Understanding 15 PMI® Question Types

Presented By:

Adekunle Philips AdeniyiPMI (PMP, RMP, SP, ACP, PBA) MCTS

Principal Consultant, Project Taskmodes Ltd.

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If you know the enemy and know yourself,

you need not fear the result of a hundred battles.

If you know yourself but not the enemy,

for every victory gained you will also suffer a defeat.

If you know neither the enemy nor yourself,

you will succumb in every battle.-Sun Tzu

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Welcome• About Me….

• PMI Examination Overview

• The 15 Question Types & Tips to Answer Them

• Questions

• 15 Deadly Mistakes to Avoid

• Next Step

• Acknowledgements

• Thank You

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PMI Examination Overview

• PMBOK Guide • PMP Exam Content Outline

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PMI Examination Overview• PMP Exam Content Outline• PMP Exam Change

PMBOK Guide, 4th Edition Released

Dec 2008 Content Outline Updated

Based on RDS 2009-10

Aug 2011Aug 2009

Aug 2011

PMBOK Guide, 5th Edition Released

Dec 2012

Aug 2013

Content Outline Updated

Based on RDS 2014

Jun 2015

Jan 2016

PMBOK Guide, 6th Edition*To be Released

Dec 2017

Aug 2018*

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• PMBOK Guide

The Question Types & Tips to Answer Them1. Questions that are ITTO based

2. Questions that are Definitions based

3. Questions that are Situational

4. Questions that are excessively wordy

5. Questions that are formula based

6. Questions that are interpretational

7. Questions requiring a specific technique

8. Questions with two or more right answers

9. Questions with extraneous information

10. Questions using made-up terms

11. Questions where understanding is important

12. Questions with a new approach to a known topic

13. Questions with more than one item in each option

14. Questions that are knowledge based on PMBOK Guide

15. Questions on professional ethics and social responsibility

16. Negative Questions*

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1. Questions that are ITTO based

This type of Question will test your understanding of the Input, Tools & Techniques and Output of any of the 47 Known Processes in the PMBOK® Fifth Edition

Example:

Accepted deliverables are an input to the Close Project or Phase process. These deliverables would have been accepted through which of the following processes?

A. Validate Scope

B. Control Quality

C. Control Scope

D. Perform Quality Assurance

The Correct Answer is A

Accepted Deliverables are “Output” or deliverables that

have been accepted through the “Validate Scope”

process.

Reference:

PMBOK 5th edition, Section 4.6.1 Close Project or

Phase, Inputs, and 5.5.3 Validate Scope: Outputs,

page 101 and 135.

Knowledge Area(s): Project Integration/Scope/Quality

Management.

Domain V: Closing.

Task 1: Obtain final acceptance of the project

deliverables from relevant stakeholders in order to

confirm that project scope and deliverables were

achieved.

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2. Questions that are Definitions based These are the simplest questions that you will see on your PMP certification exam; by just focusing on the project management definitions, acronyms and glossary of terms.

Example:In Quality Management, A checklist is:

A. An ordered listing of quality items that must be verified before the quality control step is completed

B. An inspection list that is used when no evidence exists that the quality level of the product being submitted is better or worse than the specified quality level

C. A technical list of measured variables or counted data for decision making in a quality process review

D. A structured tool used to verify that a set of required steps has been performed

The Correct Option is D

A checklist is a structured tool, usually component-

specific, used to verify that a set of required steps

has been performed.

Reference:

PMBOK 5th edition, Section 8.1.3 Plan Quality

Management: Outputs, Quality Checklists,

Page 242.

Knowledge Area: Project Quality Management.

Domain II: Planning.

Task 8: Develop the quality management plan and

define the quality standards for the project and

its products, based on the project scope, risks,

and requirements, in order to prevent the

occurrence of defects and control the cost of

quality.

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2. Questions that are Definitions based (b)

These are the simplest questions that you will see on your PMP certification exam; by just focusing on the project management definitions, acronyms and glossary of terms, however the definition can be reversed…

Example 2:

Doing activities in parallel that would normally be done sequentially in order to achieve project objectives or to deal with resource allocation problems is called:

A. Crashing

B. Accelerating

C. Fast Tracking

D. Objectives management

The Correct Option is C,

Fast Tracking. Fast tracking is defined as A specific

project schedule compression technique that changes

network logic to overlap phases (or activities) that

would normally be done in sequence.

Reference:

PMBOK 5th edition, Section 6.6.2 Develop Schedule:

Tools and Techniques-Schedule Compression, Page

181.

Knowledge Area(s): Project Time Management.

Domain II: Planning.

Task 4: Develop the project schedule based on the

approved project deliverables and milestones,

scope, and resource management plans in order to

manage timely completion of the project.

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3. Questions that are Situational

Situational questions is critical to passing this exam. Such questions require you to integrate your real-world experience and your knowledge of the exam concepts.

Example:

You receive notification that a major item you are purchasing for a project will be delayed.

What is the BEST thing to do?

A. Re-plan your project to accommodate this delay.

B. Notify your boss.

C. Let the customer know about it, and talk over options.

D. Meet with the team, and identify alternatives.

The Best option is D

As Project Managers, real world challenges encourages

you to make smart decisions and show your

Leadership skills. In this scenario, you should first

consult your team for options.

Option A is wrong because you need to carry your

team along as some may be impacted by the issue

Option B is wrong because most likely your boss will

also seek recommendations from you and your team

Option C is wrong and should be the last option to

implement when other options have failed

Reference: Project Management Professional (PMP)®

Examination Content Outline© June 2015, Page 11.

Cross-Cutting Knowledge and Skills: Decision making,

Leadership tools, techniques, and skills

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4. Questions that are excessively wordyInstead of saying, "The team is not reporting properly," the exam could say, "The team has lost sight of the communications management plan“. Answer such questions by extracting the core information, then translate the wordy phrasing.

Example:You are managing a bridge restoration project and in the process of estimating the duration for a primary activity. After consulting with several industry specific Subject Matter Experts (SME), they have provided a range of estimates:

• If all goes to plan, it can be completed in eight weeks.

• From experience, it will be completed in twelve weeks.

• Historically, inclement weather and difficulties sourcing materials may cause the activity to take twenty weeks.

What is the standard deviation for the activity?

A. 6 weeks

B. 10 weeks

C. 2 weeks

D. 4 weeks

Option C is correct. It is two weeks.

Explanation: The SMEs are actually providing optimistic, most likely, and pessimistic estimates. We need to use the Standard Deviation (SD) formula derived from PERT (Project Evaluation Review Technique) method.

SD = (Pessimistic – Optimistic) / 6

= (20-8) / 6

= 2 weeks.

Reference:

PMBOK® Guide Fifth Edition, Section 6.5.2 Estimate Activity Durations: Tools and Techniques, Page. 170-171.

Knowledge Area: Project Time Management

Domain II: Planning, Task 4.

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5. Questions that are formula basedFormula based questions are more than just ‘solving for the median’ or calculating earned value. There are around 49 PMP exam formulas that you must know backwards and forwards in order to pass the PMP Exam. Understanding them thoroughly down to the importance of each element will give you the decision making criteria to include or exclude the values in the PMP exam question.

Example:You are using Earned Value Analysis to assess the health of your project. The schedule is planned to last for 550 staff days. The project is around 70 percent complete and the Schedule Performance Index (SPI) = 0.88.

Calculate the Earned Value (EV) for the project (round answer to closest staff day).

A. EV = 339 staff days

B. EV = 484 staff days

C. EV = 338 staff days

D. EV = 385 staff days

Option A is correct. EV = 339 staff days.

Explanation: The project plans to have 385 staff days completed (PV) at the 70 percent completed stage (0.7 * 550).

The Schedule Performance Index (SPI) = 0.88.

Therefore, SPI = EV / PV,

rearrange to produce EV = SPI * PV

= 0.88 * 385

= 338.8 (339) staff days.

Reference:

PMBOK® Guide—Fifth Edition, Section, 6.7.2 Control Schedule: Tools and Techniques, Page. 189 and 217-219.

Knowledge Area: Project Time Management

Domain IV: Monitoring & Control, Knowledge and Skills: Performance measurement and tracking techniques (e.g., EV, CPM, PERT, Trend Analysis).

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6. Questions that are interpretationalInterpretational questions test your ability to deduce a situation or condition from the description of a status or problem. For example: “If your project has an SPI and a CPI both greater than 1, how well is your project performing?” To solve this, you will need to know how SPI and CPI relate to the project’s performance.

Example:You are using Earned Value Analysis to assess the health of your project. The schedule is planned to last for four hundred staff days. The project is around 70 percent complete, and the Schedule Variance (SV) is -2. The Schedule Performance Index (SPI) is 0.97. How would you describe the health of your project?

A. The schedule is slightly ahead of plan.

B. The schedule is slightly behind plan but in no imminent danger.

C. The schedule is behind plan and requires immediate emergency corrective action.

D. The budget is slightly behind plan but in no imminent danger.

Option B is correct. The schedule is slightly behind plan but in no imminent danger.

Explanation: Schedule Variance (SV) is indicating that the project is only two staff-days behind, and the project is 70 percent complete. This time lapse can be easily made up. The Schedule Performance Index (SPI) is measuring at 0.97. If there are eight hours in a staff day, 0.97 indicates that 7.76 hours (0.97 * 8) of work is being completed for every eight hours.

Remember, if SPI is <1, then the schedule performance is behind.

Option D is wrong because the question is about schedule, not cost

Reference:

PMBOK® Guide—Fifth Edition, Section 6.7.2 Control Schedule: Tools and Techniques page. 189.

Knowledge Area: Project Time Management

Domain IV: Monitoring & Control. Task 1

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7. Questions requiring a specific techniqueSpecific Technique questions will provide a snap shot of a situation, like a network diagram, and ask you to provide an element that’s inherent in that diagram such as forward pass, backward pass, floats or critical path.

Example:From the figure shown….

what is the planned duration of the critical path?

Assume the durations are in days.

A. 43 days

B. 24 days

C. 22 days

D. 18 days

Option B is correct. Perform a forward pass using the critical path method.Reference:PMBOK® Guide—Fifth Edition, Section, 6.6.2 Develop Schedule: Tools and Techniques, Page. 177 Knowledge Area: Project Time ManagementDomain II: Planning, Task 4.

Start End5

A

7

C

3

B

10

G

8

D8

F

2

E

1 5

6 8

9 16

17 24

13 14

6 12 13 22

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8. Questions with two or more right answersQuestions that appear to have two, three, or even four right answers are a major complaint from many test takers. Many questions will list several choices that could reasonably be done, or that less-experienced or less-qualified project managers would be likely to choose.

Example:You have just started leading a World bank health care development project in an developing country in which it is customary to offer lunch when a project is initiated. Although, your team members are willing to accept the offer, you decide to refuse the offer since you are well-aware that the PMI's code of ethics and professional conduct does not allow to take gifts. Which of the following statements are TRUE considering your decision?

A. Your decision is wrong because you should obey the norms and customs of others as long as you do not favor them

B. Your decision is correct because you are engaging yourself in unethical behavior by accepting the lunch

C. Your decision is correct because you are following the PMI's code of ethics and professional conduct

D. Your decision is wrong because conduct rules only apply to local projects not international projects

The correct answer is A –

Although the PMI code of ethics and professional conduct does not allow gift taking, project managers should obey the norms and customs of others as long as they do not show favoritism based on the norms. Therefore, “Your decision is wrong because you should obey the norms and customs of others as long as you do not favor them” is the correct answer. The PMI code of conduct applies to both the local and international projects.

Reference:

PMI code of Ethics and Professional responsibility, Page 2 & 3 Prof. Responsibility

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9. Questions with extraneous informationIt is very important to realize that not all information included in a question will be relevant. For example, the numbers in the following question are extraneous data.

Example:"Your company is a major manufacturer of doors, and has received numerous awards for quality. As the head of the manufacturing department, you have 230 people reporting to you on 23 different projects. Experience shows that each time you double the production of doors, unit costs decrease by 10 percent.

Based on this, the company determines that production of 3,000 doors should cost $21,000.

This case illustrates...“

A. Learning cycle.

B. Law of diminishing returns.

C. 80/20 rule.

D. Parametric cost estimating.

The correct answer is D,

Parametric estimating uses a statistical relationship between relevant historical data and other variables (e.g., square footage in construction) to calculate a cost estimate for project work.

Reference:

PMBOK® Guide—Fifth Edition, 7.2.2 Estimate Costs: Tools and Techniques page. 205.

Knowledge Area: Project Cost Management

Domain II: Planning.

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10.Questions using made-up terms Many people taking the exam expect that all the terms used as choices should mean something. They do not! There are often made-up terms on the exam. Perhaps the question writer needed another choice, or perhaps the made-up terms are added to trick test takers. If you consider yourself well trained and see a term you do not know on the exam, chances are it is not the right answer.

Example:The ongoing definition of a project as more information becomes available to the team is called:

A. Scope validation.

B. Strategic planning.

C. Progressive elaboration.

D. Quantitative elaboration.

The correct answer is C,

In this question, "quantitative elaboration" (choice D) is not a real project management term. If you can easily eliminate this, you narrow your chance of getting to the right answer.

Reference:

PMBOK® Guide -Fifth Edition, Section 3.4 Planning Process Group Page 66

Knowledge Area: Project Management Process

Domain II: Planning.

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11. Where understanding is important Sometimes you are exposed to some questions in the real exam the you do not have a clue from which Domain or Knowledge area you are in.

Example:

The process of decomposing deliverables into smaller, more manageable components is complete when:

A. Project justification has been established.

B. Change requests have occurred.

C. Cost estimates can be developed for each work element.

D. Each work element is found in the WBS dictionary.

The correct answer is C,

In order to answer this question, you must understand the terms, as well as the concept of decomposition and what value this technique has in the project management process.

Memorization is not enough!

Decomposition

Decomposition is a technique used for dividing and

subdividing the project scope and project deliverables

into smaller, more manageable parts. The work

package is the work defined at the lowest level of the

WBS for which cost and duration can be estimated

and managed.Reference:

PMBOK® Guide—Fifth Edition, Section 5.4.2 Create WBS: Tools and Techniques

Knowledge Area: Project Scope Management

Domain II: Planning.

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12. A new approach to a known topicThere will be many instances where you understand the topic, but have never thought about it in the way the question describes.

Example:

In a matrix organization, information dissemination is MOST likely to be effective when:

A. Information flows both horizontally and vertically.

B. The communication flows are kept simple.

C. There is an inherent logic in the type of matrix chosen.

D. Project managers and functional managers socialize.

The correct answer is A,

Many people know what a matrix organization is but have not taken the time to consider how this organizational structure affects the directions in which communication and information is shared..

Reference:

PMBOK® Guide—Fifth Edition, Section 2.1.3 Organizational Structures Page 31

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13.….more than one item in each optionLet us look at the following examples, the options may be complimentary, contradictory or an ideal structured steps…

Example:

The seller on the project has presented the project manager with a formal notification that the seller has been damaged by the buyers activities. The seller claims that the buyers slow response to requested approvals has delayed the project and has caused the seller unexpected expense. The FIRST things the project manager should do are:

A. Collect all relevant data, send the data to the company attorney, and consult with the attorney about legal actions.

B. Review the contract for specific agreed-upon terms that relate to the issue, see if there is a clear response, and consult an attorney if needed.

C. Review the procurement statement of work for requirements, send a receipt of claim response, and meet to resolve the issue without resorting to legal action if possible.

D. Hold a meeting with the team to review why the acceptances have been late, make a list of the specific reasons, and correct those reasons.

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13.….more than one item in each option (b)

Example:

When managing a project, which of the following is the BEST order to deal with problems that arise?

A. Go to the team, go to management, go to resource managers.

B. Go to resource managers, go to management, go to the customer.

C. Handle it yourself, go to the customer, go to management.

D. Resolve problems with resources you control, go to resource managers, go to the customer.

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The Correct Option is D,

In this case, you need to look at each choice independently to see if the process listed is correct.

14.…knowledge based on PMBOK® Guide PMBOK Guide Knowledge questions test your familiarity of specific areas, such as “Which of these processes are not part of the Initiating Process Group?” or What to do in a particular situation and understanding your or organizational exposures

Example:

In a multi-phase project, the procurement team decided to close the procurements applicable to a particular phase of the project. What happens to unresolved claims?

A. Unresolved claims are usually resolved at the end of all phases of the project.

B. Unresolved claims are also closed when the procurements for that phase are closed.

C. Unresolved claims remain open for a period of 1 year from closure of procurements.

D. Unresolved claims may still be subject to litigation after closure.

The Correct Option is D,

In multi-phase projects, although the procurements for a particular phase may have been closed, the unresolved claims are still subject to litigation after closure.

Reference:

PMBOK 5th edition, Section 12.4 Close Procurements, Page 387

Knowledge Area: Project Procurement Management

Domain V: Closing

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15.…professional ethics and social responsibilitySince are you going to be a PMI Certified PMP, PMI expects you to follow a certain code of ethics and professional conduct in your behavior.As per PMI, “As practitioners of project management, we are committed to doing what is right and honorable. We set high standards for ourselves and we aspire to meet these standards in all aspects of our lives- at work, at home, and in service to our profession.”

Example:

You overlooked a high-level risk in an insurance project and failed to document it in the project charter. If the risk shows up during the planning phase, what should be your response as a project manager?

A. Take the responsibility and evaluate the impact

B. Call a customer meeting to inform them that risk has occurred

C. Escalate to the sponsor for advice

D. Develop the risk response plan and communicate to the team

According to the PMI code of ethics and professional conduct, project managers must take the ownership of the decisions they make or fail to make. Thus, you should take the responsibility and evaluate the impact first.

Reference:

PMI code of Ethics and Professional responsibility, Page 2. Professional Responsibility

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Negative QuestionsFinally, you should be extremely cautious of Negative Questions,

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16. Negative Question

Example:

All of the following are Statistical Sampling Method, Except.

A. Systematic Sampling

B. Variance Estimation

C. Stratified Sampling

D. Convenience Sampling

The correct Answer is B,

Choice A, C and D are valid examples of Statistical Sampling.

Explanation;

Variance Estimation is an EMV Technique and not a Statistical Sampling Method.

Reference:

PMBOK 5th edition, 8.3.2 Control Quality: Tools and Techniques, Page 252.

Knowledge Area: Project Quality Management

Domain IV: Monitoring and Controlling, Task 3

Knowledge and Skills: Quality measurement tools (e.g., statistical sampling, control charts, flowcharting, inspection, assessment)

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15 Costly Mistakes to Avoid27

1. Not preparing for the examination2. Thinking that “Your Way” and “PMI Way” are the same.3. Using your Project Management Experience as a guideline4. Using whatever materials that are available to sturdy5. Reading the outdated PMBOK Guide & Exam Content Outline6. Not finding the right PMI® course7. Taking the test before you’re ready8. Not having a test partner(s) or buddies9. Putting off the test too long and forgetting what you have learned

10. Trying to go for the wrong certification11. Not pacing yourself during the examination12. Not taking breaks during the test13. Using Outdated test questions to practice14. Not being exposed to enough test questions15. Not visiting the test center prior to the examination date

Next Steps28

Taskmodes 2017 Training Sessions*Days PDU Jan Feb Mar Apr May Jun

PMI-PMP 4 35 21, 22, 28, 29 22, 23, 29, 30

PMI-ACP 3 21 21, 22, 28 20, 21, 27

PMI-RMP 3 30 18, 19, 25 17, 18, 24

PMI-SP 3 30 15, 19, 25

PMI-PBA 3 35 22, 23, 29, 30

Days PDU Jul Aug Sep Oct Nov Dec

PMI-PMP 4 35 19, 20, 26, 27 9, 10, 16, 17

PMI-ACP 3 21 23, 24, 30

PMI-RMP 3 30 21, 22, 28

PMI-SP 3 30 22, 23, 29 18, 19, 25

PMI-PBA 3 35 19, 20, 26, 27 9, 10, 16, 17

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Acknowledgements1. Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition © 2013 PMI®2. Project Management Professional (PMP)® Examination Content Outline © June 2015 PMI®3. PMI® Code of Ethics and Professional Conduct © 2006 PMI®4. Accelerated Learning to Pass PMI® PMP Exam 8th Edition, © 2013 By Rita Mulcahy, PMP, et. al5. PMP Exam Prep: Questions, Answers & Explanations, © 2013 Edition by Christopher Scordo6. A Roadmap to Cracking the PMP® Exam © Copyright 2013 Stuart Brunt, PMP, PgMP, PMI-RMP7. Project Management Tasks, Knowledge and Skills, PM Essentials & Exam Prep by Q'Vive8. How to get every Network Diagram question right on the PMP® Exam © 2015 by Aileen Ellis9. PMP® Exam Simplified: Updated for 2016 Exam © January 2016 © January 2016

10. PMP Certification Math Practice: by Rod C.11. PMP® EXAM PREP - Over 400+ Qs that are the REAL DEAL!: © 2014 by Alexander McDuffie12. PMP Exam Preparation. 600 Questions with Explanations, 2nd Edition by Daud Nasir13. Memorize PMP Exam Formulas Using Cartoons by Jennifer Nelson14. Practice and Pass the PMP Exam: The 2000 Questions (Annotated) by FJ Russo15. Crack the New (2016) PMP® Exam in 4 Weeks: by Shiv Shenoy16. PMP® Certification Mathematics, © 2010 by Vidya Subramanian & Ravi Ramachandran, 17. PMP Question Bank, 400 PMP Exam Sample Questions © 2015 by M Fahad Usmani18. PMP® Examination Practice Qs for the PMBOK® Guide, 5th edition. © 2013 by Sean Whitaker19. Http://www.wikipedia.com20. Http://www.gettyimages.com21. Http://www.chessbaron.co.uk

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