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Free PMI-SP Practice Questions

10 free, exam-style PMI Scheduling Professional (PMI-SP) practice questions with answers and explanations. No signup required. Work through them below, then take the full free PMI-SP practice test to study every exam domain.

Question 1

What is the BEST evidence that a project's schedule configuration management is functioning effectively?

  1. The schedule has been re-baselined four times this year
  2. Every change is traceable from request to implementation
  3. The team uses the most expensive scheduling software
  4. The project manager personally approves each schedule edit
Show answer & explanation

Correct answer: B - Every change is traceable from request to implementation

Question 2

An activity has a PERT expected duration of 10 days and a standard deviation (σ) of 2 days. There is approximately a 95% probability the activity will finish within:

  1. 8 to 12 days (one standard deviation either side of the mean)
  2. 10 to 12 days (only adding one standard deviation to the mean)
  3. 4 to 16 days (three standard deviations either side of the mean)
  4. 6 to 14 days (two standard deviations either side of the mean)
Show answer & explanation

Correct answer: D - 6 to 14 days (two standard deviations either side of the mean)

Question 3

An activity has Total Float = 5 days and Free Float = 2 days. Delaying its start by 4 days will:

  1. Result in negative float, requiring crashing or fast-tracking to recover the schedule
  2. Use 4 days of total float only, with no delay to any of the successor activities
  3. Use 4 days of free float, with no impact whatsoever on the project's end date
  4. Use 2 days of free float and 2 days of total float, delaying at least one successor
Show answer & explanation

Correct answer: D - Use 2 days of free float and 2 days of total float, delaying at least one successor

Question 4

When a hard date constraint forces an activity to start earlier than the network logic permits, the scheduler will typically observe:

  1. Artificial positive float on the constrained activity that masks the actual risk
  2. Negative float that the schedule cannot mathematically resolve cleanly
  3. Doubled durations on the constrained activity within the project schedule
  4. Automatic deletion of the constrained activity by the scheduling tool
Show answer & explanation

Correct answer: B - Negative float that the schedule cannot mathematically resolve cleanly

Question 5

A project reports BAC = $100,000, EV = $40,000, AC = $50,000, and PV = $45,000 at the data date. The project is:

  1. On schedule (EV = PV) and exactly on budget (AC equals EV) right now
  2. Ahead of schedule (EV > PV) and under budget (AC < EV) at the data date
  3. Behind schedule (EV < PV) and over budget (AC > EV) at the data date
  4. Insufficient information given to determine schedule and cost status today
Show answer & explanation

Correct answer: C - Behind schedule (EV < PV) and over budget (AC > EV) at the data date

Question 6

The SPI convergence problem is the PRIMARY motivation for which scheduling technique?

  1. Critical Chain Method, which uses buffers instead of activity reserves
  2. Earned Schedule, which expresses schedule performance in time units
  3. Monte Carlo simulation, which models thousands of network iterations
  4. DCMA 14-Point assessment, which evaluates schedule quality metrics
Show answer & explanation

Correct answer: B - Earned Schedule, which expresses schedule performance in time units

Question 7

A project has Planned Duration = 100, Earned Schedule = 60, and Actual Time = 70 at the data date. TSPI(t) - the To-Complete Schedule Performance Index in time - is approximately:

  1. (70 − 60) / 100 = 0.10 - interpreted as a simple variance ratio at the data date
  2. (100 − 70) / (100 − 60) = 30 / 40 = 0.75 - indicating future ease at hand
  3. (60 − 70) / 100 = −0.10 - interpreted as a negative variance ratio at date
  4. (100 − 60) / (100 − 70) = 40 / 30 = 1.33 - indicating future challenge
Show answer & explanation

Correct answer: D - (100 − 60) / (100 − 70) = 40 / 30 = 1.33 - indicating future challenge

Question 8

Project A has 1 critical path. Project B has 1 critical path plus 7 near-critical paths (all within 3 days of the critical path). Project B is:

  1. Less risky because more paths offer redundancy in network execution
  2. More fragile because more paths can become critical with small slippage
  3. Identical in risk profile because both have one true critical path each
  4. Unable to be analyzed by CPM since multiple near-critical paths invalidate
Show answer & explanation

Correct answer: B - More fragile because more paths can become critical with small slippage

Question 9

When performance evaluation at closeout reveals significant unfavorable schedule variance, the project team should:

  1. Document root causes thoroughly to support lessons learned and OPA updates
  2. Hide the variance from stakeholders to maintain confidence in the team
  3. Re-baseline retrospectively to make the variance disappear from records
  4. Cancel the closeout process and continue execution despite the project end
Show answer & explanation

Correct answer: A - Document root causes thoroughly to support lessons learned and OPA updates

Question 10

Honest communication of unfavorable schedule news to stakeholders is:

  1. Required only when the project sponsor requests a formal compliance review
  2. Optional based on the project manager's discretion and stakeholder relationships
  3. Required only when the customer's external auditor requests a written review
  4. Required by the PMI Code of Ethics regardless of how unwelcome the news is
Show answer & explanation

Correct answer: D - Required by the PMI Code of Ethics regardless of how unwelcome the news is

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