Thursday, October 05, 2017

30 Free PMI-RMP Questions with Answers (Part - 2)

This is in continuation of previous post: 30 Free PMI-RMP Questions with Answers (Part - 1). The previous post, on RMP questions, was well received. Already, many have got the access to the questions. 

Just as a note: you can see the answers to the questions only when you have the access. For that you have to send a mail as noted below. For further explanation on why the selected answer is correct, you can refer the book - I Want To Be RMP

This post contains the final 15 questions. For first set of 15 questions, you can refer the earlier post.  

Question – 16: For your activities, you are finding that there can be many possible events which can create risks. And those events can also be product of several other events. Which distribution you would use?
(A) Triangular Distribution 
(B) LogNormal Distribution
(C) Normal Distribution 
(D) BetaPert Distribution

Question – 17: In a risk analysis for the activities of a project, following activities came with the criticality index as shown below in the Tornado diagram.
Figure drawn with Primavera Risk Analysis Software

Which activity (activities) has/have the least chance to be on the critical path?

(A) A1140, A1160
(B) A1160, A1030 
(C) A1140, A1160
(D) A1020, A1080

Question – 18: In the following decision tree, what is incorrectly put?

(A) On the paths from the decision node to a chance node, the monetary value should be put.
(B) On the paths from the chance node to a decision node, the monetary value should be put.
(C) On the paths from the decision node to a chance node, the probability value cannot be put.
(D) On the paths from the chance node to a decision node, the probability value cannot be put.

Question – 19: For a project manager to be successful in risk management, there are many responsibilities as well as activities to perform. Which one of the following is NOT one of them?
(A) Owning risk response actions.
(B) Developing the project risk management plan.
(C) Applying contingency funds. 
(D) Auditing risk responses for their effectiveness.

Question – 20: Your project is under execution for last 3 months. Some of your stakeholders are not very satisfied with the way risk management is happening. This input has also reached your sponsor. Your sponsor has asked you to do an audit for the risks in the project. You are aware that just two weeks before the audit has happened for the project. Now you want to find out the frequency needed for your audit. Which document or plan will give you such information?
(A) Risk Management Plan.
(B) Risk Register.  
(C) Risk Response Plan. 
(D) Stakeholder Register.

. . .
. . . 
. . .

Question – 28: You are looking at the Earned Value Analysis results for your current projects. You find out that the schedule performance index (SPI) is 0.8 and the cost performance index (CPI) is 0.67. You also found the estimate at completion (EAC) is going to be much more than the initial planned budget, i.e., Budget at completion (BAC). This can pose new risks for your project. You are into which process and using which technique? 
(A) Control risks; Variance analysis. 
(B) Control risks; Variance and trend analysis. 
(C) Control risks; Technical performance measurement. 
(D) Control risks; Reserve analysis.

Question – 29: For an activity in your schedule you are considering the extremes of uncertainty of the activity under consideration. Also, you believe, for this activity, the intermediate values have equal chances of occurring. What kind of probability distribution will be considered while doing a risk analysis?
(A) Beta distribution.
(B) Symmetric triangular distribution. 
(C) Asymmetric triangular distribution.
(D) Rectangular distribution.

Question – 30: Fallback plan is part of ___________________:
(A) Risk management plan.
(B) Project management plan.
(C) Risk register. 
(D) A separate plan.

The question set is available in the embedded PDF below. 

For all the questions and answers, subscribe to this blog (on top right corner of this blog) and send a mail, from your gmail id to

Friday, September 29, 2017

PMP Success Story: Systematic Study and Practice - Keys To PMP Success

By Sandeep Meloth, PMP

I have been practicing project management for more than 10 years, but was never serious about taking PMP certification. 

It was a chance encounter in my company’s external trainings list that prompted me to take up the PMP coaching workshop. 

PMP Coaching Experience
During the workshop, I was able to appreciate many concepts like for e.g. the Project Management Plan document which I had developed for many projects without knowing its importance. 

I wish I had taken up PMP certification few years ago to make project management an enjoyable experience.  Satya has a structured way of teaching and the end of the workshop, the 10 process areas and 47 Knowledge areas are registered in your mind.  His tips are tricks for certain topics and preparing for the exam are really helpful.

Own Preparation
After the workshop, I made a list of topics like Earned Value Management (EVM), change management, mathematical questions etc. that I need to understand better and made a deeper study of those topics. Other than I Want To Be A PMP book, initially I referred the Headfirst PMP book for getting an overall understanding of the topics and referred Rita Mulcahy’s PMP Exam Prep book which I found to be useful when it comes to detailed explanation of topics. Also, I made a copy of the questions at the end of each chapter from the reference books in one place so as to practice in the last month before the exam. I also found the questions in the form of crosswords to be a useful way of learning.

In the last one month before the exam, I practiced all the questions that I had gathered and also worked out few full-length mock exams. 

About the Book “I Want To Be A PMP”
Actually, my sole intention of purchasing this book was to the cover the newly added 2016 changes. However, I found many useful contents like explanations on mathematical questions, many videos etc. in the book. And the best part were the 3 full length practice exams that is provided as part of this book. 

By taking these 3 full length practice exams, you are equipped for the worst case and can be rest assured of clearing the exam in the first attempt.

Final Words
It is not enough to get PMP certified but practicing project management with a good judgement of the guiding principles of PMP and ethics can only make us a successful Project Manager. 

Brief Profile 
Sandeep Meloth is a Product Engineering Specialist in a leading MNC

Book available for PMP exam:
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Tuesday, September 26, 2017

PMP Protein: Critical Path Method – Basics

By Manas Das, PMP

Critical Path Method (CPM) is known as one of the key schedule network analysis techniques in “Develop Schedule” process of Time Management knowledge area, under planning process group. 

This analysis is applied on the schedule network diagram, which is created in “Sequence Activities” process – also in Time Management knowledge area and planning process group.

The simplified diagram with the only the key input and outputs, along with the CPM technique is shown below. 

What is Critical Path?
Let’s see the definition of critical path. 
“Critical path is the shortest possible duration within which the project will be completed or critical path is the longest path in the network.”

Above two lines defining critical path may look contradictory to you, but they are not! It means if the critical path is delayed, then the project’s end date will be pushed. Hence it is the shortest possible duration within which the project will be completed. The other aspect – longest possible path, informs us that if you delay on this path, of course the project duration will be elongated. 

It’s worth to understand that activities on a critical path are critical from schedule point of view only and not from functionality or complexity point of view. Project management practitioners, who are new to this concept, confuse on this. All activities on the critical path are known as critical activities. 

Again, the activities are critical, because if you delay any activity on critical path, the project end date will be pushed further. 

More the number of critical paths, more the risks to the project. Let’s check this scenario. Imagine you have a schedule network diagram with multiple critical paths. As it has many critical paths, you can say that there are multiple ways in which the schedule can be delayed. Hence, more risks. 

Let’s take an example to understand more on it. Below, a simple network diagram is shown with various activities. The duration of the activities is in days, e.g., Activity A is of 5 days duration.

There are 3 different ways to complete the tasks which will take different time to complete as below.
Path -1: Start – A -  B – D – F – End = 16 days
Path-2: Start – A – B – E – F – End = 15 days
Path-3: Start – A – C – E – F - End =11 days

But Critical path is Start – A – B – D – F - End being the longest path which takes 16 days to be completed.

Second Definition of Critical Path 
There is another definition of critical path as well, which you can see while using project-portfolio management tools such as Microsoft Project or Oracle Primavera. It goes as follows. 

“Critical path is the network path in which the total float of activities can be less than or equal to zero.”

Total Float and Free Float
To understand the second definition of critical path, first it requires to understand what total float and free float.

There are two types of floats.
  • Total Float (TF): By how much time you can delay the task (or activity) so that it does not delay the project finish date or violate schedule constraint. It can be noted as TF.
  • Free Float (FF): By how much time you can delay the task (or activity) so that it does not delay the subsequent task(s) or the successor task(s). It can be noted as FF.

For critical tasks, Total Float can be “0” or can be “Negative”. Critical tasks will have Free Float as “0”. To understand it with an example, you can refer this post:

Primavera P6 - Critical Path is Not Always The Longest Path

Taking one of the figures from the above article, we have two critical paths shown, which are highlighted in read in the graphical side of the Schedule Layout.

 Critical Path 1: Start – Activity A – Activity B = 5 days 
Critical Path 2: Start – Activity E – Activity – Finish = 8 days

As you can see Activity A is not on the longest path (the path is only of 5 days duration), but still it is highlighted as a critical activity. Because this activity has negative total float of value “-1 day”. Of course, the other two activities – Activity E and F are critical activities, because their TF values are zeroes. 

1. “ Critical Path Method” from PMBOK Guide 5th Edition.
2. “6.7.2 Critical Path Method (CPM)” from Book - I Want To Be A PMP by Satya Narayan Dash.

In my next article, we will explore few advanced concepts on CPM. 
To be continued . . . 

Brief Profile: Manas Das, Project Manager Infosys Technologies
Manas Das has 12+ years of work experience and is playing a Project Manager role for retail portfolios in NA geography for Enterprise Application Services.