Examen de práctica PMP

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Las 15 preguntas de un vistazo

¿Prefieres leer antes de jugar? Abajo están todas las preguntas de la muestra. Las respuestas y explicaciones quedan plegadas hasta que las abras.

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
   Ver respuesta y explicación

   Respuesta: 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
   Ver respuesta y explicación

   Respuesta: 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.

   Opciones para el hueco 1: shortest, longest, most heavily resourced, most expensive

   Opciones para el hueco 2: cost variance, lead time, total float, reserve

   Ver respuesta y explicación

   Respuesta: 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
   Ver respuesta y explicación

   Respuesta: 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?

   Marca todas las que correspondan.

   • A. The project schedule
   • B. The project scope statement
   • C. The work breakdown structure
   • D. The WBS dictionary
   • E. The risk register
   Ver respuesta y explicación

   Respuesta: 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
   Ver respuesta y explicación

   Respuesta: 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
   Ver respuesta y explicación

   Respuesta: 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 _____.

   Opciones para el hueco 1: $80,000, $90,000, $100,000, $120,000

   Opciones para el hueco 2: 0.80, 0.89, 1.11, 1.25

   Ver respuesta y explicación

   Respuesta: $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
   Ver respuesta y explicación

   Respuesta: 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
    Ver respuesta y explicación

    Respuesta: 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?

    Marca todas las que correspondan.

    • 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
    Ver respuesta y explicación

    Respuesta: 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
    Ver respuesta y explicación

    Respuesta: 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?

    Marca todas las que correspondan.

    • 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
    Ver respuesta y explicación

    Respuesta: 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 _____.

    Opciones para el hueco 1: business case, benefits management plan, project charter, communications management plan

    Opciones para el hueco 2: contract administrator, project manager, project sponsor, quality auditor

    Ver respuesta y explicación

    Respuesta: 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
    Ver respuesta y explicación

    Respuesta: 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.

Qué pregunta de verdad el examen PMP

El PMP es la certificación de gestión de proyectos de PMI, y el examen se construye a partir de un documento público llamado exam content outline. Ese esquema ordena todo en tres dominios. People cubre liderar y construir un equipo. Process cubre el trabajo técnico de sacar adelante un proyecto, del alcance y el calendario al riesgo, la calidad y las compras. Business Environment cubre cómo se conecta el proyecto con la estrategia, el cumplimiento y el valor que se supone que debe producir. PMI revisa el esquema cada cierto tiempo y ha cambiado tanto los pesos de los dominios como el énfasis, así que descarga la versión vigente en pmi.org en vez de fiarte de un resumen.

El examen es neutral en cuanto al enfoque, y lo es a propósito. Una pregunta puede ponerte en un proyecto predictivo y guiado por el plan, en un equipo ágil o en un híbrido de los dos, y el esquema indica más o menos cómo se reparten las preguntas entre ellos. No se aprueba este examen memorizando una metodología. Tienes que fijarte en qué entorno te ha puesto el escenario y responder desde dentro de ese entorno.

Los números cambian. El número de preguntas, el tiempo límite, las horas de experiencia en proyectos que necesitas para solicitarlo, el requisito de formación y la forma en que PMI comunica un aprobado los fija PMI y se han revisado más de una vez. Sácalos del PMP handbook vigente en pmi.org, no de un blog de estudio.

Cómo usar esta muestra

Casi todas las preguntas de este examen son un escenario corto, y todas las opciones de respuesta son algo que un jefe de proyecto podría hacer de forma plausible. Ahí está toda la dificultad. No te preguntan qué es verdad, te preguntan qué deberías hacer primero, y entre las opciones suele haber una que escala demasiado pronto, una que se salta un paso, una que ignora a las personas implicadas y una que es la correcta.

Un método que funciona: lee primero la última frase del escenario, porque ahí está la pregunta de verdad. Después sitúate, es decir, qué dominio, qué enfoque de entrega y en qué fase del trabajo estás. Después descarta. Las respuestas que no hacen nada, que dan un rodeo al equipo, que escalan antes de haber reunido ningún dato o que dejan pasar un cambio sin evaluar su impacto casi siempre están mal. Las respuestas que reúnen información, que hablan con la persona afectada o que siguen el proceso que el equipo ya acordó suelen ser las correctas.

Haz estas 15 de una sentada y sin apuntes, después lee todas las explicaciones, también las de las preguntas que acertaste. Lleva cada fallo a una tarea del exam content outline en vez de a un dato suelto. Nada de esta página es asesoramiento legal ni financiero. Cuando un escenario toca la regulación, lo que se evalúa es que llames a la gente que se ocupa del cumplimiento.

Cómo StudyPDF crea tests completos con tu libro de preparación

Quince preguntas te enseñan en qué dominio estás más flojo. Por sí solas no te preparan, y casi todo el mundo que se presenta a este examen estudia con un trabajo a jornada completa, muchas veces pagándose el curso de preparación de su bolsillo.

StudyPDF parte del material que ya tienes. Subes tu libro de preparación del PMP, las diapositivas de tu proveedor de formación, tus propias notas de proceso o el manual de gestión de proyectos de tu empresa, y Bo, el agente de estudio, crea tests de práctica completos con esas páginas exactas. Cada pregunta sale de tu material y cada explicación cita de dónde viene la respuesta, así que cuando algo te chirríe puedes ir directo a la página y comprobarlo. Puedes generar un test nuevo cuando quieras, centrarlo en un área como el valor ganado o la gestión de los interesados, y seguir los conceptos que sigues fallando.

No hace falta ningún documento para empezar. Si tu libro de preparación está en casa y tienes veinte minutos en un descanso, di solo un tema, por ejemplo las estrategias de respuesta al riesgo o las ceremonias ágiles, y Bo escribe un test de práctica sobre eso. Empezar es gratis.