PrepFree CAPM practice test
12 original questions written by our editors against the official PMI exam domains. They are not real exam questions. Pick an answer to see why it is right or wrong.
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Question 1 of 12Project Management Fundamentals and Core Concepts
Halfway through a project, a key supplier tells the team that a component will arrive two weeks late. The project manager records this. How should it be classified?
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Answer: B. An issue is a condition that has already happened and affects the project, which the late delivery now is. A risk is an uncertain event that might happen in the future. An assumption is something taken as true without proof, and a constraint is a limit such as a fixed budget or deadline.
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Question 2 of 12Project Management Fundamentals and Core Concepts
A company's HR department lists four pieces of work for next year. Which one is a project rather than ongoing operations?
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Answer: D. A project is temporary with a defined start and end and creates a unique result, like implementing a new system by a set date. Monthly payroll, daily benefit questions and weekly reports are repetitive, ongoing work, which is operations.
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Question 3 of 12Project Management Fundamentals and Core Concepts
A project manager learns that meeting a new legal requirement will push the project over its approved budget, beyond the project manager's authority to approve. Who should the project manager go to for a decision?
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Answer: A. The sponsor provides funding and authority for the project and is the escalation point for decisions above the project manager's authority, such as budget increases. Team members, QA staff and end users contribute to the work and requirements, but they cannot approve extra funding.
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Question 4 of 12Project Management Fundamentals and Core Concepts
Before building a new mobile banking feature, the team wants to hear how eight prospective customers react to the idea in a guided group discussion with a moderator. Which technique is this?
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Answer: D. A focus group brings together selected stakeholders or users with a moderator to discuss their views on a product or idea. A daily standup is a short team coordination meeting, and a retrospective is the team reviewing how it works. A sprint review demonstrates completed work, which does not exist yet here.
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Question 5 of 12Predictive, Plan-Based Methodologies
A small project has four activities. A (3 days) must finish before B (5 days) and C (4 days) start. D (2 days) can start only when both B and C are finished. What is the project duration, and how much total float does activity C have?
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Answer: D. Path A-B-D takes 3+5+2 = 10 days and path A-C-D takes 3+4+2 = 9 days, so the critical path is A-B-D and the project takes 10 days. C sits on the shorter path and can slip 1 day without delaying D. Adding all four activities (14 days) ignores that B and C run in parallel.
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Question 6 of 12Predictive, Plan-Based Methodologies
At a status review, a project shows a planned value (PV) of USD 50,000 and an earned value (EV) of USD 40,000. What is the schedule variance, and what does it mean?
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Answer: A. Schedule variance is EV minus PV, so 40,000 - 50,000 = -10,000, and a negative SV means less work has been completed than planned. The sign is not positive, so 'ahead of schedule' is wrong. Budget status needs actual cost (AC) to calculate cost variance, which is not given here.
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Question 7 of 12Agile Frameworks/Methodologies
Which of these projects is best suited to an adaptive (agile) approach?
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Answer: D. Adaptive approaches suit work with uncertain or changing requirements, where frequent feedback from users shapes the product. The bridge, the office move and the audit all have well-defined, stable scope and fixed steps, which fits a predictive, plan-based approach better.
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Question 8 of 12Agile Frameworks/Methodologies
An IT support team handles a constant stream of requests of different sizes. It does not want fixed-length iterations, but it wants to visualise work on a board and limit how many items are in progress at once. Which approach fits best?
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Answer: D. Kanban manages continuous flow with a visual board and work-in-progress limits, without required iterations. Scrum is built on fixed-length sprints, which the team does not want. Waterfall is a sequential predictive approach, and SAFe is for coordinating many agile teams at scale.
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Question 9 of 12Agile Frameworks/Methodologies
In the middle of a sprint, a senior manager asks a Scrum developer to start work on a new feature right away. What should happen with the request?
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Answer: B. In Scrum, the product owner owns and orders the product backlog, so new requests go there and are prioritised against other work. Pulling work into the sprint without the product owner bypasses prioritisation and puts the sprint goal at risk. The Scrum Master does not decide product priorities, and cancelling a sprint is a rare product owner decision when the sprint goal becomes obsolete.
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Question 10 of 12Business Analysis Frameworks
A business analyst needs input from about 400 users in six countries on which reporting features they use most. The deadline is short and the data must be easy to compare. Which elicitation technique fits best?
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Answer: D. Surveys collect consistent, comparable answers from many people in different locations quickly. Interviewing or observing 400 users would take far too long. A workshop with 400 people across six countries is not practical and works best with a small group.
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Question 11 of 12Business Analysis Frameworks
Before release, the business analyst must confirm that every approved requirement has been built and tested, and show where each one came from. Which artifact supports this?
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Answer: C. A requirements traceability matrix links each requirement to its source, design, build and tests, so you can confirm it was delivered. A risk register tracks risks and a stakeholder register tracks people and their interests. A WBS breaks down deliverables but does not trace requirements to tests.
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Question 12 of 12Business Analysis Frameworks
A product manager wants to show executives which major features and themes are planned for the next three releases, without task-level detail. Which artifact should be used?
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Answer: A. A product roadmap gives a high-level view of planned features and themes across upcoming releases. A sprint backlog lists detailed work for one sprint, and a burndown chart shows remaining work over time. A risk register tracks risks, not planned features.
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