Best Free PMP Practice Exam for CAPM/PMP All in One Exam Guide Review

Complete coverage of all current objectives for the CAPM and PMP exams—more than 1,000 practice test questions and in-depth explanations in total!

Thoroughly revised for the current PMI Project Management Body of Knowledge (PMBOK), Best Free PMP Practice Exam for CAPM/PMP All in One Exam Guide – the PMP sample questions based on PMBOK 5th edition offer complete coverage of all the material included on the Certified Associate in Project Management and Project Management Professional exams. You’ll find learning objectives at the beginning of each chapter, exam tips, practice exam questions, and in-depth explanations. Written by a leading project management consultant and trainer, CAPM/PMP Project Management Certification All-in-One Exam Guide, Third Edition will help you pass the exams with ease and will also serve as an essential on-the-job reference.

Covers all exam topics, including:

Project integration management
Managing the project scope
Managing project time, costs, and quality
Managing project human resources
Managing project communications
Managing project risks
Project procurement management
Managing project stakeholders
Project management processes

Electronic content includes:

750 CAPM and PMP practice exam questions—test yourself by exam domain or take a complete exam
Bonus process review quiz
One hour of video training from the author
New! Process ITTO Quick Review Guide
New! CAPM/PMP Exam Cheat Sheets
PDF eBook

About Author

Joseph Phillips, PMP, CompTIA Project+, CompTIA CTT+, a leading project management consultant and educator, has been a PMP and a CompTIA Certified Technical trainer for more than 12 years. He is the director of education for Project Seminars, Inc., and the bestselling author of several books, including PMP Project Management Professional Study Guide, Fourth Edition and CompTIA CTT+ Certified Technical Trainer All-in-One Exam Guide. (Source: amazon.com)

48 Best Free PMP Practice Exam for CAPM/PMP All in One Exam Guide Chapter 6

Gauge your readiness for the PMP exam with 48 best free PMP practice exam for CAPM/PMP All in One Exam Guide chapter 6. This practice test is well known as one of successful free pmp certification practice exams based on Joseph Phillip’s All-in-One CAPM/PMP Exam Guide. Built around the PMBOK Guide 5th edition, it shows a central focus on chapter 6, conveying knowledge related to activity list, alternative analysis, analogous estimating, bottom-up estimating, control account, control threshold. among others. Plus, the user friendly design adds to your gains from this online practice. Indeed, the multiple choice questions are accessibly formatted to help you make most of the study time, have a stress-free and effective practice. Once you have completed this sample, you can be benefited a lot from knowledge enhancement, weak area evaluation, understanding the question pattern.

In answer to below questions, kindly click on the best answer to each question, and hit submit at the bottom of the page to have your results checked and scored automatically. Are you ready to practise it?

48 Best Free PMP Practice Exam for CAPM/PMP All in One Exam Guide Chapter 6

a quantitatively based duration estimate that uses mathematical formulas to predict how long an activity will take based on the quantities of work to be completed

three-point estimate
parametric estimate
analogous estimating
bottom-up estimating

a representation of a project network diagram that is often used for outsourced portions of a project, repetitive work within a project, or a subproject. also called a subnet

crashing
refinement
subnet
fragnet

an activity relationship type that requires the current activity to be finished before its successor can start

finish-to-finish
start-to-start
finish-to-start
late start

a subsidiary plan in the project mgt plan. it defines how the project schedule will be created, estimated, controlled, and managed

refinement
external dependencies
schedule management plan
management reserve

this is the total time an activity can be delayed without delaying project completion

soft logic
free float
project float
total float

the 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 are documented in a control account plan

work package
control threshold
control account
total float

a percentage of the project duration to combat parkinson's law. when project activities become late, their lateness is subtracted from the management reserve

control threshold
management reserve
parametric estimate
refinement

as the name implies, these are dependencies outside of the project's control. examples include the delivery of equipment from a vendor, the deliverable of another project, or the decision of a committee, lawsuit, or expected new law

external dependencies
discretionary dependencies
internal dependencies
mandatory dependencies

calendars that identify when project resources are available for the project work

resource calendars
project calendars
project float
free float

a WBS entry located below a control account and above the work packages. a planning package signifies that there is more planning that needs to be completed for this specific deliverable

work package
late start
lag time
planning package

this predicts how scenarios may work out, given any number of variables. spits out a range of possible answers - odds maker

critical path
early start
monte carlo analysis
alternative analysis

an activity relationship type that requires the current activity to start before its successor can start

late start
finish-to-start
start-to-start
start-to-finish

the smallest item in the work breakdown structure

work package
fast tracking
planning package
template

an activity that requires an activity to start so that it successor can finish. most unusual of the types

start-to-start
finish-to-finish
late finish
start-to-finish

this is the total time a single activity can be delayed without affecting the early start of its immediately following successor activities

template
free float
total float
project float

the activities dont necessarily have to happen in a specific order. for example, you could install the light fixtures first, then the carpet, and then paint the room. the project manager could use soft logic to change the order of the activities if so desired

free float
total float
soft logic
hard logic

a diagram that visualizes the flow of the project activities and their relationships to other project activities

fast tracking
project calendars
project network diagram
project float

an estimating technique for each activity that requires optimistic, most likely, and pessimistic estimates to be created. based on these three estimates, an average can be created to predict how long the activity should take.

analogous estimating
parametric estimate
refinement
three-point estimate

a method to flatten the schedule when resources are overallocated. resource leveling can be applied using different methods to accomplish different goals. one of the most common methods is to ensure that workers are not overextended on activities

activity list
resource-leveling heuristic
three-point estimate
resource calendars

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 fragnet

crashing
subnet
fragnet
template

logic that describes activities that must happen in a particular order. for example, the dirt must be excavated before the foundation can be built. the foundation must be in place before the framing can begin. also known as mandatory dependency

free float
soft logic
early start
hard logic

the imminent work is planned in detail, while the work in the future is planned at a high level. this is a form of progressive elaboration

rolling wave planning
fast tracking
analogous estimating
late finish

the earliest a project activity can begin. used in the forward pass procedure to discover the critical path and the project float

late start
start-to-start
early start
early finish

calendars that identify when the project work will occur

project calendars
critical path
resource calendars
project float

an activity relationship type that requires the current activity to be finished before its successor can finish

finish-to-finish
start-to-finish
finish-to-start
late finish

internal relationships to the project or org. e.g. the project team must create the software as part of the project's deliverable before the software can be tested for quality control

external dependencies
discretionary dependencies
mandatory dependencies
internal dependencies

negative time that allows two or more activities to overlap where ordinarily these activities would be sequential

lead time
crashing
late start
lag time

positive time that moves two or more activities further apart

late start
lead time
lag time
crashing

these dependencies are the natural order of activities. e.g. you cant begin building your house until your foundation is in place. aka hard logic

discretionary dependencies
mandatory dependencies
external dependencies
internal dependencies

a previous project that can be adapted for the current project and forms that are pre-populated with organizational-specific information

template
lag time
fragnet
late start

the primary output of breaking down the WBS work packages

activity list
late start
project float
critical path

a network diagram that shows activities in nodes and the relationship between each activity. predecessors come before the current activity, successors come after the current activity

critical chain method
precedence diagramming method
schedule management plan
project network diagram

a schedule compression approach that adds more resources to activities on the critical path to complete the project earlier. when crashing a project, costs are added because the associated labor and sometimes resources (such as faster equipment) cause costs to increase

lag time
fragnet
lead time
crashing

the latest a project activity can begin. used in the backward pass procedure to discover the critical path and the project float

lag time
late start
late finish
early start

this is a hierarchical breakdown of the project resources by category and resource type. e.g. you could have a category of equipment, a category of HR, category of materials. within each category, you could identify the types of equipment your project will use, the types of HR, and the types of materials

resource breakdown structure (RBS)
resource calendars
three-point estimate
resource-leveling heuristic

the earliest a project activity can finish. used in the forward pass procedure to discover the critical path and the project float

early start
early finish
late finish
start-to-finish

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

critical chain method
crashing
control threshold
critical path

this is the total time the project can be delayed without passing the customer-expected completion date

project calendars
project float
total float
free float

a predetermined range of acceptable variances, such as +/- 10 percent off schedule. should the variance exceed the threshold, then project control processes and corrected actions will be enacted

control threshold
total float
control account
fast tracking

these dependencies are the preferred order of activities. use at their discretion and should document the logic behind the decision. allow activities to happen in a preferred order because of best practices, conditions unique to the project, or external events. also known as preferential or soft logic

mandatory dependencies
external dependencies
internal dependencies
discretionary dependencies

the path in the project network diagram that cannot be delayed, otherwise the project completion date will be late. there can be more than one critical path. activities in the critical path have no float

critical chain method
critical path
free float
template

a theory that states: "work expands so as to fill the time available for its completion" it is considered with time estimating, because bloated or padded activity estimates will fill the amount of time allotted to the activity.

early finish
parametric estimate
project float
parkinson's law

the most accurate time-and-cost estimating approach a project manager can use. this estimating approach starts at "the bottom" of the project and considers every activity, its predecessor and successor activities, and the exact amount of resources needed to complete each activity

parametric estimate
analogous estimating
three-point estimate
bottom-up estimating

a somewhat unreliable estimating approach that relies on historical information to predict what current activity durations should be. It is more reliable, however, than team member recollections. also known at top-down estimating and form of expert judgment

three-point estimate
analogous estimating
bottom-up estimating
parametric estimate

an update to the work breakdown structure

subnet
fragnet
lag time
refinement

the identification of more than one solution. consider roles, materials, tools, and approaches to the project work

monte carlo analysis
external dependencies
internal dependencies
alternative analysis

the latest a project activity can finish. used in the backward pass procedure to discover the critical path and the project float

late start
late finish
start-to-finish
early finish

a schedule compression method that changes the relationship of activities. normally done in sequence are allowed to be done in parallel or with some overlap. changing the relation from FF to SS or even FF or by adding lead time to downstream activities. fast tracking does add risk to the project

fast tracking
crashing
work package
lag time

48 Best Free PMP Practice Exam for CAPM/PMP All in One Exam Guide Chapter 6

Best Free PMP Practice Exam for CAPM/PMP All in One Exam Guide Review

About Author

48 Best Free PMP Practice Exam for CAPM/PMP All in One Exam Guide Chapter 6

48 Best Free PMP Practice Exam for CAPM/PMP All in One Exam Guide Chapter 6

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Best Free PMP Practice Exam for CAPM/PMP All in One Exam Guide Review

About Author

48 Best Free PMP Practice Exam for CAPM/PMP All in One Exam Guide Chapter 6

48 Best Free PMP Practice Exam for CAPM/PMP All in One Exam Guide Chapter 6

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