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.

- Free Project Management Professional Practice Test
- 20 Questions
- Unlimited
- PeopleProcessBusiness EnvironmentAgileWaterfall
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 
Answer Description
Initiating team-building activities is a fundamental step for the project manager to promote teamwork and motivation among the team. These activities aim to help team members know each other, develop trust, and build a sense of collective identity, which are foundational for high team performance. Team-building can also address soft skills development, encourage collaborative problem solving, develop interdependency among team members, and contribute to team cohesiveness, which are critical for project success.
Ask Bash
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Why is trust important in team-building activities?
What are some effective team-building activities for a new project team?
What is the role of soft skills in team-building?
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. 
Answer Description
The correct answer is to update the project management plan and communicate the change to stakeholders. According to the Perform Integrated Change Control process, once a change is approved, it is essential to incorporate it into the project management plan. This includes updating any relevant project documents such as the scope statement, WBS, schedule, and budget. This ensures that the project team has a clear and current set of instructions. Communicating the approved change and the updated plans to all relevant stakeholders is also a critical step to ensure everyone is aware of the new direction and its impacts on the project.
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Why is it important to update the project management plan after a change request is approved?
What is the role of stakeholder communication after a change request is approved?
What documents specifically should be updated when incorporating an approved change into the project management plan?
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. 
Answer Description
The correct answer is that consolidating plans creates a cohesive, comprehensive document to guide project work by showing how all project aspects interrelate. According to the Project Management Body of Knowledge (PMBOK), the 'Develop Project Management Plan' process integrates all subsidiary plans to provide a holistic view of the project. This integration is crucial for understanding dependencies between knowledge areas (e.g., how a risk might impact the schedule or budget) and ensuring consistent project execution, monitoring, and control.
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Why is it important to consolidate subsidiary plans into the project management plan?
What is the 'Develop Project Management Plan' process in PMBOK?
How do interdependencies between knowledge areas affect project management?
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. 
Answer Description
In agile projects, new requirements introduced by stakeholders during a sprint are not immediately acted upon; instead, these requirements should be added to the backlog for consideration in future sprint planning. This allows the team to maintain focus and finish the current sprint objectives without derailing the sprint, whilst also respecting the agile principle of welcoming changing requirements for future iterations.
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Why are new requirements added to the backlog instead of being acted upon immediately in agile projects?
What is the purpose of a product backlog in agile?
How do agile teams handle changing requirements while staying productive?
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 
Answer Description
The best approach is to mirror the organizational governance structure within the project. This ensures that the project follows the same decision-making hierarchy, reporting lines, and escalation paths as the rest of the organization. By aligning the project governance with the existing organizational structure, the project can benefit from established processes, avoid conflicts, and ensure smooth integration with other departments. While creating a separate governance board or involving all stakeholders equally might seem attractive, these options can lead to confusion, delays, and misalignment with the organization's overall objectives. Letting the project sponsor dictate the governance structure may not take into account the project's complexity and the need for cross-functional collaboration.
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Why is mirroring the organizational governance structure important for a project?
What does a 'governance structure' typically include in project management?
When might creating a separate governance board for a project be appropriate?
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. 
Answer Description
The best immediate action is to analyze the situation using available data. Comparing current performance against historical benchmarks and analyzing scheduling trends provides a data-driven foundation for understanding the deviation's severity and context. This analysis should precede other actions. While meeting with the team is a critical step, it is more productive after the project manager has performed an initial analysis. Implementing schedule compression techniques without first understanding the root cause is a reactive and potentially risky approach. Updating the risk register is an important administrative step, but the primary action should focus on analyzing and addressing the schedule slippage itself.
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Why is historical data important in project schedule adjustments?
What are some examples of benchmarks from past projects?
What tools or techniques can be used to revise a project schedule effectively?
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 
Answer Description
A Risk Response Plan translates the analysis documented in the risk register into concrete, approved actions. It specifies the strategies, owners, resources, and timing needed to exploit or enhance opportunities and to avoid, transfer, mitigate, or accept threats. By defining these responses up front, the team ensures that risk exposure is kept within agreed tolerance levels and that contingency and fallback actions are ready for rapid execution. Historical records, progressive budgeting, or post-project logs may be useful, but they are not the primary purpose of the plan.
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Why is it important to align the Risk Response Plan with the project's risk thresholds?
What is the role of the risk owner in the Risk Response Plan?
Why is it critical to define contingency and fallback actions in the Risk Response Plan?
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 
Answer Description
The correct answer is 'Confirmation that the software meets all functional and non-functional requirements specified in the project scope' because the success of the software development project largely depends on whether the software delivers the functionalities expected by stakeholders, adhering strictly to the requirements laid out in the project scope. Other options, while important in various contexts, do not singularly determine the success of the project closure as much as ensuring the fulfillment of project scope requirements.
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What are functional and non-functional requirements in a software project?
Why is meeting the project scope critical for project closure?
How does scope validation differ from project closure?
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 
Answer Description
Regularly scheduled virtual team building activities facilitate better relationships among team members, fostering a collaborative environment despite geographical distances. This improves engagement by allowing for team interaction, which is often missing in virtual settings. Options like increased email communication and mandatory weekly reports do not directly foster personal interaction and collaboration, which are critical for effective engagement in a virtual team. While interactive project management tools are useful, they primarily support task management rather than interpersonal team engagement.
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Why are virtual team-building activities important for engagement?
What are examples of virtual team-building activities?
How do interactive project management tools differ from team-building activities?
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. 
Answer Description
Story points are a relative measure. Teams first agree on a reference story they have already completed (or another anchor in their story-point matrix). When a new backlog item appears, they discuss its effort, complexity, and risk and then choose the point value that most closely matches the reference story. This keeps estimates consistent over time and avoids equating points with hours. Converting hours, basing points on business-value math, or simply counting tasks ignores the relative-comparison principle.
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Why are story points considered a relative measure in Agile?
What is a reference story in Agile, and why is it important for assigning story points?
Why don't Agile teams equate story points with hours or engineering time?
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. 
Answer Description
Implementing a centralized version control system addresses the need for updated and accessible project information. This system allows documents to be updated, tracked, and shared efficiently among all team members, ensuring that everyone has access to the latest project details. Using a manual tracking system might be too error-prone and inefficient given the scale of the project, and solely relying on email updates can lead to information being overlooked or lost. Regular meetings are useful for discussion but do not guarantee that documentation is kept up to date.
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What is a centralized version control system?
Why is email not the best option for project documentation updates?
How does a centralized version control system improve team collaboration?
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. 
Answer Description
Performance appraisals should rest on quantifiable data that show how well each team member met agreed-upon KPIs. Objective, measurable criteria minimize bias, ensure fairness, and keep the evaluation aligned with project goals. Subjective impressions, length of tenure, or informal comparisons can introduce inconsistency and undermine both motivation and accountability.
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What are KPIs and why are they important in performance appraisals?
How can project managers ensure alignment between KPIs and project objectives?
What are some examples of quantifiable criteria for appraising team performance?
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) 
Answer Description
The correct answer is the Project Charter. The Project Charter is the document issued by the project sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. The Project Management Plan is a comprehensive document that details how the project will be executed, monitored, and controlled; it is developed after the charter is approved. The Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team. The Risk Register is a document used to identify, analyze, and manage project risks.
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Why is the Project Charter important in project initiation?
What is included in a Project Charter?
How does the Project Charter differ from the Project Management Plan?
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 
Answer Description
The project charter, scope statement, and other baseline documents capture the formally approved objectives, deliverables, and success criteria. Comparing the draft agreement against these artifacts allows the project manager to confirm that contractual language directly supports the documented objectives. Conversations with sponsors, feasibility checks, and risk analysis are useful but do not, by themselves, prove that the agreement matches what was formally authorized.
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Why is the project charter important in verifying project objectives during negotiations?
How does the scope statement help verify the project's agreement objectives?
What other documents besides the charter and scope statement can support this process?
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 
Answer Description
Implementing a combination of synchronous and asynchronous communication tools is the most effective approach for engaging virtual team members. Synchronous tools like video conferencing allow for real-time collaboration and foster a sense of connection, while asynchronous tools like project management software and instant messaging enable team members to communicate and share information at their convenience. This combination caters to different communication preferences and working styles, ensuring that all team members can engage effectively. While in-person meetings and colocation can be beneficial, they may not always be feasible for geographically dispersed teams. Relying solely on email communication can lead to delays and misunderstandings, as it lacks the immediacy and interactivity of other tools.
Ask Bash
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What are some examples of synchronous and asynchronous communication tools?
Why is relying solely on email for virtual team communication ineffective?
How can project management software improve collaboration in dispersed teams?
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 
Answer Description
The correct approach is to carefully consider the potential risks and benefits of reaching out to your former colleague. While their expertise could be valuable in overcoming the technical obstacle, involving them may lead to interpersonal conflicts or legal issues given their history with the company. It is essential to weigh these factors and consult with your manager or legal department before proceeding. Attempting to solve the problem without the necessary expertise is likely to cause delays, while immediately involving your former colleague without due consideration could lead to additional complications. Ignoring the issue entirely is not a responsible course of action.
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Why is it important to consult with the manager or legal department before involving the former colleague?
What are some examples of risks associated with involving a former colleague who left on unfavorable terms?
What should you do if no external expertise is available and your team lacks the skills to address the issue?
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%. 
Answer Description
Among the options provided, confirming that the project deliverables match the agreed-upon scope is necessary for successful closure. Deliverables must meet the requirements and acceptance criteria agreed upon with stakeholders. Stakeholder satisfaction alone does not guarantee that all project objectives were met, although it's an important aspect. Operational readiness may be part of the transition criteria but does not itself mark the completion of the project. Budget underspending is a financial metric that does not necessarily align with project success, as it might indicate unimplemented features.
Ask Bash
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Why is confirming deliverables against the agreed-upon scope critical in project closure?
How is stakeholder satisfaction different from meeting project deliverables?
What does operational readiness mean in the context of project closure?
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. 
Answer Description
Initiating a discussion with representatives from both the software engineering and testing teams to understand their perspectives on the success criteria is crucial for identifying the root cause of the misunderstanding. This direct dialogue promotes mutual understanding, which is critical for resolving conflicts and synchronizing team efforts. Decisions taken without mutual consensus may not effectively address the actual issue, and merely circulating documentation may not eliminate different interpretations. A role-swapping session, while potentially valuable for long-term empathy building, is not the optimal immediate action to resolve a specific misunderstanding.
Ask Bash
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Why is convening a session with both teams considered the best first step?
What are the risks of escalating to senior management prematurely?
How can the project manager facilitate the session to ensure success?
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 
Answer Description
The PERT standard deviation (σ) measures the spread between optimistic and pessimistic outcomes and is calculated as:
σ = (P − O) / 6
σ = (25 − 13) / 6 = 12 / 6 = 2 days.
Therefore, 2 days is the correct value; the other options reflect either forgetting to divide by 6 (12 days) or using arbitrary divisors (2.5 days and 3 days).
Ask Bash
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Why is the divisor in the PERT formula always 6?
What does the standard deviation represent in project management?
How does PERT differ from CPM in estimating activity durations?
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. 
Answer Description
The correct first step is to group the numerous compliance requirements into logical categories. This action, known as classifying compliance categories, helps to organize the requirements into more manageable segments (e.g., legal, environmental, safety, contractual). This allows the project manager to develop targeted strategies, assign responsibilities clearly, and create a structured plan to address all compliance needs, which is more effective than trying to manage them all at once. Assigning tasks to the legal department without internal analysis is premature, developing a risk response plan is reactive rather than proactive management, and attempting to monitor everything simultaneously is inefficient without first organizing the requirements.
Ask Bash
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What are some common compliance categories in project management?
How does classifying compliance categories improve project management efficiency?
What role do team members play in addressing compliance categories?
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