PMP Sample Questions

PMP Sample Questions

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This presentation will showcase free sample PMP questions that will help

and guide you in studying for your PMP exam

Find more free sample questions when you visit www.free-pm-exam-questions.com

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You are working in a weak matrix organization. You are having problems acquiring the project human resources you were promised earlier during the planning phase of the project. The substitute resources being offered to you do not have the skills required to perform the project work. What should you do to resolve this problem?

a. You should issue a change request b. You should use your legitimate power to obtain the required

resources c. You should convince your project sponsor to release the necessary

resources d.You should negotiate with the functional manager Hint: Determine which of the available choices can actually help you obtain the required resources.

Sample PMP Exam Question 1

The correct answer is D You only issue a change request when you require a change to the project baselines, which is not the case here. You can use your legitimate power to obtain the required resources if you were in a projectized organization, but as you are not, this choice is incorrect. Your project sponsor is responsible for the project funding and does not have any significant influence over the project human resource decisions in a weak matrix organization. As the resources are controlled by their functional managers in a weak matrix organization, negotiating with the respective functional managers might resolve the issue.

Answer and Explanation

You have just taken over from a project manager who was managing a construction project. According to the previous project manager, the project team is in the performing stage and smoothly carrying out the project activities. During your first week on the job you determine that the project team is actually in serious conflict. Every team member approaches you with a conflict and a suggestion to resolve that conflict. Almost everyone believes that the approved Project Management Plan needs to be updated in order to successfully carry out the project. What is the potential reason for this team behavior and why is it in conflict with the previous project manager's statement?

a. The previous project manager lied about the team's performance b. The approved Project Management Plan is faulty c. You do not have expert power to motivate your project team d.The replacement of the project manager has moved the project team

back to the storming stage Hint: Any of the given choices can be true, however, look for sufficient evidence in the given scenario.


The correct answer is D Choices A, B, and C can be real situations, and if they are occur, they can cause conflicts. However, as there isn't sufficient evidence given in this scenario, we can't say for sure that any of these choices are the potential reason for the team's behavior. In contrast, whenever there is a significant change in the team membership the team can move back from performing to storming or even to the norming stage. As you replaced the previous project manager, this might have caused the team to degrade from the performing stage to the storming stage.


You are managing a software development project. One month ago your Software Development Team Lead resigned and you promoted your star programmer to lead the development team. This person was a fantastic software coder and you thought the promotion would mean that he could share his expertise across the development team. However, you are surprised to learn that the performance of your new team lead in his new role is not meeting your expectations. Which empirical rule did you forget while considering the promotion of this person?

a. Peter Principle b. Murphy Principle c. Pareto Principle d.Cornelius Principle

Hint: The promotion in this case is a classic example of the 'Peter Principle' or 'Halo Effect'.


The correct answer is A The Peter Principle states, "In a hierarchy every employee tends to rise to his/her level of incompetence". Most project team members are motivated by an opportunity to grow, accomplish, and apply their professional skills to meet new challenges. Their achievements continuously promote them within an organization to a certain level until they are unable to perform. Your team lead might have risen to his incompetency level.


You are managing a construction project. Your civil supervisor is responsible for inspecting daily operations and communicating his observations to your documentation officer, who then produces a daily work status report and distributes it to the project stakeholders. Today your documentation officer is on leave, and you ask your civil supervisor to prepare the status report. Your civil supervisor does not like your documentation officer and does not want to perform any of the documentation officer's tasks for him. However, you ask him do this as a favor to you and in return he can submit one of his own reports that is due today by the end of the week. Which conflict resolution strategy you have used?

a. Withdrawing b. Compromising c. Forcing d. Confronting Hint: You are trying to satisfy your disgruntled employee by offering a compromise.


The correct answer is B Compromising means searching for solutions that bring some degree of satisfaction to all parties. Since you know that your civil supervisor does not want to perform the documentation officer's task, you are asking him to postpone the delivery of some of his own work until the end of the week so that this task can be performed. In this case you are both compromising.


You have just been appointed as a project manager for a long-term project, which is in its execution phase. You discover that the project team is not motivated and is not performing to the standards required. After further investigation, you learn that your company has been hiring team members on a short-term, contractual basis. As a result, the project team members are not developing a long-term commitment towards the project. You have decided to motivate the team members by offering them long-term positions. Your strategy works and your team members become motivated. Your motivational strategy is an example of which of the following theories?

a. Theory X b. Theory Y c. Theory Z d. Theory A Hint: This theory was developed by Dr. William Ouchi.


The correct answer is C Theory Z was developed by Dr. William Ouchi and concerns increasing employee loyalty to their organizations. It was developed in Japan in the 1980's when jobs were often offered for life. This theory has the following benefits; 1) It results in increased productivity 2) It emphasizes the well-being of the employees both at work and outside of work 3) It encourages steady employment and 4) It leads to high employee satisfaction and morale. On the other hand, Theory X and Theory Y describe two very different management attitudes toward workforce motivation in terms of workforce supervision, which has nothing to do with offering long-term positions.


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PMP Sample Questions