PMP® Practice Exam

Updated For The 2024 PMP Exam - Based On the PMBOK Guide Seventh Edition and the PMI Agile Practice Guide. - The Ultimate PMP Exam Simulator - 60% Off!

A

Conduct research, engage subject matter experts, and perform a pilot implementation of the new technology to gain experience and mitigate risks.

B

Conduct research and engage subject matter experts, but avoid discussing or identifying potential risks associated with the new technology.

C

Ignore the uncertainties and proceed with the project as planned, without any adjustments.

D

Outsource the entire project to a third-party vendor with experience in the new technology.

A

Engage with stakeholders proactively, address their concerns, and develop a plan to mitigate the impact of media attention on the success of the project.

B

Postpone the project until the media attention fades and stakeholders regain their confidence.

C

Engage with stakeholders proactively, address their concerns, and adapt communication strategies to maintain their confidence in the project.

D

Ignore the media attention and continue with the project as planned, without addressing stakeholder concerns.

A

Focus on the threats and ignore any opportunities that arise, as they can distract the team from the primary objectives.

B

Gather information through research, engaging experts, or performing a market analysis to reduce uncertainty and make informed decisions.

C

Make decisions based on the intuition of the team and past experiences, without gathering additional information.

D

Postpone the project until the uncertainties have been eliminated and the project can proceed without any risks.

A

US dollar 2,500

B

US dollar 3,000

C

US dollar 3,500

D

US dollar 4,000

A

150 hours

B

180 hours

C

200 hours

D

220 hours

A

Request additional funds from the sponsor to cover the increased costs.

B

Utilize the contingency reserve to cover the additional costs.

C

Reassess the project budget and reschedule the work to align with the current funding limitations.

D

Utilize the management reserve to cover the additional costs.

A

Behind schedule and over budget.

B

Behind schedule and within budget.

C

Ahead of schedule and within budget.

D

Ahead of schedule and over budget.

A

Use a task board to track the progress of the project.

B

Use a burnup chart to track the amount of work done compared to the expected work that should be done.

C

Use a burndown chart to track the number of story points remaining or the amount of risk exposure that has been reduced.

D

Use an impediment list to show a description of the impediment to getting work done, the severity, and the actions being taken to resolve the impediment.

A

Assume that there is no defined process for contract changes.

B

Make changes to the contract as needed.

C

Inform the supplier of the changes and negotiate a new contract.

D

Submit a change request to the change control board (CCB) and follow the change control process.

A

The project is on track since 50% of the time has passed and 30% of the work has been completed, but more information is needed to determine the budget status.

B

The project is ahead of schedule and over budget, since only 30% of the work has been completed at the halfway point and $350,000 of the budget has already been spent.

C

The project is on budget since the team has only spent 70% of the budget so far, but more information is needed to determine the schedule status.

D

The project is behind schedule and over budget, since only 30% of the work has been completed at the halfway point and $350,000 of the budget has already been spent.

A

Implemented a mood chart to track the moods of the team and identified potential issues early on.

B

Ignored the issues and focused on completing the project as quickly as possible.

C

Offered incentives and rewards to high-performing team members to increase their motivation and reduce conflicts.

D

Hired new team members to replace those who are causing conflicts or are not motivated.

A

Set realistic timelines from the beginning and ensured the team had the necessary resources to meet them.

B

Pushed the team harder to meet the deadline, even if it meant sacrificing quality.

C

Negotiated with the sponsor to extend the end date of the project.

D

Continued to micromanage the team and provide constant supervision to ensure they stay on track.

A

Use a spreadsheet to track the tasks and their progress.

B

Implement a project management software that can manage tasks and progress.

C

Assign a team member to keep track of the tasks and report them in daily meetings.

D

Ignore the challenge and continue working on the project as usual.

A

Continue to report the KPIs as is and make no changes.

B

Create new KPIs and communicate them to the stakeholders.

C

Meet with the stakeholders to discuss and agree upon new KPIs.

D

Discontinue reporting KPIs altogether.

A

Collaborate with the project team to collect and compile the data needed to calculate the KPIs.

B

Forward the issue to the program manager and request their assistance in calculating the KPIs.

C

Collaborate with the finance team to calculate the KPIs based on the EVM performance indices.

D

Ask the project sponsor to provide guidance on how to calculate the KPIs.

A

Ignore regression tests for agile teams.

B

Decide when to run regression tests and which ones to use.

C

Run regression tests only at the start of a project.

D

Focus solely on new tests and never revisit old ones.

A

Implement a strict change control process to prevent any further changes to the project scope.

B

Increase the frequency of project status meetings to keep all stakeholders informed about the progress.

C

Direct the team to focus solely on the initial requirements to avoid any further scope creep.

D

Assign a dedicated individual responsible for managing requirements, using tools like traceability matrices or backlogs.

A

The team is likely efficiently adopting agile techniques.

B

There is no immediate need for external coaching.

C

The team may require additional coaching to enable frequent delivery.

D

The team should transition back to traditional project management.

A

A Gantt chart showing all change projects.

B

A kanban board indicating the status of each approach.

C

A financial spreadsheet outlining costs of each change.

D

A list of changes sent via email to all teams.

A

The team will commit to more stories to compensate for the absence.

B

The team will commit to the same number of stories as the previous iteration.

C

The team's commitment will be unrelated to the members' absence.

D

The team will commit to fewer stories, considering the reduced capacity.

A

Only focusing on end-to-end system-level testing.

B

Prioritizing documentation over experimentation.

C

Utilizing spikes.

D

Avoiding any form of testing.

A

The team has overdelivered and can relax.

B

The team is at risk for that delivery.

C

The burndown chart is not useful.

D

The team's initial estimation was perfect.

A

Ignore regression tests for agile teams.

B

Decide when to run regression tests and which ones to use.

C

Run regression tests only at the start of a project.

D

Focus solely on new tests and never revisit old ones.

A

Avoiding all types of testing.

B

Prioritizing technical practices from eXtreme Programming.

C

Relying solely on manual testing methods.

D

Focusing exclusively on end-user feedback.

A

Continue with the current prototype development, assuming users will adapt to the product with time.

B

Disband the current project team and form a new one to bring fresh perspectives.

C

Initiate a thorough review of the feedback, and quickly adapt the product design to better meet user needs.

D

Escalate the issue to higher management for a decision on whether to halt the project.

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