2025 PMP® Exam Prep Questions and Answers
1. Rather than using Triangular Distribution while doing Three Point Estimation, you choose to
use Beta Distribution. Based on your analysis and understanding, you are confident that the
project would be completed with a total cost of $108,000. You also estimate that a best case
would be $90000, while a worst-case scenario would result in the costs incurred to shoot up to
$138000. What would the Three Point Cost estimate be when using Beta Distribution?
112000
110000
101000
None of the above
Explanations:
The question states that you should do Three Point Estimation using Beta Distribution. The formula for this
estimation technique is 4a + b + c / 6, where a = Most Likely Estimate, b = Estimate based on Best-case
scenario, and c = Estimate based on Worst-case scenario. So, the Three Point Estimate using Beta
distribution is (4 *108000) + 90000 + = 660000/6 = $ 110000.
2. John is managing a project. The project is about three-fourths done when the site engineer
reports that due to inherent complexities in a certain task, the deliverables would get delayed.
This would involve additional analysis and then implementation. He requests that this new
work, which was not envisioned earlier, be added to the scope and also the time required be
added to the schedule. You and the site engineer have analyzed the impact of this change to
cost and have written up a change request and requested approval from change control board.
Just today, you have received approval from the change control board. What should be the
immediate course of action? Start work immediately
Ascertain the impact of this change to scope, schedule, and cost before making any change
Perform Quality Assurance
, Make sure that the scope baseline and schedule baseline are updated to reflect the approved change
before implementing the change
Explanations:
As the change has been approved, you should always update the baseline (in this case, the scope and
schedule baseline) before implementing the change. This will ensure that you track performance against the
new scope and schedule, and not against the old benchmarks.
3. You are in charge of managing a software development project that is related to simulations
for driving racing cars. In one of your team meetings, it is revealed that a lot of issues have
been reported in the air tunnel modelling module. On deeper analysis, it is found that many of
the issues could have been prevented had a simple code review checklist been used. You
prepare a code review checklist and ensure the code is reviewed per the checklist. This is a
good example of:
Corrective Action
Preventive Action
Defect Repair
Quality Control
Explanations:
This question is meant to test your understanding of the difference between corrective action and
preventive action. Defect repair might sound tempting, but it is only applicable for the issues found in the
current delivery. This is also not about Quality Control, so that leaves you with only two options: Corrective or
Preventive actions. Corrective actions are always preceded by nonconformity, while preventive actions are
never preceded by nonconformity. In this case, nonconformity in the form of a lot of issues during Quality
Assurance were reported. The root cause was identified to be the need of a standard checklist which was
later used. Preventive action is always taken proactively. In the question stated there is no
demonstration of any proactive steps taken and hence this is not an example of Preventive action.
,4. You have replaced an earlier project manager in a project .The earlier project manager has
left the organization and you are now responsible for the project. On reviewing the project
management plan you are disturbed because a number of procurement contracts have been
signed off and they all turn out to be Cost plus fixed fee types of contracts. Why are you
worried?
All the risk is now with the seller
Contracts should always be T and M
Seller has no motivation to control cost and cost could spiral
Contracts should always be Fixed Price
Explanations:
As a project manager, you indeed have a reason to be worried if your project has already been signed off on
Cost Plus Fee type of contracts. In such contracts, you, the buyer, needs to pay the seller for all the costs
and also an agreed percentage of the cost. As a result, there is no motivation on the seller to control the
costs; in fact, it is in the interest of the seller to increase the costs. It is not necessary that all projects
should always be T and M or Fixed Price. Option A is clearly wrong since all the risks are, in fact, with the
buyer and not the seller.
5. Your team is in its second month of development. You are managing a software
development project for a banking product. In one of the team meetings, a debate arises if
defects found during Quality control need to undergo change control. Some team members
are convinced that all defects should undergo change control, while the others are convinced
that defects need not undergo change control. Which of the following statements are untrue?
Defects to deliverables need to undergo change control
Defects to deliverables need not undergo change control
Corrective actions need to undergo change control
Preventive actions need to undergo change control
Explanations:
Defects to deliverables corrective actions and preventive actions need to undergo change control So all
, the above statements are true except option B.
6. You are responsible for managing a project that deals with laying out a freeway connecting
two major port cities. Progress on the project has been smooth, and you and your team are
very confident on completing the project well within the stipulated timelines. On reviewing, you
see that the project has also run below the budget, resulting in savings. You decide to add an
extra feature of reflector strips on the road every mile. You do a quick calculation and are
satisfied that neither budget nor schedule will slip. You feel that by adding these extra features
you could also bag some future projects. This is an example of:
Scope Creep
Gold Plating
Integrated Change Control
Fast Tracking
Explanations:
This is an example of Gold Plating. Integrated change control deals with formally approving or rejecting
changes before they are implemented, so it is not the correct answer. Fast tracking is a schedule
compression technique, so it too is not the correct answer. While Scope Creep is related to change in scope, it
is related to uncontrolled changes in product or projects scope and is often due to client interference.
Gold plating is done intentionally or knowingly for some strategic purpose. Here, the manager believes that
by adding the extra features, future projects could be bagged.
7. You are in charge of a project that deals with laying out a lavish 18-hole golf course. The
project work is in progress. You also have a number of contractors working on the project.
Being an experienced manager you know that communication is key to success of the project.
You have identified 10 stakeholders with whom you need to communicate. Due to some
internal and external organizational changes at the client's end, three new stakeholders have
been added with whom you need to communicate. You also had to reduce one of the
contractors with whom you were communicating. How many communication channels do you
have now?
45
1. Rather than using Triangular Distribution while doing Three Point Estimation, you choose to
use Beta Distribution. Based on your analysis and understanding, you are confident that the
project would be completed with a total cost of $108,000. You also estimate that a best case
would be $90000, while a worst-case scenario would result in the costs incurred to shoot up to
$138000. What would the Three Point Cost estimate be when using Beta Distribution?
112000
110000
101000
None of the above
Explanations:
The question states that you should do Three Point Estimation using Beta Distribution. The formula for this
estimation technique is 4a + b + c / 6, where a = Most Likely Estimate, b = Estimate based on Best-case
scenario, and c = Estimate based on Worst-case scenario. So, the Three Point Estimate using Beta
distribution is (4 *108000) + 90000 + = 660000/6 = $ 110000.
2. John is managing a project. The project is about three-fourths done when the site engineer
reports that due to inherent complexities in a certain task, the deliverables would get delayed.
This would involve additional analysis and then implementation. He requests that this new
work, which was not envisioned earlier, be added to the scope and also the time required be
added to the schedule. You and the site engineer have analyzed the impact of this change to
cost and have written up a change request and requested approval from change control board.
Just today, you have received approval from the change control board. What should be the
immediate course of action? Start work immediately
Ascertain the impact of this change to scope, schedule, and cost before making any change
Perform Quality Assurance
, Make sure that the scope baseline and schedule baseline are updated to reflect the approved change
before implementing the change
Explanations:
As the change has been approved, you should always update the baseline (in this case, the scope and
schedule baseline) before implementing the change. This will ensure that you track performance against the
new scope and schedule, and not against the old benchmarks.
3. You are in charge of managing a software development project that is related to simulations
for driving racing cars. In one of your team meetings, it is revealed that a lot of issues have
been reported in the air tunnel modelling module. On deeper analysis, it is found that many of
the issues could have been prevented had a simple code review checklist been used. You
prepare a code review checklist and ensure the code is reviewed per the checklist. This is a
good example of:
Corrective Action
Preventive Action
Defect Repair
Quality Control
Explanations:
This question is meant to test your understanding of the difference between corrective action and
preventive action. Defect repair might sound tempting, but it is only applicable for the issues found in the
current delivery. This is also not about Quality Control, so that leaves you with only two options: Corrective or
Preventive actions. Corrective actions are always preceded by nonconformity, while preventive actions are
never preceded by nonconformity. In this case, nonconformity in the form of a lot of issues during Quality
Assurance were reported. The root cause was identified to be the need of a standard checklist which was
later used. Preventive action is always taken proactively. In the question stated there is no
demonstration of any proactive steps taken and hence this is not an example of Preventive action.
,4. You have replaced an earlier project manager in a project .The earlier project manager has
left the organization and you are now responsible for the project. On reviewing the project
management plan you are disturbed because a number of procurement contracts have been
signed off and they all turn out to be Cost plus fixed fee types of contracts. Why are you
worried?
All the risk is now with the seller
Contracts should always be T and M
Seller has no motivation to control cost and cost could spiral
Contracts should always be Fixed Price
Explanations:
As a project manager, you indeed have a reason to be worried if your project has already been signed off on
Cost Plus Fee type of contracts. In such contracts, you, the buyer, needs to pay the seller for all the costs
and also an agreed percentage of the cost. As a result, there is no motivation on the seller to control the
costs; in fact, it is in the interest of the seller to increase the costs. It is not necessary that all projects
should always be T and M or Fixed Price. Option A is clearly wrong since all the risks are, in fact, with the
buyer and not the seller.
5. Your team is in its second month of development. You are managing a software
development project for a banking product. In one of the team meetings, a debate arises if
defects found during Quality control need to undergo change control. Some team members
are convinced that all defects should undergo change control, while the others are convinced
that defects need not undergo change control. Which of the following statements are untrue?
Defects to deliverables need to undergo change control
Defects to deliverables need not undergo change control
Corrective actions need to undergo change control
Preventive actions need to undergo change control
Explanations:
Defects to deliverables corrective actions and preventive actions need to undergo change control So all
, the above statements are true except option B.
6. You are responsible for managing a project that deals with laying out a freeway connecting
two major port cities. Progress on the project has been smooth, and you and your team are
very confident on completing the project well within the stipulated timelines. On reviewing, you
see that the project has also run below the budget, resulting in savings. You decide to add an
extra feature of reflector strips on the road every mile. You do a quick calculation and are
satisfied that neither budget nor schedule will slip. You feel that by adding these extra features
you could also bag some future projects. This is an example of:
Scope Creep
Gold Plating
Integrated Change Control
Fast Tracking
Explanations:
This is an example of Gold Plating. Integrated change control deals with formally approving or rejecting
changes before they are implemented, so it is not the correct answer. Fast tracking is a schedule
compression technique, so it too is not the correct answer. While Scope Creep is related to change in scope, it
is related to uncontrolled changes in product or projects scope and is often due to client interference.
Gold plating is done intentionally or knowingly for some strategic purpose. Here, the manager believes that
by adding the extra features, future projects could be bagged.
7. You are in charge of a project that deals with laying out a lavish 18-hole golf course. The
project work is in progress. You also have a number of contractors working on the project.
Being an experienced manager you know that communication is key to success of the project.
You have identified 10 stakeholders with whom you need to communicate. Due to some
internal and external organizational changes at the client's end, three new stakeholders have
been added with whom you need to communicate. You also had to reduce one of the
contractors with whom you were communicating. How many communication channels do you
have now?
45
