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Free PMI-SP Questions & Answers
1 What is the most commonly used relationship in a PDM (Precedence Diagramming Method) network? a b c d Answers e The best answer is B The four types of dependency (or link) used in a PDM network are: Finish-toStart (FS), Start-to-Start (SS), Finish-to-finish (FF), and Start-to-Finish (SF). SF is rarely used, FS is the most common dependency. Dummies are used in ADM networks, ASAP is a type of constraint. Reference: PMBOK Guide page 156 Sect. 6.3.2.1 Dummy. Finish-to-Start. As Soon As Possible. Start-to-Finish.
Which calculation is correct for the To-Complete Performance Index (TCPI) based on the Estimate At Completion (EAC)? a b c d AC + (BAC EV) (BAC - EV)/(BAC - AC) BAC/CPI
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(BAC - EV)/(EAC - AC) The best answer is D TCPI is the projection of the future cost performance that must be achieved on the remaining work to achieve a management goal such as the original Budget At Completion (BAC) or a calculated Estimate At Completion (EAC). All of these formula use standard Earned Value Management acronyms: Option a calculates EAC based on future work being performed at budgeted rates Option b calculates TCPI based on BAC (the question asked for EAC) Option c calculates EAC based on future work being performed at the same CPI as the completed work. Reference: PMBOK Guide p221 Sect 7.4.2.3
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Take any of our PMI-SP courses, you will have access to 100s of similar questions and importantly, the knowledge needed to answer them effectively. More on the PMI-SP Examination: Mosaics self-paced course: http://www.mosaicprojects.com.au/Training-Planning.html http://www.mosaicprojects.com.au/Training-Planning_One-on-One.html
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Free PMP Questions & Answers

3 Is a negative schedule variance (SV) an indicator that the project will not finish as scheduled? a b c Yes, a negative SV indicates that the actual progress of the project master schedule is behind the planned progress. No, a negative SV indicates that planned work was not planned appropriately. No, a negative SV only indicates that all of the planned work has not been accomplished; other information is needed to assess the forecast project finish date. Yes, a negative SV only get worse over time. The best answer is C Schedule variance measures the amount of work accomplished compared to amount of work planned to have been accomplished in the period. This does not translate directly into a delay because you do not know if the work not done affects the Critical Path. Reference: Practice Standard for Earned Value Management 2nd Ed. 9.3.1.1 4 You are managing a project to develop a new training course. Which of the following statements is true regarding the tools and techniques used in activity sequencing? a b c d Answers e The best answer is A This is a sneaky question - most of the answers look correct at first glance: B is incorrect - Leads accelerate, lags delay (the key word is 'respectively') C is incorrect (or not the best answer) because the description is less complete than A and it is the 'arrows' or links that create the dependencies. D is incorrect - there are four types of dependency "External" and Internal dependencies were missed from the answer. The precedence diagramming method (PDM) uses nodes (boxes or rectangles) to represent the activities and arrows (links) to connect the nodes and show dependencies. The type of dependency can be mandatory or discretionary, and either internal or external, the link type can be FS, SS, FF or SF. Reference: PMBOK Guide p156-158 Sect 6.3.2 The precedence diagramming method (PDM) uses nodes to represent the activities and arrows to connect the nodes and show dependencies. Leads and lags allow for the delaying and acceleration of successor activities respectively. The precedence diagramming method (PDM) is used for dependency determination. The two type of dependency determination are mandatory dependencies (hard logic) and discretionary dependencies (soft logic).
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5 Your qualitative risk assessment matrix uses the following values on each axis: 0.1, 0.3, 0.5, 0.7, 0.9. This is a linear scale, what descriptions are most likely to be assigned to these values? a b c d Answers e The best answer is A Decisions to accept, transfer avoid, etc are based on a combination of probability and impact, they are not the sale descriptors, eg, a 'high + very high risk may need to be removed from the project = 'avoid'. The scale is ascending, this usually translates to 0.1 = Very Low through to 0.9 = Very High. Reference: PMBOK Guide page 331 Sect. 11.3.2.2. 6 Assuming a 'Modified Beta' distribution, calculate the expected value given the following three point estimate: optimistic = 8, most likely = 14, pessimistic = 16? a b c d Answers e The best answer is B The 'Modified Beta' distribution was the basis of PERT calculations. The Expected value, E = (O + 4M + P)/6 = (8 + (4 x 14) + 16) / 6 = 13.33. The standard deviation = P - O/6 = 1.333 Reference: PMBOK Guide page 170 Sect. 6.5.2.4. 7 Typical causes of unfavourable cost variances include all but the following except: a b c d Answers e The best answer is B This is a practical question based on the 'Control Costs' process, it is also a negative question - you are looking for the one wrong answer. Cost variances are the difference between the planned cost and the actual cost. Poor planning includes poor cost estimating and is likely to lead to reported cost variances (usually negative). Extra work caused by scope creep or re-work is also going to increase costs. Under staffing will definitely cause a negative time variance (the work will take longer to do) but may not cause an increase in costs provided the work is still accomplished efficiently and the overall project is not delayed. Reference: PMBOK Guide page 217 219 Sect 7.4.2.1. Poor Planning. Under staffing because of labour shortage. Re-work. Scope Creep. 1.333. 13.33. 14. 12.66. Very Low, low, moderate, high and very high. Avoid, transfer, mitigate, neutral and accept. Very high, high, moderate, low and very low. Accept, neutral, mitigate, transfer and avoid.

8 Your steering committee chair has asked you for a report that highlights the start and finish of each of key project deliverables. What is the best report format to use? a b c d Answers e The best answer is D Milestones highlight the start and finish of key deliverables - the information requested. A summary bar chart may also achieve this but shows additional information not requested, particularly the duration of each activity. A 'Gantt Chart' is another name for a 'Bar Chart'. Reference: PMBOK Guide page 182 - 183 Sect. 6.6.3.2. A summary bar chart. The schedule network diagram. A Gantt Chart. A Milestone Chart.
When distributing information to the project stakeholders, the project manager is responsible for making the information clear and complete so the recipient can easily understand it. This competency is best described as a part of the project manager's _____________ skills. a b c d Reporting. Documentation. Communication. Influencing. The best answer is C The overarching skill is communication. Whilst under some circumstances the information may be documented in a report for the purpose of influencing a stakeholder, information can be communicated in many different forms and may be routine rather than designed to influence the person; but in every circumstance the transfer of information is a communication. For more on communication see: http://www.mosaicprojects.com.au/WhitePapers/WP1066_Communcation_Theory.pdf Reference: PMBOK Guide page 293 Sect. 10.1.2.3.
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Which of the following is true concerning the work breakdown structure (WBS)? a b c d The PMI WBS and PRINCE2 product breakdown structure (PBS) are effectively the same thing. The WBS is the same as the organisational breakdown structure (OBS). The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team. The WBS is the bill of materials (BoM) needed to accomplish the work of the project.

Answers e The best answer is C The difference between the PBS and the WBS is the PBS is focused on the products to be delivered; the WBS is focused on all of the work needed to achieve the projects objectives including all of the ancillary works (not just the product). Non-product elements in the WBS include project management work, safety and hygiene work, etc. The OBS is the document that defines the lines of management responsibility within the project. The point where the OBS and WBS intersect is known as a control account and defines the manager responsible for a section of the project work. The BoM only describes the materials used in the work, not the other elements of the project (eg, labour). The WBS defines all of the work and consequently all of the costs. Reference: PMBOK Guide p126 Sect: 5.4 11 You are managing a critically important project that is experiencing a high level of change. On-time delivery is vital! Which of the following best describes the changes you will incorporate into the schedule for the team? a b c d Answers e The best answer is D Only approved changes should be incorporated into the schedule. Approved scope changes cause the baseline to change but other approved changes may also affect the schedule. Unauthorised changes should not be worked on and therefore should not be in the execution schedule. It is important to assess the impact of proposed changes but this is done 'offline' to see 'what-if' the change proceeds and determine the best options to recommend to the Change Control Board. Urgent changes may need an interim approval to allow critical work to proceed ahead of the final approval of the change request. Reference: PMBOK Guide page 186 - 187 Sect 6.7. The likely changes you expect to occur based on your experience. The seller receives a fixed fee calculated as a percentage of the initial estimated project cost. All authorised changes that affect the budget. Only approved change requests.
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You are compiling a monthly summary for your PMO reports. There are 4 projects reporting the following data: Project A has an EV of $500 and an AC of $505; Project B has a CPI of 1.08, Project C has an EV of $455 and an AC of $450; and Project D has a CPI of 0.98. Which project is the most cost efficient? a b c d Project A. Project B. Project C. Project D.

Answers e The best answer is B EV = Earned Value, AC = Actual Cost, CPI = Cost Performance Index. CPI is calculated by EV/AC (earned value divided by actual cost). A CPI of less than one means the project is over spending, a CPI greater than 1 is good news, the project is costing less than planned (ie, is cost efficient), the higher the value the better the performance. Project C has a CPI = $455/$50 - 1.01, Project B has a CPI of 1.08, the CPI on project B of 1.08 is better than Project C at 1.01; the other two are losing money. Reference: PMBOK Guide page 217 - 218 Sect 7.4.2.1.
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Analogous estimating when applied to a duration is: a b c d Based on expert judgement and is consequently more accurate than standard critical path estimating. Used when there is a limited amount of detailed information available. A calculation based on a three point estimate using a modified BETA distribution. The same as bottom up estimating. The best answer is B Analogous estimating uses the duration from a similar completed activity or project as the basis for the current estimate. This is a top down estimating technique used when there is little detailed information available. The critical path method is a precise set of calculations applied to the schedule (including the estimated durations). It is not an estimating process. The PERT technique uses three point estimates and a modified BETA distribution to assess the probability of completing the project in a given timeframe. Reference: PMBOK Guide p149 Sect: 6.5.2.2
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Who is responsible for identifying risks in a project? a b c d The Project Manager. Any project personnel including stakeholders. The Project Planner. The main stakeholders including the sponsor. The best answer is B Anyone working on or associates with a project can help identify the risks in a project (and should be encouraged to help). The project manager or risk manager manages the risk management processes with input from the sponsor and other key stakeholders Reference: PMBOK Guide page 321 Sect. 11.2.
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15 You are managing a project that is running late. You propose corrective actions that will affect the schedule baseline. This proposal is called a: a b c d Answers e The best answer is A The schedule variance analysis that has identified the project is running late may result in change requests to the schedule baseline. However, the proposed change must be approved before the baseline can be altered. Corrective and preventative actions may, or may not need to be submitted as a change request depending on the nature of the action. However, the question clearly indicates the proposal will affect the baseline and therefore approval of a formal change request is required before the actions can be implemented. Reference: PMBOK Guide page 191 Sect 6.7.3.3. Change request. Corrective action. Schedule baseline update. Preventative action.
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The level of information on your project has improved significantly since the original estimates were completed, and a part of the planning process you have been asked to review the cost estimate and produce the definitive estimate for the project baseline. What would be a reasonable range for you to achieve? a b c d -0% to +0%. -5% to +5%. -5% to + 15%. -15% to +25%. The best answer is C The PMBOK Guide considers a range of -5% to +10% to be realistically achievable as a definitive estimate. The other values are not in the PMBOK. It is impossible to be precisely accurate when predicting the future (+/- 0%) and in most circumstances attempting to achieve an accuracy of +/- 5% is unrealistic (the exception being processes primarily involving mechanical production). Reference: PMBOK Guide page 201 Sect 7.2.
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The primary difference between an Arrow Diagramming Method (ADM) network and a Precedence Diagramming Method (PDM) network is: a b c d PDM is more accurate then ADM. PDM networks use the CPM (critical path method), ADM networks do not. PDM networks are developed from the WBS, ADM networks are not. The way the network is drawn.

Answers e The best answer is D The only significant difference between an ADM network and a PDM network is the way they are drawn. PDM networks have the 'activity on the node' (usually a rectangular box), connected by arrows (called Links). ADM networks represent the activity by an arrow (activity on the Arrow) and the arrows join at the nodes. Both ADM and PDM networks use the CPM methodology, and may be based on a WBS (or may not depending on how the information was developed). There is no difference in the accuracy of the calculations. Reference: For more information see http://www.mosaicprojects.com.au/PM-Knowledge_Index.html#PPM03 Reference: PMBOK Guide page 177 Sect 6.6. 18 You are working on a major project and after the first couple of months you realise it takes an extra two weeks to get approvals on any purchase order over $10,000. What should you do? a b c d Answers e The best answer is D The purchase order process obviously merits a review (but this is not an option), you may also need to adjust the timing of your ordering processes to take account of the longer approval periods (again this is not an option). Ignoring the issue or 'fiddling' the procurement processes to avoid the scrutiny are both unethical; the review and approval system is part of the organisations governance processes. The best option from a documentation perspective is to record your findings in the projects 'Lessons Learned' - this is an integral part of the project records and will make the information available for consideration and possible action. Reference: PMBOK Guide page 192 Sect. 6.7.3.6. 19 You are not sure how long the commissioning will take on your project so you review several completed projects and decide to use the duration required to complete a similar commissioning process on a completed project. What is this called? a b c d Analogous Estimating. Using Historical Records. Expert Judgement. Approximation. Ignore the situation; you are not responsible for the approval of purchase orders. Record the information in your project records. Adjust your purchasing practices to keep all purchases under $10,000. Document the information in your Lessons Learned.

Answers e The best answer is A Estimating the cost or duration of a project activity (or the whole, or part of a project) by reference to a similar completed project is known as analogous estimating. To perform an analogous estimate, you need historical information and have to apply expert judgement (but neither of these options is the best answer). Reference: PMBOK Guide page 169 Sect 6.5.2.2.
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The Control Costs process includes all of the following except: a b c d Informing appropriate stakeholders of all approved changes and associated costs. Influencing factors that create changes in the authorised cost baseline. Developing the cost performance baseline. Acting to bring expected cost overruns within acceptable limits. The best answer is C Developing the cost performance baseline is part of the Determine Budget process (see: 7.3.3.1). All of the other options are listed as inclusions in the Control Costs process. Reference: PMBOK Guide 215 Sect 7.4
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One of your team has been asked to gather information on the actual start and finish date of activities and the remaining duration of any activities that are still in progress. This work is a part of the projects ________________________ process. a b c d Performance review. Performance measurement. Earned Value assessment. Critical path analysis. The best answer is A The gathering of progress information is part of the performance review process. Once gathered, the specific data listed will be used to update the schedule (but the schedule may be either a Critical Chain or Critical Path schedule). And the schedule information will be used to update the Earned Value data (along with other information). Performance measurement is a specific Earned Value technique. Reference: PMBOK Guide page 188 - 189 Sect 6.7.2.1.
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22 Based on the information below, what is the most likely cause of the cost variance in this Work Package? PV Labour Hours = 1000 PV Labour cost = $100,000 EV Labour Hours = 1000 EV Labour cost = $100,000 AC Labour Hours = 1000 AC Labour cost = $125,000 a b c d Answers e The best answer is B Based on this information, both rework and a labour shortage are likely to cause schedule slippage as well as cost variances and there is no schedule slippage (a negative SV). Therefore the most likely cause of the variance is an unexpected increase in the rate paid for the labour used Reference: Download Mosaic's White paper for the basic EV Formulae: http://www.mosaicprojects.com.au/WhitePapers/WP1081_Earned_Value.pdf Reference: PMBOK Guide page 218 - 219 Sect 7.4.2.1. Rework. Rate Variance. Schedule Slippage. Labour Shortage.
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What would be the consequence of increasing the duration of task B to 4 days in the above schedule? a b c d The project completion would increase by 1. The project completion would increase by 4. Task C would no longer be critical. Task B would become critical. The best answer is D Task B would become critical and the network would now have two critical paths (one through B and one through C). The end date does not change if CPM calculations are used; but the probability of completing on schedule will be reduced because any delay on either path will cause a delay to the completion of the project. See: http://www.mosaicprojects.com.au/PDF/Schedule_Calculations.pdf Reference: PMBOK Guide page 176 - 177 Sect 6.6.2.2.
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24 For some of the risks identified in the project risk register you decide to develop a response plan that will be implemented when certain predefined conditions are observed. This approach is called a(n) _________________ response strategy? a b c d Answers e The best answer is C A contingent response strategy can be used for both opportunities and threats that cannot be reasonably avoided or mitigated; it is a prepared plan of action that will be implements as soon as a predefined set of circumstances are seen to exist. Typical examples include securing a facility and evacuating staff in the event of a Hurricane (or Cyclone / Typhoon) warning of a certain level or implementing a PR plan to exploit the publicity generated by a celebrity visiting your project. If you don't have a prepared plan, then you have to implement a 'workaround' as the risk event unfolds. Mitigation is an action taken to change the project so as to reduce the probability or impact of an identified threat. Reference: PMBOK Guide page 346 Sect. 11.5.2.3. 25 Which of the following deliverables identifies and describes the types and quantities of each resource required to complete all of the project work packages? a b c d Answers e The best answer is A The activity resource requirements identifies the type and quantities of resources required for each activity. Some of the information may be included in the WBS dictionary (as resources required) but usually at a more summary level. (Note: process outputs are internal project deliverables) Reference: PMBOK Guide page 165 Sect 6.4.3.1. Activity resource requirements. Work breakdown structure (WBS) dictionary. Activity attributes. Resource breakdown structure. Mitigation. Work around. Contingent. Emergency.
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If not budgeted, what would the likely effect be on the cost variance and schedule variance of asking the team to work additional overtime? a b c d There may be a negative impact to the cost variance; potentially a positive improvement to the schedule variance. There will be no impact to the cost variance; potentially a positive improvement to the schedule variance. There will be a negative impact to the cost variance; potentially no impact on the schedule variance. There will be a negative impact to the cost variance; and a positive improvement to the schedule variance.
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Answers e The best answer is A Working overtime is a form of 'crashing' the project schedule. If the overtime is paid, the cost paid for the time worked will increase due to the penalty rates paid for overtime (but if the overtime is unpaid the reverse applies). Working additional hours should improve the schedule variance but only if the workers can operate efficiently and do not become too tired. Reference: www.mosaicprojects.com.au/WhitePapers/WP1059_Schedule_Compression.pdf Reference: PMBOK Guide page 181 Sect 6.6.2.7.
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When managing the schedule, what does the term 'variance analysis' mean? a b c d Determining the cause of a difference between the baseline finish date and the scheduled finish date of an activity. Plotting the actual dates and baselines dates for each activity in a comparative bar chart. Calculating the difference between the Total Float and Free Float with reference to the original contract calendar. Recording the actual start and finish dates of the critical activities in the schedule. The best answer is A Variance analysis is used as part of the Schedule Control process to assess the magnitude of the variation (ie, difference) between the current project schedule and the baseline schedule, understand the reason for the difference and determining the appropriate actions to take to lock in gains and mitigate losses. Reference: PMBOK Guide page 188 - 189 Sect 6.7.2.1
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The responsibility assignment matrix (RAM) shows: a b c d The connections between activities and project team members. The delegation of responsibility through the hierarchically organised management structure. Accountabilities to assist in team performance appraisals. The sequence of activities a named resource is responsible for accomplishing. The best answer is A The RAM chart is used to illustrate the connections between work packages or activities and project team members. Reference: PMBOK Guide p262 Sect: 9.1.2.1
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29 Rolling wave planning assumes: a b c d Answers e The best answer is A All of the statements are true to an extent, D is the best answer because it explicitly introduces the concept of time. Rolling wave planning focuses on decomposing near-term elements in the WBS to an appropriate level of detail in the schedule for the work to be accomplished efficiently, leaving more time-distant work packages at a summary level until adequate information becomes available. For more on rolling wave planning see: www.mosaicprojects.com.au/WhitePapers/WP1060_Rolling_Wave.pdf Reference: PMBOK Guide page 152. Sect 6.2.2.2 The team is likely to have accurate and detailed information for the shortterm and less information further out. Planning is performed for the project, and then as more information is available progressive elaboration is used to adjust and finalise. Planning will require the stakeholders to engage with key groups first, then rippling out to more remote groups. Planning information is available for some phases in detail but there are gaps.
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Which of the following represent a discretionary dependency? a b c d Not starting design until all of the approvals have been received. Waiting the specified 72 hours before stripping formwork from a newly poured concrete slab. Applying a start-to-start link between two tasks in a PDM network. Applying a lag of 4 days between two tasks. The best answer is A Any link between two tasks (or activities) may be discretionary or mandatory. The link types in a Precedence network (PDM) are: - Finish-to-start - Start-to-start - Finish-to-finish - Start-to-finish. A lead or a lag may be applied to any of the link types. Mandatory dependencies are either inherent in the nature of the work (eg, you cannot put concrete into a foundation until you have dug the hole!), or are contractually required. The specification typically forms part of a contract and would mandate the curing time. Discretionary dependencies are desirable and/or represent best practice. Whilst it is desirable to wait for the final approvals for a project before starting the design it is not mandatory. The project team may decide to take a calculated risk and start some design work before all of the approvals are received. Reference: PMBOK Guide p158 Sect: 6.3.2.2
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Important Information: The passing score for the PMI-SP examination is not disclosed - whilst these questions are representative of the style of questions found in the PMI-SP examination, no warranty is offered in respect of your likely performance in the examination based on your performance in this limited
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test. Our experience over many years suggests an average score of 75% in our courses translates to a reasonable level of comfort in the examination; however, this is based on candidates answering many hundreds of questions.
Additional Resources:
More information on the PMI-SP Examination: www.mosaicprojects.com.au/Training-Planning.html Mosaics self-paced course: www.mosaicprojects.com.au/Training-Planning_One-on-One.html
Mosaic Project Services Pty Ltd is a PMI approved Registered Education Provider (R.E.P.). We have been successfully training PMI-SP candidates to pass their exam for over 5 years. All of Mosaics PMI-SP courses are pre-approved by PMI for the 30 Hrs (or 40 Hrs) of project management training needed to be eligible to apply for the examination. For additional information click on the links above or follow the training prompt from our home page at www.mosaicprojects.com.au
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Free PMP Questions & Answers

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Free PMP Questions & Answers

Practical PM Pty Ltd

Free PMP Questions & Answers

Practical PM Pty Ltd

Free PMP Questions & Answers

Practical PM Pty Ltd

Free PMP Questions & Answers

Practical PM Pty Ltd

Free PMP Questions & Answers

Practical PM Pty Ltd

Free PMP Questions & Answers

Practical PM Pty Ltd

Free PMP Questions & Answers

Practical PM Pty Ltd

Free PMP Questions & Answers

Practical PM Pty Ltd

Free PMP Questions & Answers

Practical PM Pty Ltd

Free PMP Questions & Answers

Practical PM Pty Ltd

Free PMP Questions & Answers

Practical PM Pty Ltd

Free PMP Questions & Answers

Practical PM Pty Ltd

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