PMI‑SP Sample Questions – Master Scheduling with Expert Practice Sets

Get exam-ready with this handpicked collection of PMI‑SP sample questions, designed to reflect the latest PMI Scheduling Professional exam format. These practice sets cover all five domains of the exam, including schedule strategy, planning, development, monitoring, and communication. Whether you're reviewing core concepts or testing exam readiness, our PMI Scheduling Professional dumps and practice questions offer real-world scenarios and answers. Crafted by industry professionals, this resource supports effective learning and time-bound practice. Prepare for success with PMI‑SP dumps that align with current exam standards and ensure you're fully equipped to earn your PMI Scheduling Professional certification.

PMI‑SP Sample Questions List :

1. You are the project manager of the NQQ project. You are working with your project team to create the activity duration estimates for the project. For each reported activity duration, your project team offers you an addition of five percent extra time for risks, errors, or aggressive estimating. What does Parkinson's Law state about this scenario?

1. Laborers will create errors when time has been allotted for errors to exist.

2. Errors will be allowed into assignments when management creates error opportunity.

3. Work expands to fulfill the amount of time allotted to it.

4. Risks will be allowed into activities in which management creates risk provisions.

2. You are the project manager for your organization. You are working on creating the activity list so that you can create the project schedule. This current project is similar to a project you have completed for your company. You and the project team decide to use the previous project as a template for your current project. A template can help you and the project team do all of the following except for which one?

1. Create parametric estimates for repetitive activities.

2. Save time creating activity duration estimates.

3. Identify typical schedule milestones.

4. Import activity attributes.

3. Which of the following characteristics of conflict and the conflict management process should be recognized by the project managers while handling conflict in a team environment? Each correct answer represents a complete solution. Choose all that apply.

1. Openness resolves conflict.

2. Conflict resolution should focus on issues, not personalities.

3. Conflict is natural and forces a search for alternatives.

4. Conflict is an individual issue.

4. You are the project manager for your organization. You and the project team are developing the project schedule for your current project. In addition to the enterprise environment factors and the organizational process assets, you will need seven other inputs to this process. Which one of the following is NOT an input to the Develop Schedule process?

1. Resource calendars

2. Activity list

3. Schedule data

4. Project scope statement

5. You are the project manager of the HQQ Project. Your project is running late by ten percent of where you should be at this time. Management is concerned and they'd like to know what your schedule variance is. Considering that the project has a BAC of $567,899, you are thirty percent complete, and you have spent $179,450. What is the schedule variance for this project?

1. ($56,790)

2. ($30,268)

3. There is not enough information to know.

4. ($45,789)

6. Terri is the project manager for her organization and she is working with her project team to develop the project schedule. She has identified the float in her project although some of the activities where float exists may be susceptible to risk in the project execution. She is also concerned that the critical path may change during the project if the risk events come into execution. What scheduling method is Terri using in this example?

1. Critical path method

2. Risk analysis method

3. Activity on the arrow method

4. Critical chain method

7. John works as the project manager for Blue Well Inc. He is identifying the phases within the scope of work for the project plan. Which of the following can be categorized as a project phase? Each correct answer represents a complete solution. Choose all that apply.

1. Concrete

2. Engineering

3. Pre-construction

4. Conceptual engineering

8. Gina is the project manager for her organization and she is working with her project team to define the project activities. In this project, the stakeholders are sensitive to the project completion date, so Gina is stressing to her project team members that while they need to provide and account for all of the project activities, they should focus on one work package in the WBS at a time. In order to start the decomposition of the project work packages into activities, Gina will need all of the following except for which one?

1. Scope baseline

2. Organizational process assets

3. Enterprise environmental factors

4. WBS

9. You are the project manager of the GYG Project. A new scope change is being considered for your project. You are concerned, however, that the scope change may add costs, risks, and adversely affect the project schedule. What project management process is responsible for evaluating the full effect of a proposed scope change on your project?

1. Schedule change control

2. Scope change control

3. Integrated change control

4. Change Control Board approval process

10. You are the project manager of the GHT Project. Ben, one of your project team members, does not understand the idea of a milestone. Which of the following best describes what a milestone is?

1. A significant point in the project

2. A goal of reaching a significant delivery of project benefits by an identified date

3. An imposed date for the project to reach a given point

4. The completion of a project activity that is crucial to project completion

11. Robert is the project manager for his organization. Management has asked Robert to provide them with the metric he uses to measure deliverables status, costs incurred, and especially how he measures the schedule progress for schedule adherence. What project component could Robert provide for management?

1. Project management plan

2. Work performance measurements

3. Milestone list

4. Cost management and the project schedule

12. Della works as a Project Manager for BlueWell Inc. A number of projects are running under her guidance. You, being a team leader of a project, provide Della the performance indexes of your project. The schedule variance (SV) of your project is zero. What does this figure depict?

1. Project is behind the schedule.

2. Costs are higher than planned.

3. Project is ahead of the schedule.

4. Project is right on target.

13. You are the project manager of the NHQ project. Your project has a budget of $1,258,456, and is scheduled to last for three years. Your project is currently forty percent complete though it should be forty-five percent complete. In order to reach this point of the project, you have spent $525,000. Management needs a performance report regarding the NHQ project. Management is concerned that this project will be over budget upon completion. Management would like to create a report telling them how much more the project will need to complete. What value should you tell management?

1. $733,456

2. $566,305

3. $1,312,504

4. $787,504

14. Fred is the project manager of the NHA project. This project has a BAC of $2,456,900 and is sixty percent complete. Fred has crashed the project, which has driven the project costs to date to $1,525,140, but his project is five percent more complete than what was planned. What is the cost variance for this project that Fred needs to report to management?

1. ($51,000)

2. ($85,000)

3. Zero

4. $122,845

15. You are the project manager for your organization. You are managing a project to create new software for your clients. During the project execution, there have been some unforeseen delays that will require your attention. You will need four inputs to the control schedule process. Which of the following documents would not be an input for the control schedule process?

1. Project schedule

2. Work performance information

3. Project management plan

4. Earned value management results

16. Mark is the project manager of the NHQ Project. Mark wants to create a salience model as part of his communications planning and scheduling. What does a salience model do for a project?

1. Describes classes of stakeholders based on their power and influence.

2. Groups stakeholders based on their power and interest.

3. Classifies stakeholders based on their influence and impact.

4. Describes classes of stakeholders based on their power, urgency, and legitimacy.

17. You work as a Project Manager for Media Perfect Inc. Several projects are running under your supervision. Rick, team leader of a project, provides you performance indexes of his project. The schedule variance (SV) of his project is 25. What does this figure depict?

1. Project is behind the schedule.

2. Costs are higher than planned.

3. Project is ahead of the schedule.

4. Project is right on target.

18. You have 83 project stakeholders from all across your organization. Some of the stakeholders, such as functional management, require weekly communication from you, while other stakeholders, such as the end users, only need quarterly progress updates. Where can you record this communication requirements based on your stakeholder analysis?

1. Project scope management plan

2. Project communications management plan

3. Project schedule

4. Project reporting structure

19. You are the project manager for your organization. Your current project has a schedule variance of -$37,500 and a schedule performance index of 0.94. What do these values mean in regard to project performance?

1. Your project is performing well.

2. Your project has a planned value of $600,000.

3. Your project is six percent off schedule and has a considerable schedule variance.

4. Your project is likely to be late and over budget.

20. You are the project manager of the NHQ Project. Management has set a conformance to the project schedule for your project at 0.95. What does this term mean?

1. It means the largest schedule variance you can have is five percent.

2. It is the earned value divided by the planned value for your project.

3. It means you will need to earn at least 95 cents per dollar invested in the project.

4. It is the expectation of management to be 95 on schedule at 95 percent of the project.

21. You are the project manager of the GHY Project. This project is scheduled to last for one year and has a BAC of $4,500,000. You are currently 45 percent complete with this project, though you are supposed to be at your second milestone, which accounts for half of the project completion. There have been some errors in the project, which has caused you to spend $2,073,654. Based on the budget at completion, what is this project's to-complete performance index?

1. $2,500.00

2. ($108,120)

3. 0.98

4. 1.02

22. Ned is the project manager of the HYQ Project. In Ned's project, the management has requested that he enforce resource leveling so that the maximum amount of hours in the project per worker will not exceed 25 hours per week. Ned's pay is based on how quickly he can complete the project work. What must Ned do to accommodate the change in the resource allotment if he has to finish the project on time?

1. Crash the project.

2. Reduce the amount of labor.

3. Add more risk mitigation.

4. Reduce the project scope.

23. You are the project manager of a project that has a budget of $675,000 and you have completed 40 percent of the project work. Your project is supposed to be 60 percent complete but you are actually only 40 percent complete. Due to some errors, however, you have actually spent $335,000 of the budget. Management wants to know what the project's cost performance index (CPI) is. What value do you report?

1. 0.81

2. 0.67

3. ($65,000)

4. ($135,000)

24. Marty is the project manager of the recently completed NHK Project. The project was deemed successful by the project customer and they have signed the formal acceptance documentation. Marty has written the final project report, released the project team, and completed the lessons learned documentation. What else should Marty do in the closure of the NHK Project?

1. Close the project office.

2. Summarize the project variance.

3. Archive the project records.

4. Summarize the project risks costs.

25. Which of the following techniques is used in businesses to determine the effect different costs or investments have on profit and other financial indicators?

1. What-if scenario analysis

2. Root cause analysis

3. Resource leveling

4. Schedule analysis

26. Which of the following processes fall under the Project Integration Management knowledge area? Each correct answer represents a complete solution. Choose all that apply.

1. Integrated Change Control

2. Quality Assurance

3. Project Plan Execution

4. Project Plan Development

27. You are the project manager of the GHY Project. This project is scheduled to last for one year and has a BAC of $4,500,000. You are currently 45 percent complete with this project, though you are up posed to be at your second milestone which accounts for half of the project completion. There have been some errors in the project which has caused you to spend $2,073,654. What is this project's schedule variance?

1. ($48,654)

2. 10 percent

3. 0.98

4. ($225,000)

28. You are the project manager for the NHQ project. The management has reminded you that you must not allocate any project team member for more than 25 hours per work week on your project. This policy is because your organization is in a weak matrix and the project team members are on several projects at once within the organization. The 25-hour limit per resource is an example of which one of the following?

1. Expert judgment

2. Resource limitation

3. Enterprise environmental factor

4. Organizational process asset

29. You are the project manager for your organization. You have been recording the actual results of activity duration for your project. Many of the results are late and this is causing your project to be late on reaching its milestones. What tool and technique can you use as a part of controlling the schedule to help you review various scenarios to bring the schedule into alignment with the plan?

1. Schedule analysis

2. What-if scenario analysis

3. Resource leveling

4. Root cause analysis

30. In the project time management knowledge area, there are six processes. According to the PMBOK, which project time knowledge area will have the majority of the effort?

1. Control schedule

2. Develop schedule

3. Define activities

4. Estimate activity resources

31. John is the project manager for his organization. He has created a status dashboard for his stakeholders. What is a status dashboard?

1. It is a report that details the current status of risks and issues.

2. It is a web-based tool to inspect the project deliverables for performance.

3. It is a software application that allows stakeholders to view the project manager's performance.

4. It is a report that reflects the overall performance of scope, schedule, quality, cost, or other project performance metrics.

32. You are the project manager of the NNN Project. Stakeholders in the two-year project have requested to send status reports to them via email every week. You have agreed and are sending the reports on each Thursday. After six months of the project, the stakeholders are pleased with the project progress and they would like you to reduce the status reports to every two weeks. What process will examine the change to this project process and implement it in the project?

1. Configuration management

2. Perform integrated change control process

3. Communications management

4. Project change control process

33. Harry works as a project manager for BlueWell Inc. A risk that has been identified and analyzed in the project planning processes is now coming into fruition. Who among the following is responsible for implementing the risk responses or contingency plan?

1. Subject matter expert

2. Harry

3. Risk owner

4. Project sponsor

34. Lily works as a project manager for BlueWell Inc. She has recorded the following duration estimates for an activity in her project: optimistic 35, most likely 50, and pessimistic 95. What time will she record for this activity?

1. 48

2. 54

3. 40

4. 55

35. Sam is the project manager of the NQQ project. He and the project team have completed the stakeholder identification process for his project. What is the main output of the identify stakeholders process?

1. Stakeholder management strategy

2. Communications management plan

3. Requirements

4. Stakeholder register

36. Cathy is the project manager of the NNQ Project. She currently has completed 45 percent of the project but was scheduled to have 65 percent of the project completed. This project has a budget of $344,000 and was scheduled to last four months. Cathy has spent $198,998 to date on the project. Based on this information, what is the estimate at completion for the NNQ Project?

1. $441,025.64

2. ($44,198)

3. ($98,217.78)

4. $243,219.78

37. You are the project manager of the NHA Project. This project is expected to last one year with quarterly milestones throughout the year. Your project is supposed to be at the third milestone today, but you are likely to be only 60 percent complete. Your project has a BAC of $745,000 and you have spent $440,000 of the budget-to-date. What is your schedule variance for this project?

1. $11,667

2. $7,000

3. ($111,750)

4. 1.02

38. Jim is the project manager for his project. He and his project team are creating their duration estimates for the work packages in the WBS. For each activity, Jim is adding a few hours to the duration estimate in case something goes wrong during the completion of the work activity. Sarah, the project sponsor, does not approve of this and warns Jim of Parkinson's Law. What is Parkinson's Law?

1. An exponential increase labor does not correlate to an exponential decrease in duration.

2. People will behave based on what their behavior brings them.

3. As employees do repetitive tasks, duration should decrease.

4. Work expands to fill the amount of time allotted to it.

39. Laura is the project manager for her organization and management has requested her to create a report on her project's performance. Laura needs to analyze her current project performance and then compare it against what, in order to create a performance report?

1. Cost variances and Cost Performance Index

2. Performance measurement baseline

3. Scope baseline

4. Schedule variances, planned value, and the Schedule Performance Index

40. Beth is the project manager for her organization. Her current project has many deliverables that have been defined at a high level, but the details of the deliverables are still unknown. In her project, Beth is planning in detail only the activities that are most imminent in the project work. This approach to project management planning is known as what?

1. Rolling wave planning

2. Decomposition

3. Predecessor-only diagramming

4. Imminent activity management

41. You are the project manager of the NHQ project. This project is slightly larger than the TR project, in which you also served as the project manager. You decide to use the actual activity duration of the GTR project as a basis for your current NHQ project. This, you reason, will save time for your project, as the previous project has provided the information. Which one of the following terms best describes the action you are doing in this scenario?

1. You are creating a rough order of magnitude estimate.

2. You are creating a bottom-up estimate.

3. You are relying on expert judgment.

4. You are creating an analogous estimate.

42. You work as a project manager for BlueWell Inc. You are in the process of identifying all the people and organization impacted by the project. Mark, a project team member, has some doubts about the inputs of the Identify Stakeholder process. What is referred to as an input to the identify stakeholder process in project communication management?

1. Expert judgment

2. Project charter

3. Stakeholder register

4. Stakeholder analysis

43. You are the project manager for the GHY Project. This project has stakeholders, both internal and external, that need to receive performance reports from you on a regular basis. You have decided that in addition to emailing the weekly performance report, you will also keep the performance reports available on your secured project management Website. The Website is an example of what type of communication reporting?

1. Push

2. Asynchronous

3. Passive

4. Pull

44. Which of the following documents captures and defines the work activities, deliverables, and a timeline that a vendor will execute against in performance of work for a customer?

1. WBS

2. SOW

3. Scope of statement

4. Project charter

45. You are the project manager of the OOI Project and you're forty percent complete with this project. The project has a BAC of $2,345,650 and you have spent $950,000 to date. Based on your aggressive scheduling you should be at the 45 percent milestone today, but due to some early delays you're running late. What is the planned value of your project?

1. $938,260

2. $2,375,000

3. $1,055,543

4. $950,000

46. You are the project manager of the NHA Project. This project is expected to last one year with quarterly milestones throughout the year. Your project is supposed to be at the third milestone today but you're likely only 60 percent complete. Your project has a BAC of $745,000 and you've spent $440,000 of the budget-to-date. What is your schedule performance index for this project?

1. 80

2. 0.8

3. 1.02

4. 102

47. You are the project manager for the NQQ Project for your organization. You and the project team are creating the activity list for the NQQ Project. You have instructed the project team members that they should include an activity identifier and a scope of work description for each activity in the activity list. Why is this information needed?

1. To track the work to the project requirements

2. To communicate the work to be completed to the project stakeholders

3. To help the project team understand what work is required to be completed

4. To maintain profit and loss statements for the project

48. You are the project manager of a software development project. Your project team will be creating a web-based software application that will allow your company's customers to browse your website, search inventory, and place orders among other things. Your project team will, on a regular basis, need to update their computer virus prevention software, update their operating systems, and perform other maintenance on their computers in order to complete the project. This maintenance work is not directly tied to the project deliverables, but it is needed in order for the project to be completed. What term best describes this maintenance work?

1. Project management overhead

2. Cost of conformance to quality

3. Discrete effort

4. Level of effort

49. You are the project manager of the GHY Project. This project is scheduled to last for one year and has a BAC of $4,500,000. You are currently 45 percent complete with this project, though you are supposed to be at your second milestone which accounts for half of the project completion. There have been some errors in the project which has caused you to spend $2,073,654. What is this project's schedule performance index?

1. 1.02

2. ($108,120)

3. 0.9

4. 0.98

50. You are the project manager of the NHQ project. This project deals with a new technology that your company has never used before. You have petitioned the management to hire a consultant to help you and the project team to create the WBS, the activity list, and complete the duration estimates. The management is concerned about the costs of the consultant, but agrees to your request because of the nature of this new work. The consultant can best be described as what type of resource for this project?

1. Direct expense

2. External requirement

3. Expert judgment

4. Temporary resource

FAQs

1. What is the PMI Scheduling Professional (PMI-SP) certification?

The PMI-SP certification validates your expertise in developing, managing, and maintaining project schedules. It is offered by PMI (Project Management Institute) and focuses on advanced scheduling skills.

2. How do I become a PMI Scheduling Professional?

You must meet PMI’s eligibility criteria (education + scheduling experience + training) and then pass the PMI-SP exam conducted by PMI.

3. What are the eligibility requirements for the PMI-SP exam?

PMI requires:

• Secondary degree + 5,000 hours of scheduling experience + 40 hours of training, OR

• Four-year degree + 3,500 hours of scheduling experience + 30 hours of training.

4. How much does the PMI-SP certification exam cost?

For PMI members, the exam fee is around $520 USD. For non-members, it is $670 USD. Membership can save you money on the exam.

5. What topics are covered in the PMI Scheduling Professional exam?

The PMI-SP exam covers:

• Schedule Strategy

• Schedule Planning and Development

• Schedule Monitoring and Controlling

• Schedule Closeout

• Stakeholder Communications

6. How many questions are on the PMI-SP certification exam?

The PMI-SP exam has 170 multiple-choice questions, of which 20 are unscored pretest questions.

7. What is the passing score for the PMI-SP exam?

PMI does not disclose the exact passing score. Instead, results are reported by proficiency levels.

8. How long does it take to prepare for the PMI Scheduling Professional exam?

Preparation time depends on your background, but most candidates take 8–12 weeks of consistent study.

9. What is the exam format for the PMI-SP certification?

It is a computer-based exam with 170 questions in 3.5 hours. You can take it at a Pearson VUE center or online proctored.

10. Are there any PMI-SP sample questions or practice tests available?

Yes, PMI provides sample questions, and practice tests are also available from trusted providers like CertiMaan.

11. Is PMI Scheduling Professional certification worth it?

Yes. It demonstrates specialized expertise in scheduling, which can set you apart in industries like construction, IT, and engineering.

12. What is the validity period of the PMI-SP certification?

The certification is valid for 3 years. You must earn 30 PDUs in that cycle to maintain it.

13. How many PDUs are required to maintain the PMI Scheduling Professional certification?

You need 30 PDUs (Professional Development Units) every three years to renew.

14. Can I retake the PMI-SP exam if I fail?

Yes. You can take the exam up to 3 times within your one-year eligibility period.

15. What is the difficulty level of the PMI Scheduling Professional exam?

It is considered moderately difficult because it requires both theoretical knowledge and practical scheduling experience.

16. What study materials are best for PMI-SP certification preparation?

The PMI-SP Exam Content Outline, PMI practice guides, and online training from CertiMaan are highly recommended.

17. How much salary can a PMI Scheduling Professional earn?

Salaries vary by industry and country, but PMI-SP certified professionals often earn 15–20% more than non-certified peers.

18. What kind of jobs can I get with a PMI Scheduling Professional certification?

You can work as a Project Scheduler, Planning Engineer, Project Controls Specialist, or Project Manager in industries that require advanced scheduling expertise.

19. What is the difference between PMP and PMI-SP certifications?

• PMP covers all aspects of project management.

• PMI-SP is specialized, focusing only on project scheduling and time management.

20. Where can I register for the PMI Scheduling Professional exam?

You can register directly on the official PMI website (pmi.org) by creating an account and submitting your application.