Last Updated on September 26, 2024 by andrewshih
Many PMP candidates find certain types of questions particularly challenging due to their complexity, ambiguity, or the need for practical application of theoretical knowledge.
Here are 10 common types of hard PMP questions that students find challenging.
Each type of question is accompanied by an explanation, example, tips for answering the question, and 2 practice questions. To view the answer, toggle the arrow on the right side of each question.
Challenge yourself and find out if you can get all 20 questions correctly!
- 1. Situational Questions
- 2. “What to Do First/Next” Questions
- 3. Stakeholder and Communication Management Questions
- 4. Risk Management Questions
- 5. Change Management Questions
- 6. Leadership Style and Team Management Questions
- 7. Hybrid and Agile Project Management Questions
- 8. Earned Value Management (EVM) and Calculations
- 9. PMI Code of Ethics and Professional Conduct Questions
- 10. Integrated Project Management Questions
- Final Tips for Tackling Hard PMP Questions:
1. Situational Questions
These questions present a scenario where the project manager must decide the best course of action. The challenge lies in understanding the context and selecting the most appropriate response based on PMI best practices.
Example
A key stakeholder is pushing for a change that could delay the project, but your team is already struggling with tight deadlines. What should you do first?
Situational questions require not just knowledge of project management concepts but also practical decision-making.
Why They’re Challenging
- Candidates often struggle with selecting the “best” course of action, as all answer choices can seem plausible.
- It requires a deep understanding of PMI’s best practices and frameworks like Agile, Waterfall, and hybrid approaches.
Tips for Answering Situational Questions
- Understand the project environment: Situational questions test your ability to apply knowledge in real-life scenarios. You must identify the project phase, issue, and stakeholders involved.
- Apply PMI best practices: Use PMI’s process groups and knowledge areas to guide your approach to problem-solving.
- Eliminate reactive or extreme options: PMI emphasizes a structured, proactive, and ethical approach to decision-making. Choose answers that reflect careful planning, communication, and stakeholder engagement.
Practice Question
Question 1:
You are managing a large-scale project to implement an enterprise resource planning (ERP) system for a client. The client has a complex organizational structure with many stakeholders. During a steering committee meeting, two key stakeholders, the CFO and the IT Director, get into a heated argument about the system’s priorities. The CFO wants to focus on financial reporting features, while the IT Director insists that the infrastructure and security aspects must be prioritized first. Both stakeholders are highly influential, and the argument is causing delays in decision-making and progress. What should you do first to manage this conflict?
A) Schedule a separate meeting with the CFO and IT Director to discuss their concerns in detail
B) Escalate the issue to the project sponsor and request their involvement in resolving the conflict
C) Remind both stakeholders about the project’s objectives and ask them to find a compromise
D) Use your authority as the project manager to make the final decision and move forward with the project plan
Answer: A) Schedule a separate meeting with the CFO and IT Director to discuss their concerns in detail
Explanation:
The first step is to understand the perspectives of both stakeholders, so scheduling a separate meeting (A) is the best option. This allows you to gather more information about their concerns and explore potential solutions in a calm and focused environment. Escalating to the project sponsor (B) is premature, as you should attempt to resolve conflicts at your level before involving higher authorities. Asking them to find a compromise (C) without understanding the root of their disagreement might not lead to a sustainable solution. Using your authority to make the decision (D) could lead to further conflicts and may damage stakeholder relationships.
Question 2:
You are managing a software development project, and during testing, a critical bug is found that delays the release of a key feature. The team is working overtime to resolve the issue, but the project sponsor insists on launching the product according to the original schedule to meet a marketing campaign deadline. What should you do first?
A) Inform the sponsor that the project will be delayed due to the bug and propose a new timeline
B) Work with the team to determine the impact of the bug and develop a workaround or contingency plan
C) Proceed with the launch despite the bug and fix it in a future update
D) Escalate the issue to senior management for their decision on whether to proceed with the release
Answer: B) Work with the team to determine the impact of the bug and develop a workaround or contingency plan
Explanation:
The first step is to assess the impact of the bug (B). You need to understand the severity of the issue and whether a workaround or contingency plan can be developed to minimize delays. This provides you with the necessary information to make an informed decision about the release. Informing the sponsor (A) should come after the impact is determined. Proceeding with the launch (C) without addressing the bug could damage the product’s reputation. Escalating the issue (D) is premature until you have more information.
2. “What to Do First/Next” Questions
These questions ask what the project manager should do first or next in a given situation. Candidates often find it difficult to prioritize actions correctly.
Example
During the project execution phase, your team identifies a significant risk that was not included in the risk management plan. What should you do next?
Why They’re Challenging
- These questions test the ability to understand process flows and sequence of events in project management.
- You need to know the logical order of actions according to PMI’s processes and which one takes precedence based on the project’s stage.
Tips for Answering “What to Do First/Next” Questions
- Identify the stage of the project: Determine whether the project is in initiation, planning, execution, monitoring, or closing. This helps in deciding the logical next step.
- Focus on stakeholder engagement and communication: Often, questions are about managing project dynamics, and the next step usually involves addressing stakeholder needs or communication.
- Follow PMI’s hierarchy of actions: In many cases, documenting the issue, communicating with the team or stakeholders, and reviewing plans/processes are the right first steps.
- Eliminate knee-jerk actions: Avoid answers that suggest immediately jumping into action without thorough consideration or planning.
Practice Question
Question 1:
You are managing a project that is behind schedule due to unforeseen technical issues. Your team has identified a solution, but implementing it will require additional time and resources. Meanwhile, the project sponsor is becoming increasingly anxious about the delays and has asked for a progress report. What should you do next?
A) Update the project sponsor on the new technical solution and the expected impact on the schedule and budget
B) Implement the solution immediately to catch up on the schedule before informing the sponsor
C) Review the project management plan to identify potential areas where time and costs can be saved
D) Schedule a meeting with the project sponsor to discuss potential changes to the project scope and schedule
Answer: A) Update the project sponsor on the new technical solution and the expected impact on the schedule and budget
Explanation:
The next step is to update the sponsor on the solution and its impact (A). Transparency is key in project management, and keeping the sponsor informed will help manage their expectations. Implementing the solution without discussing it first (B) could lead to more issues if the sponsor is unaware of the impact. Reviewing the project management plan (C) is a good idea, but communicating the situation to the sponsor should be your immediate priority. Scheduling a meeting (D) is also an option, but before doing that, you should provide an update on the current situation.
Question 2:
You are managing a construction project, and the team has just completed a critical milestone. However, during a routine inspection, several defects in the foundation were identified. These defects could potentially delay the next phase of the project. What should you do next?
A) Stop work immediately until the defects are fully repaired
B) Assess the severity of the defects and evaluate their impact on the next phase of the project
C) Inform the client about the defects and negotiate an extension of the project deadline
D) Request additional resources to speed up the repair process and prevent further delays
Answer: B) Assess the severity of the defects and evaluate their impact on the next phase of the project
Explanation:
The next step is to assess the severity of the defects (B). You need to understand how significant the defects are and how they will affect the overall project before making any decisions. Stopping work (A) may not be necessary if the defects are minor. Informing the client (C) or requesting additional resources (D) should only happen after you have a clear understanding of the impact.
3. Stakeholder and Communication Management Questions
Questions related to stakeholder engagement, conflict resolution, and communication strategies often require students to apply emotional intelligence and leadership skills.
Example
Two stakeholders disagree on the project’s objectives. One of them holds significant influence over the project. What should you do to manage this conflict?
Why They’re Challenging
- They involve balancing conflicting interests and determining the most appropriate communication or leadership style.
- Candidates must understand how to navigate stakeholder influence, conflict resolution, and the politics of project management.
Tips for Answering Stakeholder and Communication Management Questions
- Understand stakeholder analysis: Know how to prioritize stakeholders based on their power, influence, and interest in the project.
- Use proactive communication: PMI values regular, clear, and effective communication with all stakeholders. Be familiar with the Communication Management Plan.
- Consider the appropriate communication method: Choose answers that demonstrate the right method (formal, informal, push, pull, interactive) based on the stakeholder’s role.
- Think about collaboration and engagement: The best answers typically involve engagement strategies that ensure stakeholders are involved and informed.
Practice Question
Question 1:
You are managing a software development project, and one of your key stakeholders, a department head, has been consistently unresponsive during meetings. Despite sending several emails and updates, they have failed to provide the necessary feedback on key deliverables. This is causing delays in development and putting the project timeline at risk. Without their input, the team cannot proceed with the next phase. What is the best course of action?
A) Escalate the issue to the project sponsor to ensure the stakeholder’s involvement
B) Continue the project without the stakeholder’s feedback, relying on your best judgment
C) Reach out to the stakeholder through multiple channels, such as phone calls or a face-to-face meeting, to understand their concerns
D) Reassign the responsibility of providing feedback to another team member who is more responsive
Answer: C) Reach out to the stakeholder through multiple channels, such as phone calls or a face-to-face meeting, to understand their concerns
Explanation:
The best course of action is to reach out to the stakeholder directly (C) through other communication channels like phone calls or face-to-face meetings. This approach shows that you are making a genuine effort to resolve the issue and understand why they are unresponsive. Escalating to the sponsor (A) should be a last resort if personal outreach doesn’t work. Continuing without feedback (B) could result in mistakes or rework later on. Reassigning responsibility (D) is not a viable option, as the stakeholder’s input is critical to the project.
Question 2:
You are managing a project that has multiple stakeholders with competing interests. During a stakeholder meeting, the marketing manager raises concerns that the project’s current scope does not fully address their department’s needs. However, expanding the scope would increase costs and delay the timeline, which other stakeholders oppose. What is the best way to handle this situation?
A) Hold a follow-up meeting with the marketing manager to discuss their concerns privately
B) Ask the stakeholders to vote on whether to expand the scope and accept the consequences
C) Facilitate a discussion during the meeting to explore possible compromises that address the marketing manager’s needs without significantly affecting the timeline or costs
D) Escalate the issue to the project sponsor and ask them to make the final decision
Answer: C) Facilitate a discussion during the meeting to explore possible compromises that address the marketing manager’s needs without significantly affecting the timeline or costs
Explanation:
The best approach is to facilitate a discussion (C) that explores compromises and balances the needs of all stakeholders. By encouraging collaboration and considering alternatives, you can address the marketing manager’s concerns without derailing the project. Meeting privately (A) might not resolve the issue in a way that satisfies all stakeholders. Voting (B) could create a divisive atmosphere. Escalating to the sponsor (D) should only be done if a consensus cannot be reached.
4. Risk Management Questions
Risk-related questions test the candidate’s ability to manage uncertainty and create risk mitigation strategies. Often, these questions involve identifying proactive or reactive responses to risks.
Example
A high-priority risk materializes, and it threatens to derail the project schedule. What should you do first?
Why They’re Challenging
- Risk management questions require knowledge of risk identification, risk response planning, and risk monitoring.
- Students often confuse the steps in the risk management process or fail to distinguish between mitigation, avoidance, transfer, and acceptance strategies.
Tips for Answering Risk Management Questions
- Identify the phase of risk management: Determine if the question is about risk identification, assessment, response planning, or monitoring.
- Know risk response strategies: Understand key risk responses (mitigate, avoid, transfer, accept, escalate) and their application.
- Prioritize risks: Higher priority risks require more immediate attention. Focus on questions that involve responding to high-impact or high-probability risks.
- Use both qualitative and quantitative techniques: Be ready to apply risk assessment methods that quantify risk impacts.
Practice Question
Question 1:
Your project involves launching a new product, and during a risk review meeting, your team identifies a previously overlooked risk: a potential regulatory change that could impact product compliance. If the new regulation is enacted, the product will require substantial modifications, which could delay the launch by several months. What should you do first to manage this risk?
A) Immediately escalate the risk to the project sponsor and request additional resources to mitigate it
B) Document the risk in the risk register and develop a contingency plan for modifying the product if the regulation is enacted
C) Instruct the team to stop work on the current product design until the regulatory decision is finalized
D) Ignore the risk for now, as the regulation has not been officially enacted
Answer: B) Document the risk in the risk register and develop a contingency plan for modifying the product if the regulation is enacted
Explanation:
The best first step is to document the risk in the risk register and develop a contingency plan (B). This ensures the risk is formally tracked and that you have a plan in place if the regulation is enacted. Escalating immediately (A) is unnecessary at this point, as the risk is only a possibility. Stopping work on the current design (C) would cause unnecessary delays, and ignoring the risk (D) is a poor management practice since it could lead to significant problems later.
Question 2:
While managing an IT infrastructure project, your team identifies a potential risk: a new regulation that could require significant changes to the system’s security protocols. The regulation has not yet been enacted, but if it is, your project would need major revisions to comply. What should you do first?
A) Immediately adjust the project scope to account for the potential regulation
B) Document the risk in the risk register and create a risk response plan
C) Continue with the project as planned and wait until the regulation is officially enacted
D) Escalate the risk to the project sponsor and request additional budget to prepare for the changes
Answer: B) Document the risk in the risk register and create a risk response plan
Explanation:
The best first step is to document the risk in the risk register and develop a risk response plan (B). This allows you to monitor the situation and be prepared if the regulation is enacted. Adjusting the scope prematurely (A) could waste resources if the regulation is not passed. Waiting until the regulation is enacted (C) could leave you unprepared. Escalating to the sponsor (D) is unnecessary at this point, as the risk is still only a possibility.
5. Change Management Questions
These questions focus on how to handle changes to the project scope, schedule, or resources. Change requests are common in project management, and understanding the change control process is critical.
Example
Midway through the project, a stakeholder requests a significant change to the project scope. What should you do next?
Why They’re Challenging
- These questions require knowledge of the formal change control process.
- Students may struggle with deciding whether to act on a change immediately or follow the process of documenting, assessing, and approving changes.
Tips for Answering Change Management Questions
- Follow the formal change process: Always choose answers that reflect the need for formal change control processes (submit a change request, get approvals, update baselines).
- Evaluate the impact first: Before any action is taken, it is crucial to assess the potential impact of changes on scope, time, cost, quality, and stakeholders.
- Involve stakeholders: Changes often require communication with stakeholders to assess how they will be affected and ensure alignment.
- Respect governance: Always follow organizational change control policies and procedures.
Practice Question
Question 1:
You are managing a project to upgrade an internal HR system. Halfway through the project, the HR Director submits a change request to add a new module for employee self-service. The team has already completed 70% of the system design, and incorporating this new module would require significant rework. However, the HR Director insists that this feature is essential for user adoption. What should you do first?
A) Approve the change request immediately, as the HR Director is a key stakeholder
B) Deny the change request, as it would cause significant rework and delay the project
C) Assess the impact of the change on the project’s scope, timeline, and budget before making a decision
D) Present the change request to the team and ask for their input on how to implement it without affecting the timeline
Answer: C) Assess the impact of the change on the project’s scope, timeline, and budget before making a decision
Explanation:
The first step is to assess the impact of the change (C). This allows you to understand how the change will affect the project’s scope, timeline, and budget before deciding whether to accept or reject it. Approving the change without assessing its impact (A) could cause delays and budget overruns. Denying the request outright (B) could damage your relationship with the HR Director. While consulting the team for input (D) is important, you first need to understand the change’s impact before involving them in discussions on implementation.
Question 2:
Your project is in the execution phase, and a key stakeholder has submitted a change request to add a new feature. The change would require additional time and resources, but it would significantly enhance the product’s value to the customer. Your team is currently working at full capacity and already behind schedule. What should you do first?
A) Reject the change request due to the project’s current delays
B) Approve the change request since it adds value to the final product
C) Assess the impact of the change on the project’s schedule, cost, and resources before making a decision
D) Present the change request to the project sponsor and ask them to make the decision
Answer: C) Assess the impact of the change on the project’s schedule, cost, and resources before making a decision
Explanation:
The first step is to assess the impact of the change (C). This ensures you have a clear understanding of how the change will affect the project’s schedule, cost, and resources before deciding whether to accept or reject it. Rejecting the change outright (A) or approving it (B) without assessing the impact could lead to problems later. Involving the sponsor (D) is unnecessary until you have all the relevant information.
6. Leadership Style and Team Management Questions
Questions in this category test the candidate’s ability to apply different leadership styles based on the situation or the needs of team members.
Example
Your team is experiencing low morale due to tight deadlines. What leadership approach should you adopt to motivate them?
Why They’re Challenging
- There’s a need to distinguish between servant leadership, directive leadership, coaching, and other styles.
- Candidates need to consider both situational factors and the personalities or preferences of team members when making decisions.
Tips for Answering Leadership Style and Team Management Questions
- Understand different leadership styles: Be familiar with leadership models such as transformational, servant leadership, autocratic, and democratic styles, and know when each is appropriate.
- Use conflict resolution techniques: Questions may require knowledge of conflict resolution (e.g., collaborate, compromise, avoid) in team settings.
- Encourage team collaboration: PMI values servant leadership and coaching approaches that encourage team empowerment and development.
- Focus on soft skills: Many questions will test your ability to manage team dynamics, motivate, and foster a healthy work environment.
Practice Question
Question 1:
You are managing a cross-functional team that is working on a high-profile project. Two team members from different departments are struggling to collaborate due to differences in work styles. One prefers a structured, step-by-step approach, while the other prefers a more flexible, creative process. This conflict is affecting their ability to meet deadlines. What leadership approach should you take to resolve this issue and get the project back on track?
A) Assign a mediator to work with both team members and help them align their work styles
B) Schedule a team meeting to discuss the importance of collaboration and encourage the team to resolve the issue internally
C) Meet with both team members individually to understand their perspectives and provide tailored guidance on how to work together
D) Allow each team member to work independently, and review their progress separately to avoid further conflict
Answer: C) Meet with both team members individually to understand their perspectives and provide tailored guidance on how to work together
Explanation:
Meeting with both team members individually (C) allows you to understand their specific challenges and provide tailored guidance on how to align their work styles. This approach demonstrates leadership by addressing the conflict directly while respecting each team member’s needs. Assigning a mediator (A) could be helpful in some cases, but as the project manager, you should first take responsibility for resolving team conflicts. Holding a team meeting (B) may not address the specific issues between these two individuals. Allowing them to work independently (D) avoids the problem rather than solving it, which could harm team cohesion.
Question 2:
You are managing a project team that has been struggling to meet deadlines due to a lack of coordination. Two senior team members have differing approaches to problem-solving, which has caused friction within the team. One prefers a collaborative approach, while the other prefers to work independently. What leadership approach should you take to resolve this conflict and improve team performance?
A) Assign each team member tasks that align with their preferred working style
B) Hold a team meeting to discuss the importance of collaboration and establish clear expectations for teamwork
C) Meet with both senior team members individually to understand their concerns and find a way for them to work together
D) Escalate the issue to the project sponsor and request their guidance on how to resolve the conflict
Answer: C) Meet with both senior team members individually to understand their concerns and find a way for them to work together
Explanation:
The best approach is to meet with the senior team members individually (C) to understand their concerns and help them find a way to collaborate effectively. This allows you to address the root cause of the conflict and provide tailored leadership. Assigning tasks based on preferred working styles (A) might perpetuate the conflict. Holding a team meeting (B) could be useful later, but first, you need to resolve the conflict between the key team members. Escalating the issue (D) is unnecessary at this stage.
7. Hybrid and Agile Project Management Questions
With PMI’s increased focus on Agile and hybrid approaches, many candidates find it challenging to answer questions related to these methodologies, especially if their experience is mostly with traditional project management (Waterfall).
Example
In a hybrid project environment, the team is using both Agile and traditional methods. How should you ensure both approaches align to meet project objectives?
Why They’re Challenging
- Candidates must understand when to use Agile practices, traditional project management approaches, or a combination of both.
- They may struggle with distinguishing between specific Agile roles, ceremonies, or artifacts and their relevance in hybrid contexts.
Tips for Answering Hybrid and Agile Project Management Questions
- Know Agile principles: Understand Agile values (individuals over processes, working software over documentation, collaboration, and adaptability) and frameworks like Scrum, Kanban, and Lean.
- Distinguish between hybrid and traditional approaches: Hybrid projects combine elements of both Agile and Waterfall methodologies, so know when to apply flexibility vs. structured planning.
- Value delivery and stakeholder feedback: Agile questions often focus on delivering value early and gathering stakeholder feedback frequently.
- Focus on collaboration and self-organizing teams: Agile favors collaboration and self-managing teams, so answers should reflect facilitation over command-and-control leadership.
Practice Question
Question 1:
You are managing a hybrid project that involves both Agile and Waterfall teams. The Agile team is responsible for developing features iteratively, while the Waterfall team handles documentation, regulatory approvals, and final system integration. The Agile team has completed several iterations, but the Waterfall team is struggling to keep up with the pace of documentation and approvals. This discrepancy is causing delays in integration. What should you do to resolve this issue?
A) Slow down the Agile team’s development to allow the Waterfall team to catch up
B) Implement a sprint buffer in the Agile team’s iterations to give the Waterfall team time to complete their tasks
C) Schedule regular synchronization meetings between both teams to align their schedules and adjust priorities
D) Transition the Waterfall team to Agile so they can match the pace of the development team
Answer: C) Schedule regular synchronization meetings between both teams to align their schedules and adjust priorities
Explanation:
The best course of action is to schedule regular synchronization meetings (C) between both teams to ensure that their work is aligned and to adjust priorities as necessary. These meetings allow for better communication between the Agile and Waterfall teams and help manage the discrepancies in their work processes. Slowing down the Agile team (A) is not ideal because it reduces their productivity and undermines the benefits of Agile development. Implementing a sprint buffer (B) might temporarily alleviate the issue but doesn’t address the root cause of the disconnect. Transitioning the Waterfall team to Agile (D) might not be feasible if the tasks they handle—like documentation and regulatory approvals—are better suited for a Waterfall approach.
Question 2:
You are managing a large-scale hybrid project that integrates both Agile and Waterfall approaches. The Agile development team has been completing sprints on schedule, but the Waterfall-based testing team has fallen behind due to unanticipated complexities in the system architecture. Additionally, the Waterfall team needs critical input from the Agile team to proceed with integration testing, but the Agile team has moved on to the next phase of development. What is the best approach to resolve this issue while maintaining both teams’ productivity?
A) Slow down the Agile team’s development until the Waterfall team catches up with their testing
B) Prioritize the Agile team’s next sprint to focus on providing documentation and support to the Waterfall team for integration testing
C) Schedule regular sprint retrospectives that include the Waterfall team to ensure their feedback is incorporated and testing keeps pace with development
D) Implement an interim cross-functional task force composed of both Agile and Waterfall team members to identify integration gaps and improve collaboration
Answer: D) Implement an interim cross-functional task force composed of both Agile and Waterfall team members to identify integration gaps and improve collaboration
Explanation:
The best course of action is to implement a cross-functional task force (D) that includes both Agile and Waterfall team members. This allows the teams to work together to identify integration gaps and improve communication between development and testing. The task force can create a more cohesive plan for managing dependencies and ensure that testing keeps pace with development. Slowing down the Agile team (A) might reduce productivity and morale without solving the integration issue. Prioritizing the next sprint (B) to focus on documentation and support for the Waterfall team would still not fully address the communication gap between the teams. Scheduling retrospectives with the Waterfall team (C) might help with feedback, but it doesn’t solve the immediate integration bottleneck.
8. Earned Value Management (EVM) and Calculations
Questions that involve calculations, such as those related to Earned Value Management (EVM), are often difficult because they require memorizing formulas and correctly interpreting the results.
Example
Your project has an Earned Value (EV) of $10,000, an Actual Cost (AC) of $12,000, and a Planned Value (PV) of $8,000. What is the project’s Cost Performance Index (CPI)?
Why They’re Challenging
- These questions require accurate recall of formulas (e.g., CPI, SPI, EAC, VAC) and the ability to interpret numerical results.
- Some students find it difficult to apply the formulas correctly under exam conditions.
Tips for Answering Earned Value Management (EVM) and Calculations
- Memorize key formulas: Know Earned Value (EV), Planned Value (PV), Actual Cost (AC), Cost Performance Index (CPI), Schedule Performance Index (SPI), and variances (CV and SV).
- Use the formula sheet effectively: During the exam, use the provided formula sheet to solve questions involving EVM and calculations.
- Understand the metrics: Be able to interpret the results from EVM (e.g., a CPI below 1.0 indicates a cost overrun).
- Practice calculations: Get comfortable with the mathematical side of EVM to avoid mistakes under time pressure.
Practice Question
Question 1:
Your project is halfway through its planned timeline, with a total budget of $200,000. The project’s Earned Value (EV) is $90,000, the Actual Cost (AC) is $110,000, and the Planned Value (PV) is $100,000. Based on these values, what is your project’s Cost Performance Index (CPI) and Schedule Performance Index (SPI), and what do these values indicate about the project’s current status?
A) CPI = 0.82, SPI = 0.90; the project is over budget and behind schedule
B) CPI = 1.22, SPI = 1.10; the project is under budget and ahead of schedule
C) CPI = 0.90, SPI = 0.82; the project is behind schedule and slightly over budget
D) CPI = 1.10, SPI = 0.90; the project is under budget but behind schedule
Answer: A) CPI = 0.82, SPI = 0.90; the project is over budget and behind schedule
Explanation:
The Cost Performance Index (CPI) is calculated as CPI = EV / AC and the Schedule Performance Index (SPI) is calculated as SPI = EV / PV.
Using the given values:
CPI = $90,000 / $110,000 = 0.82
SPI = $90,000 / $100,000 = 0.90
A CPI of less than 1 indicates that the project is over budget, while an SPI of less than 1 indicates that the project is behind schedule. Therefore, the project is over budget and behind schedule (A). The other answer choices either miscalculate the CPI/SPI or misinterpret what these values mean for the project’s performance.
Question 2:
Your project has a total budget of $1,000,000 and is expected to be completed in 12 months. After six months, the following data has been collected:
Planned Value (PV): $600,000
Earned Value (EV): $500,000
Actual Cost (AC): $550,000
Additionally, a new critical risk has materialized that will require an additional $100,000 to mitigate. The project sponsor is concerned about whether the project can still be completed within the budget and on schedule. What is the project’s current Cost Performance Index (CPI) and Schedule Performance Index (SPI), and how should you adjust your forecasted cost and schedule to account for the risk?
A) CPI = 0.91, SPI = 0.83; the project is over budget and behind schedule. You should revise the Estimate at Completion (EAC) by adding the $100,000 risk mitigation cost and extending the timeline by two months
B) CPI = 0.91, SPI = 0.83; the project is over budget and behind schedule. You should recalculate EAC as (BAC/CPI) and rebaseline the schedule to account for risk
C) CPI = 0.83, SPI = 0.91; the project is under budget but ahead of schedule. You should reallocate the contingency reserve to address the risk and maintain the current timeline
D) CPI = 0.91, SPI = 0.83; the project is over budget and behind schedule. You should immediately escalate the issue to the project sponsor and request additional resources to stay on schedule
Answer: B) CPI = 0.91, SPI = 0.83; the project is over budget and behind schedule. You should recalculate EAC as (BAC/CPI) and rebaseline the schedule to account for risk
Explanation:
First, calculate the Cost Performance Index (CPI) and Schedule Performance Index (SPI) using the formulas:
- CPI = EV / AC
CPI = $500,000 / $550,000 = 0.91 - SPI = EV / PV
SPI = $500,000 / $600,000 = 0.83
With a CPI of 0.91, the project is over budget, as more money has been spent than earned value. With an SPI of 0.83, the project is behind schedule, as less work has been completed than planned. Given the additional $100,000 cost due to the new risk, the Estimate at Completion (EAC) should be recalculated using the formula:
EAC = BAC / CPI
EAC = $1,000,000 / 0.91 = $1,098,901
Thus, the revised budget will be approximately $1,098,901, plus the $100,000 for risk mitigation. Rebaselining the schedule is also necessary due to the delays (SPI of 0.83), and the revised timeline should account for the risk. Escalating the issue immediately (D) may be premature until you have recalculated the EAC and rebaselined the schedule. Reallocating the contingency reserve (C) does not apply in this scenario since the project is already over budget, and the SPI indicates delays. Extending the timeline by two months (A) is speculative without reanalyzing the schedule impact.
9. PMI Code of Ethics and Professional Conduct Questions
Questions on the PMI Code of Ethics often test ethical decision-making in complex or ambiguous situations.
Example
A project team member notices that some financial reports contain errors that could affect project funding decisions. What should you do as the project manager?
Why They’re Challenging
- These questions test ethical judgment, which can feel subjective.
- Candidates must apply PMI’s core values (Responsibility, Respect, Fairness, and Honesty) to real-life situations, and it can be hard to determine the “most ethical” response.
Tips for Answering PMI Code of Ethics and Professional Conduct Questions
- Follow the PMI Code of Ethics: Always select the most ethical and responsible choice. PMI’s code emphasizes responsibility, respect, fairness, and honesty.
- Consider all stakeholders: Ethical questions often test your ability to balance the needs of the project with the interests of all stakeholders.
- Avoid shortcuts or unethical behavior: PMI prioritizes doing the right thing, even when it is not the easiest or most efficient option.
- Consider conflict of interest: Be prepared to handle situations involving potential conflicts of interest and always choose transparency.
Practice Question
Question 1:
You are managing a project, and a contractor working on your project informs you that they have discovered significant discrepancies in the materials they’ve received from a supplier. They suspect the supplier has been cutting corners, which could compromise the quality of the deliverables. What should you do first to address this issue, in alignment with PMI’s Code of Ethics and Professional Conduct?
A) Investigate the contractor’s claim independently before taking any action to avoid unnecessary escalation
B) Immediately report the supplier’s potential wrongdoing to senior management and initiate a formal investigation
C) Speak with the supplier to give them a chance to explain and rectify the situation before involving senior management
D) Continue with the project while monitoring the supplier’s future deliveries closely, as the discrepancies might not impact the final outcome
Answer: B) Immediately report the supplier’s potential wrongdoing to senior management and initiate a formal investigation
Explanation:
According to PMI’s Code of Ethics and Professional Conduct, project managers have a responsibility to uphold honesty and integrity in their projects. The first step is to report the issue to senior management (B) and initiate a formal investigation. This ensures that any ethical violations are handled promptly and transparently. Investigating the claim on your own (A) could lead to delays or make you complicit in the issue if it’s more serious than anticipated. Speaking with the supplier (C) might allow them to cover up the problem. Continuing the project (D) without addressing the potential quality issues could lead to bigger problems later.
Question 2:
You are managing a project, and one of your key suppliers consistently fails to meet the agreed-upon delivery dates for critical components. This has caused delays in your project, and you are under pressure to meet the deadline. A team member suggests working with an alternative supplier that can provide the components more quickly, but this new supplier has not been vetted according to the organization’s procurement policies. What should you do first, in alignment with PMI’s Code of Ethics?
A) Approve the use of the alternative supplier to keep the project on track
B) Report the current supplier’s issues to senior management and request their guidance on next steps
C) Continue working with the current supplier, despite the delays, to avoid violating procurement policies
D) Conduct a risk assessment of switching to the new supplier and present it to the procurement department for approval
Answer: D) Conduct a risk assessment of switching to the new supplier and present it to the procurement department for approval
Explanation:
PMI’s Code of Ethics emphasizes responsibility, fairness, and adherence to established processes. The best course of action is to conduct a risk assessment (D) of switching to the new supplier, ensuring you understand the potential risks and benefits. Presenting the assessment to the procurement department ensures that you follow proper procedures and maintain transparency. Approving the use of an unvetted supplier (A) without following procurement policies could expose the organization to risks and violate ethical guidelines. Continuing with the current supplier (C) without exploring alternatives could result in further delays. Reporting the issue to senior management (B) might be necessary, but first, you should assess the risks and provide recommendations.
10. Integrated Project Management Questions
These questions require candidates to combine knowledge from multiple process groups (Initiation, Planning, Executing, Monitoring & Controlling, and Closing) and knowledge areas (e.g., scope, schedule, cost).
Example
The project is nearing its close, and a critical stakeholder asks for an additional feature that was not in the original scope. What is your best course of action?
Why They’re Challenging
- These questions test a broad understanding of PMI processes, requiring candidates to integrate various aspects of project management.
- It involves understanding the entire lifecycle of a project and how different knowledge areas interact.
Tips for Answering Integrated Project Management Questions
- Understand how processes interact: Integrated project management questions often test your knowledge of how various processes (scope, schedule, cost, risk, communication, etc.) are interconnected.
- Focus on coordination and alignment: These questions may require an understanding of how to align different aspects of a project to achieve overall success.
- Think holistically: When solving these questions, consider the project as a whole and how changes in one area affect the others.
- Use change control processes: Integration involves change management, so ensure your approach reflects proper control of scope, schedule, and cost baselines.
Practice Question
Question 1:
Your project is nearing completion, but a critical stakeholder has raised concerns about one of the deliverables, claiming it does not meet the original business requirements. They are now requesting additional features that were not included in the initial scope. The project is already over budget, and adding these features would extend the timeline by several weeks. What should you do next?
A) Review the original business requirements and confirm whether the deliverable meets the agreed-upon scope
B) Approve the stakeholder’s request and extend the project timeline to ensure their satisfaction
C) Deny the request immediately, as the project is already over budget and the additional features were not part of the initial scope
D) Present the stakeholder’s request to the change control board for review and approval
Answer: A) Review the original business requirements and confirm whether the deliverable meets the agreed-upon scope
Explanation:
Before making any decisions about the stakeholder’s request, the first step is to review the original business requirements and confirm whether the deliverable meets the agreed-upon scope (A). If the deliverable meets the original requirements, you can confidently address the stakeholder’s concerns by explaining that the requested features are out of scope. If there are gaps, you may need to consider a change request. Approving the request (B) without verifying the scope could lead to unnecessary delays and budget overruns. Denying the request outright (C) may damage stakeholder relationships. While submitting the change request to the change control board (D) is an option, it should only be done after confirming the scope.
Question 2:
Your project is 80% complete, but a major regulatory change has been announced that directly impacts the deliverables. The project is already over budget, and the sponsor is concerned about additional delays. The team estimates that the regulatory changes will require significant rework, but the sponsor insists that the project must be completed on time. What should you do next?
A) Implement the regulatory changes immediately and inform the sponsor of the new timeline
B) Conduct an impact analysis to assess how the regulatory changes will affect the project’s scope, cost, and schedule
C) Request additional resources from the sponsor to ensure that the regulatory changes are implemented without further delays
D) Escalate the issue to senior management for their decision on whether to prioritize compliance or on-time delivery
Answer: B) Conduct an impact analysis to assess how the regulatory changes will affect the project’s scope, cost, and schedule
Explanation:
The first step is to conduct an impact analysis (B) to assess how the regulatory changes will affect the project. This allows you to gather all necessary information about the potential impact on scope, cost, and schedule before making a decision. Implementing the changes immediately (A) without understanding the full impact could lead to further issues. Requesting additional resources (C) might be necessary later, but it should be based on the results of the impact analysis. Escalating the issue (D) without conducting an analysis could lead to misinformed decisions by senior management.
Final Tips for Tackling Hard PMP Questions:
- Time Management: Allocate time to ensure you don’t spend too long on any one question. If stuck, mark it and return later.
- Practice Scenario-Based Thinking: Many questions test your ability to apply knowledge in real-world scenarios. The best way is to do plenty of scenario practice questions.
- Use the Process of Elimination: If unsure, eliminate obviously wrong choices to improve your chances of selecting the right answer.
- Stay Calm: Many difficult questions are designed to be complex, so trust your knowledge and use a logical, methodical approach to arrive at the best answer.
By understanding the questions and applying these strategies, you will be better equipped to navigate the more challenging questions on the PMP exam.
Best of luck. You got this!
