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Project Management Professional Practice Test

Project Management Professional (PMP)

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Project Management Professional Information

The Project Management Institute's (PMI) Project Management Professional (PMP) exam is a globally recognized certification that validates a project manager's expertise, skills, and knowledge in the field of project management. It is designed for individuals who lead and direct projects, ensuring that they possess the necessary competencies to manage projects successfully. The PMP certification covers various project management methodologies, including Agile, waterfall, and hybrid approaches, making it versatile and applicable to a wide range of industries. Obtaining this certification can significantly enhance a project manager's credibility and career prospects, as it demonstrates a commitment to professional growth and adherence to industry standards.

The PMP exam itself is a rigorous assessment that evaluates a candidate's proficiency across five domains: initiating, planning, executing, monitoring and controlling, and closing projects. It consists of 180 multiple-choice questions that must be completed within 230 minutes. The exam tests not only theoretical knowledge but also practical application, requiring candidates to demonstrate their ability to solve real-world project management problems. To be eligible for the PMP exam, candidates must have a combination of education and project management experience. Specifically, candidates with a four-year degree need 36 months of project management experience, while those with a high school diploma or an associate's degree need 60 months of experience. Additionally, all candidates must complete 35 hours of project management education.

Preparation for the PMP exam typically involves a combination of self-study, formal training, and hands-on experience. Many candidates enroll in PMP exam preparation courses offered by PMI or accredited training providers, which provide comprehensive coverage of the exam content and offer practice questions to help candidates familiarize themselves with the exam format. Additionally, resources such as the PMBOK (Project Management Body of Knowledge) Guide, which serves as the foundational reference for the exam, are essential for studying. Achieving PMP certification not only requires thorough preparation and understanding of project management principles but also the ability to apply these principles effectively in various scenarios. Successful candidates join a prestigious community of PMP-certified professionals, gaining access to networking opportunities, continuing education, and a wealth of resources to support their ongoing career development.

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  • Free Project Management Professional Practice Test

  • 20 Questions
  • Unlimited
  • People
    Process
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    Agile
    Waterfall
Question 1 of 20

During the development of the project team for a new construction project, which of the following should be the project manager's BEST initial step to ensure effective teamwork and motivation?

  • Initiating team-building activities that focus on improving trust and relationships among team members

  • Observe team dynamics

  • Prioritizing the completion of project deliverables

  • Assigning team members to specific tasks based on their current skill set

Question 2 of 20

A project manager is leading a complex construction project. During a weekly progress review, the client requests a modification to the building's HVAC system to incorporate a more energy-efficient technology. The project manager submitted the change request, and the change control board (CCB) has just formally approved it. To ensure the project continues to progress smoothly and without confusion, what is the project manager's most critical next action?

  • Immediately instruct the engineering team to begin implementing the change to avoid schedule delays.

  • Conduct a detailed risk assessment on the new HVAC technology before updating any plans.

  • Update the project management plan and relevant project documents, and then communicate the change to stakeholders.

  • Submit a new change request to the CCB to secure additional funding for the more expensive system.

Question 3 of 20

A project manager is leading the planning phase of a complex software development project. The team has created several subsidiary plans, including a risk management plan, a scope management plan, and a schedule management plan. The project manager now needs to consolidate these into the overall project management plan. What is the primary purpose of this consolidation activity?

  • To focus solely on tracking the daily tasks assigned to individual team members.

  • To establish a fixed baseline that cannot be changed once the execution phase begins.

  • To replace the need for ongoing communication by providing a single, authoritative document for all stakeholders.

  • To create a cohesive and comprehensive document that guides project execution, monitoring, and control by showing how all project aspects interrelate.

Question 4 of 20

Given that an agile project is underway and a sprint is in progress, what is the most effective action for a team to take if key stakeholders introduce new requirements that might affect the current sprint goals?

  • Continue with the sprint without acknowledging the new requirements to maintain the sprint's velocity.

  • Ignore new requirements until the current project phase is complete to avoid disruptions.

  • Halt the current sprint and start planning a new sprint to incorporate the new requirements.

  • Record the new requirements in the product backlog for prioritization and planning in subsequent sprints.

Question 5 of 20

A project manager is tasked with establishing a governance structure for a high-priority project that involves multiple departments and external stakeholders. Which of the following is the best approach to ensure effective decision-making and alignment with organizational goals?

  • Create a separate governance board consisting of senior executives from each department

  • Mirror the organizational governance structure within the project

  • Let the project sponsor dictate the governance structure based on their experience

  • Involve all stakeholders equally in the governance process in order to ensure equal participation

Question 6 of 20

A project manager is leading a project that uses a predictive life cycle. During a weekly status review, they determine that several critical path tasks are falling behind the baseline schedule. To understand the impact and formulate a response, which of the following is the BEST action for the project manager to take next?

  • Hold a mandatory team meeting to identify the root causes of the delay and brainstorm solutions.

  • Analyze scheduling trends and compare performance against benchmarks from past similar projects.

  • Update the issue log to document the schedule slippage and assign an owner for resolution.

  • Immediately implement schedule compression techniques like crashing or fast-tracking.

Question 7 of 20

During planning of the CityTax modernization project, your cross-functional team has finished qualitative and quantitative risk analysis and documented high-priority threats and opportunities in the risk register. The steering committee now wants to understand why you are insisting on spending time to create a formal Risk Response Plan before finalizing the baseline schedule. As the project manager, you need to articulate the primary objective of this plan to gain their support. Which of the following best summarizes the main goal of developing a Risk Response Plan at this point?

  • To document important risks and retain them for historical records and analysis

  • To allocate a risk budget progressively throughout the project as risks are identified

  • To compile a list of risk responses in a chronological log for implementation after the project has concluded

  • To outline strategies and actions to manage identified risks and ensure the project remains within its risk thresholds

Question 8 of 20

You are leading the closure of a software development project. Which of the following criteria is MOST crucial to decide whether the project can be successfully closed?

  • The project has stayed within the allocated budget

  • All project team members agree that their tasks are complete

  • Final project documentation has been approved by the project sponsor

  • Confirmation that the software meets all functional and non-functional requirements specified in the project scope

Question 9 of 20

As a project manager, you are leading a globally dispersed team and aim to enhance engagement among virtual team members. Which of the following options would best enhance virtual team engagement?

  • Introduce more interactive project management tools

  • Increase the frequency of reminder emails to team members

  • Implement regular virtual team building activities

  • Require the submission of mandatory weekly progress reports by all team members

Question 10 of 20

During backlog refinement, an agile team must assign story points to a brand-new user story. Which approach best reflects how teams typically arrive at the story-point value?

  • They multiply the story's expected business value by its cost of delay to obtain a point score.

  • They total the ideal engineering hours and round to the nearest Fibonacci number.

  • They assign one point for every individual technical task required to implement the story.

  • They compare the new story's effort, complexity, and risk to a previously completed reference story whose point value is already known.

Question 11 of 20

During a large construction project, the project manager notices that delays in updates to project documentation are causing confusion among team members regarding task specifications. The project manager wants to establish a system to ensure that all project information, such as design documents and change requests, is updated promptly and made accessible to all stakeholders. What is the BEST solution to achieve this?

  • Implement a centralized version control system.

  • Keep manual records and logs to track changes.

  • Use email to update all team members.

  • Conduct regular meetings to verbally update team members.

Question 12 of 20

When appraising team member performance against key performance indicators (KPIs), which approach should the project manager prioritize?

  • Use quantifiable, measurable criteria that align the KPIs with project objectives.

  • Base the appraisal mainly on how long each team member has been on the project rather than on results achieved.

  • Rely primarily on the project manager's personal observations and opinions of individual team members.

  • Evaluate performance by comparing each person to the top performer without reference to predefined metrics.

Question 13 of 20

A project manager is in the initiation phase of a new project. The project sponsor has requested a document that formally authorizes the project and provides the project manager with the authority to apply organizational resources. Which of the following documents fulfills this purpose?

  • Project Management Plan

  • Project Charter

  • Risk Register

  • Work Breakdown Structure (WBS)

Question 14 of 20

While finalizing a contract with an external vendor, the project manager wants to ensure that the terms of the draft agreement align with the project's approved objectives. Which of the following actions provides the most reliable basis for verifying this alignment before signing the contract?

  • Identify potential risks in the agreement and propose mitigation strategies

  • Evaluate whether the objectives are feasible given current resources and constraints

  • Review the project charter, scope statement, and other relevant project documents

  • Discuss the draft agreement with the project sponsor and key stakeholders

Question 15 of 20

As a project manager leading a geographically dispersed team, you find that team members are struggling to collaborate effectively. Which of the following alternatives would be the most appropriate to improve virtual team member engagement?

  • Schedule regular in-person meetings for all team members

  • Rely primarily on email communication to ensure all team members are informed

  • Implement a combination of synchronous (e.g., video conferencing) and asynchronous (e.g., project management software) communication tools

  • Require all team members to relocate to a central office location

Question 16 of 20

You are managing a project and have identified a significant technical obstacle that requires expertise outside of your team's capabilities. You have a broad network of contacts, including a former colleague who specializes in this area but left your company on unfavorable terms. Which of the following is the most appropriate approach to address this impediment?

  • Attempt to solve the technical issue without seeking external expertise, even if it takes longer

  • Ignore the obstacle and focus on other aspects of the project

  • Carefully consider the potential risks and benefits of involving your former colleague, and consult with your manager or legal department before making a decision

  • Reach out to your former colleague immediately and request their assistance

Question 17 of 20

You are leading a project that is nearing its completion. As part of the closing process, you must confirm that specific criteria are met to declare the project successfully closed. Which of the following would be an essential element to verify?

  • The operational team is ready to assume control over project outputs.

  • The project deliverables have been completed according to the agreed-upon scope.

  • The overall project budget has been underspent by 10%.

  • Stakeholder satisfaction has been reported above 90%.

Question 18 of 20

During an ongoing project, the project manager notices that the software engineers have a different interpretation of success criteria for a key feature compared to the team responsible for testing. This discrepancy has led to delays and a tense atmosphere. What is the most effective first step for the project manager to resolve this discrepancy?

  • Implement a role exchange initiative where the software engineers and testers swap tasks temporarily to understand the challenges of the other group.

  • Escalate the issue to senior management for a definitive interpretation of the feature's success criteria.

  • Redistribute the project's requirement specifications, assuming the teams have not properly reviewed them.

  • Convene a session with core members from the software engineering and testing teams to clarify the interpretations of the success criteria.

Question 19 of 20

In a PERT analysis, an activity has

  • Optimistic time estimate (O): 13 days
  • Pessimistic time estimate (P): 25 days

Using the standard PERT formula for standard deviation, what is the activity's standard deviation in days?

  • 2 days

  • 2.5 days

  • 12 days

  • 3 days

Question 20 of 20

A project manager for a large-scale international construction project is dealing with a complex web of compliance requirements. These include local building codes, federal environmental laws, international labor standards, and internal corporate safety policies. The project team is overwhelmed by the volume of rules. What should be the project manager's first step to manage this situation effectively?

  • Assign responsibility for all compliance activities to the company's legal department.

  • Start monitoring all project activities to ensure they adhere to every known regulation.

  • Group the requirements into categories such as legal, environmental, and safety.

  • Immediately develop a detailed risk response plan for the consequences of non-compliance.