Timed mock · 80 minutes
Timed PMP® mock exam
This timed PMP mock exam keeps the real exam's pace on a shorter set. PMI® allows 240 minutes for 180 questions, about 80 seconds each (PMP Examination Content Outline, as of October 2026); the brief before Start shows the clock and the pace for this set. Notes stay locked until you finish or time runs out; the untimed practice test is where you learn, this is where you check.
- Exam
- PMP
- Packages
- 60
- Clock
- 80 min
- Updated
- Oct 13, 2026
01This mock against exam day
| Point | This mock | The PMP exam |
|---|---|---|
| Length | A shorter set; the count is in the brief before Start | 180 questions, 170 of them scored |
| Clock | Shown in the brief, close to exam pace | 240 minutes |
| Breaks | None; run it in one sitting | Two 10-minute breaks |
| Domains | Split close to the outline weights | People 33%, Process 41%, Business Environment 26% |
| Formats | Single answer | Single and multiple response, matching, graphic-based, case or scenario |
| Result | Score by domain, then notes on every option | Pass or fail plus a diagnostic for each domain |
Exam column: PMI PMP Examination Content Outline and PMI Certification Handbook, as of October 2026. More detail on the PMP exam format.
02Start the clock
Sit it in one go, somewhere quiet. Pausing halfway turns a mock back into practice.
Before the clock starts
- 60 packages, 80 minutes. That is about 1 min 20 s per package.
- No notes while the clock runs. Pick, change your mind, flag anything you want to revisit.
- Finish early or let the clock run out: either way you get a score by domain and every note.
| Domain | Packages | Exam weight |
|---|---|---|
| People | 20 | 33% |
| Process | 25 | 41% |
| Business Environment | 15 | 26% |
Work packages 60
--:--
Close-out report
Every row below is open for review: your pick, the key and a note for each option.
WP 01A project manager needs a delegation monitoring dashboard. Which outcome-based measures and early-warning rules best detect when coaching or capacity adjustments are required?People
Debrief notes open after you finish
- AVelocity alone tracks output, not quality or customer acceptance, so it cannot show when delegated work needs coaching.
- BTask counts with traffic-light status measure activity rather than outcomes and give no objective trigger for stepping in.
- CCorrect: lead time, defect rate, and acceptance rate measure outcomes, and a 15% deviation threshold flags drift early enough to coach or rebalance capacity.
- DLogging hours with mandatory reviews measures effort and invites micromanagement; it does not show whether delegated outcomes are being met.
WP 02A sponsor's influence and interest have changed mid-project. Which engagement actions best reduce conflict risk?People
Debrief notes open after you finish
- ACorrect: when power or interest shifts, the stakeholder's position on the grid is reassessed and the engagement approach is adjusted to match the new profile.
- BLow-interest stakeholders still need light monitoring, because interest and influence change, as this sponsor's just did.
- CEscalating every change wastes governance time; reclassifying and adjusting engagement is work the project manager owns.
- DA single status report ignores the sponsor's new influence and is unlikely to meet their changed information needs.
WP 03Multiple SMEs will depart simultaneously during a critical phase. Which coordinated plan best protects tacit knowledge and maintains delivery continuity?People
Debrief notes open after you finish
- ADocumentation captures explicit knowledge but rarely transfers the tacit judgment that only shows up in practice.
- BGroup training cannot replace the hands-on mentoring this transfer actually requires.
- CMentoring without protected time or clear objectives tends to be squeezed out by delivery pressure.
- DCorrect: overlap and shadowing transfer tacit know-how, recordings preserve it, and observed sign-offs prove the successor can actually perform the work.
WP 04You are leading a high-pressure project. To prevent burnout, you verbally advocate for work-life balance and establish strict no-overtime policies for the team. However, you routinely send project updates on weekends. The team continues to work excessive hours. What is the root cause?People
Debrief notes open after you finish
- ACorrect: people follow what the leader does over what the leader says, so weekend messages signal that overtime is expected despite the policy.
- BCompression might be needed later, but the scenario points to the leader's own behavior, not to an unrealistic baseline.
- CNothing in the scenario suggests a skills gap; the team works long hours because of the signal the leader sends.
- DHidden external pressure is speculation; the evidence given is the contradiction between the leader's words and actions.
WP 05A project has shifted from predictive to hybrid delivery midstream. Which action is required regarding stakeholder scoring?People
Debrief notes open after you finish
- ACorrect: a change in delivery approach changes how and when stakeholders engage, so revise the engagement plan and then reassess every stakeholder against it.
- BRe-scoring only vocal stakeholders biases the assessment and misses quieter people whose influence may have shifted.
- CRevising stakeholder assessments is within the project manager's remit; governance does not need to design a new matrix.
- DWaiting for the next gate leaves the engagement approach misaligned with hybrid delivery for an entire phase.
WP 06A knowledge transfer plan relies solely on email distribution. Which risk is most significant and how should it be addressed?People
Debrief notes open after you finish
- APostponing documentation until people leave is the scenario most likely to lose knowledge, not a fix for it.
- BCorrect: email distribution confirms nothing; without role-based acceptance checks, no one verifies that receivers understood the material and can apply it.
- CDepending on one expert's memory creates a single point of failure for knowledge the organization still needs.
- DUnrecorded anecdotal sessions may share stories but leave no reusable record and no evidence that transfer happened.
WP 07Several junior staff need skill development without missing sprint commitments. Which program balances mentoring and delivery?People
Debrief notes open after you finish
- AStacking full training on top of full delivery overloads junior staff and puts both learning and commitments at risk.
- BDeferring all learning to the end keeps current skill gaps in place for the whole project.
- CHaving seniors do the juniors' work protects the sprint but removes the very practice that builds skills.
- DCorrect: reserving capacity for learning and giving guided stretch work builds skills inside the sprint plan rather than on top of it.
WP 08Procurement requires richer engagement than mass email. What is the correct escalation?People
Debrief notes open after you finish
- ACanceling procurement work to avoid a channel issue is wildly disproportionate and harms the project.
- BCorrect: tailor the channel to the stakeholder's needs; moving to an interactive channel and recording why keeps the communications plan current and defensible.
- CDelegating to junior staff lowers the level of engagement when this stakeholder needs more, not less.
- DGoing to the sponsor before trying a better channel escalates a problem the project manager can solve directly.
WP 09A heated argument erupts minutes before a critical supplier call. Which action preserves meeting effectiveness?People
Debrief notes open after you finish
- ACancelling the supplier call puts an internal dispute ahead of a critical commitment.
- BForcing a resolution in a heated moment usually produces a poor decision and resentment.
- CEscalating a heated moment to senior management is out of proportion and may embarrass people.
- DCorrect: A short, deliberate pause (temporary withdrawal) lets emotions cool so the call goes well, and the issue is picked up again afterward.
WP 10A blended team faces schedule compression. Which delegation depth matrix best balances directive and outcome delegation with checkpoints?People
Debrief notes open after you finish
- AThis reverses the logic: juniors need more direction and seniors can own outcomes, not the other way around.
- BOutcome delegation for everyone with only weekly demos leaves juniors without enough support under compression.
- CMonthly escalation is far too slow for a compressed schedule, and uniform outcome delegation ignores experience levels.
- DCorrect: matching delegation depth to experience, with daily checkpoints, gives seniors autonomy and juniors guidance while issues surface fast enough to recover.
03Reading the close-out report
The report gives a percentage and a table by domain. Treat the table as the useful part. PMI publishes no passing percentage: its handbook says the passing score is determined by sound psychometric analysis, and the real score report shows pass or fail with diagnostics per domain (as of October 2026). The PMP passing score page covers what that report does and does not tell you.
If the clock ran out
Running short of time is a pacing signal, separate from knowing the material. At exam pace, about 80 seconds a question, a scenario you reread three times costs the next one. Whether that makes the exam hard is its own question, taken apart on is the PMP exam hard.
Before you press Start again
So the score was low; does a second run tomorrow raise it? Only by memory. This mock is one fixed set, and every note opened when you finished, so a rerun repeats the same packages and measures recall. Rework the weakest domain in the practice set first, and treat a later run, where the study plan schedules one, as a pace check.