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Les 15 questions en un coup d'œil

Tu préfères lire avant de jouer ? Toutes les questions de l'échantillon sont listées ci-dessous. Les réponses et les explications restent repliées tant que tu ne les ouvres pas.

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
   Voir la réponse et l'explication

   Réponse : 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
   Voir la réponse et l'explication

   Réponse : 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.

   Options pour le trou 1 : shortest, longest, most heavily resourced, most expensive

   Options pour le trou 2 : cost variance, lead time, total float, reserve

   Voir la réponse et l'explication

   Réponse : 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
   Voir la réponse et l'explication

   Réponse : 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?

   Coche toutes les bonnes réponses.

   • A. The project schedule
   • B. The project scope statement
   • C. The work breakdown structure
   • D. The WBS dictionary
   • E. The risk register
   Voir la réponse et l'explication

   Réponse : 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
   Voir la réponse et l'explication

   Réponse : 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
   Voir la réponse et l'explication

   Réponse : 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 _____.

   Options pour le trou 1 : $80,000, $90,000, $100,000, $120,000

   Options pour le trou 2 : 0.80, 0.89, 1.11, 1.25

   Voir la réponse et l'explication

   Réponse : $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
   Voir la réponse et l'explication

   Réponse : 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
    Voir la réponse et l'explication

    Réponse : 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?

    Coche toutes les bonnes réponses.

    • 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
    Voir la réponse et l'explication

    Réponse : 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
    Voir la réponse et l'explication

    Réponse : 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?

    Coche toutes les bonnes réponses.

    • 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
    Voir la réponse et l'explication

    Réponse : 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 _____.

    Options pour le trou 1 : business case, benefits management plan, project charter, communications management plan

    Options pour le trou 2 : contract administrator, project manager, project sponsor, quality auditor

    Voir la réponse et l'explication

    Réponse : 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
    Voir la réponse et l'explication

    Réponse : 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.

Ce que demande vraiment l’examen PMP

Le PMP est la certification en gestion de projet du PMI, et l’examen est bâti à partir d’un document public appelé exam content outline. Ce document range tout en trois domaines. People couvre la conduite et la construction d’une équipe. Process couvre le travail technique de livraison d’un projet, du périmètre et du calendrier jusqu’au risque, à la qualité et aux achats. Business Environment couvre le lien entre le projet, la stratégie, la conformité et la valeur qu’il est censé produire. Le PMI révise ce document de temps en temps et a changé aussi bien les pondérations des domaines que les priorités, alors télécharge la version en vigueur sur pmi.org au lieu de te fier à un résumé.

L’examen est volontairement neutre en matière d’approche. Une question peut te placer sur un projet prédictif piloté par un plan, dans une équipe agile, ou dans un hybride des deux, et le programme indique à peu près comment les questions se répartissent entre eux. Tu ne peux pas réussir cet examen en apprenant une seule méthodologie par cœur. Il faut repérer dans quel environnement la mise en situation t’a placé et répondre depuis l’intérieur de cet environnement.

Les chiffres changent. Le nombre de questions, la durée, les heures d’expérience projet exigées pour candidater, la condition de formation et la façon dont le PMI annonce une réussite sont tous fixés par le PMI et ont été revus plus d’une fois. Prends-les dans le PMP handbook en vigueur sur pmi.org, pas dans un blog de révision.

Comment utiliser cet échantillon

Presque chaque question de cet examen est une courte mise en situation, et chaque choix de réponse est quelque chose qu’un chef de projet pourrait plausiblement faire. Toute la difficulté est là. On ne te demande pas ce qui est vrai, on te demande ce que tu devrais faire en premier, et les options comprennent en général une qui remonte trop tôt au niveau supérieur, une qui saute une étape, une qui ignore les personnes concernées, et une qui est juste.

Une méthode qui marche : lis d’abord la dernière ligne de la mise en situation, parce que c’est là que se trouve la vraie question. Ensuite, situe-toi, c’est-à-dire quel domaine, quelle approche de livraison et quelle étape du travail. Ensuite, élimine. Les réponses qui ne font rien, qui contournent l’équipe, qui remontent au niveau supérieur avant d’avoir recueilli le moindre fait, ou qui laissent passer un changement sans en évaluer l’impact sont presque toujours fausses. Les réponses qui recueillent de l’information, qui parlent à la personne concernée, ou qui suivent le processus déjà accepté par l’équipe sont en général justes.

Fais ces 15 questions d’une traite, sans notes, puis lis chaque explication, y compris pour les questions que tu as réussies. Rattache chaque erreur à une tâche du exam content outline plutôt qu’à un fait isolé. Rien sur cette page n’est un conseil juridique ni financier. Quand une mise en situation touche à la réglementation, ce qui est testé, c’est que tu fasses intervenir les personnes responsables de la conformité.

Comment StudyPDF crée des tests complets à partir de ton livre de préparation

Quinze questions peuvent te montrer dans quel domaine tu es le plus faible. Elles ne suffisent pas à te rendre prêt, et la plupart des gens qui passent cet examen révisent à côté d’un travail à temps plein, souvent en payant le cours de préparation de leur poche.

StudyPDF part du matériel que tu as déjà. Importe ton livre de préparation au PMP, les diapos de ton organisme de formation, tes propres notes de processus ou le manuel de gestion de projet de ton employeur, et Bo, l’agent de révision, crée des tests d’entraînement complets à partir de ces pages exactes. Chaque question est ancrée dans ton matériel, et chaque explication indique d’où vient la réponse, donc quand quelque chose cloche tu peux aller droit à la page et vérifier. Tu peux générer un nouveau test quand tu veux, le restreindre à un seul domaine comme la valeur acquise ou l’engagement des parties prenantes, et suivre les concepts que tu rates sans arrêt.

Tu n’as pas besoin d’un document pour commencer. Si ton livre de préparation est resté à la maison et que tu as vingt minutes de pause, nomme plutôt un thème, par exemple les stratégies de réponse aux risques ou les cérémonies agiles, et Bo écrit un test d’entraînement dessus. Commencer est gratuit.