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Home » PMP Practice Exam » 401 Free PMP Practice Exams Quiz Questions and Answers (Part 1)

401 Free PMP Practice Exams Quiz Questions and Answers (Part 1)

08/29/2015 Brenda Wilson 2 Comments

401 Free PMP Practice Exams Quiz Questions and Answers (Part 1)

Welcome to you visit our site to practice with the system of various free PMP practice exam questions and prepare well your knowledge for your real examination. For a real Pmp exam, you have to score 106 out of 200 questions during 4 hours, these 200 questions included a lot of areas such as domain I (initiating the project 13%); Domain II (planning the project 24%); Domain III (executing the project 30%); Domain IV (monitoring and controlling the project 25%); Domain V (closing the project 8%) and knowledge area namely communication, cost, human resource, integration, procurement, quality, risk, scope, shakeholder and time. Here we suggest 401 Free PMP Practice Exams Quiz Questions and Answers (Part 1) that you can check your understanding about this area to learn the concept and information included in these 401 questions, which are devided 2 parts to help you practice easier. Indeed, there are a lot of areas that will appear in your real test such as knowledge area namely communication, cost, human resource, integration, procurement, quality, risk, scope, shakeholder and time. In this site, we will provide you those areas to help practice easier and obtain the PMP certification at this time if you take your time to practice always everyday. Moreover, practice free online Pmp exam questions that is the best way to ensure that you memorize deeper the concepts, and saves your time because you do not need to download answers similar other site that our system will provide full automatic answers as soon as your submit. Now, complete these 200 quiz questions below firstly and check your result then. Wish you get best result!

Kindly visit the links below:
56 Other Practice PMP Exam for CAPM/PMP All in One Exam Guide Chapter 3
58 Free Project Time Management Questions for Information Technology Project Management 6th Edition by Schwalbe
25 Free Project Management Processes Questions from Rita’s Course in a Book for Passing the PMP Exam
39 Helpful Free PMP Practice Exams on Cost Management

401 Free PMP Practice Exams Quiz Questions and Answers - Page 1

A process that is unique to the type of work creating the product of the project. Product processes can also be unique to the performing organization of the project.
A WBS entry that considers the time, cost, and scope measurements for that deliverable within the WBS. The estimated performance is compared against the actual performance to measure overall performance for the deliverables within that control account. The specifics of a control account are documented in a control account plan.
The collection of phases from the start of a project to its completion.
A subsidiary plan in the project management plan. It defines how the project schedule will be created, estimated, controlled, and managed.
The expected timeline of the project. The difference between the planned schedule and the experience schedule reveals schedule variances within the project.
A process to study the trade-offs between costs and the benefits realized from those costs.
These models use a common set of values for all of the projects up for selection. For example, values can be profitability, complexity, customer demand, and so on.
A documented request to add to or remove from the project scope. A change request may be initiated to change an organizational process asset, such as a template or a form.
The final variance, which is discovered only at the project's completion. The formula is VAR = BAC - AC.
The project team identifies the disciplines and specialties that the project will require to complete the project scope statement. The technical interfaces are the resources that will be doing the project work. Technical, quality, or performance risks. Technical risks are associated with new, unproven, or complex technologies being used on the project. Changes to the technology during the project implementation can also be a risk. Quality risks are the levels set for expectations of impractical quality and performance.
The methodology an organization uses to perform its business, as well as the guidelines, procedures, and knowledge bases, such as the lessons learned documentation from past projects and any relevant historical information.
This is the total time the project can be delayed without passing the customer-expected completion date.
A letter of intent is not a contract, but a letter stating that the buyer is intending to create a contractual relationship with the seller.
Once the project is done, either the team moves on to other assignments as a unit, or the project team is disbanded and individual team members go on to other work.
An event that will likely happen within the project, but when it will happen and to what degree is unknown. These events, such as delays, are usually risk related. Lag time Positive time, or waiting time, that moves two or more activities further apart.
The monies spent to recover from not adhering to the expected level of quality. Examples may include rework, defect repair, loss of life or limb because safety precautions were not taken, loss of sales, and loss of customers. This is also known as the cost of nonconformance to quality.
Costs are parallel to each WBS work package. The costs of each work package are aggregated to their corresponding control accounts. Each control account then is aggregated to the sum of the project costs.
Stakeholders that are not affected by the project's success or failure. Examples may include inspectors, procurement officers, and some end users.
A representation of a project network diagram that is often used for outsourced portions of projects, repetitive work within a project, or a subproject. Also called a fragnet.
The primary output of breaking down the WBS work packages.
A product, service, or result created by a project. Projects can have multiple deliverables.
An organization where organizational resources are pooled into one project team, but the functional managers have less project power than the project manager.
These risks may have negative or positive outcomes. Examples include using a less experienced worker to complete a task, allowing phases or activities to overlap, or forgoing the expense of formal training for on-the-job education.
This process is based on what the stakeholders expect from the project and on project communications from the project manager.
The central repository of information allows stakeholders to pull the information from the central source when they want— this is an example of pull communication. Pull communication means that the audience retrieves the information as they desire rather than the information being sent, or pushed, to them.
Also known as the Iron Triangle. This theory posits that time, cost, and scope are three constraints that every project has.
The latest a project activity can finish. Used in the backward pass procedure to discover the critical path and the project float.
From seller to buyer. Price is the determining factor in the decision-making process.
A network analysis approach where the deadlines associated with individual tasks are removed and the only date that matters is the promised due date of the project deliverable. CCM works to modify the project schedule based on the availability of project resources rather than on the pure sequence of events, as in the critical path method.
A project management subsidiary plan that defines the stakeholders who need specific information, the person who will supply the information, the schedule for the information to be supplied, and the approved modality to provide the information.
A letter contract allows the vendor to begin working on the project immediately. It is often used as a stopgap solution.
SWOT analysis is the process of examining the project from the perspective of each characteristic: strengths, weaknesses, opportunities, and threats.
The observer records information about the work being completed without interrupting the process; sometimes called the invisible observer.
New risks that are created as a result of a risk response.
These are committees that ask every conceivable negative question about the proposed project. Their goals are to expose the project's strengths and weaknesses, and to kill the project if it's deemed unworthy for the organization to commit to. Also known as project steering committees or project selection committees.
A meeting of all the project's potential vendors to clarify the contract statement of work and the details of the contracted work.
These are used by organizations to rate prior experience with each vendor they have worked with in the past. The seller rating system can track performance, quality ratings, delivery, and even contract compliance.
A system to quickly and effectively store, archive, and access project information.
An inspection-driven process that measures work results to confirm that the project is meeting the relevant quality standards.
A system to record the actual time to complete project activities.
A somewhat unreliable estimating approach that relies on historical information to predict what current activity durations should be. Analogous estimating is more reliable, however, than team member recollections. Analogous estimating is also known as top-down estimating and is a form of expert judgment.
Any external or internal organizational factors that can affect project success. Enterprise environmental factors include the culture, organizational structure, resources, commercial databases the project will use, market conditions, and your project management software.
A risk response that shares the advantages of a positive risk within a project.
The individuals or entities that are responsible for monitoring and responding to an identified risk within the project.
A project risk is an uncertain event or condition that can have a positive or negative effect on the project.
This attribute defines what talents, skills, and capacities are needed to complete the project work.
A contract type that requires the buyer to pay a cost for the procured work, plus an incentive fee, or a bonus, for the work if terms and conditions are met.
This document requires that the buyer fully describe the work to be completed and/ or the product to be supplied. The SOW becomes part of the contract between the buyer and the seller.
These cause-and-effect diagrams are also called fishbone diagrams and are used to find the root cause of factors that are causing risks within the project. ISO The abbreviation for the International Organization for Standardization. ISO is Greek for "equal," while "International Organization for Standardization" in a different language would be abbreviated differently. The organization elected to use "ISO" for all languages.
A project management subsidiary plan that defines how risks will be identified, analyzed, responded to, and monitored within the project. The plan also defines the iterative risk management process that the project is expected to adhere to.

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Comments

  1. mouhammad says

    03/28/2016 at 18:56

    good

    Reply

    • Brenda Wilson says

      07/02/2016 at 03:07

      Thanks for your feedback to our site, Mouhammad. Hope you have a nice practice. Don’t forget to recommend this site to your friends in order to prepare well the knowledge for the real exam.
      Good luck! ?

      Reply

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