Practice Test 3

12:55

Welcome to Practice Test 3.
This is your advanced-level practice exam. Expect tougher scenarios and questions that require strong reasoning. Use this as a reality check before your final PMP preparation. Stay calm, stay disciplined, and trust the work you have done.

A key deliverable has been accepted by the customer. The Project Manager has now completed the administrative closure of the phase and is updating the project archives. The Project Manager then formally notifies the functional managers that the resource assigned to this phase is no longer required for the project. Which process element is the PM performing?

Conduct Procurements

Control Resources

Close Project or Phase

Manage Project Team

None

The Project Manager notices that two of the most experienced team members are constantly helping junior colleagues with their tasks, leading to the experienced members frequently missing their own deadlines. What technique should the PM implement to address this while maintaining team support?

Assign the experienced members less complex tasks to free up their time.

Document the time spent on helping others as a risk and adjust the schedule reserve.

Advise the experienced members to politely refuse to help others until their own work is complete.

Implement cross-training and mentorship programs and update the responsibility assignments.

None

Your project is nearing completion, and the team is preparing the final product for acceptance. The customer performed testing and has rejected a major component because it does not meet the performance criteria specified in the contract, even though it meets the internal quality checks. Where should the Project Manager look to understand the discrepancy and resolve the issue?

The Communications Management Plan and Stakeholder Register

The Quality Management Plan and Quality Metrics

The Scope Baseline and Requirements Documentation

The Activity List and Schedule Baseline

None

Your project team is co-located and has been working together for several months. Recently, you notice a decline in team performance, increased disagreements, and a lack of creative problem-solving. Based on the Tuckman ladder, which stage of team development is the team most likely experiencing?

Performing

Adjourning

Storming

Norming

None

A Project Manager is leading a team through a very difficult execution phase. Two high-performing team members are starting to become visibly burned out, showing signs of extreme fatigue and cynicism. What is the PM's most important responsibility in this situation?

Escalate the burnout issue to the sponsor, requesting more resources to distribute the work.

Uphold the principle of sustainable pace by working with the team to reduce work in progress and ensure adequate breaks.

Temporarily remove the team members from the project and replace them with new, fresh resources.

Implement a formal performance review and warn the team members about the consequences of burnout.

None

A key stakeholder frequently misses project status meetings and often provides input that contradicts previous decisions. This is causing rework and delays. What is the BEST initial action for the Project Manager (PM) to take?

Send a formal warning email, copying their functional manager, to document their non-participation.

Update the Stakeholder Engagement Plan and Power/Interest grid to classify this stakeholder as a ‘high-power, low-interest’ individual.

Hold an emergency meeting with all key stakeholders to highlight the impact of the delays and seek a collective solution.

Schedule a one-on-one meeting with the stakeholder to understand their concerns and preferred communication methods.

None

The Project Manager has calculated the Estimate to Complete (ETC) for the remaining work and finds that it is significantly higher than originally planned. The current BAC is $200,000. The team’s efficiency has decreased due to low morale. The most likely formula the PM will use to calculate the new EAC, given the current situation, is:

EAC = AC + (BAC – EV)

EAC = AC + ETC

EAC = BAC / CPI

EAC = AC + (BAC – EV) / CPI

None

A project is using a hybrid lifecycle. The core product development is using Agile sprints, but the final integration and deployment phase is planned using a predictive approach due to regulatory requirements. Who is primarily responsible for ensuring the successful transition of the completed components from the Agile phase to the Predictive phase?

The Change Control Board (CCB).

The Product Owner (PO).

The Project Manager (PM).

The Agile Team Lead (Scrum Master).

None

A key deliverable for a predictive project requires the use of a proprietary software license. The license is set to expire two weeks before the planned completion of the activity. This potential issue was identified, and the risk response plan was to purchase an extension one month before expiration. What is the Project Manager doing when proactively following up on the purchase of the extension?

Controlling Procurements

Monitoring Risks

Implementing Risk Responses

Identifying Risks

None

10.

The Project Manager is leading a team through a complex integration phase. The team is highly experienced and self-directed. The PM decides to focus on monitoring the flow of work, clearing roadblocks, and shielding the team from external distractions. Which leadership style is the PM exhibiting?

Laissez-faire

Servant Leadership

Directive (Autocratic)

Transactional

None

11.

The Project Manager learns that a highly anticipated organizational restructuring will occur in six months, potentially leading to the loss of 50% of the project team members. This information is classified as a(n):

Residual Risk

Project Constraint

Known-Unknown Risk

Project Issue

None

12.

The project requires the development of a complex software module. The team identifies a potential opportunity: integrating a new, unproven AI library could reduce the development time by 50%. The team decides to allocate resources to a small Spike to test the library's feasibility. This is an example of which opportunity response strategy?

Exploit

Enhance

None

13.

In an Agile project, the development team consistently fails to deliver a potentially shippable increment by the end of the sprint, leading to carry-over work. The team states the Product Owner (PO) is adding too much scope during the sprint. What is the BEST initial action for the Scrum Master to take?

Decrease the team’s committed velocity for the next sprint to reduce pressure.

Coach the Product Owner on the importance of protecting the team from scope creep during the sprint.

Escalate the issue to the sponsor, requesting that the PO be reminded of their role.

Extend the duration of the sprints from two weeks to three weeks to allow for more time.

None

14.

The Project Manager (PM) is negotiating resource allocation with three functional managers who are reluctant to release their top staff. The PM decides to offer each functional manager a commitment to provide training and mentoring to their junior staff in exchange for the top talent. This is an example of which negotiation strategy?

Trading (Logrolling)

Competing

Collaborating

Smoothing

None

15.

In an Agile project, a Product Owner (PO) is consistently prioritizing new feature requests from a high-power stakeholder over technical debt and defect fixes, leading to an unstable product with high technical risk. What is the BEST action for the Project Manager (or Scrum Master) to take?

Document the risks in the risk register and continue to execute the PO’s priorities, as the PO owns the backlog.

Coach the Product Owner on the importance of balancing business value with sustainability and risk.

Mandate that the development team allocate 30% of every sprint to technical debt and defect fixes.

Escalate the issue to the Product Owner’s functional manager, citing project risk.

None

16.

During a project retrospective, the Agile team states that they feel the sprint review is rushed and stakeholders do not provide useful, timely feedback, which hinders their ability to iterate effectively. What should the Scrum Master/Project Manager recommend to improve the feedback loop?

Move the sprint review from the end of the sprint to the middle of the sprint.

Coach the Product Owner to invite the right stakeholders and facilitate a deeper discussion focused on product increment.

Shorten the sprint duration to increase the frequency of feedback.

Eliminate the sprint review and rely solely on the Daily Standups for stakeholder updates.

None

17.

The Project Manager calculates the project's Schedule Performance Index (SPI) as 1.15 and the Cost Performance Index (CPI) as 1.05. What is the BEST interpretation of this data?

The project is under budget and ahead of schedule.

The project is over budget and behind schedule.

The project is under budget and behind schedule.

The project is over budget and ahead of schedule.

None

18.

In a hybrid project, the development team uses sprints, and the integration team uses a waterfall approach. The Project Manager is using a burn-up chart for the sprints and Earned Value Management (EVM) for the integration phase. Which activity is the Project Manager performing?

Perform Integrated Change Control

Plan Quality Management

Monitor and Control Project Work

Direct and Manage Project Work

None

19.

The Project Manager (PM) is leading a project that is part of a larger program. The program manager notifies the PM that the program's strategic direction requires a fundamental shift in your project's technical platform. This change is mandatory and affects the core architecture. What document should the PM consult to manage this interdependency and ensure alignment?

Organizational Process Assets (OPAs)

Lessons Learned Register

Project Charter

Program Management Plan

None

20.

A team member is consistently over-reporting progress on their tasks, leading to misleading Schedule Performance Index (SPI) values. The PM confronts the team member, who admits they were trying to avoid scrutiny. What should the PM do NEXT to resolve this process issue?

Implement a 0/100 EVM rule for all future tasks to remove subjective reporting.

Coach the team member and reinforce the importance of accurate reporting, focusing on trust and psychological safety.

Update the Resource Management Plan to include a stricter performance review system.

Discipline the team member for providing false information to the PM.

None

21.

A project is being executed in a dynamic environment, requiring the Project Manager to continuously monitor and adapt the project scope and schedule based on frequent feedback. Which type of Project Management approach is BEST suited for this scenario?

Incremental

Phase Gate

Predictive (Waterfall)

Adaptive (Agile)

None

22.

A team is struggling with scope creep. They are consistently adding small, seemingly valuable improvements to features without the Product Owner's (PO) explicit approval, impacting sprint commitments. What is the BEST way for the Scrum Master to address this behavior?

Remove any additional, unapproved scope during the sprint review and revert the work.

Reinforce the concept of the Definition of Done (DoD) and the principle of focusing only on the backlog items.

Ask the Product Owner to define stricter acceptance criteria to eliminate ambiguity.

Escalate the issue to the functional manager of the team members involved.

None

23.

A regulatory change occurs that mandates a specific security feature be implemented. This was not foreseen and will require dipping into the project's financial reserves. Where should the funding for this mandatory, unforeseen change come from?

Project Customer’s reserve

Budget at Completion (BAC)

Contingency Reserve

Management Reserve

None

24.

The Chief Marketing Officer (CMO), a high-power, high-interest stakeholder, is requesting status updates via a detailed, daily report, which is consuming two hours of the PM's time each day. The Communication Management Plan dictates a weekly summary email. What should the PM do?

Schedule a one-on-one meeting with the CMO to discuss their specific information needs and negotiate an efficient, acceptable communication frequency.

Update the Stakeholder Engagement Plan to reflect the CMO’s desire for daily communication.

Politely inform the CMO that the approved Communication Management Plan only allows for weekly updates.

Continue to provide the daily report to the CMO to keep the high-power stakeholder engaged and satisfied.

None

25.

The Project Manager is in the process of Control Procurements. Which of the following actions is the PM performing?

Monitoring the seller’s contract performance and managing changes.

Preparing the Statement of Work (SOW) for potential sellers.

Selecting the best vendor based on the evaluation criteria.

Finalizing all payments and closing the contract.

None

26.

A new Project Manager is struggling to identify all potential risks in a complex, novel project. The PM schedules a meeting with key experts and stakeholders, using a questionnaire designed to identify risks by exploring different categories of potential issues, such as technical, external, and legal. Which risk identification technique is the PM using?

Delphi Technique

Nominal Group Technique

Assumption and Constraint Analysis

Prompt Lists

None

27.

A hybrid project team is struggling with task handoffs between the Agile development team and the Predictive testing team. The testing team complains that the software releases are often incomplete and lack necessary documentation. What Project Management tool or technique would BEST help resolve this process gap?

Developing a Value Stream Map (VSM) to visualize and optimize the flow of work.

Creating a formal Service Level Agreement (SLA) between the two teams.

Daily Standups to ensure all teams are aware of each other’s progress.

Increasing the management reserve to account for unexpected delays in the handoff.

None

28.

During the execution phase, a major functional manager (high-power, low-interest stakeholder) criticizes the project's progress and demands that the Project Manager report directly to them daily. The Project Charter grants the PM full authority and independence. What should the PM do?

Schedule a private meeting to understand their specific concerns and negotiate a communication medium and frequency that addresses their need efficiently.

Agree to the daily reporting to manage the high-power stakeholder.

Immediately escalate the issue to the sponsor, citing the Project Charter.

Refer the functional manager to the approved Stakeholder Engagement Plan and continue with the current reporting schedule.

None

29.

In a large, multi-phase predictive project, the Project Manager needs to ensure that the scope defined for the current phase is accurate and that all dependencies are clearly documented before moving into execution. Which process are they primarily focused on?

Control Scope

Validate Scope

Close Project or Phase

Define Scope

None

30.

The Project Manager is utilizing the Validate Scope process. Which of the following is the PRIMARY focus of this process?

Preventing unauthorized changes to the project scope and controlling the scope baseline.

Formal acceptance of completed project deliverables by the customer or sponsor.

Ensuring the scope baseline is accurate and approved by the Change Control Board (CCB).

Measuring the quality of deliverables against quality metrics and acceptance criteria.

None

31.

The Project Manager has a high-performing team that is fully capable of managing their day-to-day work. The PM is concerned about how to best foster innovation and continuous improvement within this team. Which action is MOST likely to achieve this goal?

Empower the team by removing constraints, encouraging experimentation, and delegating decision-making authority.

Implement a strict system of rewards and punishments based on schedule and budget performance.

Increase the PM’s direct supervision to ensure the team is continuously following the documented processes.

Introduce a highly detailed, rigid set of standards and processes for all project activities.

None

32.

A Project Manager calculates the project's To-Complete Performance Index (TCPI) using the Estimate at Completion (EAC) and gets a value of 0.90. The current Cost Performance Index (CPI) is 0.85. What does this indicate?

The project is currently under budget, but the remaining work is at high risk of overspending.

The project is currently over budget, but the remaining work requires less efficiency to finish on the revised budget (EAC).

The project is performing well and will finish under the original budget (BAC).

The project is currently over budget, and the remaining work requires greater efficiency to finish on the revised budget (EAC).

None

33.

The Project Manager has received several non-conforming deliverables from a vendor. The PM performs an inspection using a checklist to ensure all requirements are met before formally accepting the work. Which process is the PM performing?

Plan Quality Management

Control Quality

Manage Quality (Quality Assurance)

Validate Scope

None

34.

During an internal project review, a key stakeholder (a department head) expresses dissatisfaction with the current governance process, stating that they do not feel their input is adequately considered. The project is using the governance structure defined in the Project Charter. What is the FIRST thing the PM should do?

Submit a Change Request to the Change Control Board (CCB) to formally revise the governance model.

Update the Project Charter to modify the governance structure to accommodate the stakeholder’s request.

Review the Stakeholder Engagement Plan and the Communications Management Plan to ensure the stakeholder’s needs are being met.

Remind the stakeholder that the governance structure was approved by the sponsor in the Project Charter.

None

35.

During a project's execution, a team member suggests an improvement to a core process that would significantly reduce cost without impacting quality or schedule. The team implements the idea without formal approval. What does the Project Manager need to do to manage this situation properly?

Document the improvement in the Quality Management Plan and review the cost baseline for a potential reduction.

Thank the team member for the idea and update the organizational Process Assets (OPAs) with the new process improvement.

Ensure the improvement is documented, submitted as a Change Request, and record the improvement in the Lessons Learned register.

Reverse the change immediately and remind the team to follow the Integrated Change Control process.

None

36.

The Project Manager discovers that the Estimate at Completion (EAC) for the project is significantly higher than the Budget at Completion (BAC), indicating a large forecast overrun. What is the PM's PRIMARY responsibility when reporting this to the sponsor?

Report the full facts, explaining the causes of the variance and the likely impact on the project’s ability to deliver planned benefits.

Propose crashing and fast-tracking to bring the project back to the BAC.

Request a new budget allocation equal to the difference between EAC and BAC.

Minimize the reported EAC, focusing only on the Schedule Performance Index (SPI) to avoid alarming the sponsor.

None

37.

The Project Manager has a major stakeholder who, due to a severe injury, will be completely unavailable for the next two months. This stakeholder's input is critical for validating requirements. This situation is an example of what kind of project risk?

Known-Unknown Risk

Unknown-Unknown Risk

Secondary Risk

Residual Risk

None

38.

A Project Manager is implementing a new communications technology platform for the project team. The team members are resisting the change, stating that their current communication methods are adequate. What should the PM do FIRST?

Update the Communications Management Plan to mandate the use of the new tool.

Meet with the team to understand the root cause of their resistance and communicate the benefits of the new platform.

Escalate the issue to the sponsor, citing the team’s unwillingness to adopt new technology.

Remove the old communication tools immediately to force the team to use the new platform.

None

39.

The Project Manager notices that team members are often making their own decisions about task assignments and workflow without consulting the PM. This occurs because the team is highly experienced and operates with high trust. What is the PM's BEST response?

Document the team’s independent action as a risk to the schedule baseline.

Reinforce the PM’s authority by mandating that all work assignments be PM-approved.

Begin a strict time-tracking process to ensure team members are not wasting time.

Recognize and support the team’s self-organizing behavior and focus on removing any impediments they encounter.

None

40.

A project is executing with a Cost Performance Index (CPI) of 1.10 and a Schedule Performance Index (SPI) of 0.90. The Project Manager determines that, while the project is behind schedule, the cost variance is favorable. What should the PM's PRIMARY focus be in the next few weeks?

Submitting a change request to reduce the overall project budget.

Updating the risk register with the potential threat of continuing schedule delays.

Re-evaluating the Schedule Management Plan to address the scheduling processes.

Utilizing the cost surplus to crash some critical path activities.

None

41.

A sponsor asks the Project Manager (PM) to provide a single cost estimate that is 100% accurate for the entire project, which is highly complex and has many unknowns. The PM has completed a detailed estimate that includes a reserve analysis. What is the BEST response from the PM?

Increase the management reserve to a level that the PM believes will guarantee the estimate is not exceeded, and present this figure.

Provide the single final figure from the detailed estimate and state that it includes a 10% contingency reserve.

Explain that due to the complexity and unknowns, the estimate will always be presented as a range and include both contingency and management reserves.

Tell the sponsor that a 100% accurate estimate is impossible and suggest freezing the scope immediately.

None

42.

A project deliverable is being audited. The auditor notes that the process used to manufacture the deliverable did not follow the organization's standard quality procedure, though the final product meets the customer's requirements. This audit finding should be primarily documented in the:

Risk Register

Quality Report

Requirements Traceability Matrix (RTM)

Issue Log

None

43.

The Project Manager is preparing a presentation for the steering committee on the project's progress. A critical risk has an expected monetary value (EMV) of −$50,000. The team has successfully implemented a mitigation strategy that has reduced the probability of the risk from 50% to 10%. What is the NEW EMV of the risk if the impact remains $100,000?

−$5,000

−$45,000

−$20,000

−$10,000

None

44.

You are taking over a project where the previous PM failed to create a comprehensive risk register. The project is high-risk. What is the FIRST activity you should undertake to address this gap?

Perform quantitative risk analysis to prioritize threats and opportunities.

Reserve analysis to determine the amount of management reserve needed.

Implement a mitigation plan for the most obvious project threats.

Facilitate a meeting with experts and stakeholders to conduct risk identification.

None

45.

The Project Manager needs to identify potential risks by looking for deviations from the planned approach or unexpected consequences of planned actions. Which risk identification technique is the PM using?

Assumption and Constraint Analysis

Delphi Technique

Prompt Lists

Technical Performance Analysis

None

46.

A critical, high-impact threat has been identified on a project. The team decides to purchase insurance to cover the potential financial loss. This strategy is known as:

Mitigate

Transfer

Avoid

Exploit

None

47.

In an Agile environment, the development team tells the Scrum Master that they are concerned about the Product Owner (PO) changing the priority of items during the sprint, causing inefficiency. What is the FIRST step the Scrum Master should take?

Demand that the PO stop attending the Daily Standups to prevent disruption.

Inform the development team that the PO has the final say on all priorities.

Coach the PO on the principle of the stable sprint goal and protecting the team’s commitment.

Escalate the issue to the steering committee for a formal governance decision.

None

48.

A team member reports to the PM that they have identified a potential quality issue: a critical component, if used, may fail in a certain low-temperature condition, which is a possibility at the customer's deployment site. The component is already manufactured and expensive to replace. What is the BEST initial action for the PM?

Conduct a thorough Quality Audit or test to determine the probability and impact of the failure mode.

Submit a change request to replace the component, using the management reserve.

Conduct a Root Cause Analysis (RCA) to find out why the design failed.

Immediately halt deployment and notify the sponsor of the critical quality failure.

None

49.

The Project Manager finds that the current project work does not align with the organizational standard for data security, which is defined in the Organizational Process Assets (OPAs). What should the PM do FIRST?

Immediately halt all work and notify the sponsor and the legal department of the compliance breach.

Initiate the Perform Integrated Change Control process to address the non-conformance and bring the project into compliance.

Continue with the current work, but submit a Change Request to update the OPA.

Update the Risk Register with the non-compliance as a high-impact threat.

None

50.

The project team is using a fixed-price contract with a vendor for a critical component. The vendor informs the Project Manager (PM) that due to an unforeseen supply chain disruption, the delivery will be delayed by three weeks. The PM has already accounted for this potential risk using a schedule contingency reserve. What should the PM do NEXT?

Initiate the contract termination process, citing the vendor’s failure to meet the contract date.

Use the schedule contingency reserve to absorb the delay and then notify the sponsor.

Instruct the team to implement the specific actions detailed in the risk response plan.

Submit a formal Change Request to extend the project schedule baseline by three weeks.

None

51.

The Project Manager receives a report showing a number of defects that are within acceptable limits but still higher than preferred. The team suggests tightening the tolerance limits and redesigning a testing process for the next phase. This is an example of:

Quality Control (QC)

Quality Assurance (QA)

Validated Deliverables

Continuous Improvement

None

52.

A mandatory government standard requires your product to meet a specific energy efficiency rating. The Project Manager documents this standard in the project documentation. This standard is classified as a:

Technical Constraint

Enterprise Environmental Factor (EEF)

Project Requirement

Organizational Process Asset (OPA)

None

53.

The project requires the acquisition of a new piece of testing equipment. The Project Manager has determined that purchasing the equipment is the best option over leasing it. Which document should the PM update to reflect this make-or-buy decision?

Procurement Statement of Work (SOW)

Procurement Management Plan

Resource Management Plan

Activity Resource Requirements

None

54.

During the execution phase, the PM receives Work Performance Data detailing the start and finish dates of completed activities and the costs incurred. Where should the PM record and consolidate this data to assess the project's overall health and trends?

Lessons Learned Register

Issue Log

Work Performance Information

Requirements Traceability Matrix (RTM)

None

55.

A project team has been operating remotely for several months. The team lead notices that some team members are frequently working alone, duplicating effort, and missing opportunities to leverage each other's expertise. Which action should the PM prioritize to improve collaboration?

Implement a formal reporting structure where all team members must report to the team lead daily.

Schedule more individual one-on-one meetings with the PM to review tasks.

Introduce techniques like pairing, mobbing, or shared workspace platforms to encourage frequent interaction.

Reassign tasks to specialized silos to prevent duplication of effort.

None

56.

A mandatory organizational governance rule requires that all software projects use a specific, internally developed, and highly stable framework. Your technical lead argues that a newer, more efficient open-source framework should be used instead. What should the Project Manager do?

Allow the team to use the open-source framework, as the technical lead knows best.

Document the risk of using the older framework and present it to the sponsor.

Follow the organizational rule and instruct the team to use the required internal framework.

Submit a Change Request to the Change Control Board (CCB) to use the open-source framework.

None

57.

In an Agile project, the team determines that a major assumption about the integration with a legacy system is flawed, which invalidates a significant portion of the Product Backlog. Who is primarily responsible for updating the product roadmap and communicating the implications to stakeholders?

The Development Team

The Sponsor

The Product Owner (PO)

The Project Manager (or Scrum Master)

None

58.

A key vendor for the project suddenly announces insolvency. The PM's pre-planned risk response was to immediately initiate a contract with a backup vendor identified during planning. The act of signing the new contract with the backup vendor is part of which process?

Implement Risk Responses

Conduct Procurements

Plan Procurement Management

Control Procurements

None

59.

The Product Owner (PO) consistently prioritizes stories that provide immediate, visible features, while ignoring the development team's concerns about technical debt and refactoring. This is negatively impacting the team's velocity and increasing the risk of major defects. What is the BEST course of action for the Project Manager (or Scrum Master)?

Take control of the backlog and mandate that 20% of all future sprints be dedicated to technical debt.

Instruct the development team to stop all work until the PO commits to addressing the technical debt.

Document the PO’s actions in the risk register and issue a formal warning to the PO.

Coach the PO on the correlation between increasing technical debt and decreasing future velocity and product sustainability.

None

60.

In a hybrid project, the Project Manager is struggling to keep the cost and schedule estimates of the predictive phase aligned with the budget due to frequent changes in requirements coming from the Agile phase. What is the BEST approach for the PM to integrate these two phases?

Increase the management reserve to absorb the cost of frequent changes.

Demand that the Agile team adhere to the predictive phase’s requirements baseline.

Use a rolling wave planning approach for the predictive phase, detailing the scope only when the Agile team has finalized the requirements for the next increment.

Implement a strict, fixed six-month stabilization period at the interface between the Agile and predictive phases.

None

61.

The Project Manager is reviewing the team's performance data. The team completed a 40-hour activity in 60 hours. The budget for that activity was $2,000. What is the Cost Performance Index (CPI) for this activity, assuming the Planned Value (PV) equals the Budgeted Cost of Work Scheduled (BCWS)?

0.67

0.75

1.33

1.50

None

62.

A Project Manager is managing a project with a team that has successfully moved into the Performing stage of team development. What is the PM’s primary role during this phase?

Directing and clarifying roles and responsibilities.

Facilitating and supporting team decision-making.

Shielding the team from external interruptions and empowering them.

Monitoring individual team member performance closely.

None

63.

The Project Manager determines that the project is facing a significant, high-impact threat that cannot be avoided, mitigated, or transferred due to its nature and lack of suitable vendors. The team decides to allocate a budget for this risk event in the cost baseline. Which risk response strategy is being used?

Exploit

Enhance

Avoid

None

64.

A PM is managing a project under a Time and Materials (T&M) contract. The seller is consistently billing for more hours than estimated without any documented justification. What is the PM's BEST course of action?

Conduct an independent audit of the invoices and then meet with the seller to enforce compliance with the contract terms and spending limits.

Pay the invoices, but reduce the management reserve to account for the overspending.

Convert the T&M contract to a Fixed-Price (FP) contract to control future costs.

Terminate the contract immediately and find a new seller, citing performance issues.

None

65.

The Product Owner (PO) is struggling to clearly articulate the acceptance criteria for user stories. The development team is consistently building features that do not meet the PO's eventual expectation, resulting in wasted effort and rework. What is the BEST solution for the Project Manager (or Scrum Master) to implement?

Schedule a daily meeting between the PO and the testing team to clarify the testing process.

Introduce a formal change request process for any user story modification after the sprint planning meeting.

Mandate that the development team obtain the PO’s email approval before starting work on any user story.

Coach the PO on using the Definition of Done (DoD) and the Three Cs (Card, Conversation, Confirmation) to clearly define requirements.

None

66.

The Project Manager has received a set of Quality Reports detailing the high rate of defects found during testing. The PM then holds a meeting to determine the root cause of the defects and decide on a corrective action. Which process is the PM performing?

Manage Quality (Quality Assurance)

Control Quality

Perform Integrated Change Control

Plan Quality Management

None

67.

A project team is utilizing an Agile approach. During the Daily Standup, a team member mentions that an external system dependency they need for their current feature is delayed by two weeks. What is the BEST action for the Scrum Master to take?

Instruct the team member to continue working on the delayed feature, as the dependency might be resolved sooner.

Add a buffer of two weeks to the entire sprint duration to account for the delay.

Submit a formal change request to the Product Owner to remove the delayed feature from the current sprint.

Facilitate a discussion with the team to identify a viable alternative task, potentially involving backlog refinement.

None

68.

A key stakeholder is challenging the validity of the project's requirements, claiming they do not reflect the current market needs. These requirements were signed off six months ago. The PM should address this by:

Immediately stopping work on all affected deliverables until the stakeholder provides a definitive set of new requirements.

Initiating the Requirements Traceability Matrix (RTM) review to confirm the requirements still align with the business case and project objectives.

Submitting a Change Request to the CCB to analyze the impact of changing the requirements.

Rejecting the stakeholder’s claim, as the requirements were formally signed and approved.

None

69.

The Project Manager is holding a meeting to define and document the characteristics of the project deliverable and all required features. Which process is the PM performing?

Create WBS

Collect Requirements

Identify Stakeholders

Define Scope

None

70.

The Project Manager receives a complaint from a functional manager who states that the project's reporting style is too detailed and is distracting their staff. The functional manager is a high-power, low-interest stakeholder. What should the PM do to manage this stakeholder EFFECTIVELY?

Update the Stakeholder Engagement Plan to move the manager from “Keep Satisfied” to “Manage Closely.”

Escalate the functional manager’s complaint to the sponsor for resolution.

Negotiate a change in the reporting frequency and detail level to one that satisfies the manager, adhering to the “Keep Satisfied” strategy.

Ignore the complaint, as the reporting style was defined in the Communications Management Plan.

None

71.

The project team has completed a critical task three weeks ahead of schedule. The Project Manager has confirmed the quality of the deliverable is excellent. What is the BEST next step regarding this early completion?

Immediately move team members to other projects to reduce costs.

Re-baseline the schedule to reflect the new, earlier completion date.

Analyze the schedule logic to see if the early completion creates opportunities to start subsequent tasks sooner, and update the schedule accordingly.

Move the project completion date forward by three weeks and notify the customer.

None

72.

You are calculating the Estimate at Completion (EAC). The current Cost Performance Index (CPI) is 1.20. The Project Manager determines that the initial cost estimates were flawed, but the team's high efficiency (CPI) is likely to continue. Which EAC formula is the MOST appropriate to use?

EAC = BAC / CPI

EAC = AC + (BAC – EV) / (CPI * SPI)

EAC = AC + ETC (where ETC is the current estimate)

EAC = AC + (BAC – EV)

None

73.

The current Earned Value Management (EVM) metrics are: Planned Value (PV) = $100,000, Earned Value (EV) = $90,000, and Actual Cost (AC) = $95,000. What is the project's current status, and what should be the PM's focus?

The project is over budget (CV = −$5,000) and behind schedule (SPI = 0.90). Focus on cost and schedule recovery.

The project is on budget (CV = $0) and on schedule (SPI = 1.00). Focus on maintaining the current status.

The project is under budget (CV = $5,000) and behind schedule (SPI = 0.90). Focus on managing the schedule delay.

The project is over budget (CV = −$5,000) and ahead of schedule (SPI = 1.05). Focus on re-baselining the cost.

None

74.

A key stakeholder who has been highly supportive of the project's objectives has recently become critical and resistant after a major deliverable was delayed. What is the BEST approach for the Project Manager (PM) to manage this stakeholder?

Reduce the frequency of communication to the stakeholder until the relationship stabilizes.

Escalate the issue to the sponsor, documenting the stakeholder’s sudden change in behavior.

Implement a “forcing” conflict technique to mandate compliance with previous agreements.

Use a Power/Interest Grid and the Stakeholder Engagement Plan to identify the best way to regain their support.

None

75.

The Project Manager is utilizing the Control Quality process. Which of the following is the PRIMARY output of this process that provides direct feedback on the completeness and correctness of the product?

Change Requests

Verified Deliverables

Work Performance Information

Quality Reports

None

76.

A critical project task is delayed by four days. The team identifies that the delay was caused by a team member waiting on information from a functional manager who was slow to respond. This type of dependency is classified as a:

External Dependency

Mandatory Dependency

Discretionary Dependency

Internal Dependency

None

77.

A project deliverable has been accepted by the customer. The Project Manager is now updating the organizational process assets (OPAs) to include the performance metrics and lessons learned from the recently completed phase. Which process is the PM performing?

Validate Scope

Close Project or Phase

Manage Quality

Direct and Manage Project Work

None

78.

A project's Scope Baseline has been frozen and approved by the Change Control Board (CCB). During execution, the Project Manager identifies that a necessary functional requirement was inadvertently omitted from the scope statement and WBS. What is the BEST immediate action for the PM?

Add the requirement to the WBS immediately, as it is necessary for project success.

Submit a formal Change Request (CR) to the CCB for approval to add the requirement.

Notify the team that the requirement must be added and use expert judgment to estimate the impact.

Document the omitted requirement in the Issue Log and use the management reserve to cover the cost.

None

79.

The Project Manager notices that several members of the co-located team are engaging in "gold plating" by adding extra features they believe will be useful, even though they were not requested or approved. What should the PM do FIRST?

Submit a formal Change Request to add the features to the scope, since they are valuable.

Update the WBS to reflect the additional features and inform the sponsor of the scope increase.

Hold a team meeting to reinforce the importance of the Scope Baseline and the rule of “doing only the work required.”

Escalate the issue to the team members’ functional managers for disciplinary action.

None

80.

The Project Manager is reviewing the team’s current performance. The team completed a 100-hour activity that was budgeted at $5,000. The team finished the activity in 80 hours. What is the Schedule Performance Index (SPI)?

1.25

0.80

1.00

1.50

None

81.

A Project Manager is leading a global virtual team. A team member from a highly hierarchical culture refuses to make a technical decision without the explicit approval of the Project Manager, leading to delays. What should the PM do to improve the decision-making process?

Escalate the issue to the team member’s functional manager to enforce compliance with the project’s norms.

Reassign the team member to tasks that require less independent decision-making.

Respect the team member’s cultural norm and personally approve all of their technical decisions.

Coach the team member on the project’s Team Charter rules for delegation and empower them to make the agreed-upon technical decisions.

None

82.

A project deliverable is being reviewed against the quality metrics and acceptance criteria. A team member performs the inspection using a checklist. This action is part of which quality process?

Validate Scope

Control Quality

Manage Quality

Plan Quality Management

None

83.

A project team using an Agile approach is struggling with inconsistent quality. The team members are defining their own interpretation of "finished" for their individual tasks, leading to frequent rework in the testing phase. What is the BEST solution for the Project Manager (or Scrum Master) to implement?

Introduce a formal Quality Audit process after every sprint.

Revert to a predictive lifecycle approach to enforce stricter quality control.

Facilitate the team in creating a clear, comprehensive Definition of Done (DoD).

Mandate that the Product Owner (PO) write more detailed User Stories.

None

84.

The Project Manager is leading a team whose members are highly specialized and territorial about their respective areas of work. The team is struggling with handoffs and often blames other team members when issues arise. Which tool or document should the PM primarily use to improve the team's collaboration and accountability?

RACI Chart

Project Charter

Work Performance Reports

Resource Breakdown Structure (RBS)

None

85.

The project requires a complex data migration. The vendor responsible for the source data consistently fails to deliver the required data sets on time, impacting the project schedule. This risk was identified and documented as a 'High' probability, 'High' impact risk. What should the Project Manager do NEXT?

Execute the agreed-upon risk response strategy for this specific risk and notify the sponsor of the execution.

Meet with the vendor’s senior management to explain the terms of the contract and threaten penalties for non-compliance.

Immediately initiate the procurement closeout process and seek a replacement vendor.

Update the Issue Log, as the risk has occurred, and notify the Change Control Board (CCB) of the schedule impact.

None

86.

A seller submits an invoice that is higher than the amount specified in the Fixed-Price (FP) contract. The seller claims the increase is due to unexpected inflation and material costs. What should the Project Manager do FIRST?

Pay the invoice using the project’s management reserve to avoid conflict.

Submit a Change Request to the Change Control Board (CCB) to increase the project budget.

Initiate the contract closeout process and find a new seller.

Inform the seller that they are bound by the terms of the Fixed-Price contract, and reject the excess charges.

None

87.

In a contract with a vendor, the Project Manager includes a clause stating that if a specific, high-probability risk occurs, the vendor will assume all financial responsibility for the resulting rework. This is an example of a risk response strategy known as:

Mitigate

Exploit

Transfer

Avoid

None

88.

The Project Manager (PM) is analyzing the Requirements Traceability Matrix (RTM) and notices that several approved features do not align with the project's business case objectives. What should the PM do NEXT?

Immediately remove the misaligned features from the Work Breakdown Structure (WBS) to prevent scope creep.

Schedule a meeting with the Product Owner or sponsor to review the RTM and discuss the features’ alignment with the project objectives.

Continue with the features, as they were already approved by the relevant stakeholders.

Submit a Change Request to update the business case to align with the newly identified features.

None

89.

An Agile team needs to implement a critical infrastructure upgrade that will take two full sprints and provide no direct new business features, but is mandatory to reduce the risk of future system outages. The Product Owner (PO) must now prioritize this work. What does this infrastructure upgrade represent in the product backlog?

An epic

A technical debt item

A compliance requirement

A spike

None

90.

During a project's executing phase, a risk event with a high impact that was NOT identified in the risk register suddenly occurs. The immediate crisis is stabilized. What should the Project Manager do NEXT?

Log the new risk in the Risk Register and review the Lessons Learned Register for similar past issues.

Perform a Root Cause Analysis (RCA) and then submit a Change Request to update the baseline.

Evaluate the impact on the project objectives, create a workaround if necessary, and document the new issue/risk in the Risk Register.

Update the Risk Management Plan to ensure future risks are better captured.

None

91.

The project is tracking its Estimate at Completion (EAC). The current Cost Performance Index (CPI) is 0.95, and the Project Manager believes this inefficiency will continue for the rest of the project. Which EAC formula should the PM use?

EAC = BAC / CPI

EAC = AC + ETC (where ETC is the current estimate)

EAC = AC + (BAC – EV) / (CPI * SPI)

EAC = AC + (BAC – EV)

None

92.

A project team member is frequently late to meetings and misses deadlines due to what they describe as "unexpected personal issues." They are otherwise a high-performing and valuable member of the team. What is the BEST initial action for the PM?

Assign the team member to less critical tasks and remove them from the critical path.

Document the failures in the lessons learned register and issue a verbal warning.

Schedule a private one-on-one meeting to discuss the performance issues and potential options for support.

Escalate the issue to the functional manager and request a replacement.

None

93.

A Project Manager is managing a project with high volatility and uncertainty. The team needs to rapidly experiment and adapt based on short, frequent feedback cycles. Which type of project lifecycle is MOST appropriate?

Incremental

Predictive (Waterfall)

Iterative

Adaptive (Agile)

None

94.

The Project Manager discovers that the project's key financial metric, the Net Present Value (NPV), has dropped below zero due to unexpected increases in raw material costs, threatening the business case. What is the PM's primary responsibility regarding the project's performance?

Inform the sponsor and key business stakeholders, and review the benefits realization plan to determine the next steps.

Submit a Change Request to drastically cut the scope to reduce costs and try to bring the NPV back above zero.

Continue executing the project scope as originally planned, trusting the original business case.

Increase the project’s management reserve to cover the unexpected cost increases.

None

95.

Your project is nearing final delivery. The legal department informs you that a new data privacy law requires a modification to your current security architecture, which will require an extra month of work and a budget increase. This is an example of what type of risk?

Unknown-unknown, requiring a management reserve.

Known-known, requiring a formal change request to the baseline.

Residual risk, requiring risk acceptance.

Known-unknown, requiring a contingency reserve.

None

96.

The Chief Operations Officer (COO) informs the Project Manager (PM) that the project’s main output must be delivered six weeks earlier than the currently approved schedule to meet a strategic marketing deadline. The PM's Schedule Performance Index (SPI) is 0.95. What should the PM do FIRST?

Update the Risk Register, as the earlier deadline introduces a major threat to the project.

Analyze the impact of the schedule change on all project baselines (cost, scope, quality) and present the options to the COO and sponsor.

Submit a formal Change Request to the Change Control Board (CCB) to officially modify the schedule baseline.

Use crashing and fast-tracking techniques to meet the new deadline and then inform the COO.

None

97.

In a hybrid project, the Agile development team has delivered a fully functioning component. The predictive integration team reviews the component and finds that it requires three days of additional rework to meet the organization's non-functional security standards, which were not part of the initial Agile acceptance criteria. What most likely failed?

The Definition of Done (DoD) was insufficient.

The Product Owner failed to validate the scope.

The Schedule Baseline was inadequate.

The team failed to use a Value Stream Map.

None

98.

A functional manager pulled a key resource from your project to work on an urgent operational task without consulting the Project Manager, violating the Resource Management Plan. What is the BEST initial course of action for the PM?

Submit a formal Change Request to the CCB to update the resource requirements and adjust the schedule.

Consult the Project Charter and Stakeholder Register to identify the escalation path and notify the sponsor.

Issue a formal complaint to the functional manager’s supervisor, documenting the violation.

Meet with the functional manager to discuss the impact on the project and remind them of the resource agreement.

None

99.

The Project Manager calculates the To-Complete Performance Index (TCPI) using the Budget at Completion (BAC) and determines a required TCPI of 1.15. The project team's current Cost Performance Index (CPI) is 0.90. What does this comparison indicate?

The project is currently over budget, and it is impossible to finish within the original budget (BAC).

The project is currently over budget, and the required efficiency for the remaining work is challenging but achievable.

The project is currently under budget, but the remaining work is high-risk.

The project is currently performing well, but the remaining work is highly inefficient.

None

100.

The Project Manager is conducting its Retrospective. The team agrees that the most significant issue in the last few sprints was the constant distraction from operational support requests. The team decides that in the next sprint, the Scrum Master will act as a buffer for these requests. This decision is then documented in the:

Lessons Learned Register

Team Charter

Product Backlog

Project Charter

None

101.

A major project risk was accepted by the sponsor at the start of the project. The risk has now occurred, and the impact is worse than originally estimated, threatening the overall project objectives. What is the BEST course of action for the Project Manager?

Meet with the sponsor and key stakeholders to re-evaluate the project’s viability and discuss options.

Update the Lessons Learned Register with the failure of the risk response plan.

Immediately submit a Change Request to access the management reserve and revise the baselines.

Use the contingency reserve that was set aside for the accepted risk.

None

102.

In an Agile project, a team member consistently pulls a high number of story points into the sprint but rarely completes them, leading to large amounts of partially done work at the end of each iteration. What should the Project Manager (or Scrum Master) do to address this?

Coach the team member to focus on completing fewer stories to meet the Definition of Done (DoD) before starting new ones.

Decrease the team member’s story point capacity for the next sprint to align with their actual output.

Escalate the issue to the Product Owner, requesting that the team member be assigned only spike (research) tasks.

Use the 0/100 EVM rule to ensure the team member gets no credit for the incomplete work.

None

103.

The project requires specialized technical expertise not available internally. The Project Manager has prepared a Request for Proposal (RFP) for a qualified vendor. Which planning process is the PM performing?

Plan Procurement Management

Plan Resource Management

Identify Stakeholders

Estimate Activity Durations

None

104.

During project execution, a team member identifies a risk that was not in the risk register but has a significant, negative impact on a critical activity. The team quickly devises a plan to mitigate the impact using a workaround. What is the BEST next step for the Project Manager?

Add the new threat to the Risk Register and review the management reserve.

Perform a quantitative risk analysis on the newly identified threat.

Submit a Change Request to document the schedule change caused by the workaround.

Update the Issue Log with the new risk and document the workaround in the Lessons Learned Register.

None

105.

The Project Manager is holding a team meeting to identify potential positive risks (opportunities) that could be exploited to benefit the project. The team decides to add a new, faster processor to the product design to significantly increase performance. Which two opportunity response strategies are combined here?

Exploit and Enhance

Exploit and Share

Share and Enhance

Avoid and Mitigate

None

106.

A project has a Cost Performance Index (CPI) of 0.85 and a Schedule Performance Index (SPI) of 1.15. The customer has just requested a significant scope enhancement that will likely increase cost and delay the schedule. What is the BEST course of action for the Project Manager?

Analyze the impact of the change on all constraints, present the analysis to the customer, and follow the change control process.

Approve the scope change immediately, as the SPI of 1.15 indicates the project can absorb the delay.

Meet with the team to brainstorm ways to accommodate the new scope without impacting the current budget or schedule.

Reject the change immediately, as the CPI of 0.85 indicates the project is already over budget and cannot afford the cost increase.

None

107.

A key deliverable is being reviewed. The Project Manager confirms that the deliverable meets all criteria specified in the contract and technical documentation. The customer, however, is now requesting a non-essential cosmetic change before providing the final sign-off. What should the PM do FIRST?

Inform the customer that they must submit a formal Change Request for the cosmetic change.

Reject the cosmetic change and enforce the acceptance of the deliverable based on the agreed scope.

Negotiate the cosmetic change with the customer and agree to implement it at no cost.

Immediately update the scope baseline to include the cosmetic change.

None

108.

The project team is experiencing consistent disagreements over the best technical approach for a new deliverable. The conflicts are becoming disruptive and involve nearly the entire team. What is the BEST initial strategy for the Project Manager to use?

Allow the team to resolve the conflict naturally, as they are professionals and need to reach consensus.

Force a decision on the technical approach to end the immediate conflict and maintain the schedule.

Use a majority voting technique to let the team decide, thereby reducing PM involvement.

Implement the Confronting/Problem Solving technique by facilitating a meeting to examine the facts and logic behind each approach.

None

109.

During a weekly review, the Project Manager discovers that a key team member has been circumventing the required quality gates to meet a challenging schedule milestone. The deliverables produced by this team member show an unusually high number of defects. What should the PM do FIRST?

Document the defects and submit a Change Request to extend the schedule to accommodate rework.

Hold a mandatory team meeting to remind everyone of the importance of adhering to quality processes.

Meet privately with the team member to understand the underlying causes of their actions and reiterate quality standards.

Escalate the issue to the team member’s functional manager, requesting immediate disciplinary action.

None

110.

In a large organizational change project, the Project Manager has identified a powerful stakeholder group that is very satisfied with the current state and resistant to the project's goals. According to the Stakeholder Engagement Assessment Matrix, how should the PM classify this group?

Unaware

Resistant

Leading

Neutral

None

111.

The Project Manager is holding a team meeting to discuss an opportunity that would significantly reduce testing time. The team decides to partner with a specialized vendor to ensure this opportunity happens. Which opportunity response strategy is the team utilizing?

Exploit

Enhance

None

112.

The Project Manager is reviewing an invoice from a vendor working under a Cost Plus Fixed Fee (CPFF) contract. The invoice shows the total allowable cost plus the agreed-upon fixed fee. The vendor states that their actual cost was higher than expected and requests an increase in the fixed fee. What should the PM do?

Approve the increased fee, as the vendor incurred higher costs.

Reject the request, as the fixed fee is predetermined and does not change with actual costs.

Convert the contract to a Cost Plus Incentive Fee (CPIF) contract to motivate better future performance.

Negotiate a compromise fee increase to maintain a good relationship with the vendor.

None

113.

A team member is assigned a task with a 5-day duration. After two days, the team member reports that 50% of the work is complete. The Project Manager is using Earned Value Management (EVM). What is the Earned Value (EV) calculation technique most likely being used for this specific task?

Milestone Completion

Fixed Formula Method (0/100 Rule)

Fixed Formula Method (50/50 Rule)

Percentage Complete Rule

None

114.

In a multi-year project, the Project Manager is planning the work for the immediate six months in detail, while planning the later phases at a high level with placeholders. Which planning technique is the PM utilizing?

Rolling Wave Planning

Decomposition

Activity Definition

Critical Path Method (CPM)

None

115.

The organization is undergoing a major technological transformation which impacts your project's ability to deliver its planned benefits. As a PM, you realize that many stakeholders are resisting the new system. What should be your primary focus to ensure project success?

Conduct a comprehensive impact analysis on the organizational culture and revise the benefits realization plan.

Focus on delivering the project scope on time and within budget, as this is the PM’s core responsibility.

Develop and implement a change management strategy focused on driving adoption and reducing resistance.

Increase training sessions and create a communication plan focused on the features and technical advantages of the new system.

None

116.

The Project Manager of a predictive construction project has a risk of material delivery delays. The team contracts with a specialized logistics company that guarantees on-time delivery for a fixed fee. This is an example of what kind of risk response strategy?

Transfer

Mitigate

Avoid

Exploit

None

117.

A key stakeholder who was initially classified as low-interest, low-power has recently been promoted to a position of high authority, giving them high-power status. The project is already in the execution phase. What should the PM do NEXT?

Notify the sponsor of the change in authority and recommend a change in the project’s communication structure.

Continue to manage the stakeholder as a low-power individual, as defined in the initial Stakeholder Register.

Implement the new communication strategy immediately to keep the stakeholder satisfied.

Update the Stakeholder Register and Stakeholder Engagement Plan with the new classification and review the engagement strategy.

None

118.

The Project Manager is holding a meeting to define how project variances, such as cost and schedule deviations, will be managed. The team is deciding on the thresholds (e.g., ±10%) that will trigger management attention and change requests. This activity occurs during the development of the:

Project Management Plan

Performance Measurement Baseline

Risk Management Plan

Integrated Change Control Process

None

119.

During the project execution, a team member discovers a new, more efficient tool that could reduce the time required for a key activity by 30%. Implementing the new tool will require a small, unbudgeted expenditure for licensing. What is the BEST course of action for the Project Manager?

Reject the suggestion, as it requires an unbudgeted expenditure and risks destabilizing the current process.

Update the Risk Register with the new tool as a potential positive risk (opportunity) and perform qualitative risk analysis.

Use the management reserve to cover the licensing cost and instruct the team to implement the tool immediately.

Evaluate the financial and schedule benefits, and if positive, submit a Change Request to use the contingency reserve and update the baselines.

None

120.

In a predictive project, the Project Manager determines that two sequential tasks, A and B, could be done in parallel to save time, even though there is a risk of rework. This schedule compression technique is known as:

Resource Leveling

Crashing

Decomposition

Fast-Tracking

None

121.

A major project deliverable is complete and has been sent to the customer for formal acceptance. However, the customer has delayed testing and review for three weeks, impacting your planned project closure date. What is the BEST initial action for the PM?

Proceed with the final project closure documentation and assume the deliverable is accepted under constructive acceptance.

Submit a Change Request to formally move the project closure date, due to the external delay.

Review the Communications Management Plan and contact the responsible customer representative, reiterating the impact of the delay and the agreed-upon acceptance timeline.

Escalate the issue to the sponsor, requesting they intervene immediately to secure the customer’s attention.

None

122.

The Project Manager is managing an Agile project where the team is currently delivering high business value items first. During a stakeholder review, a low-value, mandatory compliance feature is brought up that must be included in the next release. Who is primarily responsible for integrating this requirement into the product roadmap and prioritizing it appropriately?

The Compliance Officer

The Development Team

The Project Manager (or Scrum Master)

The Product Owner (PO)

None

123.

A project team using an Agile approach is consistently meeting its Definition of Done (DoD) but is still facing external technical challenges that require significant research before implementation. What is the BEST way to address this need for dedicated research time within the Agile framework?

Assign the most complex research tasks to the Scrum Master to remove the impediment.

Increase the team’s sprint velocity commitment to absorb the research time.

Add research tasks as spikes (user stories) to the product backlog and prioritize them.

Remove all timeboxing constraints until the technical research is complete.

None

124.

The Project Manager is utilizing a weighted scoring model to select the best vendor based on criteria like technical ability, cost, and delivery schedule. Which process is the PM performing?

Plan Quality Management

Plan Procurement Management

Control Procurements

Conduct Procurements

None

125.

A new regulation is announced by a government body that directly impacts the technical requirements of your project's main deliverable. This occurs late in the executing phase. What is the FIRST step the Project Manager (PM) should take?

Update the Risk Register with the new regulation and develop a mitigation strategy immediately.

Call a meeting with the team and key stakeholders to assess the regulation’s impact on the project objectives.

Halt all work on the affected deliverable until the legal team provides a full interpretation of the new regulation.

Submit a formal Change Request (CR) to the Change Control Board (CCB) for approval to change the scope.

None

126.

In a Kanban system, the development team is routinely pulling more items than they can finish, leading to a bottleneck at the "Testing" column. What is the BEST way for the Project Manager (or team lead) to address this?

Increase the Work in Progress (WIP) limit for the “Testing” column to allow testers to process more work.

Coach the team to reduce the WIP limit for the preceding “Development” column.

Instruct the development team to help the testers to clear the backlog in the “Testing” column.

Add more testers to the team to handle the bottleneck.

None

127.

A project is executed using a fixed-price contract. The vendor submits an invoice that includes an unanticipated $5,000 charge for an essential change that was verbally agreed upon by a junior team member, without the PM's knowledge. What should the PM do?

Submit a Change Request to the CCB to approve the additional $5,000 cost.

Pay the invoice using the contingency reserve to maintain the relationship.

Reject the $5,000 charge, citing the rule that all changes to a fixed-price contract must be formally documented and approved.

Issue a formal warning to the junior team member for unauthorized commitment.

None

128.

The team has delivered the first minimum viable product (MVP) in an Agile project. The Product Owner (PO) receives feedback from early adopters indicating that a fundamental assumption about user behavior, upon which the MVP was based, is incorrect. What is the NEXT logical step in the Product Owner’s responsibility?

Instruct the development team to stop all current work and immediately begin re-developing the MVP.

Refine the product backlog, adjust the product vision, and potentially create a pivot strategy.

Immediately call a retrospective with the development team to assign blame for the faulty assumption.

Update the business case and the Project Charter to reflect the new findings.

None

129.

The Project Manager has identified a powerful stakeholder group that has shown no interest in the project. The PM's strategy is to increase their engagement by sending them only high-level, beneficial information to gain their future support. According to the Power/Interest Grid, how is this stakeholder being classified and managed?

High Power / Low Interest (Keep Satisfied)

High Power / High Interest (Manage Closely)

Low Power / Low Interest (Monitor)

Low Power / High Interest (Keep Informed)

None

130.

A mandatory organizational policy dictates that all project communication must be stored on an internal, secure server. This policy must be documented in the project management plan. This policy is an example of a(n):

Enterprise Environmental Factor (EEF)

Risk Management Plan component

Organizational Process Asset (OPA)

Project Constraint

None

131.

The sponsor informs the PM that a new organizational standard requires all projects to use a specific, certified vendor for cloud services. This vendor has much higher rates than the PM's planned vendor. What should the PM do FIRST?

Submit a Change Request to update the cost baseline and the Procurement Management Plan.

Update the Risk Register with the new high-cost vendor as a threat and develop a mitigation plan.

Immediately negotiate with the new mandatory vendor for a better rate.

Document the new vendor as a threat and request additional budget from the management reserve.

None

132.

The Project Manager has completed all project work and achieved the project objectives. The PM is now preparing the final project report, which summarizes the project's performance against its baselines and objectives. Which process is the PM performing?

Monitor and Control Project Work

Close Project or Phase

Direct and Manage Project Work

Validate Scope

None

133.

In a multi-phase project, the Project Manager completes the first phase and obtains formal acceptance of the phase's deliverables. The PM then uses the information gathered to define the scope and schedule for the next phase with greater detail. This is an example of:

Expert Judgment

Project Life Cycle Adaptation

Critical Chain Method

Progressive Elaboration

None

134.

The project sponsor has requested a major change to the scope that will add six weeks to the schedule. The Project Manager knows this change is critical to the project’s future viability. What is the BEST way to present this information to the Change Control Board (CCB)?

Present the change and notify the CCB that the sponsor has already approved the change, thus requiring a simple sign-off.

Present the cost, schedule, and resource impact, and present the benefits realized from the change.

Present only the schedule impact of six weeks and recommend approval.

Submit the Change Request with a contingency plan to mitigate the six-week delay.

None

135.

A functional manager has agreed to provide a specialist resource for 50% of their time over the next six months. The resource is crucial to the project. Which is the BEST tool or technique to ensure the resource's time is available when needed?

Resource Management Plan

Organizational Process Assets (OPAs)

Resource Calendars

Resource Breakdown Structure (RBS)

None

136.

The project is highly complex, and the Project Manager (PM) is concerned that a single point estimate for project duration is too optimistic. The PM asks the team to provide three estimates for each activity: optimistic, pessimistic, and most likely. Which estimating technique is the PM using?

Parametric Estimating

Bottom-Up Estimating

Analogous Estimating

Three-Point Estimating

None

137.

During a contract negotiation for a complex service, the Project Manager and the seller's representative cannot agree on the final price. The PM holds the position that the initial bid price must be met, while the seller insists on a 10% increase due to market changes. The PM uses the "Forcing" conflict resolution technique. What is the MOST LIKELY outcome?

The PM and seller explore market data to find an objective price.

The PM relies on their position of authority and mandates the initial bid price, likely damaging the relationship.

The PM accepts the 10% increase to maintain the long-term relationship.

A price is reached that is roughly halfway between the two initial positions.

None

138.

An Agile team completes a feature that requires user acceptance testing (UAT). The Product Owner (PO) is unable to get the business users to test the feature and provide feedback for two weeks, blocking the Definition of Done. What is the Scrum Master's primary responsibility in this situation?

Accept the deliverable as complete, assuming the lack of feedback means acceptance, and move on to the next item.

Report the delay to the project steering committee and request a formal mandate for the business users to participate.

Update the risk register with the delay and begin planning for the rework of the feature in the next iteration.

Work with the Product Owner to facilitate a meeting, remove the impediment (lack of user access/time), or find an alternative user for testing.

None

139.

A team member is experiencing friction with a functional manager over their commitment to project tasks. The functional manager believes the team member's time is better spent on operational work. The PM has documented authority over the team member for project work. What conflict resolution technique should the PM use initially?

Confronting/Problem Solving, by meeting with the functional manager and team member to review priorities and work out a plan.

Forcing, by reminding the functional manager of the PM’s documented authority.

Withdrawal, by allowing the team member to sort out their own priorities.

Compromise, by allowing the team member to spend half their time on operational work.

None

140.

A global project team is composed of members from three different cultural backgrounds. During the initial kick-off meeting, two team members from different regions have a misunderstanding about task responsibility due to differing interpretations of politeness in email communication. What Project Management document should the PM ensure is created and reinforced to prevent future issues?

The Resource Management Plan, assigning specific tasks and roles to all team members.

The Project Charter, which provides high-level project authority and goals.

The Team Charter (or Team Contract), establishing clear working agreements, values, and communication norms.

The Communication Management Plan, detailing preferred technology and reporting frequency.

None

141.

The Project Manager is holding a team meeting to discuss how to break down the Work Breakdown Structure (WBS) work packages into smaller, manageable schedule activities. Which tool or technique is the PM using?

Decomposition

Affinity Diagrams

Scope Baseline creation

Expert Judgment

None

142.

In a highly regulated industry project, the team uses an iterative development approach. The Project Manager observes that the team is spending significant time documenting and redesigning work that was already defined in the previous iteration due to confusion over the Definition of Done (DoD). What is the PM's BEST action?

Transition the project from an iterative approach to a strictly predictive one to enforce greater discipline.

Coach the Product Owner to accept incomplete deliverables to reduce documentation burden.

Work with the team to refine the Definition of Done to explicitly include all quality, documentation, and compliance requirements.

Implement a formal change control process for all work completed in prior iterations.

None

143.

A team is struggling with frequent interruptions from the Project Manager (PM), who is constantly asking for progress updates outside of the Daily Standup. This is disrupting the team’s flow and focus. What is the BEST solution for the PM to implement?

Inform the team that all communications must flow through the Scrum Master.

Revert to a predictive style where formal progress reports are only required weekly.

Mandate a strict 15-minute timebox for the Daily Standup to limit discussions.

Use a visual management tool like a Kanban board or task board to allow the PM to monitor progress asynchronously.

None

144.

During a project's execution, a team member informs the PM that they feel another team member is consistently undermining their work and spreading rumors. This conflict is damaging morale and productivity. What is the BEST initial action for the PM?

Remove the team member who is spreading rumors from the team immediately.

Meet with both team members together to use confronting/problem-solving to reach a resolution.

Meet privately with each team member to understand their perspective on the conflict.

Escalate the issue to the functional managers, requesting they discipline their respective staff.

None

145.

During the project execution, the PM notices that team morale is decreasing due to poor lighting and cramped workspace conditions. The PM has no authority or budget to change the physical office layout. What is the BEST course of action for the PM?

Ignore the issue, as the PM cannot change the physical workspace (an EEF).

Negotiate with the functional manager or facility management to find a simple, low-cost temporary solution.

Submit a Change Request to the CCB to get funding for a full office renovation.

Update the Risk Register with the potential threat of decreasing team productivity.

None

146.

You have just taken over a troubled project. You discover that a previous risk audit identified a concentration of risk in the project's requirements gathering phase. What should be your FIRST course of action?

Implement a mandatory weekly risk review meeting for the entire team.

Immediately initiate a new, detailed risk identification exercise for the entire project.

Escalate the issue to the sponsor, informing them that the project is at high risk of failure.

Review the existing risk responses and verify that the requirements team is following the risk plan for that phase.

None

147.

In an Agile environment, the Product Owner (PO) receives a major change request from the sponsor during the middle of a sprint. The change would render 50% of the current sprint's work useless. What should the PO do FIRST?

Reject the change until the current sprint is complete to protect the team’s commitment.

Cancel the current sprint and initiate an emergency sprint planning session based on the new priorities.

Consult with the development team to understand the impact and determine if the change can be incorporated without canceling the sprint.

Immediately halt the team’s work and inform the sponsor that the change must be submitted as a formal Change Request.

None

148.

A Project Manager is leading a highly distributed, virtual team across three continents. The team is experiencing delays because critical decisions are frequently being deferred due to timezone differences and reliance on email. What is the BEST strategy to improve decision-making efficiency?

Mandate that all team members adjust their working hours to overlap by a minimum of four hours.

Move all team meetings to a recorded video conferencing platform for later review.

Implement an asynchronous communication platform and clearly define delegated decision-making authority within the team charter.

Document all team decisions in a central repository and require daily sign-off by all functional managers.

None

149.

In a matrix organization, the Project Manager's primary difficulty is:

Managing conflicts with the sponsor over project funding.

Managing and balancing the competing demands of functional managers for shared resources.

Managing the Project Management Office (PMO) reporting requirements.

Ensuring compliance with Enterprise Environmental Factors (EEFs).

None

150.

The project sponsor informs the PM that the company's annual budget is frozen, and any cost overrun will result in a negative performance review for the PM. This constraint must be reflected in the project management plan. Which tool/document should the PM primarily update to reflect this severe financial restriction?

Enterprise Environmental Factors (EEFs)

Project Charter

Cost Baseline

Risk Management Plan

None

151.

The Project Manager is managing a project with a Budget at Completion (BAC) of $500,000. The current Estimate at Completion (EAC) is $550,000. What is the Variance at Completion (VAC) for the project?

$1,050,000

−$1,050,000

−$50,000

$50,000

None

152.

A key deliverable, with a Planned Value (PV) of $80,000, is 50% complete. The actual cost (AC) spent on the deliverable so far is $50,000. What is the Cost Variance (CV)?

−$10,000

$30,000

−$30,000

$10,000

None

153.

The Project Manager is utilizing the Expert Judgment technique to estimate the cost of a new deliverable. The cost experts provide an estimate of $25,000. The PM then increases this estimate by 15% to account for potential unforeseen issues. The added 15% is an example of what?

Contingency Reserve

Management Reserve

Cost of Quality (CoQ)

Cost Baseline

None

154.

A predictive project's Cost Performance Index (CPI) is 0.75, and the Schedule Performance Index (SPI) is 1.20. The Project Manager believes this cost inefficiency will not continue for the remaining work. What is the BEST formula for calculating the Estimate at Completion (EAC)?

EAC = AC + (BAC – EV) / (CPI * SPI)

EAC = BAC / CPI

EAC = AC + (BAC – EV)

EAC = AC + ETC (where ETC is a new, bottom-up estimate)

None

155.

A project is experiencing severe resource constraints. The critical path analysis reveals that crashing one activity will reduce the project duration by two weeks at a cost of $20,000. Fast-tracking the next activity will reduce the duration by one week at a cost of $5,000. The customer is willing to pay up to $25,000 for a three-week reduction. What should the PM recommend?

Crash the activity only, as it provides the greatest single time reduction.

Fast-track the activity only, saving $20,000 of the maximum payment.

Do not implement either option, as the budget is too restrictive.

Implement both crashing and fast-tracking to achieve the three-week reduction for $25,000.

None

156.

A mandatory government inspection is required before the project can transition to the final phase. The inspection team requests detailed reports and data not specified in the project's Communications Management Plan. What is the BEST action for the PM?

Negotiate with the inspection team to reduce the scope of the requested documentation.

Submit a Change Request to update the Communications Management Plan to include the government’s reporting requirements.

Inform the inspection team that the PM can only provide the reports outlined in the Communications Management Plan.

Immediately provide the requested reports and documentation, as it is a mandatory governmental requirement.

None

157.

The Project Manager is finalizing the project deliverables. The customer states that a minor feature, though working as required, is "not what they envisioned" and is rejecting the final deliverable. The Project Manager has confirmed the feature meets all documented requirements in the scope baseline. What should the PM do NEXT?

Reject the rejection and deliver the product under constructive acceptance.

Highlight the verified deliverable and the formal customer sign-off of the requirements to enforce acceptance.

Offer to modify the feature at the project’s expense to maintain customer goodwill.

Submit a formal Change Request to fix the feature to meet the customer’s new vision.

None

158.

During the execution phase, the Project Manager discovers that the planned testing environment is insufficient and will not provide reliable results. The current budget cannot support the purchase of a new, high-quality environment. What should the PM do FIRST?

Document the insufficient environment as a critical threat and develop a mitigation plan.

Submit a formal Change Request to the sponsor for additional funding for the new environment.

Immediately stop all testing until a suitable environment can be procured.

Perform a Root Cause Analysis (RCA) to determine why the initial planning failed.

None

159.

Two high-performing technical team members are in a recurring, aggressive dispute over the best technical approach for a critical project component. Their conflict is beginning to degrade team morale and slow progress. What conflict resolution technique is the BEST approach for the Project Manager to facilitate?

Smoothing/Accommodating, asking one team member to defer to the other to quickly end the dispute and focus on work.

Confronting/Problem Solving, facilitating a meeting where they can objectively discuss the technical merits of each approach.

Compromise/Reconciling, suggesting a middle-ground approach that partially satisfies both team members.

Withdrawal/Avoidance, allowing the team members to resolve the issue themselves, as they are both high-performing.

None

160.

In a matrix organization, a Project Manager finds that team members are constantly confused about their priorities, receiving conflicting instructions from their functional managers and the PM. What is the BEST way to resolve this conflict and clarify reporting relationships?

Update the Communications Management Plan to ensure all instructions flow through the PM.

Instruct the team to prioritize the PM’s direction over the functional manager’s direction at all times.

Refer to the Project Charter and the Resource Management Plan to re-establish the clear lines of authority.

Call a meeting with the functional managers and the team to use the forcing technique to establish the PM’s authority.

None

161.

A project is using a predictive approach. The Project Manager (PM) is analyzing the team's ability to maintain a consistent output of high-quality deliverables. Which two processes are MOST relevant to this analysis?

Collect Requirements and Define Scope

Direct and Manage Project Work and Control Cost

Manage Quality and Control Quality

Plan Quality Management and Control Scope

None

162.

You are managing a project using a predictive approach. A high-priority stakeholder requests a new functionality that was explicitly excluded from the scope statement. The scope baseline has been approved. What should the PM do?

Assess the impact on all baselines (schedule, cost, scope) and then implement the change.

Reject the request immediately and cite the approved Scope Statement as justification.

Inform the stakeholder that they must submit a formal Change Request and follow the Perform Integrated Change Control process.

Add the new functionality to the scope and update the Work Breakdown Structure (WBS) to ensure all work is captured.

None

163.

The Project Manager (PM) is halfway through a project when the Chief Financial Officer (CFO) informs the PM that organizational funding has been severely cut, requiring the PM to reduce the project scope to stay within the new budget. This is an example of:

Project Risk

Business Value Management

Enterprise Environmental Factor (EEF)

Organizational Process Asset (OPA)

None

164.

A team member completes a task and sends it to the Project Manager, stating that it is finished. The PM reviews the deliverable and realizes that it is missing several key requirements documented in the Scope Statement. Which tool or technique was most likely overlooked?

Resource Management Plan

Quality Assurance (QA)

Work Performance Data Analysis

Quality Control (QC)

None

165.

In a project utilizing a high-velocity Agile approach, the team is struggling with frequent rework due to miscommunication between the developers and the Product Owner (PO) regarding acceptance criteria. What is the BEST way to improve this collaboration?

Encourage the team and PO to use techniques like Co-location and Conversation (part of the 3 Cs) to clarify requirements face-to-face.

Increase the frequency of Daily Standups from 15 minutes to 30 minutes.

Introduce a formal document sign-off process for all user stories before development begins.

Implement a defect tracking system to formally measure and report the rate of rework.

None

166.

The Project Manager determines that two risks—a regulatory change and a key vendor bankruptcy—are statistically dependent. The team has calculated the total Expected Monetary Value (EMV) for both risks combined. Which risk analysis technique relies on this calculation?

Monte Carlo Analysis

Qualitative Risk Analysis

Quantitative Risk Analysis

Sensitivity Analysis

None

167.

A project is executing with an Estimate to Complete (ETC) of $50,000. The current Actual Cost (AC) is $20,000, and the Earned Value (EV) is $15,000. What is the project's Estimate at Completion (EAC)?

$85,000

$70,000

$65,000

$90,000

None

168.

The Project Manager is holding a meeting to determine the optimal way to use the limited time and budget to reduce the project duration. The team is reviewing cost-duration trade-offs for various activities. Which two schedule compression techniques are the team analyzing?

Critical Chain Method and Resource Leveling

Decomposition and Rolling Wave Planning

Mandatory Dependencies and External Dependencies

Crashing and Fast-Tracking

None

169.

In an adaptive (Agile) environment, the team estimates that they can complete 25 story points per sprint. After three sprints, they have completed 20, 25, and 30 story points respectively. The Product Owner (PO) insists on committing to 35 points for the next sprint because of pressure from stakeholders. What should the Project Manager (or Scrum Master) do?

Coach the Product Owner and the team to commit to a velocity based on the average of the last three sprints.

Tell the Product Owner that committing to 35 points violates the principle of sustainable pace and refuse to proceed.

Negotiate with the stakeholders to reduce the scope or release scope items in a later iteration.

Allow the team to commit to 35 points to manage stakeholder expectations and demonstrate commitment.

None

170.

The Project Manager receives a Work Performance Report showing that the Schedule Variance (SV) is −$10,000. The Cost Variance (CV) is $5,000. What is the MOST accurate conclusion?

The project is over budget but ahead of schedule.

The project is over budget and behind schedule.

The project is under budget but behind schedule.

The project is under budget and ahead of schedule.

None

171.

A predictive project is significantly delayed. The current Schedule Performance Index (SPI) is 0.80. The team identifies that the critical path is highly unstable due to poor estimates in the planning phase. What is the BEST corrective action for the Project Manager?

Issue a formal change request to extend the project schedule by 20% to match the SPI.

Implement a rolling wave planning technique for the rest of the project to progressively elaborate future work packages.

Crash or fast-track the current critical path activities to regain the schedule.

Increase the management reserve to account for the risk of missing the final deadline.

None

172.

During an Agile sprint, the development team reports that they have completed all committed stories two days early. What is the BEST course of action for the Project Manager (or Scrum Master)?

Assign the team to assist other project teams that are behind schedule.

Encourage the team to use the remaining time for activities like technical debt remediation, refactoring, or pulling in non-committed backlog items.

Ask the Product Owner to immediately pull the next highest priority stories from the backlog into the current sprint.

Declare the sprint finished and begin the next sprint early.

None

173.

A team member is continuously complaining about being overworked, which is affecting their morale and the team's atmosphere. The PM verifies the workload and confirms that the team member is indeed overloaded. What is the BEST initial action for the PM?

Immediately submit a Change Request to the CCB to extend the schedule to reduce overall team pressure.

Use the “smoothing” technique to calm the team member and ask them to tolerate the workload for a few more weeks.

Work with the functional manager to reassign some of the team member’s tasks to another resource.

Document the workload issue in the Lessons Learned Register for future projects.

None

174.

The Project Manager is holding a bidder conference with prospective sellers for a major component of the project. A seller asks a technical question that the PM believes gives the seller an unfair advantage. What should the PM do?

Answer the question, but notify the other bidders that the answer will be formally documented and distributed to all.

Refuse to answer the question, as it was not submitted in writing prior to the conference.

Note the question, stop the conference immediately, and individually contact each bidder with the answer later.

Immediately answer the question, but document the question and answer in the procurement file.

None

175.

The Quality Audit report for a predictive project indicates that the team is consistently failing to follow the documented quality standards, leading to a high rate of defects. What should the Project Manager do FIRST?

Conduct a statistical sampling of the defects to determine the exact number of non-conforming deliverables.

Issue a formal written warning to the team members responsible for the non-compliance.

Hold a meeting to perform a Root Cause Analysis (RCA) on why the team is failing to follow the standards.

Update the Quality Management Plan to simplify the standards, making them easier to follow.

None

176.

You are defining the scope for a new, highly innovative project. The requirements are expected to change frequently as the project progresses. Which approach to requirements management would be MOST appropriate?

Use a requirements traceability matrix to strictly link all current requirements back to the business case.

Utilize a rolling wave planning technique, defining only the high-level requirements upfront and deferring detailed requirements until immediately prior to execution.

Decompose the high-level scope into a detailed Work Breakdown Structure (WBS) with Control Accounts.

Insist on a signed, fixed set of requirements before execution begins to establish a clear scope baseline.

None

177.

A project is being executed in a country with a new, complex tax code that affects supplier contracts. The Project Manager, who is unfamiliar with the local tax laws, delegates the contract drafting to the procurement specialist. This is an example of which risk response strategy?

Mitigate

Transfer

Exploit

None

178.

The Project Manager has completed all project deliverables, obtained formal customer acceptance, and finished the final performance report. What is the NEXT essential step in the project life cycle?

Updating the lessons learned repository and organizational process assets.

Submitting the final deliverable to the change control board for sign-off.

Releasing the project team to their next assignments.

Transferring the final product to the operations group.

None

179.

Your project team has delivered a major component. The customer has formally reviewed the deliverable and signed the acceptance documentation. What is the NEXT process the Project Manager should perform with this accepted deliverable?

Close Project or Phase

Control Scope

Manage Quality

Conduct Procurements

None

180.

A project team using an Agile approach is consistently delivering a high-quality product increment. The Project Manager suggests moving from a two-week sprint cycle to a one-week sprint cycle. Which of the following is the most likely BENEFIT of this change?

Accelerated feedback loop and quicker realization of value.

Increased overall team velocity and reduced cost.

Higher team morale due to shorter working intervals.

Reduced need for daily stand-up meetings.

None

Excellent effort.
You have completed one of the more advanced practice exams. Review every question, even the ones you answered correctly. Refinement is key at this stage. Strengthen your logic, timing, and confidence. You are approaching exam-level mastery.

You cannot switch tabs while taking this quiz!

You are not allowed to switch tabs violation has been recorded.

you cannot minimize full screen mode!

You are not allowed to minimize full screen while taking this quiz, violation has been recorded.

Access denied! To begin the quiz, please grant this quiz access to your camera.

Time is Up!

Train the Way the Exam Thinks

Quick Links

Social

Legal