PMP Practice Test 26 — 15 Questions

Question 1

Your project is using a predictive approach, and you are at the midpoint. The earned value analysis shows: EV = $450,000, PV = $500,000, AC = $550,000. The CPI is 0.82 and SPI is 0.90. The sponsor asks for a forecast of the total cost at completion. What is the best estimate for EAC assuming the current cost performance is typical of future performance?

Accepted Answer

$1,219,512. When current CPI is expected to continue, the formula EAC = BAC/CPI is appropriate. BAC is not given but can be derived: BAC = PV * 2 = $1,000,000. So EAC = $1,000,000 / 0.82 ≈ $1,219,512.

Answer

$1,250,000

Answer

$1,100,000

Answer

$1,050,000

Question 2

You are managing a software development project using a hybrid approach. Midway through, the customer requests a new feature that was not in the original scope. The team estimates it will add two weeks to the schedule. What should you do FIRST?

Accepted Answer

Submit a change request and conduct an impact analysis. Following PMI's guidelines, any change to scope must go through the change control process. The PM should assess the impact and submit a formal change request before any work begins.

Answer

Refuse the request, as the scope was already finalized

Answer

Ask the team to start working on the feature to keep the customer happy

Answer

Add the feature to the product backlog and prioritize it for the next release

Question 3

Your project is using a predictive approach, and you are in the execution phase. A key stakeholder requests a minor change that you believe will improve the product but is not in the scope. What should you do?

Accepted Answer

Submit a change request and follow the Integrated Change Control process. Even minor changes must go through the change control process to maintain baseline integrity.

Answer

Implement the change and document it later

Answer

Refuse the change because the project is already in execution

Answer

Approve the change yourself since it is minor and will improve the product

Question 4

A project manager discovers that a key supplier is delivering materials that do not meet quality standards. The project is at risk of delays and rework. Which THREE actions should the project manager take?

Accepted Answer

Escalate the issue to the procurement department if the supplier does not respond. Options A, C, and E are correct: documenting quality issues, working with the supplier on corrective action, and escalating if necessary are appropriate steps.

Answer

Immediately terminate the contract with the supplier

Answer

Accept the nonconforming materials and adjust the project plan

Question 5

During a sprint retrospective, the team identifies that the daily standups have become too long (45 minutes instead of 15). Several team members feel the standups are unproductive. As the Scrum Master, what should you do?

Accepted Answer

Coach the team to keep standups within the 15-minute timebox and focus on the three key questions. Option B is correct: The Scrum Master facilitates improvement. Applying timeboxing resolves the issue. Option A ignores the problem, C escalates unnecessarily, D imposes a solution without team input.

Answer

Escalate the issue to the project sponsor for guidance

Answer

Mandate that standups be held only twice a week

Answer

Cancel daily standups entirely to save time

Question 6

A key vendor informs you that they cannot deliver a critical component on time due to a raw material shortage. This component is on the critical path. The vendor has a history of poor performance. What should the project manager do FIRST?

Accepted Answer

Implement the risk response plan that was developed for this vendor risk. PMI recommends proactive risk management; since the risk was in the register, execute the planned response (Option A). Option B is reactive and not preferred. Option C might be needed later. Option D is premature without trying the planned response.

Answer

Immediately contact alternative vendors to find a replacement

Answer

Perform schedule compression techniques to recover the delay

Answer

Escalate to senior management for a decision

Question 7

Your project is being executed, and a risk event occurs that was identified and planned for. Which THREE actions should you take?

Accepted Answer

Implement the risk response plan that was developed for this risk. Options A, C, and D are correct. A: Implement the planned response. C: Update the risk register to reflect the occurrence. D: Communicate to stakeholders per the communication plan. Option B is incorrect because the risk has occurred, so it's no longer in the watch list. Option E is incorrect as you should follow the planned response first.

Answer

Conduct a new risk assessment to identify new risks

Answer

Add the risk to the watch list for monitoring

Question 8

Your project is executing a major software upgrade. A key stakeholder requests a significant scope change that would require additional funding and extend the timeline. Which TWO actions should you take first?

Accepted Answer

Submit a change request to the change control board. Options A and D are correct. According to PMI, any scope change must go through the change control process (A) and the impact must be documented and analyzed (D). Option B is wrong because the PM should not refuse outright without analysis. Option C is wrong because the PM should not implement without approval. Option E is wrong because it bypasses the change control board.

Answer

Add the change to the product backlog without formal approval

Answer

Instruct the team to begin work on the change immediately

Answer

Politely decline the request because the project is already underway

Question 9

A project manager is planning a hybrid project. The team is new to agile and there is resistance to adopting agile ceremonies. Which TWO actions should the PM take to address this?

Accepted Answer

Start with a subset of ceremonies and introduce others gradually. Training helps the team understand the value of agile ceremonies. Starting with a few ceremonies and gradually introducing others eases the transition.

Answer

Mandate participation in all ceremonies without exception

Answer

Replace ceremonies with written status reports

Answer

Eliminate ceremonies that the team dislikes

Question 10

You are managing a marketing campaign project. A key stakeholder, the VP of Marketing, frequently bypasses you and gives direct instructions to team members. This has caused confusion and rework. What should you do FIRST?

Accepted Answer

Schedule a meeting with the VP to discuss the communication management plan and roles. PMI emphasizes communication and stakeholder engagement. The PM should meet with the stakeholder to clarify roles and communication protocols.

Answer

Escalate the issue to the project sponsor

Answer

Politely remind the team to ignore instructions that don't come through you

Answer

Update the stakeholder engagement plan without informing the VP

Question 11

In a Scrum project, the development team consistently fails to complete all committed stories in each sprint. The daily stand-up meetings are running long and often devolve into problem-solving sessions. As the Scrum Master, what should you do?

Accepted Answer

Coach the team to keep the stand-up focused and time-boxed, and facilitate separate sessions for detailed discussions. The daily stand-up should be time-boxed and focused on coordination, not problem-solving. The Scrum Master should coach the team on the purpose and enforce time-boxing.

Answer

Add more stories to the sprint backlog to increase velocity

Answer

Cancel the daily stand-up and replace it with email updates

Answer

Allow the stand-up to run longer to ensure issues are resolved

Question 12

During a sprint retrospective, the team identifies that the daily standups are taking too long and are not focused. Several team members suggest canceling them to save time. What should the scrum master do?

Accepted Answer

Facilitate a discussion to identify ways to make the standups more focused and time-boxed. The scrum master should facilitate improvement without abandoning the ceremony. Option C addresses the root cause. Option A abandons a key agile practice. Option B is not the scrum master's role alone. Option D ignores the team's concern.

Answer

Agree to cancel the daily standups as the team suggests

Answer

Keep the standups as they are and remind the team of their importance

Answer

Enforce the timebox strictly without discussion

Question 13

The sponsor asks you to skip the final round of user acceptance testing (UAT) to meet the deadline, stating that earlier tests were sufficient. What should the project manager do first?

Accepted Answer

Explain the risks of skipping UAT and propose alternatives, such as reducing test scope or compressing the schedule. Option B is correct because skipping quality activities can lead to defects; the PM should explain the risks and seek a decision through change control. Option A is wrong because it bypasses proper process. Option C is wrong because the PM should not unilaterally decide. Option D is wrong because escalation should be a last resort.

Answer

Direct the team to proceed without UAT because the sponsor has authority

Answer

Agree to skip UAT to accommodate the sponsor's request

Answer

Escalate to the PMO or senior management that the sponsor is compromising quality

Question 14

You are the project manager for a large IT infrastructure upgrade. An executive stakeholder has been bypassing you and directly assigning tasks to team members. This has caused confusion and rework. What should you do FIRST?

Accepted Answer

Schedule a meeting with the executive stakeholder to discuss the impact of bypassing the PM and reinforce the communication plan. PMI emphasizes communication and stakeholder management. The PM should address the issue directly with the stakeholder, clarifying roles and the impact of bypassing the PM.

Answer

Update the stakeholder engagement plan and communicate the escalation path

Answer

Instruct the team members to ignore any requests from the executive

Answer

Escalate the issue to the project sponsor and request intervention

Question 15

Your project is a construction project with a fixed price contract. At the 40% progress point, earned value (EV) is $400,000, actual cost (AC) is $480,000, and planned value (PV) is $500,000. What does this indicate?

Accepted Answer

The project is behind schedule and over budget. Option A is correct because SPI = EV/PV = 400,000/500,000 = 0.8 (behind schedule), and CPI = EV/AC = 400,000/480,000 ≈ 0.83 (over budget). Options B and C have incorrect calculations. Option D is opposite.

Answer

The project is ahead of schedule and under budget

Answer

The project is behind schedule but under budget

Answer

The project is ahead of schedule but over budget