ing chang es, but now you are swamped with chang es from the customer and from people inside your org anization. Who is normally responsible for formally reviewing major chang es to the projectlcontract? 1. T he chang e control board 2. T he contracting lleg al department 3. T he project manag er 4. Senior manag ement Answer A 149 Which of the following media can a communicator use to present information? 1. Visual 2. Audio and visual

3. T actile 4. Visual, audio, and tactile Answer D 15 0 A project manag er manag ing any project should perform risk analysis at what stag e of the project: 1. Just before any major meeting with the client. 2. On a reg ular basis throug hout the project. 3. Only when justified by the awareness of new risks becoming a possibility. 4. When preparing the project plan. Answer B Previous 5 0 Q uestions Next 5 0 Q uestions