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| Certification Vendor: | PMI |
|---|---|
| Exam Name: | Project Management Professional |
| Exam Number: | PMP |
| Exam Format: | Multiple Response, Multiple Choice, Matching, Hotspot |
| Certificate Validity Period: | 3 years (requires 60 PDUs for renewal) |
| Related Certifications: | PMI-RMP PMI-ACP PMI-PBA PgMP CAPM |
| Passing Score: | Not fixed (competency-based model) |
| Exam Duration: | 230 minutes |
| Exam Price: | $405 USD (PMI members) / $555 USD (non-members) |
| Real Exam Qty: | 180 |
| Available Languages: | English, Japanese, Korean, Simplified Chinese, Traditional Chinese, Spanish |
| Sample Questions: | PMI PMP Sample Questions |
| Exam Way: | Computer-based testing (CBT) at Pearson VUE testing centers or online proctored exam |
| Pre Condition: | Secondary degree (high school diploma, associate's degree, or global equivalent) with 7,500 hours leading and directing projects + 35 hours of project management education OR Four-year degree with 4,500 hours leading and directing projects + 35 hours of project management education |
| Official Syllabus URL: | https://www.pmi.org/certifications/project-management-pmp |
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Preparing for the PMP exam requires significant time and effort. PMI recommends that candidates have at least three to five years of project management experience before attempting the exam. In addition, candidates must complete 35 hours of project management education before applying to take the exam. PMP Exam itself is four hours long and consists of 180 multiple-choice questions. To pass the exam, candidates must demonstrate a thorough understanding of project management concepts and practices, as well as the ability to apply them in real-world situations.
NEW QUESTION # 94
A project manager invites the company CEO, sponsor, team members, and an external client representative to a meeting to review the project management plan. The project manager starts to present the budget but the CEO suddenly asks to end the meeting What should the project manager have done to avoid this situation?
Answer: B
Explanation:
The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. It also defines the communication requirements, methods, and channels for different stakeholders, as well as the confidentiality and security levels of the information to be shared. The project manager should have reviewed the communications management plan before inviting an external client representative to the meeting, to ensure that the information presented was appropriate and authorized for external disclosure. The project manager should also have obtained the approval of the project sponsor and the CEO before sharing any sensitive or confidential information with the external client representative. By not reviewing the communications management plan, the project manager may have violated the communication policies and protocols of the organization, and potentially compromised the project's budget, scope, quality, or schedule.
This could have caused the CEO to end the meeting abruptly, to avoid further disclosure of information that could harm the project or the organization. The other options are not the best choices because they do not address the root cause of the situation, which is the lack of review of the communications management plan.
Reviewing the cost management plan with internal participants and CEO prior to inviting an external client representative to the meeting (option B) may be a good practice, but it does not ensure that the information shared with the external client representative is appropriate and authorized. Performing a root cause analysis with the external client representative and documenting the findings in the lessons learned register (option C) may be useful after the situation has occurred, but it does not prevent the situation from happening in the first place. Sending the presentation slides to internal participants first and then to the external client representative prior to the meeting (option D) may also be a good practice, but it does not guarantee that the information in the slides is suitable and approved for external communication. References:
* Project Management Professional (PMP) Reference Materials:
* A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 10: Project Communications Management, pp. 361-411
* Project Communication Management According to the PMBOK
* Professional in Business Analysis (PBA) Reference Materials:
* Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning Business Analysis Work, pp. 59-60
* Effective Project Communication Plan Template: TeamGantt
NEW QUESTION # 95
A organization where power shared between project manager and functional manager is called:
Answer: B
Explanation:
< li >balanced matrix: A organization where power shared between project manager and
functional manager.
< li >A strong matrix gives the most authority to the project manager.
NEW QUESTION # 96
The project manager's firm is executing a construction project. The project is stalled due to reemerging conflicts and misunderstandings among stakeholders.
What should the project manager do to ensure a smooth start and completion of the project?
Answer: A
NEW QUESTION # 97
You are the project manager at a company developing an online music store. You are in the process of calculating the cost budget for this project using a combination of parametric estimation and bottom-up estimation. Which of the following statements are FALSE:
Answer: A
NEW QUESTION # 98
A project manager takes over a project team and notices that the team members always wait for management to make decisions during team meetings. In previous work, the project manager discovered that a team is more committed to the deliverables when team members make decisions themselves. However, this team is not willing to be put on the spot.
What should the project manager do?
Answer: C
Explanation:
This question fits the People domain because it focuses on team empowerment, leadership, and decision- making behavior. PMI's PMP Examination Content Outline emphasizes that the project manager should determine and bestow appropriate levels of decision-making authority and address and remove impediments, obstacles, and blockers for the team. In this scenario, the issue is not simply that the team is failing to decide; the deeper problem is that the team is uncomfortable, hesitant, or constrained in some way. The project manager should first understand the root cause of that hesitation before trying to force new behavior.
Option A moves too quickly into behavior change without diagnosing why the team avoids decisions. Option B is overly formal and not the best first action; KPIs do not solve psychological safety or confidence issues.
Option C ignores a clear team-development problem. The best PMP-aligned response is to understand the obstacles and then work with the team on improvement, which reflects servant leadership and sustainable team development rather than command-and-control management.
NEW QUESTION # 99
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