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PMI-SP Practice Exam — PMI-SP: PMl Scheduling Professional

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Exam information

I. Basic Information

1. Mainland China

Exam Language: Bilingual Chinese and English (original English questions on top with Chinese translations below). No separate language proficiency certificate is required.

Exam Fees: First-time exam: RMB 4,900 (approx. 690 USD, exchange rate subject to the rate on the registration date); Retake exam: RMB 3,200

Exam Dates (2026): March 14, June 14, September 12, December 5 (4 annual paper-based tests)

Exam Duration: 210 minutes (3.5 hours), 9:00 AM – 12:30 PM, no mandatory breaks

Official Websites: China International Talent Exchange Foundation: http://event.chinapmp.cn; PMI China: www.pmichina.org


2. International Candidates (including Hong Kong, Macao and Taiwan)

Exam Language: English (Chinese version is available in selected regions)

Exam Fees: First-time exam: PMI Member 520 USD, Non-Member 670 USD; Retake exam: PMI Member 375 USD, Non-Member 475 USD

Exam Dates: Flexible booking; computer-based tests are available on non-public holidays. Candidates may choose on-site test centers or online remote proctoring.

Exam Duration: 210 minutes; self-selected time slots for computer-based tests

Official Websites: PMI Global: www.pmi.org; Pearson VUE: www.pearsonvue.com/pmi



II. Eligibility Requirements (All requirements must be met simultaneously)

1. Education Background

- Hold secondary education qualification (high school, associate degree or equivalent global academic credential) or above.

- No major restrictions. Candidates must be at least 18 years old with full capacity for civil conduct.


2. Scheduling Management Experience Requirements

- Standard Path (High school, associate degree or equivalent qualification)

Scheduling Management Experience: A minimum of 36 months (approximately 5,000 hours) of professional project scheduling work experience accumulated within the past 5 years, which shall be applied to formal projects, programs or portfolios.


- Shortcut Path 1 (Bachelor’s degree or equivalent global academic credential and above)

Scheduling Management Experience: A minimum of 24 months (approximately 3,500 hours) of professional project scheduling work experience accumulated within the past 5 years, which shall be applied to formal projects, programs or portfolios.


- Shortcut Path 2 (Holders of GAC-accredited degrees)

Scheduling Management Experience: Candidates who hold a bachelor’s or postgraduate degree from a PMI Global Accreditation Center (GAC) accredited program will enjoy relaxed experience requirements.


3. Special Experience Exemption Rules

- Holders of valid PMI certifications (PMP, PgMP, PMI-ACP, etc.) for more than one year may deduct the required length of scheduling management experience in accordance with relevant rules.

- A diploma from a PMI Global Accreditation Center (GAC) accredited program can deduct the corresponding length of required scheduling management experience.


4. Training Requirements

- Standard Path: Complete 40 hours of formal specialized project scheduling training provided by PMI Authorized Training Partners (ATPs).

- Shortcut Path: Complete 30 hours of formal specialized project scheduling training provided by PMI Authorized Training Partners (ATPs).

- The training covers the full lifecycle of scheduling management, including core modules: scheduling strategy planning, schedule development, schedule monitoring and control, schedule closure, stakeholder communication management and other key contents.



III. Exam Format

1. Mainland China

- Exam Type: Paper-Based Test (PBT) is the only option. Candidates must take the exam at designated test centers.

- Registration Procedures:

 1. English Application: Complete account registration and eligibility review on the official PMI website (www.pmi.org). Standard review takes 3–5 working days; the period will be extended to 5–10 working days if selected for random audit.

 2. Chinese Application: Batch registration opens on the website of China International Talent Exchange Foundation, generally 1–2 months before each exam. Candidates need to compete for limited test center quotas.

 3. Payment Rule: Full payment must be completed within 48 hours after eligibility approval. The application will become invalid if payment is overdue.

- Batch arrangement: Registration opens gradually by city tiers. The first batch covers first-tier cities such as Beijing and Shanghai, followed by other regions.


2. International Candidates (including Hong Kong, Macao and Taiwan)

- Exam Type: Computer-Based Test (CBT) booked via Pearson VUE. Candidates may choose on-site test centers or online remote proctoring.

- Score Release: Results are released within 24 hours after the exam, much faster than paper-based tests which take 4–8 weeks.

- Special Arrangements: Candidates may apply for special exam accommodations (e.g. extended exam time) in advance.


3. Exam Content & Question Types

- Total questions: 170 single-choice questions (including 20 unscored pretest questions randomly distributed across the exam)

- Scored questions: 150 items. All questions are scenario-based to assess practical scheduling management capabilities.

- Five content domains & weightings:

 1. Scheduling Strategy (14%)

 2. Schedule Planning and Development (31%)

 3. Schedule Monitoring and Control (35%)

 4. Schedule Closure (6%)

 5. Stakeholder Communication Management (14%)

- Passing Standard: PMI sets the passing score via psychometric analysis and does not publish the exact passing percentage. A target accuracy rate of above 70% is recommended for exam preparation.



IV. Results & Certification Maintenance

1. Score Release & Inquiry

- Mainland China Paper-Based Test: Results are available on the PMI official website 4–8 weeks after the exam. Only PASS / FAIL is displayed with no specific scores.

- International Computer-Based Test: Results can be viewed in your PMI account within 24 hours after the exam.

- Domain Rating: Performance across five domains will be rated from Grade B to Grade A; there is no 3A top rating for this exam.


2. Certificate Issuance

- Electronic Certificate: Available for download in your PMI account approximately 6–8 weeks upon passing the exam.

- Physical Certificate: Application for postal delivery is available at the candidate’s own expense.


3. Certification Maintenance (PDU Requirements)

- Certification Validity: 3 years

- Total PDU Requirement: Earn 30 Professional Development Units (PDUs) within each 3-year cycle:

 - Minimum 15 PDUs related to scheduling management practices

 - Maximum 15 PDUs for other general project management topics

- Ways to earn PDUs: Attend training courses and seminars, read professional publications, publish articles, participate in practical scheduling management projects and other qualified activities.

- Renewal Fees: PMI Member 60 USD, Non-Member 150 USD. Complete renewal before the certificate expiration date.



V. Important Notes

1. Admission Documents

- Mainland China Candidates: Present the original valid ID card and printed admission ticket.

- International Candidates: Present the original valid passport and Pearson VUE appointment confirmation letter.


2. Exam Room Rules

- Electronic devices, books and self-provided scratch paper are prohibited in the test room. Stationery will be provided on site.

- All exam papers and answer sheets must be collected by invigilators after the exam. Taking any documents out of the test room is strictly forbidden.

- No mandatory breaks during the paper-based exam. The timer will not stop if you leave the test room temporarily.


3. Registration & Exam Changes

- Eligibility Validity: Approved English application is valid for 1 year. You may take the exam up to 3 times within the valid period.

- Registration Quotas: Registration opens in batches with limited seats. Quotas are tight in popular cities, so please prepare for registration in advance.

- Rescheduling & Cancellation: All operations must be completed via your PMI account at least 48 hours before the exam. Changes made more than 30 days in advance are free of charge; service fees apply for changes within 30 days. No refund will be granted for requests submitted less than 48 hours before the exam.


4. Official Contact Information

- PMI Customer Service: +1-610-356-4600

- China International Talent Exchange Foundation: 400-810-2100

- ATA: Official test administrator for Mainland China, responsible for test center arrangement and on-site examination affairs.


Sample questions

PMI-SP · Q1
Topic 1 Question #1 Once the project's WBS has been created what process may happen next?
  • A.
    Estimate activity resources
  • B.
    Define activities
  • C.
    Estimate activity durations
  • D.
    Sequence activities

Answer: B

The Work Breakdown Structure (WBS) is a deliverable-oriented hierarchical decomposition of total project scope into work packages, the lowest WBS level used for cost and work assignment. Per PMI-SP schedule management process flow, the immediate next process after WBS creation is Define Activities. This process uses WBS work packages as its primary input, and decomposes each work package into smaller, discrete schedule activities that represent the specific actions required to complete the work package deliverables. This step is mandatory before any subsequent scheduling tasks such as sequencing activities, estimating resources, or estimating durations can be performed, as all downstream scheduling processes rely on a complete, accurate list of defined activities to operate. Option Analysis: A. Estimate activity resources: This option is incorrect. Estimate Activity Resources is the process of estimating the type and quantities of materials, personnel, equipment, or supplies required to perform each activity. This process cannot occur until activities have first been defined, so it falls after Define Activities in the schedule management process sequence, not immediately after WBS creation. B. Define activities: This option is correct. As the core process that bridges scope decomposition via WBS and schedule development, Define Activities directly uses WBS work packages as its input to generate the activity list, activity attributes, and milestone list that form the foundation for all subsequent scheduling work. It is the logical immediate next step after WBS completion. C. Estimate activity durations: This option is incorrect. Estimate Activity Durations calculates the number of work periods needed to complete individual activities with estimated resources. It requires pre-existing defined activities, sequenced activity order, and estimated activity resources as inputs, so it occurs much later in the schedule management workflow than immediately after WBS creation. D. Sequence activities: This option is incorrect. Sequence Activities is the process of identifying and documenting relationships among project activities to create a logical project schedule order. It can only be performed once a complete list of activities has been generated via the Define Activities process, so it cannot immediately follow WBS creation. Key Concepts: 1. Schedule Management Process Sequence: Per PMI scheduling standards, the order of core schedule planning processes following scope definition and WBS creation is Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule. This sequential flow ensures each process has the required inputs from prior completed processes. 2. WBS vs Schedule Activities: The WBS is a deliverable-oriented scope decomposition tool that stops at work packages, which represent grouped, assignable units of work. Schedule activities are action-oriented tasks derived from decomposing work packages during Define Activities, and are the lowest level of detail used for scheduling, assigning resources, and tracking schedule progress. 3. PMI-SP Schedule Planning Domain: The PMI-SP certification's Schedule Planning domain accounts for 30% of exam content, and explicitly includes the task of decomposing WBS work packages into schedule activities as a core competency for scheduling professionals. References: PMI Scheduling Professional (PMI-SP)® Examination Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Schedule Management Knowledge Area
PMI-SP · Q2
Topic 1 Question #2 Which of the following scheduling techniques identifies the successor activities and the predecessor activities to assist the project manager in sequencing the project work?
  • A.
    Precedence Diagramming Method
  • B.
    Schedule network template
  • C.
    Dependency determination
  • D.
    Activity on the Node

Answer: A

This question aligns with the Project Schedule Management domain of the PMI-SP certification, specifically the Sequence Activities process that focuses on ordering project work logically to optimize schedule feasibility and efficiency. The scenario asks for a scheduling technique that explicitly identifies predecessor and successor activities to support work sequencing. The Precedence Diagramming Method (PDM) is the standard, PMI-endorsed technique for this use case, as it systematically maps all logical relationships between activities to define the correct order of execution, which directly addresses the requirement stated in the question. PDM is a core tool tested in PMI-SP examinations due to its widespread use in building reliable, accurate project schedule models. Option Analysis: A. Precedence Diagramming Method: This option is correct. PDM is a formal scheduling technique defined in PMI standards that uses nodes to represent activities and arrows to show logical dependencies between predecessor (prior) and successor (subsequent) activities. It explicitly captures all predecessor and successor relationships to support accurate sequencing of project work, which matches the question's requirement exactly. B. Schedule network template: This option is incorrect. A schedule network template is a reusable organizational process asset that provides a pre-built schedule network structure for common project types, rather than a technique for identifying predecessor and successor relationships. It reduces the time to build a schedule network but does not perform the activity of identifying dependencies for sequencing. C. Dependency determination: This option is incorrect. Dependency determination is a supporting activity within the Sequence Activities process that classifies the type of dependency (mandatory, discretionary, external, internal) between activities, not a standalone scheduling technique that maps predecessor and successor activities to sequence work. D. Activity on the Node: This option is incorrect. Activity on the Node (AON) is a diagramming notation used to represent PDM networks, where individual activities are placed on nodes rather than arrows. It is a visual representation format, not the scheduling technique itself that identifies and maps predecessor and successor relationships to support sequencing. Key Concepts: 1. Sequence Activities Process: A core process in Project Schedule Management that involves ordering project activities by their logical dependencies to produce a feasible project schedule. It is a high-weight domain in the PMI-SP certification, covering tools for dependency mapping and sequence optimization. 2. Precedence Diagramming Method (PDM): The most widely used scheduling technique for sequence activities, which supports four types of logical dependencies (finish-to-start, finish-to-finish, start-to-start, start-to-finish) between predecessor and successor activities to define work order. 3. Activity Dependencies: Logical relationships that dictate when a successor activity can start or finish relative to a predecessor activity. Correct identification and mapping of these dependencies is a critical competency for PMI-SP certification holders to build accurate, realistic project schedules. References: PMI-SP Examination Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition
PMI-SP · Q3
Topic 1 Question #3 You are the project manager of the NHGQ project for your company. You must create and distribute performance reports every week to your key project stakeholders. What communication technique do you normally use to distribute reports?
  • A.
    Push technique
  • B.
    Many-to-many
  • C.
    One-to-one
  • D.
    Pull technique

Answer: A

This question evaluates knowledge of PMI communication management principles core to the PMI-SP certification, which align with standards defined in the PMBOK Guide. The scenario describes scheduled weekly distribution of formal performance reports to pre-identified key project stakeholders. This activity requires a proactive communication method that ensures all intended recipients receive the required update on the mandated timeline without needing to initiate a request for the information. This use case directly matches the definition and intended application of the push communication technique specified in PMI's project management framework, as performance reports are formal, scheduled updates required by the project communication management plan for targeted stakeholder groups. Option Analysis: A. Push technique: Correct. Push communication is defined by PMI as the proactive distribution of confirmed information to specific, pre-identified recipients who require the data to stay aligned with project progress. Scheduled weekly performance reports sent directly to key stakeholders are a standard use case for push communication, as it ensures the intended parties receive the required formal update on the required schedule without requiring them to take action to access the information. B. Many-to-many: Incorrect. Many-to-many is a communication model for collaborative, open platforms where multiple users contribute and access information simultaneously, such as discussion forums, shared team workspaces, or public community groups. It is not designed for targeted, controlled distribution of formal scheduled performance reports to a defined set of key stakeholders. C. One-to-one: Incorrect. One-to-one communication refers to direct, individual exchanges between two parties, such as private check-in meetings, personal feedback calls, or emails sent to a single recipient. It is inefficient and inconsistent with standard practice for distributing the same weekly performance report to a group of key stakeholders. D. Pull technique: Incorrect. Pull communication requires stakeholders to access information independently from a centralized repository, such as a shared project drive, intranet document library, or public project portal. It is typically used for large volumes of non-critical information, broad, undefined stakeholder audiences, or optional supplementary resources, which does not match the scenario of proactive scheduled distribution of required performance reports to key stakeholders. Key Concepts: 1. Push Communication Technique: A core PMI communication management concept, one of three primary communication categories (along with interactive and pull) that involves proactive distribution of information to pre-identified intended recipients, designed for scheduled, targeted updates to defined stakeholder groups. 2. Performance Reporting: A key monitoring and controlling activity in the PMI-SP domain, involving collection, analysis, and distribution of project performance data (including status updates, progress measurements, and forecasted outcomes) to stakeholders per requirements defined in the project communication management plan. 3. Communication Technique Alignment: PMI guidance requires project managers to select communication techniques based on stakeholder requirements, information type, update frequency, and audience size, with push communication specified as the appropriate method for scheduled formal updates to pre-identified key stakeholder groups. References: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, PMI Scheduling Professional (PMI-SP)® Examination Content Outline
PMI-SP · Q4
Topic 1 Question #4 Your project team is executing the project plan and things are going well. Your team has reached its first milestone and is now in the second phase of the project.The project stakeholders have requested that you find a method to reduce the duration of the project. They will reward you and your project team with a 25 percent bonus of the project costs if you can finish the project thirty days earlier than what was already planned. The stakeholders, however, will not approve any additional labor costs as part of the agreement. Which approach could you use to shorten the duration of the project?
  • A.
    Perform resource leveling for the project.
  • B.
    Crash the project schedule.
  • C.
    Fast track the project.
  • D.
    Remove things from the project scope.

Answer: C

The scenario presents two core constraints: reduce the total project duration by 30 days, and incur no additional labor costs as explicitly rejected by stakeholders. Schedule compression techniques are the relevant domain of practice here, and only one technique meets both constraints. Fast tracking, which overlaps activities originally scheduled to run sequentially (most often on the critical path), achieves duration reduction without adding new labor resources or increasing labor costs. The project is already in execution with the first milestone completed, so there are remaining sequential activities that can be adjusted for overlapping to shorten overall duration, making this approach feasible for the given context. While fast tracking introduces moderate risk of rework if overlapping activities are not closely coordinated, it is the only valid option that adheres to all stated requirements. Option Analysis: A. Resource leveling is a resource optimization technique used to resolve resource overallocation or align activity schedules with available resource capacity. It almost always extends rather than shortens project duration, as it delays critical path activities when required resources are unavailable. It does not serve as a schedule compression method, so this option is incorrect. B. Crashing is a schedule compression technique that adds extra labor resources or overtime to critical path activities to reduce their duration. This method directly increases labor costs, which stakeholders have explicitly refused to approve, so this option is invalid for the given scenario. C. Fast tracking is the correct option. As a formal schedule compression technique, it shortens total project duration by overlapping sequential critical path activities without adding new labor resources or incurring extra labor costs. This directly satisfies both the duration reduction requirement and the no additional labor cost constraint specified in the scenario. D. Removing items from the project scope requires formal change control approval from stakeholders, and the question does not indicate stakeholders will accept scope reduction to meet the deadline. This approach alters agreed-upon project deliverables rather than adjusting schedule execution, and it is not an approved schedule compression technique aligned with the given constraints, so this option is incorrect. Key Concepts: 1. Schedule Compression: A core PMI-SP schedule management domain concept referring to techniques used to shorten total project duration without reducing the approved project scope. The two standard formal methods are crashing and fast tracking, each with unique cost and risk tradeoffs. 2. Crashing vs Fast Tracking: Crashing reduces duration by allocating additional resources to critical path activities, which increases labor costs but minimizes incremental execution risk. Fast tracking reduces duration by overlapping sequential critical path activities, which does not increase labor costs but introduces higher risk of rework and coordination failures. 3. Resource Leveling: A resource optimization technique that adjusts activity start and end dates to align with resource availability constraints, which typically extends project duration and is never used to compress the schedule. References: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, PMI-SP® Examination Content Outline, https://www.pmi.org/-/media/pmi/documents/public/certification/exam-content-outlines/pmi-sp-exam-content-outline.pdf
PMI-SP · Q5
Topic 1 Question #5 The Define Activities process is the first process in the project time management knowledge area. The Define Activities process creates just three outputs as a result of decomposition, rolling wave planning, templates, and expert judgment. Which one of the following is not an output of the Define Activities process?
  • A.
    Activity list
  • B.
    Milestone list
  • C.
    Activity attributes
  • D.
    Project document updates

Answer: D

This question assesses knowledge of the Define Activities process, a core component of the Project Schedule Management (previously Project Time Management) knowledge area tested on the PMI-SP certification. The question explicitly states that the Define Activities process generates three primary outputs from the listed tools (decomposition, rolling wave planning, templates, expert judgment). Per PMI scheduling standards, these three direct outputs are the activity list, milestone list, and activity attributes. Project document updates are not among these three core outputs generated directly from the referenced tools, making option D the correct choice as the non-output of the process in the given context. Option Analysis: A. Activity list: This is a valid, core output of the Define Activities process. The activity list is a complete inventory of all discrete, actionable tasks required to deliver project work packages, created directly through decomposition of WBS work packages. This is one of the three outputs referenced in the question, so this option is incorrect. B. Milestone list: This is a valid, core output of the Define Activities process. The milestone list documents all significant project events or checkpoints (such as phase completions or major deliverable approvals) identified during activity definition. This is one of the three outputs referenced in the question, so this option is incorrect. C. Activity attributes: This is a valid, core output of the Define Activities process. Activity attributes capture extended details for every activity in the activity list, including activity codes, dependency types, resource requirements, constraints, and assumptions, and are developed in parallel with the activity list. This is one of the three outputs referenced in the question, so this option is incorrect. D. Project document updates: While project document updates may be generated as a secondary, conditional output of the Define Activities process if discrepancies or changes to existing project documents are identified during activity definition, they are not among the three primary outputs generated directly from the tools listed in the question. This is the non-output of the Define Activities process in the given scenario, so this option is correct. Key Concepts: 1. Define Activities Process: As the first process in the Project Schedule Management knowledge area, Define Activities translates high-level work packages from the Work Breakdown Structure (WBS) into granular, schedulable activities, forming the foundation for all subsequent scheduling work. 2. Core Define Activities Outputs: The three primary, direct outputs of the Define Activities process are the activity list, activity attributes, and milestone list, all of which are required inputs to later scheduling processes including Sequence Activities, Estimate Activity Durations, and Develop Schedule. 3. PMI-SP Output Recognition: The PMI-SP certification requires candidates to accurately distinguish between inputs, tools and techniques, and outputs for every schedule management process, to ensure they can apply these artifacts correctly in live project scheduling contexts. References: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Practice Standard for Scheduling – Third Edition

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