PMP Exam Preparation Mocktest With Formula

Activity A has a pessimistic (P) estimate of 36 days, a most likely (ML) estimate of 21 days, and an optimistic (O) estimate of 6 days. What is the probability that activity A will be completed in 16 to 26 days?

• 55.70 percent

• 68.26 percent

• 95.46 percent

• 99.73 percent

Your lead engineer estimates that a work package will most likely require 50 weeks to complete. It could be completed in 40 weeks if all goes well, but it could take 180 weeks in the worst case. What is the expected duration of the work package?

• 45 weeks

• 70 weeks

• 90 weeks

• 140 weeks

What is the float for Activity G?

• -2

• 0

• 1

• 4

If a project planner imposes a finish time of 14 on the project with no change in the start date or activity durations, what is the total float of Activity E?

• –1

• 0

• 2

• Cannot be determined

You are using earned value progress reporting for your current project in an effort to teach your software developers the benefits of earned value. You plan to display project results on the PMO dashboard so that the team knows how the project is progressing. Use the current status, listed below:

PV = $2,200

EV = $2,000

AC = $2,500

BAC = $10,000

According to earned value analysis, the SV and status of the project described above is—

• –$300; the project is ahead of schedule

• +$8,000; the project is on schedule

• +$200; the project is ahead of schedule

• –$200; the project is behind schedule

You are using earned value progress reporting for your current project in an effort to teach your software developers the benefits of earned value. You plan to display project results on the PMO dashboard so that the team knows how the project is progressing. Use the current status, listed below:

PV = $2,200

EV = $2,000

AC = $2,500

BAC = $10,000

What is the EAC for this project, and what does it represent?

• $12,500; the revised estimate for total project cost (based on performance thus far)

• $10,000; the revised estimate for total project cost (based on performance thus far)

• $12,500; the original project budget

• $10,000; the original project budget

If operations on a work package were estimated to cost $1,500 and finish today but, instead, have cost $1,350 and are only two-thirds complete, the cost variance is—

• $150

• –$150

• –$350

• –$500

Assume that your actual costs are $800; your planned value is $1,200; and your earned value is $1,000. Based on these data, what can be determined regarding your schedule variance?

• At +$200, the situation is favorable as physical progress is being accomplished ahead of your plan.

• At –$200, the physical progress is being accomplished at a slower rate than is planned, indicating an unfavorable situation.

• At +$400, the situation is favorable as physical progress is being accomplished at a lower cost than was forecasted.

• At –$200, you have a behind-schedule condition, and your critical path has slipped.

As the project manager, you have the option of proposing one of three systems to a client: a full-feature system that not only satisfies the minimum requirements but also offers numerous special functions (the “Mercedes”); a system that meets the client’s minimum requirements (the “Smart Car”); and a system that satisfies the minimum requirements plus has a few extra features (the “Toyota”). The on-time records and associated profits and losses are depicted on the below decision tree. What is the expected monetary value of the “Toyota” system?

• $9,900

• $44,000

• $45,000

• $48,000

Assume you are using probability and impact analysis. In the below example, if the odds of completing activities 1, 2, and 3 on time are 50 percent, 50 percent, and 50 percent, what are the chances of starting activity 4 on day 6?

• 10 percent

• 13 percent

• 40 percent

• 50 percent