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WEEKLY PMP EXAM TIPS PMP Exam Tip 1: Dress right for your PMP Exam

After weeks of studies and training, you are now ready to take your PMP exam. You have invested enough effort and prepared yourself for the exam day on a positive note. But having a positive attitude towards your exam is just one half of the story. You also need to feel right on D-day. It is important that you are comfortable and relaxed. One of the things that you can do to achieve this is by making sure that you dress right for your PMP exam. Feeling good in your clothes helps a lot to keep you focused on the task ahead. For this exam you not only want to be prepared but also relaxed and comfortable. Just imagine how distracting a scratchy clothing tag in your neck would feel during a 4 hour, stressful exam! So dress comfortably and dress in layers. That way you can easily take off a layer if the room is too warm. And bring a sweater or light jacket that you can put on should the room be too cool for you. Remember, if you are comfortable and your clothing is just right for the temperature, chances are you will feel better and the right answers to the exam questions might just naturally come out.

PMP Exam Tip 2: Answer at least 1,000 Sample Questions

One of the important aspects of preparing for your PMP Certification is going through a process of answering a series of sample questions that are purposely meant to test your readiness for the big day. As you may already have realized, studying for the exam requires a lot of work, including taking numerous sample tests to find out if you can cope with the question format of the actual exam.

This is why we recommend that you take at least 1,000 PMP sample questions. This means that you simulate a complete 4 hours exam to gauge your ability to finish the actual exam on time. As a general rule of thumb: If you are able to correctly answer at least 85% or more of the practice questions on your first try, then you are ready for the PMP Certification Exam. It is important that you take these sample exams as they prepare you for the rigors of the exam day, and the type of questions that will be asked. It is even possible that you will encounter questions similar to the ones on your sample tests during the actual exam. Remember that PMI does not release the actual number of questions that you need to answer correctly in order to pass. They are very vague about it and you can read up on the exact scoring system in the PMP Handbook. The best that you can do is to take a shot at practicing with sample exams. That helps you to get prepared.

PMP Exam 3: Manage The Time During Your PMP Exam

One important recommendation I have for those taking the PMP Exam is that to manage the time allotted to answer each question on the exam. Call it budgeting, call it time management, call it whatever you want; but do it! You need to walk into the examination room with a clear plan on how many questions you will answer per hour, when you plan on taking a break, and what you will do if time seems to be running out. Remember that the exam is composed of 200 questions that you must answer within 4 hours. That's 1.2 minutes per question. Once you begin, the clock starts and will not stop even when you take a break. So plan your approach - say for the first 2 hours, answer all easy questions first and mark those difficult ones for later. Be sure to read all the questions carefully and understand them before you answer. Then take a 10 minute break before going back to the harder questions for the rest of the allotted time. By doing this you will be able to finish the whole exam on time. But that's just one of many possible approaches and you should define your own. And by having a plan and implementing it you will relieve a lot of the exam pressure. So plan well, and budget your time wisely to succeed.


The following PMP exam sample question is taken from the Free PMP Exam Simulator at http://free.pm-exam-simulator.com - The answer is at the last page:
Sample Question #1: ------------------------------

In a project, several risk response strategies are used to effectively manage project risks. The strategy or mix of strategies should be used when planning for risk responses. Which of the following statements best describes an 'accept' strategy for negative risks or threats? A.) Adopting less complex processes is an accept strategy. B.) Use of insurance is part of an accept strategy. C.) Using contingency reserve is part of accept strategy. D.) Extending schedule is part of an accept strategy. -----------------------------Hint: A risk acceptance strategy is adopted because it is seldom possible to eliminate all threats from a project. One of the risk acceptance strategies is performed in the early stages of planning. Find the option which is performed during planning. ------------------------------

Sample Question #2:

-----------------------------You developed alternative schedules based on the best-case and worst-case scenarios in your project. You want to keep these alternative schedules stored in your project, in case of changes in project resources. Where would you store alternative schedules? A.) Schedule Baseline B.) Schedule Data C.) Project documents D.) Project scope statement -----------------------------Hint: Alternative schedules are output of develop schedule process. Look for the outputs of develop schedule process to see where these schedules are stored. ------------------------------

Sample Question #3:

-----------------------------A custom jewelry manufacturing company took up a project to design and manufacture a necklace for an affluent personality. While in execution, during a metrics analysis meeting, the project team started to analyze the reasons for variations in the project's key performance metrics. The concern was the cost of quality that had been increasing for the past seven weeks. The first milestone (design of the necklace) is supposed to be delivered in another two days and the project manager is not comfortable with the trend. The team performed an analysis and identified that most of the defects seen surfaced during the requirements phase. Despite the deficiencies that surfaced during the requirements phase, the design activity was still started. Though the tasks were clearly defined with objectives, the business analyst had been released with a good performance rating. There was no way the details on requirements could be gathered except from the requirements document, which was not complete. Which of the following failed in the above scenario? A.) Setting expectations and team performance assessment B.) Setting expectations but not team performance assessment C.) Only team performance assessment D.) WBS decomposition -----------------------------Hint: The teams assessment was not performed properly ------------------------------

All our questions are updated to the latest PMBOK Guide standard. Stop by at http://free.pmexam-simulator.com and try the PMP Exam Simulator free for 3 days. We also offer 110 free questions at http://www.free-pm-exam-questions.com. We are a PMI Registered Education Provider.

ANSWERS AND EXPLANATIONS: Question #1: The correct answer is C Explanation: The most common risk acceptance strategy in a project is to establish contingency reserves. Reference: PMBOK4 - pg:304

Question #2: The correct answer is B Explanation: Schedule data contains alternative schedules such as best-case or worst-case scenario. This is an output of develop schedule process. Reference: PMBOK4 - pg:159

Question #3: The correct answer is C Explanation: Setting expectations did not fail as the scenario clearly indicates that the tasks and objectives were defined and the WBS decomposition is clearly not at fault either. The correct choice is C as team performance assessment is measured in terms of timely completion of tasks, success on agreed objectives and results that are achieved by the team members. Since the team performance assessment was not done for the business analyst, the rating was give as good even though his task were not completed. More over this ignorance by the project manager has impacted the whole teams performance. Reference: PMBOK4 - pg: 235, Section