Mock tests are an important, indispensable part of certification exam preparation, and the Project Management Professional exam (PMP) isn’t any different. For instance, candidates need expertise and experience in project management, taken from real-world working experiences. 

You should know how capable you are and choose a learning path that suits you best. Don’t restrict your learning ecosystem to your peers and colleagues. For the best outcome, join learning communities that you can find online and offline to understand new approaches and identify creative solutions for management problems. 

Furthermore, while training, learners get into the habit of taking notes. This approach helps in learning and internalising concepts, thoughts and points throughout your learning modules. There is no right or wrong way to learn; how much you learn depends on your aptitude and learning style. Some people learn better in a classroom setup; others function better in a one on one learning model. In contrast, top virtual learning platforms aim to offer candidates the best of both worlds. Therefore, it is critical to find what works for you and stick to it. 

While the main exam is essential, don’t forget to prepare for the interview as well. Many questions are the same in both the interview and the exam. 

PMP Exam Overview:

You can appear for the Project Management Professional (PMP) exam when you have completed 36 hours of training and spent at least 50 hours preparing. Once you have completed the payment required and prepared well for the exam, you are ready to go. A PMP exam is promising in terms of career, and salary growth opportunities, which means clearing the exam won’t be easy. 

PMP Exam Pattern:

The PMP exam has 200 questions. Of these, 25 are not a part of the score as they are what’s known as pretest questions. The breakup of marks in the exam is as follows:

Domain 1: Initiating - 13% of questions

Domain 2: Planning - 24% of questions

Domain 3: Executing - 31% of questions

Domain 4: Controlling and monitoring - 25% of questions

Domain 5: Closing - 7% of questions

You need to score at least 61% in the exam to pass and earn your certification. To help you prepare, let’s take a look at some sample PMP questions you will find in the exam.

Top 20 PMP Sample Questions:

Q1. How would you calculate a project’s Expected Monetary Value, given that there’s a 60% chance of $100,000 in profit and a 40% chance of $100,000 in loss?

  1. $20,000 profit
  2. $40,000 loss
  3. $100,000 profit
  4. $60,000 loss

A1. EMV of a business is calculated as EMV= Impact x Probability

Use this to compute each value and get the difference. 

0.6x100000=60000

0.4x100000=40000

Thus your EMV is 60000-40000 = $20,000 profit. 

Q2. If you assume a range of estimates ends at +/- 3 sigma from your mean, what estimate range carries the lowest risk amount?

  1. 22-30 days
  2. 30 days, +/- 5 days
  3. 28-day average
  4. Optimistic - 26 days, pessimistic - 33 days, most likely - 30 days

A2. The estimate giving the least range is the least risky.

Q3. If the expected runtime of a project is five months, and there is a 20% chance of a risk occurring in one month, what is the chance that this risk will come in the fourth month of the project?

  1. 80%
  2. 20%
  3. 60%
  4. Less than 1%

A3. 20%

Q4. The accepted project deadline is approaching. But as a project manager, you only now realise that merely 75% of the scope has been completed. You issue a change request. What authorisation are you asking for in this change request?

  1. Escalating approval for using contingency funding
  2. Extra time for meeting the schedule
  3. Extra resources with the contingency fund
  4. Action for correction based on situational causes.

A4. Action for correction based on situational causes

Q5. In which process for risk management can you identify risk?

  1. Identify Risks and Control and Monitor Risks
  2. Identify Risks
  3. Perform Quantitative Risk Analysis to Identify Risks
  4. Perform Qualitative Risk Analysis and Monitor and Control Risks

A5. Perform Quantitative Risk Analysis to Identify Risks

Q6. What does RACI mean?

  1. Recommended, Accountable, Consulted, Inform
  2. Responsible, Accountable, Consulted, Inform
  3. Responsible, Accountant, Consulted, Inform
  4. Responsible, Accountable, Confirm, Inform

A6. Responsible, Accountable, Consulted, Inform

Q7. Which statement out of these is true?

  1. A program is a small part of a large project
  2. A program is made up of several related projects
  3. A program is made up of several unrelated projects
  4. None of these

A7. A program consists of several related projects.

Q8. As a project manager, you are meeting with the team for a refresher on lessons from past projects. What is this activity called?

  1. Scope identification
  2. Performance management
  3. Project team status management
  4. Risk identification

A8. Risk identification

Q9. You find a close friend of yours as a bidder at a bidding conference. What should you do next?

  1. Share some confidential information as a sign of trust
  2. Inform your management team of this relationship
  3. Step down from the bidding process immediately
  4. Prove your honesty by deliberately refusing him the contract

A9. Since there is a conflict of interest, inform your management team of this relationship.

Q10. If you find a 90% chance of any risk event occurring, with the result being $10,000, what is represented by $9000?

  1. Present value
  2. Contingency budget
  3. Risk value
  4. Expected monetary value

A10. Expected monetary value

Q11. Imagine a situation where an earthquake damages your construction project. The contractor tells you that the contractual terms cannot be fulfilled because of a specific clause in the contract. Which clause is this?

  1. Fixed price clause
  2. Force majeure clause
  3. Contract obligation
  4. None of these

A11. Force majeure clause

Q12. The following factors are vital for the process of risk management, all except:

  1. Lessons learned
  2. Project status reports
  3. Historical information
  4. Work breakdown structure

A12. Project status reports are usually not present the first time that you conduct risk management. Thus, it is not always a risk management input factor.

Q13. As a project manager, when you estimate the duration of an activity, you should:

  1. Involve professionals who will do the work to get accurate estimates
  2. Take your best guess regarding the duration of each activity because when the project advances and more data is gathered, timelines will change.
  3. Estimate what your budget permits and leave buffer room.
  4. None of the above.

A13. Involve professionals who will do the work to get accurate estimates.

Q14. Risk tolerance is calculated to aid:

  1. The project manager in estimating the project
  2. The management in knowing how other managers are going to execute the project.
  3. The team in ranking project risks.
  4. The team in scheduling the project and deadlines.

A14. Understanding the stakeholders’ tolerance helps in predicting how they will react when faced with various risky situations and events. This allows easy assignment of risk for each activity. 

Q15. Imagine you are leading a project that requires implementing and engineering multiple business processes and one customer relationship management (CRM) software solution. There are several organisations, including one large corporation and several suppliers, involved in this project. As it progresses, you notice the impact that the varying business cultures are having. There are varying business and process expectations relating to how the project is handled, leading to many misunderstandings among the stakeholders. Another issue is the lack of trust and growing scepticism among them. What should your first step be to unite these diverse groups of stakeholders?

  1. Let the problems increase till they blow out of proportion, then raise an escalation.
  2. Analyse the impact and probability of each situation’s risks. Make a plan of action before responding.
  3. Focus on the project instead of getting distracted by unimportant things.
  4. Create a joint quality policy that requires unanimous commitment from every organisation in the project.

A15. Analyse the impact and probability of each situation’s risks. Make a plan of action before responding.

Q16. It is getting harder to calculate the precise risk cost impact. As a project manager, it should be evaluated based on

  1. A quantitative basis
  2. A qualitative basis
  3. An economic basis
  4. A numerical basis

A16. Qualitative basis  

Q17. You are a project manager quantifying your project risks. Most of your experts are not on-site but want to be. How will you manage this?

  1. Use the Delphi technique
  2. Use the critical path methodology
  3. Use the Monte Carlo analysis with the internet as your tool
  4. Evaluate options for corrective action that is recommended

A17. Use the Delphi technique. It is primarily used for getting expert views on technical problems, project scope etc. 

Q18. While executing a project as a project manager, you notice conflicts arising within a team at both interpersonal as well as technical levels. How will you appropriately and professionally handle this conflict?

  1. Conflicts hinder productivity by disrupting workflow. Smooth them out as soon as they arise.
  2. Address conflicts from the start privately. Use a collaborative and direct approach.
  3. Raise the issue during a team meeting so that everyone can come together to find a solution.
  4. Use your power of coercion to resolve conflicts fast and focus on achieving your goals.

A18. Address conflicts from the start privately. Use a collaborative and direct approach.

Q19. In which process of risk management is it decided to transfer risks?

  1. Plan risk response
  2. Identify risks
  3. Monitor and control risks
  4. Perform quantitative risk analysis

A19. Plan risk response

Q20. When a control chart is used, outliers are

  1. A common result of rare random causes that are hard to verify or replicate
  2. Insignificant outputs, measurement mistakes that don’t require further investigation
  3. Singular quantifications beyond the bandwidth of a lower and upper control limit. 
  4. Inconsistent measurements, with seven results above or below the mean value.

A20. Singular quantifications beyond the bandwidth of a lower and upper control limit.

Give your career a boost as you prepare for your PMP exam; enrol in a training course on Koenig Solutions today.

Armin Vans
Piyush is a highly-accomplished PMP Certified Project Manager Trainer with a verifiable track record of managing complex IT and Financial projects. He has extensive experience in the implementation of Business Analysis tasks, Client Management, Financial Accounting, and Risk Management.

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