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1. 1. A newly formed project team is three weeks in and progress is slow. Two members have been working on the same deliverable without knowing it, and nobody is sure who signs off on anything. What should the project manager do first?

   • A. Ask the sponsor to replace the two members who duplicated work
   • B. Work with the team to agree roles, responsibilities and decision rights, and write them down where everyone can see them
   • C. Add a buffer to the schedule to absorb the lost time
   • D. Wait one more iteration to see whether the team sorts itself out
   Antwort und Erklärung zeigen

   Antwort: B. Work with the team to agree roles, responsibilities and decision rights, and write them down where everyone can see them

   Duplicated work and unclear sign off are symptoms of undefined roles, not of bad people, so replacing anyone fixes nothing. A new team is still forming, and the project manager's job at that point is to make ownership explicit and visible. Adjusting the schedule treats the symptom and leaves the cause in place.

2. 2. Two senior engineers disagree openly about a technical approach, and the argument is now slowing the whole team. Which conflict approach generally produces the most durable result?

   • A. Smoothing, by emphasizing what they agree on and moving past the difference
   • B. Withdrawing, by postponing the discussion until tempers cool
   • C. Forcing, by deciding for them so the team can move
   • D. Collaborating, by working through both positions to a solution each can support
   Antwort und Erklärung zeigen

   Antwort: D. Collaborating, by working through both positions to a solution each can support

   Collaborating, sometimes called problem solving, is the only approach that deals with the substance of the disagreement, so it tends to hold. The others have their moments. Withdrawing is reasonable when emotions are too high to talk, and forcing is reasonable when safety or a hard deadline leaves no time. Smoothing buries the issue, and buried technical disagreements usually resurface later at a worse moment.

3. 3. Complete the sentence.

   In a schedule network, the critical path is the _____ path from start to finish, and the activities on it have _____ of zero.

   Optionen für Lücke 1: shortest, longest, most heavily resourced, most expensive

   Optionen für Lücke 2: cost variance, lead time, total float, reserve

   Antwort und Erklärung zeigen

   Antwort: longest, total float

   The critical path is the longest path through the network because it sets the shortest possible duration for the whole project. Activities on it have no total float, so a one day slip on any of them slips the finish date by a day unless you compress the schedule. A project can have more than one critical path, and float can go negative when a date is imposed that the network cannot meet.

4. 4. Halfway through delivery, a department head who was never consulted tells the project manager that the solution will not work for her team. What should the project manager do first?

   • A. Explain that requirements are baselined and the project cannot change now
   • B. Ask the sponsor to overrule her so the schedule holds
   • C. Meet with her to understand her needs and her influence, then update the stakeholder register and the engagement approach
   • D. Add everything she asks for to the next release so she stops objecting
   Antwort und Erklärung zeigen

   Antwort: C. Meet with her to understand her needs and her influence, then update the stakeholder register and the engagement approach

   A stakeholder surfacing this late means the identification and analysis work was incomplete, and the fix is to do it properly rather than to argue about the baseline. Understanding her needs first is what tells you whether this is a real requirement gap, a communication gap or a preference. Whatever comes out of that conversation still goes through change control before it touches the scope.

5. 5. On a predictive project, which of the following make up the scope baseline?

   Wähl alles aus, was zutrifft.

   • A. The project schedule
   • B. The project scope statement
   • C. The work breakdown structure
   • D. The WBS dictionary
   • E. The risk register
   Antwort und Erklärung zeigen

   Antwort: B. The project scope statement, C. The work breakdown structure, D. The WBS dictionary

   The scope baseline is the approved scope statement, the work breakdown structure and the WBS dictionary taken together, and it changes only through formal change control. The schedule and the cost figures are their own baselines. The risk register is a project document that gets updated constantly, so it is never part of a baseline.

6. 6. During a status meeting on a predictive project, the customer asks for one extra feature. The team says it is about two days of work. What should the project manager do?

   • A. Record it as a change request so its impact on scope, schedule, cost, quality and risk is assessed and the right people decide
   • B. Approve it on the spot, since two days fits inside the contingency reserve
   • C. Refuse it, because the scope baseline is approved and cannot be changed
   • D. Ask the team to absorb it quietly and keep the reporting unchanged
   Antwort und Erklärung zeigen

   Antwort: A. Record it as a change request so its impact on scope, schedule, cost, quality and risk is assessed and the right people decide

   Size is not what decides this. Any change to an approved baseline goes through the documented change control process so the impact is assessed and the decision is made by whoever holds that authority, often a change control board. Refusing outright is just as wrong as approving outright, because the process exists to answer the question, not to block it. Absorbing work silently destroys the integrity of the baseline and of your reporting.

7. 7. A project depends on a single supplier with a history of late delivery. The team qualifies a second supplier and moves part of the volume to it. Which risk response strategy is this?

   • A. Accept
   • B. Mitigate
   • C. Avoid
   • D. Escalate
   Antwort und Erklärung zeigen

   Antwort: B. Mitigate

   Mitigating means acting to reduce the probability or the impact of a threat without removing it, and dual sourcing does exactly that, since a late shipment now hurts less. Avoiding would mean changing the plan so the threat cannot occur at all, for example by designing the supplier's component out. Accepting means doing nothing beyond acknowledging the threat, and escalating means handing it to someone outside the project because it sits above your authority.

8. 8. Complete the sentence.

   A project has a budget at completion of $200,000. At the checkpoint it is 40 percent complete, $100,000 has been spent, and the planned value is $90,000. The earned value is _____, and the schedule performance index is about _____.

   Optionen für Lücke 1: $80,000, $90,000, $100,000, $120,000

   Optionen für Lücke 2: 0.80, 0.89, 1.11, 1.25

   Antwort und Erklärung zeigen

   Antwort: $80,000, 0.89

   Earned value is the share of the work actually finished valued at the budget, so 40 percent of $200,000 is $80,000. Schedule performance index is earned value divided by planned value, which is 80,000 over 90,000, or about 0.89, meaning the project is running behind plan. Cost performance index is earned value divided by actual cost, 80,000 over 100,000, or 0.80, so this project is over budget as well as late.

9. 9. Which statement best describes the difference between quality assurance and quality control?

   • A. Assurance is done by the customer and control is done by the team
   • B. They are two names for the same set of inspection activities
   • C. Assurance is inspecting finished deliverables and control is improving the process
   • D. Assurance is about the processes used to produce the work, and control is about checking the results against the requirements
   Antwort und Erklärung zeigen

   Antwort: D. Assurance is about the processes used to produce the work, and control is about checking the results against the requirements

   Assurance looks at the way work is being done and asks whether the process will reliably produce what was asked for, so audits and process improvement live there. Control looks at the output and asks whether this specific deliverable meets its acceptance criteria, so inspection and measurement live there. Option three has the two swapped, which is the mistake this question is checking for.

10. 10. Which contract type places the most cost risk on the seller rather than the buyer?

    • A. Firm fixed price
    • B. Cost plus fixed fee
    • C. Cost plus incentive fee
    • D. Time and materials
    Antwort und Erklärung zeigen

    Antwort: A. Firm fixed price

    Under a firm fixed price contract the seller commits to a price, so if the work costs more than expected the seller absorbs it. Cost reimbursable contracts move that risk back to the buyer, because the buyer pays the actual costs plus a fee. Time and materials sits in between and is normally used for small or urgent work where the scope is not yet clear enough to price. Fixed price only works when the scope is defined well enough to price it honestly.

11. 11. Which statements about an agile team's product backlog and velocity are accurate?

    Wähl alles aus, was zutrifft.

    • A. The backlog is ordered, so the work judged most valuable sits near the top
    • B. Velocity is an average of completed work per iteration and is used to forecast, not to rate people
    • C. Items near the top are refined into smaller, clearer pieces than items further down
    • D. The backlog is fixed once the project starts, so new items wait for the next project
    • E. A team should be given a velocity target and rewarded for beating it
    Antwort und Erklärung zeigen

    Antwort: A. The backlog is ordered, so the work judged most valuable sits near the top, B. Velocity is an average of completed work per iteration and is used to forecast, not to rate people, C. Items near the top are refined into smaller, clearer pieces than items further down

    A backlog is a living, ordered list, and reordering it as the business learns is the point rather than a failure of planning. Progressive refinement means the near term items are small and well understood while distant items stay coarse, so you do not spend effort detailing work that may never be built. Velocity is a forecasting tool for one team's own planning, and turning it into a target invites inflated estimates, which destroys the forecast.

12. 12. In a retrospective, the team raises the same impediment for the third iteration in a row. What should a project manager acting as a servant leader do?

    • A. Note it again and move on, since retrospectives belong to the team
    • B. Ask the team to work extra hours to work around it
    • C. Take ownership of removing or escalating the impediment, and make the action visible with an owner and a date
    • D. Log it in the risk register and review it at the end of the project
    Antwort und Erklärung zeigen

    Antwort: C. Take ownership of removing or escalating the impediment, and make the action visible with an owner and a date

    Servant leadership means clearing the path so the team can do the work, and an impediment surviving three retrospectives is a signal that nobody owns it. Logging it without acting teaches the team that retrospectives change nothing, which is how teams stop raising problems. Asking for overtime pays for the impediment every iteration instead of removing it once.

13. 13. A program has regulated hardware work and a software product in the same delivery. Which of these are reasonable ways to run it as a hybrid?

    Wähl alles aus, was zutrifft.

    • A. Keep the regulated and hardware work on a plan driven schedule while the software is built in iterations
    • B. Use rolling wave planning, so near term work is detailed and later work stays at a high level
    • C. Show working software to stakeholders every few weeks while the overall milestone plan stays baselined
    • D. Hold daily standups but treat the plan as unchangeable
    • E. Skip documentation, since hybrid means the agile rules apply everywhere
    Antwort und Erklärung zeigen

    Antwort: A. Keep the regulated and hardware work on a plan driven schedule while the software is built in iterations, B. Use rolling wave planning, so near term work is detailed and later work stays at a high level, C. Show working software to stakeholders every few weeks while the overall milestone plan stays baselined

    Hybrid means choosing the approach that fits each part of the work rather than forcing one method onto everything, and regulated or physical work usually needs the predictability of a plan. Rolling wave planning and regular demonstrations let you keep commitments to the business while still learning as you go. The last two options take the ceremonies of agile without the substance, and on regulated work the missing documentation is what fails the audit.

14. 14. Complete the sentence.

    The document that says how and when the expected benefits of a project will be measured is the _____, and the person normally accountable for those benefits being realized is the _____.

    Optionen für Lücke 1: business case, benefits management plan, project charter, communications management plan

    Optionen für Lücke 2: contract administrator, project manager, project sponsor, quality auditor

    Antwort und Erklärung zeigen

    Antwort: benefits management plan, project sponsor

    The business case argues why the project is worth doing, and the benefits management plan says who measures the resulting benefits, when, and against what baseline. Accountability for realizing them normally sits with the sponsor or a named benefits owner, because most benefits appear after the project has closed. The project manager delivers the outputs and hands over what is needed to measure them, so shipping the full scope on time is not by itself proof of value. Titles vary by organization, so check who your own governance names.

15. 15. Midway through delivery, a new data protection rule takes effect in the country where the product will launch. What should the project manager do first?

    • A. Continue as planned, since the requirement was not in the approved scope
    • B. Assess the impact on the project and the deliverable with the people who own compliance, then take it through change control
    • C. Ask the developers to add whatever they believe the rule requires
    • D. Pause the project until someone tells the team what to do
    Antwort und Erklärung zeigen

    Antwort: B. Assess the impact on the project and the deliverable with the people who own compliance, then take it through change control

    Compliance sits in the Business Environment domain, and the expected behavior is to monitor the external environment, assess the effect on the project and act through the proper channel. The project manager is not the legal expert, so the first move is to get the compliance or legal owner involved and turn their answer into an assessed change. Guessing at a legal requirement is how you build the wrong control and still fail an audit, and doing nothing accepts a risk you have no authority to accept.

Was die PMP-Prüfung wirklich abfragt

Die PMP ist die Projektmanagement-Zertifizierung von PMI, und die Prüfung wird aus einem öffentlichen Dokument gebaut, der exam content outline. Diese Übersicht ordnet alles in drei Domänen. People behandelt das Führen und Aufbauen eines Teams. Process behandelt die fachliche Arbeit der Projektabwicklung, von Umfang und Terminplan über Risiko und Qualität bis zur Beschaffung. Business Environment behandelt, wie das Projekt mit Strategie, Compliance und dem Nutzen zusammenhängt, den es erzeugen soll. PMI überarbeitet die Übersicht regelmäßig und hat sowohl die Gewichtung der Domänen als auch die Schwerpunkte geändert, lad dir also die aktuelle Fassung von pmi.org herunter, statt einer Zusammenfassung zu vertrauen.

Die Prüfung ist bewusst methodenneutral. Eine Frage kann dich in ein prädiktives, planbasiertes Projekt stellen, in ein agiles Team oder in eine Mischung aus beidem, und die Übersicht gibt ungefähr an, wie sich die Fragen darauf verteilen. Diese Prüfung bestehst du nicht, indem du eine einzige Methode auswendig lernst. Du musst erkennen, in welche Umgebung dich das Szenario gestellt hat, und aus dieser Umgebung heraus antworten.

Die Zahlen ändern sich. Die Zahl der Fragen, das Zeitlimit, die Stunden Projekterfahrung für die Bewerbung, die Anforderung an die Ausbildung und die Art, wie PMI ein Bestehen meldet, legt PMI fest, und alles davon wurde schon mehr als einmal geändert. Nimm sie aus dem aktuellen PMP-Handbuch auf pmi.org und nicht aus einem Lernblog.

So nutzt du diesen Auszug

Fast jede Frage in dieser Prüfung ist ein kurzes Szenario, und jede Antwortmöglichkeit ist etwas, das eine Projektleitung plausibel tun könnte. Genau darin liegt die Schwierigkeit. Du wirst nicht gefragt, was wahr ist, sondern was du zuerst tun solltest, und unter den Möglichkeiten ist meist eine, die zu früh eskaliert, eine, die einen Schritt überspringt, eine, die die beteiligten Menschen übergeht, und eine, die richtig ist.

Eine Methode, die funktioniert: Lies zuerst den letzten Satz des Szenarios, denn dort steht die eigentliche Frage. Dann verorte dich, also welche Domäne, welche Vorgehensweise und welche Phase der Arbeit. Dann streich weg. Antworten, die nichts tun, die am Team vorbeigehen, die eskalieren, bevor du irgendwelche Fakten gesammelt hast, oder die eine Änderung durchwinken, ohne ihre Auswirkung zu bewerten, sind fast immer falsch. Antworten, die Informationen sammeln, mit der betroffenen Person sprechen oder dem Prozess folgen, auf den sich das Team schon geeinigt hat, sind meistens richtig.

Mach diese 15 Fragen in einem Durchgang ohne Notizen, und lies danach jede Erklärung, auch die zu den Fragen, die du richtig hattest. Ordne jeden Fehler einer Aufgabe aus der exam content outline zu und nicht einer einzelnen Tatsache. Nichts auf dieser Seite ist Rechts- oder Finanzberatung. Wenn ein Szenario Regulierung berührt, wird geprüft, ob du die Leute hinzuziehst, die für Compliance zuständig sind.

Wie StudyPDF vollständige Übungstests aus deinem Lernbuch baut

Fünfzehn Fragen zeigen dir, in welcher Domäne du am schwächsten bist. Prüfungsreif machen sie dich allein nicht, und die meisten, die diese Prüfung ablegen, lernen neben einem Vollzeitjob und zahlen den Vorbereitungskurs oft aus der eigenen Tasche.

StudyPDF geht von dem Material aus, das du schon hast. Lade dein PMP-Lernbuch hoch, die Folien deines Schulungsanbieters, deine eigenen Prozessnotizen oder das Projektmanagement-Handbuch deines Arbeitgebers, und Bo, der Lern-Agent, baut aus genau diesen Seiten vollständige Übungstests. Jede Frage steckt in deinem Material, und jede Erklärung nennt die Stelle, aus der die Antwort stammt, sodass du bei etwas Komischem direkt zur Seite gehen und nachschauen kannst. Du kannst jederzeit einen neuen Test erzeugen, ihn auf einen Bereich wie earned value oder Stakeholder-Einbindung eingrenzen und die Konzepte verfolgen, die dir immer wieder entgehen.

Zum Starten brauchst du kein Dokument. Wenn dein Lernbuch zu Hause liegt und du zwanzig Minuten Pause hast, nenn stattdessen ein Thema, zum Beispiel Strategien zur Risikobewältigung oder agile Zeremonien, und Bo schreibt daraus einen Übungstest. Der Start ist kostenlos.