PMI Scheduling Professional (PMI-SP) Interview and Test Questions
Published on: August 10, 2025
Last updated: October 16, 2025 Read in fullscreen view
Last updated: October 16, 2025 Read in fullscreen view
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PMI-SP Sample Questions
Basic |
|
| Explain the difference between activity and milestone in project scheduling. | An activity is a task that requires time and resources; a milestone is a key marker with no duration. |
| What is CPM and why is it important in schedule management? | CPM (Critical Path Method) identifies the longest chain of activities determining the total project duration; managing the critical path helps reduce schedule delay risks. |
| What is the difference between ES, LS, EF, and LF? | ES/EF: earliest possible start/finish; LS/LF: latest possible start/finish without delaying the project. |
| What is float (slack)? How many types are there? | Float is the amount of time an activity can be delayed without affecting overall project completion; types include total float and free float. |
| How to use the Schedule Performance Index (SPI) to evaluate progress? | SPI = EV / PV; SPI < 1 indicates delay, SPI > 1 means ahead of schedule. |
| What is the difference between Resource Leveling and Resource Smoothing? | Resource leveling adjusts project duration to balance resources; resource smoothing keeps project duration fixed but optimizes resource allocation. |
| When to use Fast Tracking and Crashing to adjust the schedule? | Fast tracking: run activities in parallel instead of sequentially; Crashing: add more resources to shorten duration. |
| Explain how to create a Work Breakdown Structure (WBS) for a project. | WBS divides the project into manageable components, making cost, time, and responsibility estimation easier. |
| What is the difference between logic relationships: FS, SS, FF, SF? | These are relationship types between activities that define sequence and dependency among tasks. |
| How do you manage schedule risks in a project? | Use techniques like Monte Carlo simulation, contingency buffers, and risk-adjusted scheduling. |
Advanced |
|
| You discover the project’s critical path changes due to a supplier delay. What will you do? | Update the schedule, re-evaluate the critical path, consider crashing/fast tracking, inform stakeholders, and reallocate resources if needed. |
| In a large project, cross-group dependencies cause continuous delays. How would you manage? | Define dependencies clearly, apply milestone trend analysis, improve communication, and prioritize critical tasks. |
| A task is over-allocated with resources but lies on the critical path. How would you handle it? | Apply careful resource leveling, consider adding resources, shorten duration if possible, and keep the critical path stable. |
| You are asked to forecast project completion 2 weeks earlier than baseline. What tools/methods would you use? | Use Monte Carlo simulation, PERT analysis, identify tasks with float for adjustment, and assess risks. |
| In a project, a key milestone is repeatedly delayed while surrounding tasks are on schedule. What would you do? | Analyze root causes, check dependencies, assess project-wide impact, report and propose mitigation (fast tracking or crashing). |
| You need to schedule a multi-phase project with complex deliverables but only preliminary data. How would you plan? | Use rolling wave planning, create a high-level WBS, detail near-term phases, forecast long-term risks, and update progressively. |
| A stakeholder requests to shorten project duration but budget does not increase. How would you assess? | Analyze the critical path, identify fast-trackable tasks, evaluate trade-offs between time, cost, and quality, and provide recommendations. |
| You need to handle a large schedule variance between plan and actual. What would you do? | Analyze causes, update the schedule, apply corrective actions, re-baseline if necessary, and report to stakeholders. |
| Use Earned Value Management (EVM) to forecast project completion. | Use CPI, SPI, and TCPI to forecast completion performance and identify potential risks. |
| In a hybrid Agile project, combining traditional scheduling with sprint planning. How would you design the schedule? | Set up major milestones in Gantt, detail sprint backlogs in iterations, and map dependencies between sprints and overall tasks. |
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