] THI THỬ PMP® MIỄN PHÍ
The PMP® exam consists of 200 multiple choice questions and takes 240 minutes to complete.
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Đề thi PMP® bao gồm 200 câu hỏi trắc nghiệm, thời gian làm bài 240 phút.
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PERSONAL INFORMATION / THÔNG TIN CÁ NHÂN
Your Full Name / Họ và tên
Company / Đơn vị công tác
PMP® MOCK TEST / ĐỀ THI THỬ
1. Your management team has decided that all orders will be treated as projects and that project managers will be used to update orders daily, to resolve issues, and to ensure the customer formally accepts the product within 30 days of completion. Revenue from the individual orders can vary from US $100 to US $150,000. The project manager will not be required to perform planning or provide documentation other than daily status. How would you define this situation?
This is a recurring process.
This is program management since there are multiple projects involved.
Because each individual order is a "temporary endeavor," each order is a project.
Orders incurring revenue over $100,000 would be considered projects and would involve project management.
2. In order to handle some resource changes on your project, activity H is going to be done concurrently with activity G instead of after it. Based on the data in the chart, what impact will this have on the project?
It will cause the project to be completed four time periods sooner.
It will have no effect on the critical path.
It will affect activity F.
It will cause a decrease in project risk.
3. Which of the following is correct?
Define Scope and make-or-buy decisions are parts of the Plan Procurement Management process.
Cost estimates are best created by the person doing the work and the detailed project cost budget is created by management.
Inspecting is part of project control, and order of magnitude estimates are in a range of +10 to -25 percent.
Verified deliverables are an output of Control Quality and deliverables are accepted by the customer in Validate Scope.
4. All of the following are reasons to terminate a contract except:
5. Which of the following is the best tool for showing the team the project schedule status during project executing?
Work breakdown structure
6. A project team is worried the integration of the components of the project will result in uncovering flaws. Instead of continuing their work, they are constantly looking for flaws to try to prevent their system from being the only one found to have flaws during integration. Quality and technical experts were called in to advise and found little possibility of error on this project. An agreement was reached by all parties on what would be done to prevent errors. It might be best for the project manager to:
Compromise the situation.
Smooth the situation.
Let management know of the concern.
Tell the team to create quality testing plans.
7. Instead of celebrating the end of the project, the stakeholders are breathing a sigh of relief. None of them were confident the project would meet the end date. Which of the following is probably not one of the reasons this project had difficulty?
Lack of a payback period
Lack of a communications management plan
Lack of a staffing management plan
Lack of milestones
8. The project manager has noticed there have been a lot of changes on the project. This was not considered to be a problem until one day he discovers he cannot determine how many scope changes are currently being reviewed. This problem indicates an error in which of the following?
Lack of a change control board and constrained optimization
Change control system and project scope management plan
A poor change configuration system and benefit analysis
Plan purchases and acquisitions and requirements gathering
9. There have been numerous changes on your project. All approved changes are best reflected in the:
Change control procedures
Project management plan
Validate Scope process
Performance measurement variance
10. After the kickoff meeting, two team members engage in a casual conversation about the project objectives and deliverables. It is clear they heard different messages during the meeting. One team member is so adamant that the other team member gives up arguing the point. In talking to the project manager, the second team member confirms that the first team member is mistaken. At this point, what is the best course of action?
At the next project meeting, the team member should ask the mistaken team member to describe his interpretation so the project manager can get everyone on the same page.
The project manager should send out an email to the team restating the project objectives and deliverables.
At the next project meeting, the project manager should spend time reviewing the documented project scope statement for the purpose of identifying this and other false assumptions.
The second team member should send the other team member an email describing what he discovered.
11. You are the project manager at a media company. You have been busy working on a large campaign that will result in print, TV, social media, and online ads for your client, a hardware manufacturer. The campaign is expected to be very innovative, as it includes so many different media outlets. You and your team completed all the work specified in the procurement statement of work and the final deliverable has been received by the customer. The customer has confirmed that the deliverable satisfies the contract requirements. From your perspective, what is the status of the project?
The procurement is completed.
The project is at the end of project executing.
The project is in the Validate Scope process.
The procurement is in the closure process.
12. The project has been going relatively well, although there have been some problems with resource availability and the project scope has changed more than was expected. The project is now completing one of its phases. Of all decisions, the sponsor must consider during an end-of-phase review meeting, the most difficult is:
Cancelling the project
Authorizing scope change for the next phase
Decreasing scope to maintain the budget
Authorizing budget increases for the next phase based on scope changes
13. A fixed-price contract is a good contract type when you can accurately estimate and control costs. While this strategy confers advantages, it can be difficult at times for all concerned parties to reap its full benefits. Who has the cost risk in a fixed-price (FP) contract?
14. Barriers can hinder communication when sending or receiving information. Communication can be particularly difficult when the team is not collocated, are from different cultures, and speak different languages. Which of the following is not a barrier?
Attitudes and emotions
Personality and interests
15. A project manager measures the project against the project management plan to determine if the project is in control. Which of the following is also done in project monitoring and controlling?
Perform quality audits
16. You're involving the business analyst, the designers and engineers, the quality and testing experts, and the representatives from the business in planning, and are reviewing the key information available to help make the best decisions for the project. Which of the following information about the project would never be available during project planning?
Budget at completion
Cost performance index
Internal rate of return
17. A project has suffered many delays and the project manager has moved resources around, spent more time with risk management, and even fast tracked the project where possible. The project must be completed by its originally agreed-upon date, as resources are needed for another project at that time. The project manager is about to meet with the customer to tell them the product scope needs to be cut when you stop him. What would you advise him to do?
Cut quality before cutting scope.
Move resources from a non-critical path to a critical path.
Reevaluate the project's business case.
18. A project manager is planning a project when he discovers the project has many different deliverables, which must be completed in a sequence—with each deliverable dependent on starting after the previous one is completed. What is the best thing the project manager can do?
Obtain a project charter for each work product.
Make sure each team member knows how his or her activities interact with other activities.
Make sure the communications management plan addresses interdependencies.
Make sure the WBS has work packages that include extra team meetings.
19. A project manager is gathering data with the team to determine how various factors might be linked to potential problems. In what part of the quality management process is the project manager working?
Plan Quality Management
20. You have been assigned to create a project charter for a project to implement an internal website in your company. This project is expected to use a software platform new to your IT department. Stakeholders identified to date have expressed conflicting opinions about the website's basic functions. While confirming its high priority, management is hesitant to commit sufficient funds. You are meeting tomorrow with a seller who seems most qualified to design and implement the website. What should you do first?
Perform a high-level risk analysis of the project.
Create a high-level work breakdown structure to help you estimate costs.
Put out a fixed-price invitation for bid to best control costs.
Create a preliminary project schedule.
21. The work breakdown structure is created by:
Project management software
The project manager
22. Which of the following best describes a project management plan?
The schedule, management plans, and budget
The project charter, WBS, and project scope statement
A formal, approved document used to control the project
The project manager's plan for managing and controlling the work
23. The organization that you work for has notified all project managers that they need to select contracts that will help the organization to control costs, wherever possible. For a new software development project that has complete, detailed requirements, you now need to select a contract type. Negotiations with the vendor will be necessary if they are not readily prepared to accept the desired contract. Which is the best type of contract for this project?
Cost reimbursable (CR)
Cost plus fixed fee (CPFF)
Time and material (T&M)
24. Which of the following is not a rule regarding meeting management?
Document and publish meeting minutes.
Distribute a meeting agenda beforehand.
Have a purpose for each meeting.
Have an energizing opener to get people involved in the meeting.
25. As a project manager, you will create and accumulate a number of documents during each of the project's phases. Some of these will be completed early, are unlikely to be updated during the project. Others will be maintained throughout the course of the project as living documents. When should you archive documents as historical records for future projects?
During project closure
Before the end of project planning
Before the end of project executing
Throughout the project
26. A project is seriously delayed. Earned value analysis shows the project needs to be completed 10 percent faster than the work has been going. To get the project back on track, management wants to add 10 people to an activity currently assigned to one person. The project manager disagrees, noting such an increase will not produce the desired increase in speed. This is an example of:
The law of diminishing returns
Life cycle costing
27. Which of the following statements represents a fixed price incentive fee (FPIF) contract?
Pay $1,000,000 plus $10,000 for every designated incremental quality level reached.
Pay the costs plus $10,000 for every month the project is finished earlier than June 14.
Pay all the costs plus a $10,000 fee.
28. Which risk management process most affects the project management plan?
Plan Risk Responses
Perform Qualitative Risk Analysis
29. You have identified a diverse group of stakeholders, and you will need to report information in a variety of ways to meet all their different communications needs. When will you use a milestone chart instead of a bar chart?
Reporting to management
Reporting to team members
30. You are planning communications on a new service development project. Your stakeholder list is large, but not terribly complicated. Not all stakeholders will understand the need for developing an actual communications plan, and you already have good relationships with most stakeholders on this project. What is one of the major driving forces for communication on a project?
31. A project team budgeted US $3,000 for the work performed and has spent US $4,000 to date. If they budgeted US $5,000 for the work scheduled, what is the cost variance (CV)?
32. You have received a deliverable from another project in the program that the project you are managing is a part of. It is a prototype of a new communication device. When you start to work with the prototype, you notice that it is missing several parts, and you are not able to continue with your work. Which tool should have been used to prevent a faulty prototype being given to you?
33. In creating a resource management plan, how should a project manager use rewards?
Rewards should be given by the functional manager, since they must be recorded in each employee's record.
Use the reward system currently in place throughout the company.
Rewards are not a focus except in a project-oriented environment.
Create a specific reward system for the project.
34. A company attorney, newly hired by the company, walks into the project manager's office and tells her that he is ready to work with her on the procurement process. The project manager has little experience with procurement, so she is excited to have the assistance. With which of the following would it be best for the project manager to ask the attorney for help?
Recommended corrective actions, performance reporting, and records management system
Procurement documentation, project management plan updates, and procurement management plan updates
Contract change control system, payments, and change requests
Claims administration, audit results, and updating organizational process assets
35. A project manager is quantifying risk for her project. Several of her experts are offsite, but wish to be included. How can this be done?
Use facilitation techniques.
Use Monte Carlo analysis using the internet as a tool.
Determine options for recommended corrective action.
Apply the critical path method.
36. Four stakeholders have noted that major change is required on the contract. A project manager is documenting the change request when he receives a call from the seller informing him the seller's supplier has notified them of a price increase effective the next day. The seller is therefore asking for the change to become official right away. Generally, the project manager should:
Report the issue to the change control board.
Get the change signed by the procurement manager.
Ask for an extension of time to finish.
Finish creating and then sign and send the change order.
37. A seller on your project tells you he no longer thinks the project will provide the benefits he wanted when he signed the contract. Because of this, he does not believe it is in his best interest to continue. What should you do first?
Remind him that you have a contract, and he is required to continue.
Document his issues.
Hold a meeting to determine the details of the problem.
Send a letter to terminate the contract.
38. A project manager working for a construction company works closely with a design firm. One of his responsibilities is to negotiate and approve bid documents with the design firm. The design firm offers the project manager a job with the firm, which he accepts. When the project manager gives his two weeks’ notice to the construction company, he does not mention that the design firm will be employing him. For the next two weeks, the project manager continues to negotiate and approve bids and designs submitted by the design firm. In this situation:
The departure of the project manager provides both companies with benefits by allowing the companies to strengthen their relationship and enhance communication.
There is a conflict of interest.
The construction company did not ask and the project manager is not obligated to inform the company of his new job position.
The project manager is required to inform the construction company in his departure interview.
39. A scope change is made on the project. You have determined the effect on the schedule, performed integrated change control, and adjusted the project baselines and the project management plan. What is the next thing to do?
Change the work breakdown structure.
Submit the change to the change control board for approval.
Notify stakeholders affected by the change.
Look for impacts to cost.
40. All the following occur during the Close Project or Phase process except:
Creating lessons learned
Performing cost-benefit analysis
41. The organization is about to begin a series of similar projects. The projects will be managed consecutively. Each project involves developing an online cooking video focused on foods appropriate to the month in which they will be released. For example, the summer videos will include picnic food and cool treats, and the December video will feature holiday foods for Hanukkah, Christmas, and Kwanzaa. The project sponsor is adamant that the management plan for each project includes an emphasis on making the best possible use of the lessons learned register. He believes that other projects have not been successful because they failed to take advantage of lessons learned from previously completed projects. The lessons learned register should be updated:
Throughout the project
At the end of each project phase
At the end of the project
42. The project is expected to take four years. The project team members will not all be coming on at the start of the project, but rather will join and leave the team as needed. Historically, projects similar to this one have been volatile, and the work very intense. Therefore, conflict between team members is almost inevitable. Which of the following conflict resolution techniques will generate the most lasting solution?
43. Your team is assessing options to deal with a problem on the project. A team member has a copy of a software program on his home computer that he offers to you at no cost because it may solve the problem. What should you do?
Accept the software with thanks.
Accept the software, and use it until you are able to buy the software yourself.
Refuse the software, and notify the owner of the software.
Do not accept the software, and advise the team member that such activity is in violation of copyright law.
44. You have a very accurate WBS and WBS dictionary as parts of your scope baseline. These have helped with the estimating process. You expect that the WBS dictionary will help team members clearly understand each work package: what needs to be completed, what must be included, and the boundaries of each interim deliverable at the work package level. During a walkthrough of a work package, you discover a team member is completing the work differently than stated in the WBS dictionary. How should you deal with this?
Determine if the changes also change the scope of the work package.
Ask the team member if the changes are necessary.
Determine if the alternative way is acceptable to the functional manager.
Replace the team member.
45. All of the following are outputs of the Close Project or Phase process except:
Transition of the product
46. Which of the following is the best order of topics for the seller to negotiate?
Cost, time, performance
Performance, time, cost
Cost, performance, time
Time, performance, cost
47. When is the earliest time administrative closure should be completed?
Whenever a deliverable is complete
At the end of each project phase
Whenever a new project manager takes over a project
At the end of the project
48. All of the following are parts of the scope baseline except the:
Scope management plan
Project scope statement
Work breakdown structure
49. Team members are investigating quality standards that other companies are using, in order to help determine what quality standards to use on the project. What part of quality management is the team involved in?
Plan Quality Management
50. What is present value (PV)?
Value of assets that a company owns
Future value of money on hand today
Today's value of future cash flows
Current value of today's assets adjusted for inflation
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